Mission, vision, and values statements
Creating mission, vision and values statements are a way for information organizations to consolidate the "big ideas" for how the organization should ideally operate, what the purpose of it truly is and what the organization values in its day-to-day operations as well as for planning in the long term.
Evans and Alire (2013) consider mission, vision and value statements to "draw on environmental information and existing organizational capabilities, resources, and parent body limitations" in order to assist in formulating strategies, action plans, goals and objectives for the strategic plan itself (Ch. 4, Strategic Planning, para. 2). It will be critical for the organization and its manager(s) to revisit the mission, vision and values statements alongside data gathered about the operational environment on an ongoing basis. If this is not done, the organization runs the risk of misalignment between what it believes or wants to achieve versus what is actually happening in the organization both internally and externally. Mission, vision and values statements must be carefully considered, carefully constructed, and carefully reviewed (and perhaps revised) in a relatively ongoing manner in order to capture the changing dynamics of the organization's environment.
Mission Statements:
Evans and Alire note that mission statements are basically a condensation of an organization's "very long-term strategy: What do we want to accomplish? Where do we want the organization to go?" (2013, Ch. 4, Mission Statements, para. 1). While this initially seems quite open-ended and perhaps a bit overwhelming, thinking in terms this broadly may in fact help to focus in on the "big idea", that is, what is truly "the point of it all", why are we doing what we're doing? Where are we going in the future?
While the ideas begin to flow, Evans and Alire remind us to maintain "congruity between the organization's capabilities and its operating environment" in order to stay on track, brainstorm mindfully and develop a realistic mission (Ch. 4, Mission Statements, para. 1). Mission statements can be short and precise or longer and more detailed (although they should never become unnecessarily unwieldy). Evans and Alire suggest "being short, general, and yet specific" in the wording of mission statements and try to avoid banal "buzzwords" (Ch. 4, Mission Statements, para. 7). Mission statements should ultimately be "memorable, inspiring and motivating" and can even be adapted as a sort of marketing tool or "brand" for the organization (Stephan, 2010, p. 193).
An example of a mission statement comes from Stephan (2010) in her description of working with the Western Libraries of Western Washington University:
"Western Libraries connects - people to place, people to people, people to learning.
Place - both the physical and virtual presence of our library.
We encourage learning, collaboration, and community through our environment.
People - the Western community and everyone we serve.
Learning - the promotion of critical thinking and information literacy.
The library provides access to the information and resources necessary to the learning process" (Stephan, 2010, p. 198).
Vision Statements:
Evans and Alire consider vision statements to "be about where you want to go" (2013, Ch. 4, The Planning Process, para. 4). Similarly to mission statements, vision statements should be conceptualized mindfully and written with clear and concise language. A good vision statement should offer "clear guidance for the more detailed thinking and planning that must follow" and be used to envision a "broad picture of how the library will or should operate at some point in the future" (Evans & Alire, 2013, Ch. 4, Vision Statements, para. 1). In other words, it should embody "the beliefs...prized above all else" (Stephan, 2010, p. 193). While a mission statement encapsulates what the organization aims to be about, a vision statement must capture what the organization wants to be.
An example of a vision statement also comes from Stephan (2010; slightly abbreviated for our purposes here):
"Western Libraries are integral to student success at Western Washington University. A destination university deserves a destination library, and in that role we seek to become Western's first source for quality information. [...] We will be innovative in the way we approach the fulfillment of user needs and nimble in the structure of our organization. We strive to be recognized as the premiere comprehensive university library in the Northwest" (Stephan 2010, p. 198).
Values Statements:
Evans and Alire consider a well-considered values statement to be one that "concisely expresses the operational priorities or values of the organization" (2013, Ch. 4, Value Statements, para. 1). They go on to note that when generating values statement ideas as a staff exercise, differences can arise between individualized values or personal perspectives and the professional or operational values that the library should likely engage with on an organizational level. Additionally, staff may agree on a "big idea" or value but disagree on how to best operationalize and translate that value into attainable and realistic user and stakeholder services (Evans & Alire, 2013).
An example of a values statement comes from Stephan (2010, also slightly abbreviated):
"We reach for excellence in performance and relationships. We strive for integrity, trust, and respect for each other and those we serve. We embrace the challenges of the evolving landscape as opportunities for the future, and we honor the traditional roles of academic libraries. We protect intellectual freedom and provide non-judgmental service. [...]" (Stephan, 2010, p. 198).
Evans and Alire (2013) consider mission, vision and value statements to "draw on environmental information and existing organizational capabilities, resources, and parent body limitations" in order to assist in formulating strategies, action plans, goals and objectives for the strategic plan itself (Ch. 4, Strategic Planning, para. 2). It will be critical for the organization and its manager(s) to revisit the mission, vision and values statements alongside data gathered about the operational environment on an ongoing basis. If this is not done, the organization runs the risk of misalignment between what it believes or wants to achieve versus what is actually happening in the organization both internally and externally. Mission, vision and values statements must be carefully considered, carefully constructed, and carefully reviewed (and perhaps revised) in a relatively ongoing manner in order to capture the changing dynamics of the organization's environment.
Mission Statements:
Evans and Alire note that mission statements are basically a condensation of an organization's "very long-term strategy: What do we want to accomplish? Where do we want the organization to go?" (2013, Ch. 4, Mission Statements, para. 1). While this initially seems quite open-ended and perhaps a bit overwhelming, thinking in terms this broadly may in fact help to focus in on the "big idea", that is, what is truly "the point of it all", why are we doing what we're doing? Where are we going in the future?
While the ideas begin to flow, Evans and Alire remind us to maintain "congruity between the organization's capabilities and its operating environment" in order to stay on track, brainstorm mindfully and develop a realistic mission (Ch. 4, Mission Statements, para. 1). Mission statements can be short and precise or longer and more detailed (although they should never become unnecessarily unwieldy). Evans and Alire suggest "being short, general, and yet specific" in the wording of mission statements and try to avoid banal "buzzwords" (Ch. 4, Mission Statements, para. 7). Mission statements should ultimately be "memorable, inspiring and motivating" and can even be adapted as a sort of marketing tool or "brand" for the organization (Stephan, 2010, p. 193).
An example of a mission statement comes from Stephan (2010) in her description of working with the Western Libraries of Western Washington University:
"Western Libraries connects - people to place, people to people, people to learning.
Place - both the physical and virtual presence of our library.
We encourage learning, collaboration, and community through our environment.
People - the Western community and everyone we serve.
Learning - the promotion of critical thinking and information literacy.
The library provides access to the information and resources necessary to the learning process" (Stephan, 2010, p. 198).
Vision Statements:
Evans and Alire consider vision statements to "be about where you want to go" (2013, Ch. 4, The Planning Process, para. 4). Similarly to mission statements, vision statements should be conceptualized mindfully and written with clear and concise language. A good vision statement should offer "clear guidance for the more detailed thinking and planning that must follow" and be used to envision a "broad picture of how the library will or should operate at some point in the future" (Evans & Alire, 2013, Ch. 4, Vision Statements, para. 1). In other words, it should embody "the beliefs...prized above all else" (Stephan, 2010, p. 193). While a mission statement encapsulates what the organization aims to be about, a vision statement must capture what the organization wants to be.
An example of a vision statement also comes from Stephan (2010; slightly abbreviated for our purposes here):
"Western Libraries are integral to student success at Western Washington University. A destination university deserves a destination library, and in that role we seek to become Western's first source for quality information. [...] We will be innovative in the way we approach the fulfillment of user needs and nimble in the structure of our organization. We strive to be recognized as the premiere comprehensive university library in the Northwest" (Stephan 2010, p. 198).
Values Statements:
Evans and Alire consider a well-considered values statement to be one that "concisely expresses the operational priorities or values of the organization" (2013, Ch. 4, Value Statements, para. 1). They go on to note that when generating values statement ideas as a staff exercise, differences can arise between individualized values or personal perspectives and the professional or operational values that the library should likely engage with on an organizational level. Additionally, staff may agree on a "big idea" or value but disagree on how to best operationalize and translate that value into attainable and realistic user and stakeholder services (Evans & Alire, 2013).
An example of a values statement comes from Stephan (2010, also slightly abbreviated):
"We reach for excellence in performance and relationships. We strive for integrity, trust, and respect for each other and those we serve. We embrace the challenges of the evolving landscape as opportunities for the future, and we honor the traditional roles of academic libraries. We protect intellectual freedom and provide non-judgmental service. [...]" (Stephan, 2010, p. 198).