Aims and objectives

The school's overall objective is to provide a broad and relevant curriculum, such that all pupils in the school achieve their potential to become active and responsible members of society, willing and able to use their abilities and faculties to the fullest extent. 1 Aims 1.1 To enable pupils to use language and number effectively and to understand the importance of clear and accurate communication. 1.2 To enable pupils to acquire knowledge and skills relevant to the worlds of work and leisure, along with the flexibility of approach necessary to acquire new skills and make rational decisions in a changing environment. 1.3 To encourage pupils to develop lively and enquiring minds and to be able to argue and discuss rationally and openly, free from pre-conceived notions and prejudices. 1.4 To encourage respect for religious and moral values and a tolerance of those members of society who do not share the same religious or cultural beliefs. 1.5 To enable pupils to understand the world in which they live and the interdependence of individuals, groups and nations. 1.6 To develop in pupils an understanding of human achievements and aspirations. 1.7 To develop in pupils an awareness of the importance of and the ability to use creativity and imagination. 2 Staff Objectives In order to achieve these aims it is incumbent upon the staff of the school to plan and deliver the curriculum and to manage and run the school with the following objectives in view. 2.1 The provision of an ordered, disciplined system, underpinned both by positive reinforcement of appropriate behavior and by sanctions, which will enable the aims and objectives of the school to be achieved for all its pupils. 2.2 The active encouragement of pupils to achieve the highest level of qualification of which they are capable, and to develop the skills and attitudes which will enable them to take maximum advantage of the opportunities available to them when they leave school. 2.3 The provision of opportunities to promote the growth both of self-confidence and of critical self-discipline in pupils.

2.4 The use of active, pupil-centered methods wherever possible in order to give the pupil as much control over their learning as is practicable and to underline the idea that academic attainment and the acquisition of skills are intrinsically worthwhile and enjoyable. 2.5 The demonstration, in all their dealings with pupils and with everyone else involved in the business of the school, that regard for others, based on mutual respect and an awareness of shared objectives, is the most effective way of promoting purposeful activity. 2.6 The provision of an enriched cultural and social experience for all pupils, with opportunities for self-development in a range of skills and activities.
http://www.darwenvale.blackburn.sch.uk/aims.html May 25, 2012

Aims and Objectives

Profile

The Australian School of Abu Dhabi is a unique example of the Advanced Australian International Education System. It is a branch of The Australian International Academy, where the Academys Head office is based in Melbourne-Australia. The Academy is made up of four campuses, The King Khalid Campus Melbourne, the Melbourne, The Strathmore Campus Sydney and the Australian School of Abu Dhabi United Arab Emirates. The Australian School of Abu Dhabi offers the Australian National Curriculum from KG to Year 10, in addition to the International Baccalaureate Programs for Primary Years (PYP) and the Middle Years (MYP). The school is an independent registered educational institution managed by a professional School Board. All teaching staff are fully qualified and registered.
School Philosophy

Educational: The school curriculum is well balanced. Children are being taught to be proud of their iden tity. Apart from the Islamic Studies, Social Studies and Arabic subjects for local students, all other subjects are taught in English. Arabic Language begins at the KG level and Ethics and Islamic Studies begins in Year 1 . The number of lessons per week varies slightly from KG classes to Secondary levels. Other modern languages, including French and advanced Arabic, are offered as electives in the Secondary school, according to the Ministry of Education requirements.

By attending the Australian School of Abu Dhabi, all students benefit in their academic and spiritual progress and in the development of their self-esteem, in a caring educational environment. Multi-cultural: The Australian School of Abu Dhabi, recognising that we are a multicultural nation, cherishes the multi-racial, multi-cultural and multi-faith nature and aspirations of our society and enjoins all its students to cultivate a universal outlook on life and to constantly seek to broaden their horizons in tolerance, compas sion and co-operation with one another. We seek to prevent discrimination on the grounds of race and religion in the classroom, in the playground, in cultural activi ties and in school social life. General Aims To provide children with a moral education that will inculcate in them universal values while providing a quality secular educa tion that will outfit them for life in Abu Dhabi. The school aims at the development of the whole person, intellectually, spiritually, socially and physically and the development of individual talents and abilities. Spiritual and Moral development aim: To provide a good grounding, in spiritual issues with an understanding and respect for other religions and different cultures. Social aim: To develop in all children the acquisition of social skills that will enable them to function effectively and harmoniously in Abu Dhabis multi-cultural and multi-faith society, and the adapt ability to live effectively in other environments. Academic aim: To develop individual students to their maximum potential likewise encourage intellectual curiosity. Cultural aim: To develop a realisation that different cultures make up our society and to be tolerant of others, whilst encouraging the development of pride in being residents of the U.A.E and citizens from their country of origin.Whilst retaining pride in the child's own culture, to develop pride in being students and an ability to adapt and fit within any cultural context.
http://www.aia.vic.edu.au/abu_dhabi/about-us/aims-and-objectives May 25, 2012

School Aims & Objectives

By Kimberly Turtenwald, eHow Contributor

Schools have aims and objectives in regard to the students.

Schools exist so children can learn the things they need to know to become functional adults and to earn a living for themselves. However, this is not the only reason that schools exist. Children learn subjects, such as math, reading and science, in schools, but they learn other skills as well.

1. Preparation
o

One of the main objectives of schools is to prepare students for their next step in life. Each level of education teaches the students the things they will need to know for the next level. For instance, kindergarten prepares students to be able to handle the materials presented in first grade. Fifth graders learn the fundamentals they will need to carry with them into middle school. The final step, college, prepares students to move on into the workforce and real life.

School Completion
o

Without a proper education, students cannot succeed in life. Many jobs now require that a student not only have a high school diploma, but also a college degree. Each school aims both to teach children what they need to know and to prepare them for college so that they can be successful. Teachers work hard to ensure that all students complete each grade level. The aim of every school is to have a 100-percent graduation rate.

Appreciation and Acceptance

o

Throughout life, we all encounter many different types of people, including different races, different personalities and different cultural backgrounds. Many schools aim to expose their students to these differences in a way that urges acceptance and appreciation. Children who study about different cultures, religions and backgrounds will be more likely to be accepting and tolerant of others.

Communication
o

Communication is an integral part of life. Without being able to communicate, a person cannot interact well with other people. People cannot express their needs and wants and will not know what others need or want. It is important, especially in relationships -- both business and personal -- to be able to communicate effectively. Schools take it upon themselves to teach children how to communicate better. Teachers set an example serving as a mediator when two students cannot agree. They assign speeches to older students to teach them how to speak in front of a group and effectively communicate their ideas.

Safety
o

Safety is a major concern that many parents and schools have, especially in light of the violence that takes place frequently in many communities. Every school has as its objective to ensure the safety of its students. This can mean different things depending on the type of community the school is in. Some schools need to use metal detectors and more extreme measures to keep students safe. Others simply need to keep the doors locked. Open-door policies are adopted by many schools to encourage students to come forward with any issues they may notice that parents and teachers may be missing.

Read more: School Aims & Objectives | eHow.com http://www.ehow.com/info_7932704_school-aimsobjectives.html#ixzz1vtUOk2Mp http://www.ehow.com/info_7932704_school-aims-objectives.html May 25, 2012

Mission statement
A mission statement defines in a paragraph or so any entity's reason for existence. It embodies its philosophies, goals, ambitions and mores. Any entity that attempts to operate without a mission statement runs the risk of wandering through the world without having the ability to verify that it is on its intended course.

It is our hope that the mission statements that we've collected from some of the world's largest and smallest organizations and families will provide you with ideas and inspirations for defining your own mission statement.

A mission statement is a statement of the purpose of a company or organization. The mission statement should guide the actions of the organization, spell out its overall goal, provide a path, and guide decision-making. It provides "the framework or context within which the company's strategies are formulated."[1]

Contents
Effective mission statements commonly clarify the organization's purpose and also ultimately seeks to justify the organization's reason for existing. Commercial mission statements often include the following information:

Purpose and aim(s) of the organization The organization's primary stakeholders: clients/customers, shareholders, congregation, etc. How the organization provides value to these stakeholders, for example by offering specific types of products and/or services

According to Bart[2], the commercial mission statement consists of 3 essential components:

1. Key market who is your target client/customer? (generalize if needed) 2. Contribution what product or service do you provide to that client? 3. Distinction what makes your product or service unique, so that the client would choose you?

Examples of mission statements that clearly include the 3 essential components: For example:

McDonalds - "To provide the fast food customer food prepared in the same high-quality manner world-wide that is tasty, reasonably-priced & delivered consistently in a low-key dcor and friendly atmosphere."[citation needed] o Key Market: The fast food customer world-wide o Contribution: tasty and reasonably-priced food prepared in a high-quality manner o Distinction: delivered consistently (world-wide) in a low-key dcor and friendly atmosphere. Courtyard by Marriott - "To provide economy and quality minded travelers with a premier, moderate priced lodging facility which is consistently perceived as clean, comfortable, wellmaintained, and attractive, staffed by friendly, attentive and efficient people"[citation needed] o Key Market: economy and quality minded travelers o Contribution: moderate priced lodging

Distinction: consistently perceived as clean, comfortable, well-maintained, and attractive, staffed by friendly, attentive and efficient people

The mission statement can be used to resolve trade-offs between different business stakeholders. Stakeholders include: managers & executives, non-management employees, shareholders, board of directors, customers, suppliers, distributors, creditors/bankers, governments (local, state, federal, etc.), labour unions, competitors, NGOs, and the community or general public. By definition, stakeholders affect or are affected by the organization's decisions and activities. According to Vern McGinis[citation needed], a mission should:

Define what the company is Limited to exclude some ventures Broad enough to allow for creative growth Distinguish the company from all others Serve as framework to evaluate current activities Stated clearly so that it is understood by all

http://en.wikipedia.org/wiki/Mission_statement May 25, 2012

3 Keys to a Meaningful Mission Statement

Pass the Mother Test: A mission statement must be a concise paragraph describing what your company does and for whom. Show your mission to your mother, if she does not understand it, start again. Self-Igniting: Your mission is for you and your business. It does not have to be an earth moving statement. It can be whatever inspires you. Value Alignment: Forget the money. A meaningful mission goes beyond the dollars and cents. If your small business is creative, focus your mission on creativity. Try to be what your core competency is.

Sample Mission Statements: The Elephant Sanctuary: "A Natural-Habitat Refuge Where Sick, Old and Needy Elephants Can Once Again Walk The Earth In Peace and Dignity." One powerful statement that evokes emotion and instant attachment to the cause of this organization. Sun Microsystems: "Solve complex network computing problems for governments, enterprises, and service providers." A simple mission statement identifying who their market is and what they do. Ben & Jerrys Ice Cream: A product mission stated as: "To make, distribute & sell the finest quality all natural ice cream & euphoric concoctions with a continued commitment to incorporating wholesome, natural ingredients and promoting business practices that respect the Earth and the Environment." This mission inspired Ben and Jerry to build a cause-related company.

Joe Boxer: "JOE BOXER is dedicated to bringing new and creative ideas to the market place, both in our product offerings as well as our marketing events. We will continue to develop our unique brand positioning, to maintain and grow our solid brand recognition, and to adhere to high quality design standards. Because everyone wants to have fun everyday, JOE BOXER will continue to offer something for everyone with fun always in mind." Each sample mission statement conveys the business founder's core beliefs and values. Anyone who knows or has met, Nicholas Graham of Joe Boxer, knows his company is about being zany and fun. What CEO would call himself the "Chief Underpants Officer?" It is all about your mission expressed through your business.
http://sbinformation.about.com/cs/businessplans/a/mission.htm May 25, 2012

Mission Statement
The mission statement should be a clear and succinct representation of the enterprise's purpose for existence. It should incorporate socially meaningful and measurable criteria addressing concepts such as the moral/ethical position of the enterprise, public image, the target market, products/services, the geographic domain and expectations of growth and profitability. The intent of the Mission Statement should be the first consideration for any employee who is evaluating a strategic decision. The statement can range from a very simple to a very complex set of ideas.

How Specific Should You Be?

Normally, the Mission Statement should represent the broadest perspective of the enterprise's mission. You may want to take the approach of being very specific. For instance, a Mission Statement for a fictitious airline could be worded as follows: Airco, Inc. will be the 'guaranteed' on-time airline. Maintaining the most efficient equipment in the industry, we will target a customer base of mainly young businessmen and offer them the lowest cost service on the west coast, with an objective of a 20% profit before tax and a 30% per year revenue growth. Or, you may want to say the same thing, but with more room for management interpretation. A more general way of stating Airco's Mission Statement could be: Airco, Inc. will be recognized as the most progressive enterprise in the transportation business. We will offer our customers cost effective transportation service within geographical areas and market segments that can benefit from our services and will insure a return on investment and growth rate consistent with current management guidelines.

Mission Statements of Well Known Enterprises

The following are some examples of mission statements from real enterprises.
3M

"To solve unsolved problems innovatively"

Mary Kay Cosmetics

"To give unlimited opportunity to women."

Merck

"To preserve and improve human life."

Wal-Mart

"To give ordinary folk the chance to buy the same thing as rich people."
Walt Disney

"To make people happy." These are the 'one-liners', but each is supported by a set of values that set the performance standards and direct the implementation of the mission. For example, Merck, a company that produces pharmaceutical products and provides insurance for pharmacy benefits, publicly states the following values.

Corporate social responsibility Unequivocal excellence in all aspects of the company Science-based innovation Honesty & integrity Profit, but profit from work that benefits humanity

And Walt Disney, an entertainment business states their values as follows.

No cynicism Nurturing and promulgation of "wholesome American values" Creativity, dreams and imagination Fanatical attention to consistency and detail Preservation and control of the Disney "magic"

Should Your Grasp Exceed Your Reach?

Many believe that the Mission Statement should have a grand scale, be socially meaningful and be measurable. The following are some examples of historical Mission Statements that were truly grand in scale.
Ford Motor Company (early 1900's)

"Ford will democratize the automobile"

Sony (early 1950's)

"Become the company most known for changing the worldwide poor-quality image of Japanese products"

Boeing (1950)

"Become the dominant player in commercial aircraft and bring the world into the jet age"
Wal-Mart (1990)

"Become a $125 billion company by the year 2000"

Conclusion
So, when you are preparing your Mission Statement remember to make it clear and succinct, incorporating socially meaningful and measurable criteria and consider approaching it from a grand scale. As you create your Mission Statement consider including some or all of the following concepts.

The moral/ethical position of the enterprise The desired public image The key strategic influence for the business A description of the target market A description of the products/services The geographic domain Expectations of growth and profitability http://www.businessplans.org/mission.html May 25, 2012

Developing a Mission Statement

1. Basically, the mission statement describes the overall purpose of the organization. 2. If the organization elects to develop a vision statement before developing the mission statement, ask Why does the image, the vision exist -- what is its purpose? This purpose is often the same as the mission. 3. Developing a mission statement can be quick culture-specific, i.e., participants may use methods ranging from highly analytical and rational to highly creative and divergent, e.g., focused discussions, divergent experiences around daydreams, sharing stories, etc. Therefore, visit with the participants how they might like to arrive at description of their organizational mission. 4. When wording the mission statement, consider the organization's products, services, markets, values, and concern for public image, and maybe priorities of activities for survival. 5. Consider any changes that may be needed in wording of the mission statement because of any new suggested strategies during a recent strategic planning process. 6. Ensure that wording of the mission is to the extent that management and employees can infer some order of priorities in how products and services are delivered. 7. When refining the mission, a useful exercise is to add or delete a word from the mission to realize the change in scope of the mission statement and assess how concise is its wording. 8. Does the mission statement include sufficient description that the statement clearly separates the mission of the organization from other organizations?

Developing a Vision Statement

1. The vision statement includes vivid description of the organization as it effectively carries out its operations. 2. Developing a vision statement can be quick culture-specific, i.e., participants may use methods ranging from highly analytical and rational to highly creative and divergent, e.g., focused discussions, divergent experiences around daydreams, sharing stories, etc. Therefore, visit with the participants how they might like to arrive at description of their organizational vision. 3. Developing the vision can be the most enjoyable part of planning, but the part where time easily gets away from you. 4. Note that originally, the vision was a compelling description of the state and function of the organization once it had implemented the strategic plan, i.e., a very attractive image toward which the organization was attracted and guided by the strategic plan. Recently, the vision has become more of a motivational tool, too often including highly idealistic phrasing and activities which the organization cannot realistically aspire.

Developing a Values Statement

1. Values represent the core priorities in the organizations culture, including what drives members priorities and how they truly act in the organization, etc. Values are increasingly important in strategic planning. They often drive the intent and direction for organic planners. 2. Developing a values statement can be quick culture-specific, i.e., participants may use methods ranging from highly analytical and rational to highly creative and divergent, e.g., focused discussions, divergent experiences around daydreams, sharing stories, etc. Therefore, visit with the participants how they might like to arrive at description of their organizational values. 3. Establish four to six core values from which the organization would like to operate. Consider values of customers, shareholders, employees and the community. 4. Notice any differences between the organizations preferred values and its true values (the values actually reflected by members behaviors in the organization). Record each preferred value on a flash card, then have each member rank the values with 1, 2, or 3 in terms of the priority needed by the organization with 3 indicating the value is very important to the organization and 1 is least important. Then go through the cards again to rank how people think the values are actually being enacted in the organization with 3 indicating the values are fully enacted and 1 indicating the value is hardly reflected at all. Then address discrepancies where a value is highly preferred (ranked with a 3), but hardly enacted (ranked with a 1). 5. Incorporate into the strategic plan, actions to align actual behavior with preferred behaviors.
http://managementhelp.org/strategicplanning/mission-vision-values.htm May 25, 2012

3 Statements That Can Change the World: Mission / Vision / Values

by Hildy Gottlieb
Copyright, Hildy Gottlieb / ReSolve, Inc. 2007

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Does your organization have a Mission Statement? You probably do. How about a Vision Statement? A Values Statement? If you do not have these three statements, or if you have them but are not using them to guide your organization's work, you are missing out on some of the simplest and most effective governance tools you could find. These statements of your Vision, your Mission and your Values can define and guide your organization's ability to create the future of your community!

Vision

vs.

Mission

We can't really begin the discussion of the Vision Statement and the Mission Statement without first addressing the semantic difference between the two. Get 10 consultants in a room, and you may get 10 different answers to just what that difference is! To distinguish between Vision and Mission in our own work, we have defaulted back to the plain English usage of those words. And the simplest way we have found to show that difference in usage is to add the letters "ary" to the end of each word. VisionARY MissionARY We certainly know what those two words mean. A visionary is someone who sees what is possible, who sees the potential. A missionary is someone who carries out that work. Our favorite example of this everyday usage is Jesus of Nazareth. Jesus was a visionary. He saw the potential, the possibilities for making life better. His missionaries carry his work and his words to the world, putting his vision into practice. Your organization's vision is all about what is possible, all about that potential. The mission is what it takes to make that vision come true.

Vision

Statement

If your Vision Statement is a statement of what is possible, the picture of the future you want to create, the critical question for a Community Benefit organization is then, "Vision for whom? For what?" From the perspective of your organization's ability to accomplish as much community impact as possible, now and into the future, the only answer can be that your organization's vision is for the future you want to create for the community you wish to impact. An effective Vision Statement will therefore tell the world what change you wish to create for the future of your community. Our vision is a community where _______________. Our vision is a community that _______________. Given that this sector is all about changing our communities and our world, I am amazed that the

corporate version of a Vision Statement is still taught in this sector. But conference presenter after conference presenter continue to teach that "Your organization's Vision Statement is the picture of the future you want for the organization." In a for-profit company, that definition of a Vision Statement makes sense. Self-perpetuation is what such a company is meant to do - to keep creating profits, long into the future, for those who own that company. But when the purpose of an organization is Community Benefit, its vision must be for the community, not for itself. When an organization's Vision Statement focuses on the organization itself, we end up seeing Vision Statements like this one, which falls into the "We couldn't make this up" category. A crisis nursery for abused and neglected children showed us the Vision Statement they had posted in their lobby. It read, "Our vision is to be the most effective crisis nursery in the state." For those of you who have heard me speak about this from a podium, you know this is the point where my voice raises three octaves and I cry, "NO!" The ultimate vision, from the community's perspective, is not that the community has an incredible crisis nursery, but that they not need a crisis nursery! The vision for what is possible is a community where children and their families are safe! We can only create significant improvement in our communities if our vision is about exactly that - the difference we want to make, the dream of our communities' highest potential.
We Couldn't Make This Up

A human service organization proudly showed us that their Vision Statement took up an entire page. That page described, in minute detail, the future of that organization. A full paragraph described what the facility would look like. Another full paragraph described what the programs would be like, and yet another paragraph detailed (I swear I am not making this up) how the organization would be

Your Vision Statement will therefore answer the big question - WHY are you doing what you are doing? You are doing it so you can create a community that is better than the way things are now. You are doing it so that individuals' lives will be better, so that everyone's lives will be better. Your Vision Statement will create that context. It will tell where you are heading. So, for your organization's Vision Statement, fill in this blank:
Our vision is a community where ________________________________. or Our vision is a community that __________________________________.

financially sound. In this entire single-spaced, jampacked page, the word "client" appeared once, and the word "community" appeared not at all.

Example:
At the Community-Driven Institute, our vision is a vibrant, healthy, compassionate world.

Mission

Statement

Like the Missionary, your Mission Statement will turn your vision into practice. The Mission Statement is the one that will actually do the work. Again, it is easy to see what the Mission Statement needs to do if we go back to plain English usage. Consider the phrase "mission accomplished" - the work is done. Consider the phrase "mission impossible" - the job cannot be done. The mission is the doing part - it is what you will do to bring that vision to reality. And while it is powerful to talk about the work you do, it is more powerful to talk about it in the context of why you are doing that work - your vision for making your community an amazing place to live. As you craft your mission statement, then, consider starting with your Vision Statement as the lead-in to your Mission Statement:
Our vision is a community where ________________. To bring that vision into reality, we do ______________________.

To expand on the practical part of your Mission Statement, you might add where you do your work, and for whom, to further describe what you do.
Our vision is a community where ________________. To bring that vision into reality, we do ______________________________ for ________________ in the ___________ region / area / township / etc.

Mission Statements should not be flowery and overblown. If it is taking a committee 6 months to rewrite your Mission Statement, the resulting Mission Statement will likely be bad. Keep it simple simple simple!
We Couldn't Make This Up

A new organization formed a committee to craft their Mission Statement. The committee spent months on the task - a dangerous sign of what's to come. Here is what they presented as their final product:
To nourish the seeds of knowledge already planted within the hearts of the youth, which will grow into a beautiful and thriving tree, shading all cultures of our community, and eventually bear the fruits of a unified people.

These days, when I speak about this issue, I offer the audience a prize for the first person to guess what the organization does. The correct answer: A multi-cultural, multidisciplinary, inner-city youth center. The best answer I ever heard: A sperm bank. I laughed so hard I gave the

I am not a fan of the thinking that says "Your Mission guy the prize anyway! Statement should fit on a Tshirt." That is a slogan, an ad campaign. Perhaps if you are Coca-Cola that might make sense. For the work we do in this sector, we don't need to be snazzy. Just tell folks what you do, and why you are doing it. Examples: One of our favorite mission statements is that of the Diaper Bank we founded.
The Diaper Bank's long term vision is a community where everyone's basic needs are met. To accomplish this in the short term we provide diapers to needy populations. To effect long term community improvement, we work to increase awareness of the issues facing vulnerable populations.

The mission statement of the Community-Driven Institute is:

Our vision is for a healthy, compassionate, vibrant world. Our mission is therefore to ensure the Community Benefit Sector has practical tools for accomplishing those visionary ends. We do this work by convening, engaging, mobilizing and supporting the sector, to ensure we all have the means to make our world an amazing place.

Values

Statement

Whether written to be effective or ineffective, Mission Statements and Vision Statements are relatively common in this sector. But that is where most organizations stop. Vision and Mission. Statements of where we are headed, and what we will do to get there. It is the rare organization that takes the time to then define HOW they will do that work - the talk they want to walk. The only way we can create an amazing future for our communities is if we do our work in a way that reflects universally shared values. This ensures we do not squander our time and resources rationalizing our actions, and it helps ensure we are not potentially squandering our community's goodwill. Further, if your goal is to create the future of your community - the lofty goals of your vision statement - then you will want to ensure your work reflects the values you want to see in your community.

A Values Statement provides the tools for the organization to accomplish that. First, the Values Statement will look outside the organization, to the visionary outcomes you want to create for your community.
What values will need to be present in the community for your vision to come to pass? What values would the community need to emphasize? What values would have to be the norm?

From there, your Values Statement will look inside, to see how your own work will model those values, to teach those values by example.
How will your work reflect those values? How will you ensure you are modeling those values to the community? When you have a tough decision to make, will you always err on the side of those values? Fill in the blank: We always want the community to be able to say __________ about the way we do our work.

Most boards we encounter have never talked about these issues. The rare few who do indeed have a code of values - a Values Statement - may point to the sign on the wall in the lobby, to prove they have such a thing. But in practice, they have no mechanisms for ensuring their stated values are used in their work. They have no way of translating the sign on the wall into the decisions they make and the actions they take every day. That is the power of what a Values Statement can do. It will not only tell the world outside and inside the organization what talk you want to walk, but it can give you the tools for measuring whether or not you are indeed walking that talk! When we begin talking with organizations about creating a Values Statement, we get mixed reactions. One of the most common reactions is, "We don't need this. We already know what our values are." When we ask a few key questions, though, it becomes clear that while everyone on the board believes they have a shared core of values, in fact, each board member simply believes, "Everyone here shares my values!" One of the other common reactions we get when the issue of "values" is raised is that a discussion of values is little more than "Touchy Feely mumbo jumbo," with no real practical application to the work the organization does. And again, the truth is directly opposite of that. Boards face values-based dilemmas at the board table all the time - they just don't recognize them as such. Any time the board is faced with the question of "What is important here?" that is a values-based decision.

We Couldn't Make This Up

A substance abuse recovery organization had an annual fundraiser, a Kentucky Derby event that was very popular. Folks would dress up as if they were going to the race, and they would then watch the race together on big screen televisions. The flyer for this event came to our office, and we couldn't believe what we saw. As is common with event marketing, the flyer had a list of all the great things intended to entice someone to join the fun. A raffle, a silent auction. Watching the race among friends. But at the top of that list of fun things - number 1 on the list - was "Beer, Wine and Mint Juleps." At a fundraiser for a substance abuse recovery organization, the event's NUMBER 1 fun item was all about alcohol! Clearly, this is an organization that either has no Values Statement, or doesn't use the one they have when decisions are being made.

We Couldn't Make This Up Either!

Lest you think values-free decisions only happen in small local organizations, the International Red Cross has become the media's poster child of such actions. And while the public is relatively aware of the various debacles that occurred after 9/11 and Katrina, the most blatant example of what happens when there is no core of values guiding decisions is the situation for which the U.S. Food and Drug Administration has had to fine the American Red Cross $4 million dollars. Yes, you read that right - a $4million dollar fine. According to the FDA, the Red Cross failed to ensure the safety of the nation's blood supply. In a 2001 article about the Red Cross, New York Times reporter Deborah Sontag noted, "Food and Drug Administration inspectors found that some Red Cross blood centers would keep testing blood until the tests delivered the desired results; for instance, blood that tested borderline-positive for a given virus would be retested five or six times until the numbers came out negative." Because blood = money for the Red Cross, if it looked like one more run-through the machine might make that blood usable, they would run it through till it passed. Values issues, especially when it comes to money, do not just happen in small organizations. They happen when we have no bigger picture of why we are doing what we are doing, and no guiding principles, based on universally shared values, that guide our work.
Are there groups from whom it is not ok to accept donations? What kind of employee benefits package should we offer? When a board member betrays a confidential matter, what should we do? When we've outgrown our rental space, should we buy a building and potentially go into debt, or just

lease more space?

These questions (and a thousand more lined up behind them) all pivot on values issues. Any discussion that focuses on the question, "What's more important - this, or that?" is a discussion of values. And without prior discussion of what values will guide decisions, each of these discussions has no context for the decision. And while all these issues are important reasons for addressing core values in the form of a formal statement, the most critical reason is this: Absent a values-based context for decision-making, groups are more likely to default to fearbased decision-making when things get tough. And those fear-based decisions are more likely to cross the very lines we would have agreed we would not cross, had we talked about those values in the first place. The only defense against making fear-based decisions you may live to regret is to have discussed core values ahead of time. Your Values Statement will start with your Vision and Mission, and will then talk about how you will ensure that work is done to model the behaviors you want to see in the community. Example: Again, the Diaper Bank's Values Statement - its working credo - provides a touchstone for decision-making at that organization. To see that document, CLICK here. To see the Values Statement of the CommunityDriven Institute, CLICK here.

For Values Exercises to use with your own board Click Here

The

Statements

in

Practice

As has been stated throughout this article, the Vision Statement, Mission Statement and Values Statements are not simply for hanging in your lobby or putting on your letterhead. These are practical tools that will help your board govern towards creating more impact in your community. Here are just a few ways these statements can be used to further your work. Begin Board Meetings with All 3 Statements Board meetings have a tendency to quickly dive into the million small items that need to be addressed. By starting the meeting with just a few moments to review and talk about these 3 Statements, you are setting the tone and the context for those practical discussions.

What are we really here for? What is the context of the decisions we will make today? What future are we trying to create, and for whom? And when we do make decisions - which is what we are here to do - what will we base those decisions on? By starting each meeting with a re-commitment to those 3 Statements, you will be more likely to keep them in your mind as your board does its work. Have the 3 Statements Available at the Board Table Because it is not always easy to remember to fall back on these 3 Statements when we are faced with tough decisions, have copies of the 3 Statements available on the board table at every meeting, to serve as physical reminders. We cannot count the times, during tough decisions, that we have seen a board member, deep in thought, reach across the table for a copy of their Values Statement, to put that decision into perspective. Ask the Question A great habit to cultivate is to have the question asked, for each and every decision of the board, "How will this fit into our Vision for the future of the Community?" And then, as your board directs a committee or the staff to do particular tasks, ask the question, "Are there specific parts of our Values Statement we want the staff to pay attention to, as they do that work?" The only way to remain conscious of these guideposts is to do just that - be conscious. Keep those 3 Statements consciously in the forefront of your decision-making. And the easiest way to do that is to create habits, such as these, that remind the board, all the time - this is what we are about. When we have tough decisions to make, this is what we have said is important. Use the 3 Statements as the Context for Your Organization's Planning The most influential decisions your organization will make happen during your annual planning sessions. (Don't forget that "budgeting" is planning as well. Your budget is the financial plan for the coming year - the place where your plans will either become reality, or die for lack of inclusion in the budget.) When it is time to determine goals for the coming year, how will those goals fit in with the future you want to create for the community? As you pursue those goals, what values do you want to be sure guide that work? And as you start planning for how you will use the next year's work to further your vision for the community, are there areas of "What you do" - your mission - that might need to expand? As you create your annual plans, thoughtfully consider how those plans align behind your dreams for the community. And make sure your 3 Statements are guiding those plans. Using the Values Statement to Evaluate Your ED / CEO Evaluating your CEO based on what they did is easy. We tally up everything the CEO was

directed to do, and see if that was, in fact, done. But if your CEO knows he/she will also be evaluated based on whether or not he/she adhered to your Values Statement in doing that work, you will then be able to measure not only whether he/she did the work, but how that work was done. Using the 3 Statements to Evaluate the Board's Own Performance Throughout the Year It is the rare board that takes the time to evaluate itself. We have watched boards openly rebel against doing that at meetings, seeing it as a time-waster. But if boards are not monitoring their own progress, how can they move the organization forward? A simple board self-evaluation can be done by using the 3 Statements

Vision
Have we done our work in a way that will move our vision forward? Have we focused entirely on our mission, at the exclusion of our vision? How might we change our work to aim at that vision?

Mission
Have we done our work in a way that monitors to ensure we really are accomplishing our mission? And if not, how might we change our work to ensure we are indeed accomplishing that work?

Values
Have we done our work in a way that adheres to the universally shared values at the core of our Values Statement? And if not, how might we change our work to ensure we are indeed walking our talk? The board is the leader of the organization. If the board is assessing its own work in light of these 3 Statements, it is taking a huge step in reaching for the organization's highest potential to create an amazing community.

Conclusion:
A Mission Statement that tells what the organization does, while necessary, is incomplete. By adding the Vision Statement that explains why the organization is doing that work - where it is aiming - and the Values Statement explaining how the organization will do that work, the board will have three solid tools to serve as a barometer, regardless of who is on the board at the time. By creating these 3 Statements, and by committing to have those statements guide your organization's work, your board will have 3 simple yet powerful tools for ensuring continuity of your efforts to create a better future for the community you serve
http://www.help4nonprofits.com/NP_Bd_MissionVisionValues_Art.htm may 25, 2012

Vision, Mission, and Values Statements

Vision Statement We are committed to being the best provider of financial services in the Northwest. Mission Statement Banner Bank is a dynamic full-service Northwest financial institution, operating safely and profitably within a framework of shared integrity. Working as a team, we will deliver superior products and services to our valued customers. We will emphasize strong customer relationships and a high level of community involvement. We will provide a culture which attracts, empowers, rewards and provides growth opportunities for employees. Our success will build long-term shareholder value. Banner Banks Values Do The Right Thing Honesty and Integrity Mutual Respect Quality Trust Teamwork
http://www.bannerbank.com/AboutUs/Vision/Pages/default.aspx May 25, 2012