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Mission, Vision, Strategic Thinking
Mission, Vision, Strategic Thinking
Heathere Willoughby - Spring 2007 - HS5103 Strategic Planning for Nonprofit Organizations
Rubric Code:
V39783
By
carolanderson
Ready to use
Public Rubric
Subject:
Business
Type:
(Other)
Grade Levels:
(none)
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Mission, Vision, Strategic Thinking
Poor
1 pts
Fair
2 pts
Good
3 pts
Mission Statement
Who are we?
Poor
Defines what the organization does, assumes that the organization is only what it appears to do.
Fair
Definition explains what the organization does, but does not define the inner core. Definition is not distinct, but general.
Good
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).
Why do we exist?
Poor
Does not include reasoning about why the organization exists.
Fair
States why the organization exists, but does not address the needs or problems met or addressed.
Good
Describes the social justification for the organization's existence. Addresses the needs or problems that the organization exists to meet or address.
How do we respond to needs?
Poor
Does not address how the organization stays actively in touch with the needs and problems.
Fair
Mentions informal and formal research, but does not embody continuous and active participation in the field
Good
Defines how the organization stays actively in touch with the needs or problems through continuous informal and formal research.
How do we respond to stakeholders?
Poor
Does not include information on stakeholders.
Fair
Defines stakeholders, but does not mention what those stakeholders value.
Good
Defines the relationship the organization has with its key stakeholders. Addresses what the key stakeholders value and how the organization provides that value. Explains how the organization brings public value.
Our philosophy, values, and culture
Poor
Organizational philosophy, values, and culture are not defined.
Fair
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.
Good
Organizational philosophy, values, and culture are clarified.
What makes us unique?
Poor
Does not clarify how the organization is different or distinct and unique.
Fair
Defines why the organization is different, but not how they are distinct and unique.
Good
Clarity on what makes the organization distinctive or unique, defines distinct contributions.
Vision Statement
What do we want to achieve?
Poor
Vision statement does not exist, or it exists but without an overarching goal for the organization
Fair
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.
Good
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.
Strategic Thinking
Identifying stakeholders
Poor
Stakeholders are not identified.
Fair
Stakeholders are identified, but future and collective stakeholders are not identified. Groupings of stakeholders are not separated.
Good
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.
Specify criteria stakeholders use
Poor
The criteria that stakeholders use to assess the organization are not discussed.
Fair
The criteria that stakeholders use to assess the organization are explored, but those criteria are either guessed only or asked only.
Good
Criteria used by stakeholders to assess the organization's performance are explored. Those criteria are first guessed and then asked of the stakeholders.
How do we perform
Poor
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.
Fair
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.
Good
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.
Stakeholders influence
Poor
Does not address influence of stakeholders on the organization.
Fair
Discussed some stakeholder influence but all stakeholders' influences have not been explored.
Good
Discuss how the various stakeholders influence the organization. Discuss using a power of influence grid and stakeholder influence diagram.
Our needs from stakeholders
Poor
The organizations needs from its stakeholders are not discussed.
Fair
Discussed the needs from each stakeholder group but does not determine whether resources are already being maximized from stakeholders.
Good
Discuss what the organization needs from each stakeholder group. Are resources from key stakeholders maximized before seeking resources from outside of the stakeholder pool?
Ranking of stakeholders
Poor
Stakeholders are not ranked.
Fair
Stakeholders have been generalized as to which ones demand the most attention, bit the stakeholders have not been formally ranked.
Good
A rough order is established amongst the stakeholders according to their importance to the organization. Determine which stakeholders demand the most attention.
Subjects:
Business
Types:
(Other)
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