Mission Refinement

MISSION

REFINEMENT

WRITTEN BY TERESITA LEGASPI

BOTHEL, 2001

"A vision not shared by the organization is a recipe for failure"

INSTITUTIONAL PLAN

For many years, it has been recognized that successful strategic planning for organizational change requires clearly stating and encouraging widespread ownership and commitment to an institution's mission, vision, values, and objectives. (Gurley, 2014 as cited in Bryson, 2004)

a. Mission -

"Why do we exist? " Influences in governing, making decisions, and managing the school. b. Vision -

"What do we hope to become?"

It paints a picture for stakeholders of their ideal school and learner.

It impacts how work is done in many ways

Define out what level of performance is to be reached (e.g., student learning, professional growth)

c. Values -

"How must we behave to make the shared vision a reality?”

d. Objectives -

"Which steps will we take first, and when?”

SMART ACTION PLAN

5 stages to help you draw up a strategic action plan that will help you reach your objectives quickly and effectively.

S - specific M - measurable A - attainable R - relevant T - time-based.

THE OPEN UNIVERSITY UK

MISSION, VISION, VALUES

OU promotes supported open learning

Work-life balance

Provides quality study resources.

Tutors and advisers provide academic advice, feedback, and group tutorials.

Students connect via tutorials, day schools, informal study groups, web conferencing, study networks, and course forums.

MISSION: "Our mission is to be open to people, places, methods and ideas.

VISION: "Our vision is to reach more students with life-changing learning that meets their needs and enriches society.

VALUES: "In achieving our mission, we are committed to, and are guided by, the enduring Open University values of inclusivity, innovation and responsiveness.

promotes educational opportunity and social fairness.

to educate more students

giving equal access to opportunities and resources innovative mindset explores new ways of teaching and learning being able to respond effectively

ANALOGY: CARPOOL

Imagine you are in carpool. If everyone in a car was driving to a separate destination, it would be difficult to decide whether to turn right, left, or straight. If they are heading to the same location, they may have distinct strategies for getting there. One may like the coastal route, another may be aware of road construction, a third may seek to arrive early by taking a shortcut, and a fourth may have errands to do. Since they share the same objective, they should be able to agree on a course of action based on their respective knowledge. (Grusenmeyer, D. 2009)