Mission+and+Vision

=Mission and Vision Literature Review=

Mission statements are not new-every company, school and organization has a mission statement. In this case, a mission statement defines the purpose of the school. Mission statements are essential to the functioning of the school-they are the “justification for the school’s existence” and therefore must be “stirringly idealistic” (Gow, 2005, p. 28). Mission statements represent a “set of pillars that support the workings of the school down to the smallest detail” and should evoke a strong emotional response (Gow, 2005, p.28). Mission statements need to define who you are and where you are going. They need to have substance not just clichés, platitudes and trendy buzzwords. Most school mission statements are so general and so similar that they fail to differentiate the schools they represent. Generally, most school researcherssupport the revision of mission statements every two years because change is always in progress. Because they are so important in defining the purpose of the school, there is great controversy about the length and breadth of mission statements-what should be included in mission statements. Businesses typically view mission statements as a marketing tool so they often have three letter mantras. It is generally accepted that mission statements should not be more than a page in length but this can vary. Mission statements are most effective when they are developed by all stakeholders. Parents, students, administrators, community leaders and business partners should all be engaged in the task of developing a school’s mission statement. All are partners in ensuring school success. One of the major keys in developing and obtaining commitment to the mission statement is participation. Most authors believe that the process should begin with committee work. This might include staff participation in professional learning communities and community/business partners participating in a school advisory committee. School data should be analyzed by all partners as part of the development process. For example, standardized test results, student and community demographics (including ethnicity). Secondary schools will have different goals than elementary schools-for example a goal might be to prepare students for college. Generally the mission statement relates to student learning and success. The members should look at the current functioning of the school but also future goals. And in general, the committees should look at how best to serve students. The committees will develop this over an agreed upon period of time. Committee leaders will get together to edit and finalize the statement. For a school to be effective, administrators, teachers, students, parents and the community must share the mission. The development of the mission statement fosters collaboration among all school stakeholders and helps everyone at the school understand why they do what they do. It also helps stakeholders focus on what it means to be part of the school. The vision statements clarify the school’s mission. Once the mission is established, vision statements set goals and measureable objectives. Core values should be addressed in vision statements and need to be embedded in daily work. Management processes and school procedures should be aligned with the school’s mission and vision. One of the core values is generally that all students can learn. School tasks must relate to the mission and vision including, professional development, evaluation of students and staff, instructional leadership duties etc. Vision statements must have built in means to monitor and evaluate success. Generally, there are three parts to vision statements: 1. Mission 2. Vision Statement
 * Goals
 * expectations
 * desired future state
 * values/underlying educational philosophy

3. Objectives/How to measure progress

Assay, T.; Doverspike, D.; Vaiana, P. (2005) Forming and communicating the vision. //Momentum,// 36(3), 27- 31. Gow, P. (2009). Missions, mantras, and meaning: what should mission statements do? //Independent School,// 69(1) 27-8. Sommers, D. (2009). Information leadership: leading with the end in mind. //Techniques,// 84(4), 42-5.

DRAFT

As superintendent of the Wingfield School District, I feel it is extremely important for me to openly support Jim O’Connor as the first step in providing a united front to the Hickory Ridge High School faculty and staff as well as Board members, parents, students and community members. I will start by giving Principal O’Connor recognition for his exceptional work with the community. This will be handled at the Board level and also at the school level. I will invite him to the next School Board meeting and have the board announce the award. Then I will present the award to him at the next Hickory Ridge High School faculty meeting. I want to ensure that all school stakeholders understand that Principal O’Connor has the full support of the Board and me. I will take an active role in working with Jim to ensure that he understands my concerns. We will collaborate and plan strategies for leading the school in a new direction. The next step will be to schedule weekly meetings with Mr. O’Connor. We will review school data (including demographics, standardized test scores), school climate (especially the rift between the veteran and new teachers), and the progress toward an innovative and technologically driven school. With the end in mind, I will recommend that Jim begin the process of revising the mission and vision of Hickory Ridge High School. According to Gow (2005, p.28), a mission statement defines the purpose of the school and provides “justification for the school’s existence”. Mission statements “represent a set of pillars that support the workings of the school down to the smallest detail” (Gow, 2005, p.28). Mission statements should define who you are as a school and where you are going. When mission statements are developed by all stakeholders, they are the most effective. Parents, students, faculty, staff, administrators, community leaders, and business partners should all be engaged in the task of developing a school’s mission statement because all are partners in ensuring school success. The primary key in developing and obtaining commitment to the mission statement is participation. I will support Principal O’Connor as he plans the process. Generally, development of the mission statement begins with committee work. This might include staff participation in professional learning communities and community members/business partners/parents/students and staff participating in the school advisory committee. Relevant school data should be analyzed by all participants as part of the development process. Self -analysis allows the school community to take the first giant step toward establishing common goals and developing a clear sense of direction (Helfer, 2010, p. 62). The members should look at the current functioning of the school but also future goals. And in general, the participants should analyze how best to serve students. The participants need to keep in mind the Board’s directive for an innovative and technologically driven Hickory Ridge High School. The committees, professional learning communities and other groups will develop the mission statement over an agreed upon amount of time. Then group leaders will convene to edit and finalize the statement. In order for a school to be effective, administrators, teachers, students, parents and the community must share the mission. The development of the mission statement fosters collaboration among all stakeholders. According to Helfer, “it helps administrators, faculty and staff understand why they do what they do” (2010, p. 62). It also helps stakeholders focus on what it means to be part of the school. As a result, individuals who contribute to the everyday activity of the school benefit from a strong sense of belonging (Helfer, 2010, p. 62). The process of creating the mission statement brings together all parties and is especially important in unifying Hickory Ridge High School staff at this time of crisis within the school. Once the mission statement is developed, the next step is to create the vision for Hickory Ridge High School. I will encourage Principal O’Connor to follow the same process in developing the vision statement as he followed in the creation of the mission statement. Assay, Doverspike and Vaiana (2005, p. 27) believe that a vision statement extends and clarifies the mission statement. The vision serves as a summary of the school’s educational philosophy and defines the school’s underlying goals and values (Assay et al., 2005, p. 27). The vision statement serves as a guide to action by specifying goals and desired future states. The vision statement should include measureable objectives and have built-in means to monitor and evaluate success. Core values should be addressed in vision statements and need to be embedded in the daily work of the school. Management processes and school procedures should be aligned with the school’s mission and vision. All school tasks must relate to the mission and vision, including curriculum and instruction, professional development, evaluation of students and staff, instructional leadership duties, etc.