iRubric: Mission, Vision, Strategic Thinking rubric

Defines what the organization does, assumes that the organization is only what it appears to do.

Definition explains what the organization does, but does not define the inner core. Definition is not distinct, but general.

The definition is distinct, central, and enduring. It draws a distinction between what the organization is and what it does. Defines the inner core of the organization (the guiding purpose and fundamental values combined).

Does not address how the organization stays actively in touch with the needs and problems.

Mentions informal and formal research, but does not embody continuous and active participation in the field

Defines how the organization stays actively in touch with the needs or problems through continuous informal and formal research.

Organizational philosophy, values, and culture are not defined.

Organizational philosophy, values, and culture are clarified – but not defined to the extent where they can guide decision making on acceptance of proposals or actions.

Organizational philosophy, values, and culture are clarified.

Vision statement does not exist, or it exists but without an overarching goal for the organization

Vision statement exists, but is a vision within reach or something that the organization can easily accomplish. Definition of vision can change depending on different projects or actions.

Embodies what the organization wants to achieve. Vision is bold and resonant – may be just out of arms reach, or even impossible to achieve. Vision is not up for debate and provides a clear focus. Makes stakeholders excited about being involved with the organization every day.

Stakeholders are not identified.

Stakeholders are identified, but future and collective stakeholders are not identified. Groupings of stakeholders are not separated.

Provides a precise picture of the collective stakeholders surrounding the organization (current and future stakeholders). Different groupings of stakeholders that play different roles are clearly identified.

Criteria used by stakeholders had not been uncovered. Organization does not determine whether they do poorly, ok, or very well against the stakeholders' expectations. Strengths and weaknesses; overlaps, gaps, conflicts, and contradictions among the criteria; opportunities and challenges posed by the organization's current performance are not addressed.

Determines if the organization does poorly, ok, or very well against the stakeholders criteria, but does not discuss the strengths and weaknesses; overlaps, gaps, conflicts, and contradictions among the criteria; opportunities and challenges posed by the organization's current performance.

Evaluates how well the organization performs against the criteria set forth by the different stakeholder groups. Determine whether the organization does poorly, ok, or very well. Discussion of strengths and weaknesses; overlaps, gaps, conflicts, and contradictions among the criteria; opportunities and challenges posed by the organization's current performance.

The organizations needs from its stakeholders are not discussed.

Discussed the needs from each stakeholder group but does not determine whether resources are already being maximized from stakeholders.

Discuss what the organization needs from each stakeholder group. Are resources from key stakeholders maximized before seeking resources from outside of the stakeholder pool?