mission

Mission Statement: What it is

• A mission statement explains the organization’s purpose: what it does, how it does it, why it does it, who benefits, and the impact. It answers the core questions: what, how, why, the beneficiary, and impact.
• It should be a short, clear statement that can guide decisions and actions.

Vision Statement: What it is

• The vision describes what the organization will look like in the future, typically a five-year horizon. It presents a picture of success and where the organization is headed.
• It answers: where are you going, what does success look like, and how will the organization be different when goals are achieved.
• Use the concept of a future state to inspire and align stakeholders.
• Example idea: think of a center becoming a nationally known art center for film in the future.

Examples of Organizations and Their Statements

• Count Basie Center for the Arts (New Jersey)

  • Mission: "New Jersey's premier center for cultural arts dedicated to fostering powerful, inclusive artistic experiences and exchange of ideas."
  • Vision: "to evolve as a world class center for arts education."
  • Note: This demonstrates a mission focused on cultural arts access and exchange, and a vision focused on growth in arts education and excellence.

• Dance USA

  • Mission: "Dance USA champions an inclusive and equitable dance field by leading, convening, advocating, and supporting individuals and organizations."
  • Core programs areas: engagement, advocacy, research, and preservation.
  • Vision: "Dance USA's vision is propelled by the belief that dance can inspire more than just a humane world; Dance USA will amplify the power of dance to inform and inspire a nation where creativity and the field thrive."
  • Takeaway: Emphasizes inclusion, leadership roles, and a broad impact on culture and policy.

• Commentary Arts Guild (example language from transcript)

  • Mission: "to enrich and connect Coventry artists and arts enthusiasts by creating opportunities for performing and visual artists to share knowledge and expertise, educate and teach, as well as produce and market their work."
  • Vision: "to become a primary resource for the diverse artistic community of Coventry, educational institutions, and organizations, and the general public."
  • Note: Shows a focus on community access, education, and support for artists.

• Coventry Artsskill (example language from transcript)

  • Vision: to create dedicated art spaces and to partner with the town of Palmtree to provide opportunities for artists to showcase and sell their work; aims to support, encourage, and inspire.
  • Note: Illustrates a future-oriented goal of physical space and community collaboration.

• Key takeaway from examples

  • Different organizations may have slightly different emphases (arts education, advocacy, space creation, community access), but all share a mission that describes what they do and why, and a vision that describes a desired future state.

Developing Mission and Vision: Process and Stakeholders

• Development should involve appropriate stakeholders, generally including the board; founders or executive directors can participate.

• The mission and vision need to be presented to the board, and the board should agree on and approve them.

• Potential challenges in agreement:

  • People may disagree on wording or phrasing, which can delay finalization.

• After board approval, distribute the statements to everyone involved.

• Practical steps for your group:

  • Think carefully about what you want the organization to be and do.
  • Refer back to examples to ensure coverage of essential elements.
  • Ensure the mission includes the components: what, how, why, beneficiary, and impact.
  • Ensure the vision describes the future state and a clear direction for growth.
  • Engage in group communication: draft, send drafts back and forth, gather feedback, and revise.
  • Prepare for a collaborative vetting process rather than a quick, unilateral decision.

• Quick checklist for your group assignment

  • Do you want to do dance, theater, music, or a combination? Clarify the artistic focus.
  • Draft both a mission and a vision that reflect that focus and its impact.
  • Create a short mission statement and a compelling five-year vision.
  • Obtain board involvement and approval before finalizing.

Naming, Trademark, and Identity

• Create a potential creative name for your arts organization.
• Check whether the name is already in use or trademarked to avoid conflicts.
• Ensure the name reflects the mission and identity of the organization.
• If the first choice is taken, generate an alternative that still communicates purpose and values.
• Reiterate that branding (name) should align with mission and vision.

Group Collaboration and Communication

• Effective collaboration is essential: assign roles, share drafts, and provide constructive feedback.
• Expect a process that may require time, negotiation, and multiple iterations.
• Use drafts and comments to reach a consensus that satisfies stakeholders.

Guiding Principles and Practical Questions

• The mission and vision provide the guiding principle for what the organization will do.
• Core questions to resolve in planning: Are you doing dance, theater, music, or another arts discipline? Will you offer multiple disciplines or a specific focus?
• The transcript emphasizes that an arts organization should have a clear purpose and activities aligned with that purpose.
• Aim for an integrated plan where activity (what you do) aligns with audience (who benefits) and impact (why it matters).

Real-World Steps and Final Considerations

• Finalize statements with board approval and distribute to stakeholders.
• Ensure the organization has a clear, actionable path for the next five years (or chosen horizon) and a strong identity in name and branding.
• Prepare for ongoing review and updates as the organization evolves.
• The Zoom note at the end signals logistical steps to coordinate and continue the process; plan for remote collaboration if needed.

Connections to Foundational Principles and Real-World Relevance

• Mission vs. Vision: aligns with standard strategic planning concepts—mission defines purpose and scope; vision defines aspirational future state.
• Governance and stakeholder engagement: board involvement is essential for legitimacy and accountability.
• Branding and identity: name, messaging, and branding must reflect mission and vision, and avoid conflicts.
• Community and impact focus: the statements should articulate beneficiary groups and measurable or qualitative impact, supporting accountability to funders, partners, and audiences.
• Ethical and practical implications: ensuring inclusivity, accessibility, and representation within mission and vision; managing scope to remain feasible; avoiding misrepresentation of capabilities.

Quick Reference: Key Phrases to Remember

• Mission elements: what, how, why, beneficiary, impact
• Vision horizon: typically $5 ext{ years}$ in the future
• Board approval is essential for legitimacy and alignment
• Naming checks: research existing trademarks to avoid conflicts
• Examples illustrate different focuses but share a common structure: mission + vision
• Group workflow: draft → review → revise → approve → implement