Mission, Vision, and Values
What are Mission and Vision?
A Mission statement illustrates the current state of your organization’s function and why it exists within the University Structure. Mission statements, written well, may not change radically across planning cycles or strategic plans.
A Vision statement illustrates where your organization wants to be at the end of the planning period once all goals have been achieved. The Vision statement may be more time-oriented and related to a specific plan or project. Vision statements tend to change over time, be that across planning cycles, strategic plans, or after reflections about the organization’s work.
Writing a Mission Statement
Remember, the Mission of your organization clearly states to the community at large what your organization does and why it exists. That consideration should be central to crafting a Mission statement.
Crafting a Mission statement should be a team effort. Involvement from those who work within your organization is key, but also involve stakeholders served by your organization – students, alumni, and community members, for instance. Involving multiple constituencies provides a broad perspective about what work your organization does and why the organization exists.
When you begin to craft your statement, keep it concise. Most organization Mission statements should be 2-3 brief paragraphs.
Helpful reflection questions for mission statements
From an analysis of previous Mission statements at Penn State and a variety of sources related to creating mission statements, we found the following to be helpful reflection questions to guide construction of your Mission statement:
- Audience. Whom do you serve? How do you benefit them?
- Services. What are the main services that you offer? What is unique about these services?
- Space. In which geographical area do you operate?
- Future. How is the organization committed to active change?
- Philosophy. What core beliefs, values and philosophies guide your organization?
- Self-concept. What are the organization’s strengths, competencies, or competitive advantages?
- Community Impact. Is the organization socially responsible and environmentally friendly?
- Organizational Culture. How does the unit treat its employees? Students? Alumni? Community members?
Penn State Mission statement
As an illustration, here is the Penn State Mission statement:
The Pennsylvania State University is a multi-campus, land-grant, public research University that educates students from around the world and supports individuals and communities through integrated programs of teaching, research, and service.
Our instructional mission includes undergraduate, graduate, professional, continuing, and extension education, offered through both resident instruction and distance learning. Our educational programs are enriched by the talent, knowledge, diversity, creativity, and teaching and research acumen of our faculty, students, and staff.
Our discovery-oriented, collaborative, and interdisciplinary research and scholarship promote human and economic development, global understanding, and advancement in professional practice through the expansion of knowledge and its applications in the natural and applied sciences, social and behavioral sciences, engineering, technology, arts and humanities, and myriad professions.
As Pennsylvania’s land-grant university, we provide unparalleled access to education and public service to support the citizens of the Commonwealth and beyond. We engage in collaborative activities with private sector, educational, and governmental partners worldwide to generate, integrate, apply, and disseminate knowledge that is valuable to society.
Writing a Vision Statement
A Vision statement answers the question, “Where do we want to go?” An effective Vision statement should be brief, concise, and specific to your organization. As you see here, the Vision of Penn State University is encompassed in thirty-one words:
Penn State will be a leader in research, learning, and engagement that facilitates innovation, embraces diversity and sustainability, and inspires achievements that will affect the world in positive and enduring ways.
This visioning exercise is a prime learning opportunity for your organization’s members and stakeholders. Consider what a clear Vision statement might add to your organization’s day-to-day work.
Questions to consider for vision statements
You might consider the following questions during creation of an aspirational Vision statement:
- Future-Focused. How would you describe what your organization will look like five years from now?
- Directional. Do you feel the Vision “sets the table” for expressing your Goals and Objectives?
- Specific. Is your Vision clear and focused enough to shape decision-making?
- Relevant and Purpose-Driven. Does your Vision reflect the organization’s potential to respond to the challenges of the day?
- Values-Based. Does the Vision reflect the Values of your organization? Does your Vision reflect Penn State’s Institutional Values, which you can see in the next section, or online here: https://strategicplan.psu.edu/institutional-values/.
- Challenging and Inspiring. Does your Vision encourage members of the organization to strive for greatness and higher standards?
- Unique and Memorable. Does your Vision highlight what makes your organization different and why it matters?
Updating Existing Mission and Vision Statements
If your organization approves of your existing Mission and Vision Statements from the previous planning cycle, you are welcome to adapt them. As stated previously, Mission Statements tend not to change very much over time. However, you may find it helpful to have your planning team check your Mission statement against the above process to make sure it still reflects your organization priorities effectively.
As for existing Vision Statements, while you can use your previous statement as a starting point, we strongly encourage your organization to take the time to craft a new Vision statement for the new planning cycle. Much can change over the course of a planning cycle and applying a visioning process may offer you new insights on the evolution of your organization as you move into the future.
Institutional and Unit Values
Penn State has six “Institutional Values” that undergird all elements of the Plan and “offer essential context for the successful execution of Penn State’s Mission.”
These Values are:
- Integrity. We act with integrity in accordance with the highest academic, professional, and ethical standards.
- Respect. We respect and honor the dignity of each person, embrace civil discourse, and foster a diverse, inclusive, and safe community.
- Responsibility. We act responsibly and hold ourselves accountable for our decisions, actions, and their consequences.
- Discovery. Through advanced research and scholarship, we seek and create new knowledge and understanding, and foster creativity and innovation, for society’s benefit.
- Excellence. We strive for excellence in all our endeavors as individuals, an institution, and a leader in higher education and research.
- Community. We work together for the betterment of our University, the communities we serve, and the world.
These Values are key to the successful implementation and success of the organization-level strategic plans.
Organizations organically develop their own Values to support both their day to day work and their long-term planning efforts. If you wish to go beyond the Institutional Values to enumerate the principles and standards upon which your organization bases its work, we have provided space for you to list them. While developing and recording your organization Values is optional, we encourage you to do so to aid in your reflections. Your organization Values should in no way conflict with Penn State’s, but rather complement them.