Mission Statement E-13

If you don't know where you're going, you're bound to end up someplace else.

(attributed to Casey Stengel, former baseball manager)

Many groups lack a clear sense of direction. Each member has different ideas as to what the group should accomplish. These individual perceptions often differ, leading to misunderstanding and conflict. In this module you will learn to involve group members in a process which will not only clarify group purpose but also inspire and motivate membership. Then you can develop an organizational structure that gets results.

LEARNING OBJECTIVES

1. Write (or revise) a "mission statement."

2. Develop a unified sense of direction for your group or organization

WHAT IS YOUR MISSION?

A group with a clear mission and a set of goals and objectives which are mutually accepted by its membership has an achieving force that is almost irresistible. People are motivated through ideas, programs and results--not merely by being members. A clear statement of the mission and goals of a group provides the basis on which people can judge the merits of that group relative to their own needs and interests.

Group identity doesn't just happen. It is developed. New members may identify with an organization merely because they have joined. That reason, however, will last only for a few weeks or months. New members' initial enthusiasm will quickly dissipate if the organization fails to address their individual concerns. The same thing can happen to older members.

CLARIFYING YOUR MISSION

A mission is a general statement of a group's ideals and purpose. A mission statement tells what the group represents and what general issues it addresses. A mission statement explains the group to outsiders as well as providing focus for its members. Many groups are associated with a state or national organization which has a formal statement of mission, along with organizational guidelines. Such groups should periodically review that mission and clarify its meaning. The local group should be encouraged to expand on that mission statement, putting it into its own words and, therefore, establishing its unique identity. It is important that the mission statement be developed and internalized by group members, rather than imposed upon them. Otherwise, there is limited ownership. A group with no outside affiliation is in the fortunate position of being able to develop its own mission, tailored to its unique situation and needs.

EXERCISE:

Set aside time at a regular or special meeting to develop/review your mission statement. Call on each member in turn to express what s/he feels should be the purpose and ideals of the organization. Record these on newsprint or a chalkboard for all to see. Once everyone has been called upon, review the list. Ask for comments. "Is this an ideal to which we all wish to commit ourselves?" If there are objections, modify the statement to meet the group's approval. Ask for suggestions as to how the wording of the statements might be improved. After a period of discussion, form a committee to combine and condense the listed statements into a mission statement, to be presented at the next meeting. Time is taken at that meeting to discuss and revise the condensed statement until consensus is reached. This consensus building process may require several meetings, with the committee incorporating suggestions into the statement for the group's review.

The more that individual members are directly involved in developing and revising the mission statement the more meaning it will have to them. Otherwise, the exercise becomes one of indoctrination with limited motivational impact.

IF YOUR GROUP LACKS ENTHUSIASM, IT MOST LIKELY IS DUE TO EITHER:

1. The lack of a clear understanding among members as to what the purpose and goals of the group are. In other words, you haven't done enough planning or goal setting.....or

2. The group's goals are not seen as personally important to many of the members. In other words, the members weren't really involved in the planning and goal setting.....or

3. Members fail to see how many of the group's activities really contribute to the agreed upon goals. In other words, your goals are not being followed.

You may wish to refer to other groups' mission statements as you write or revise yours. Three examples are offered below.

MISSION STATEMENT EXAMPLES

Country Living Fair Mission Statement

The overall mission of our organization is to provide awareness of alternatives for decision-making on family self-sufficiency. We will focus on information related to health and nutrition, energy, construction, food production and preservation, cottage industries, and use of leisure time. We encourage wide diversity of viewpoints and will not endorse any particular viewpoint. We will remain independent from control of any particular organization. We will operate on a non-profit basis. Our principal activity will be an annual educational fair.

Arizona 4-H Mission Statement.

1.    The Arizona 4-H Program is one of four educational programs of the University of Arizona Cooperative Extension Service. This program involving youth and adults is:

a) nonformal and out-of-school

b) county oriented and locally determined

c) primarily group focused and family oriented

d) volunteer staffed and supervised by professional salaried faculty.

2. 4-H employs planned "learn by doing" experiences to enable youth to develop essential life skills, i.e.:

a) be socially, physically, and mentally healthy

b) explore and evaluate job, career and leisure time opportunities

c) acquire subject matter skills and knowledge reflecting current and new technologies

d) learn and practice leadership skills and fulfill leadership roles

e) participate in community and public affairs

f) understand and appreciate cultural similarities and differences.

3. 4-H is staffed by youth and adult volunteers under the supervision of professional salaried faculty:

a) The volunteers may do one or more of the following: teach, recruit, train, organize, provide support service, advise, counsel.

b) The professional salaried faculty uphold the principles of 4-H and the use of its emblem. They plan, recruit, supervise, enable and evaluate. They teach volunteers to use subject matter, educational methods, and the democratic process to achieve program objectives.

4. 4-H is publicly supported by county, state and federal governments. Private resources, both human and material, are used to enrich the learning experience of youth and adults.

Cooperative Extension Service's

Community Resource Development Program

Our mission in this state is to provide educational assistance to communities for improving the physical, social, economic, and cultural environment. High priorities which we support include:

• development of educational programs which will assist leaders in their understanding and application of the community development process;
• assistance to individuals and groups in securing and using available resources;
• encouragement of citizen awareness and understanding of public issues;
• stimulation of effective organization at community, area, and state-wide levels and to provide guidance and educational assistance in the processes;
• the provision of educational programs for leaders which will expand their effectiveness in making decisions that improve the quality of living in their communities; and
• the encouragement and involvement of citizens in the conservation of natural resources.

Typical programs that we offer include:

• local workshops in leadership skills;
• leadership training at the State level;
• organizing and maintaining volunteer programs;
• consultation on organizational development and on strengthening organizations.
• economic surveys to help communities to strengthen local business or to attract new industries;
• assistance for small communities with community planning;
• consultation with groups on planning educational programs;
• public policy education on controversial issues;
• organizing self-sufficiency fairs;
• assembling resource guides to assist rural groups;
• providing assistance to towns and counties on improving public utilities;
• referring questions to other local, state or federal agencies;
• providing training for local boards or for local government; and
• assisting other Cooperative Extension agents with needs assessment, program planning, training, or evaluation.