Step 2 & 3 - Formulate Strategic Direction & Gap ...lor.rrc.mb.ca/file/d83959b3-73df-0fcc-17d9-a4787c13457c/1/IT... · A different perspective. Information Technology Strategic Plan

A different perspective.Information Technology Strategic PlanStep 2 & 3 – Formulate Strategic Direction &Gap Assessment

Red River College

December 2005

1 Red River College, Information Technology Strategic Plan, Step 2 & 3 – Formulate Strategic Direction & Gap Assessment © Deloitte Inc.

Table of Contents

• Overview

– Positioning

– Objectives

– Process

• Vision and Mission

– Introduction

– Vision Themes

– Strategic Framework Dimensions

– Application and Business Integration

– Data/Information Exchange

– Technology Infrastructure

– IT Organization and Resources

– Vision and Mission Statements

• Guiding Principles

– Overall Guiding Principles

– Guiding Principles

• Gap Assessment

– Where Are You? Where Do You Want To Be?

– The Role of Academic and Administrative Systems

– The Future Vision

• Appendix 1 – Creating a Vision and Mission

– Vision

– Mission


Overview


Formulate IT Strategic Direction

Review Current State and Identify

Gaps

Anticipate Business

Environment

Develop Roadmap

BaselineIT

Strategic Planning

Positioning


Objectives

• Day 1

– Current State Summary

– Vision Themes

– Strategic Framework Dimensions (Foundation for Guiding Principles)

• Day 2

– Future State

– Vision and Guiding Principles

– Potential Gaps


Business Strategy

Governance

Guiding Principles

Mission and

Vision

Products

Architecture / Methods

People and Practices

Services

Processes

Process

• There are several components to IT management as represented in the diagram to the right.

• For an IT organization to be truly effective, each of these components needs to be synchronized with the others.

• The College has concerns regarding the alignment of decisions between:

– Strategy

– Products

– Architecture / Methods

– People and Practices


Process

The College’s Areas of Strategic Focus

The CollegeThe College’’s Areas of Strategic s Areas of Strategic FocusFocus

Investing strategically in technology and systems.

“The College will prepare a comprehensive information Technology Strategic Plan to guide future development and investments. As an applied learning institution,

the College is reliant on technology to support its mission of education and to support corporate systems and maintain communications. Investments for

information and communication technologies are critical for the College success. This involves systems renewal and a strategy for e-learning, e-commerce and

e-business initiatives. An overall strategy includes infrastructure, technical support, curriculum and faculty support, ever-greening strategies and cross

campuses connections. The College will also continue to implement the comprehensive integrated corporate information system.”


Process

Vision& Mission

Application Guiding Principles

Data Information and Integration

Guiding Principles

Technical Infrastructure

Guiding PrinciplesIT Organization

Guiding Principles Gap Analysis

Guiding PrinciplesIdentifies a long term information technology vision & mission that forms the foundation of the IT strategy.

Based on the vision defines the application direction required to effectively support the College and the network of users.

Based on the vision, defines data entities and structures which forms the foundation for the application architecture.

Based on the vision and application architecture, defines the technical infrastructure(i.e. Networks, servers, communications and workstations) required to effectively support the application architecture and distributed user base.

Identifies the implications of the IT vision and respective architectures to information services support requirements.

Identifies the gap between the“As-Is” and the “To-Be”information technology strategy and implications to the organization .

Steps 2 & 3 – Formulate IT Strategic Direction & Understand Gap


Vision andMission


Introduction

• The information technology vision conceptually defines the “To-Be”state of IT and how it will be positioned to enable and support the business.

IT ImplicationsIT ImplicationsIT Implications

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Business Direction and NeedsBusiness Direction and NeedsBusiness Direction and Needs

IT VisionIT VisionIT Vision

The information technology vision is based on the issues and information identified during Step 1 and as a result of the business strategy, direction and needs. These vision themes form the basis

of the IT vision.


Vision Themes

• Vision Themes are the components of the vision, encompassing groups of ideas and elements which strategically define the College’s future IT direction and environment.

• Given the work undertaken to-date and the material reviewed, there are six themes that will drive the College’s IT Vision:

– College Community Orientation

– Agile

– Reliable

– Access

– Flexible

– Innovative

• The following pages detail the specific themes as well as some examples of the implications of each theme.


Vision Themes

ThemeTheme DefinitionDefinition ImplicationsImplications

System/technology environment’s ability to easily and quickly respond to meet the

emerging and changing needs of the stakeholder community.

• Modularity• Communications• Standardization• Coordination

Agile

The technology environment provides a stable and reliable platform from which to

deliver services and programs.

• Proven technologies• Standardization• Robust and reliable support Processes and monitoring

Reliable

Systems, services, and support will be designed and delivered to meet the goals

of the college community.

• Service orientation• Governance• Cost-effective delivery• Training and support

CollegeCommunity Orientation


Vision Themes

ThemeTheme DefinitionDefinition ImplicationsImplications

Identify innovative approaches to supporting and delivering technologies to

the College and their stakeholders.

• Support• Communications• Culture

Innovative

Leverage enterprise-wide systems and ensure redundant data and duplication of effort/systems is minimized. Also ensure

flexibility is maintained to enable successful program/course delivery.

• Governance• Commonality of systems• Functionality vs. commonality tradeoff

• Standardization• Security management• Policies and processes

Flexible

Policies, procedures and enabling technologies that manage access to

programs, services and information, and internal and external security.

• Training and support• Security (inter/intranet)• Wireless strategy• Common user access control

• Integration tools• Secure/common identification

Access


Strategic Framework Dimensions

Vision ThemesVision Themes

College College Community Community OrientationOrientation

AgileAgile ReliableReliable AccessAccess

Applications and Business

Integration

Data / Information

Exchange

Technology Infrastructure

IT Organization and Resources

Governance

Alternate Campuses

Isolation

Build/Buy

Support

Access

Privacy

Technology Maturity

Standardization

Access

Commonality of Systems

Security

Funding

In/Out Source

FlexibleFlexible InnovativeInnovative


Applications and Business Integration Governance

Attributes

Considerations

Challenges

• Centralized will generally optimize investment and on going support costs. Should be the norm for most day to day operational systems.

• Decentralized considered with respect to the need to be unique point solutions. However, may still need to be managed under centralized support/procurement framework. A “distributed” concept may be required.

Relevance • Instructional systems • Administrative/operational• Support/procurement

• Cross group application integration

• Lack of purchasing leverage• Lack of management/

maintenance synergies

• Common functionality vs. specific local requirements

• Application selection controlled by direct users

• Different applications can be used by different groups to perform the same function

• Driven by local needs

• Application selection managed centrally

• One application standard for all users

• Driven by best overall organization fit

DecentralizedDecentralized CentralizedCentralized


Applications and Business Integration Alternate Campuses

Virtual CampusVirtual Campus Physical CampusPhysical Campus

Attributes

Considerations

Challenges

• Virtualization requires investments in underlying systems including: internet bandwidth, remote learning systems, security management, integration to existing administrative systems.

• Different program offerings may need to be consistent.

Relevance • Instructional systems• Administrative/operational

• Development of materials for remote curriculum

• Security/privacy/verification of identity

• No system/no class

• Space• Modernization

• Instructor and students are geographically (and time) remote

• Core student information remotely accessible (e.g. marks)

• Remotely accessible resources (e.g. library) and service (e.g. tutoring)

• Instructor and students must be physically co-located

• Requires physical classes, lab space, etc.

• Instructional systems• Administrative/operational


Applications and Business Integration Isolation

Attributes

Considerations

Challenges

• The less rigor and control that can be placed on a system the more isolated it needs to be to protect corporate systems.

• Rigor and control start at the physical level (ability to reload OS) and works it way up through the operating system to the application.

Relevance

• Cannot interlink systems to exchange data/information

• Duplicated effort• Security and access

• Security• Data integrity• Synchronization• Resiliency in the event of a failure

• System does not communicate with other systems

• System is physically or logically (via network) separated from other systems

• System dependent on and interacts with other systems to perform its required function

• “Lab” systems • Administrative/operational

Standalone SystemStandalone System Integrated SystemIntegrated System


Applications and Business Integration Build/Buy

Attributes

Considerations

Challenges

• Only build applications where functionality is unique to the organization and provides competitive advantage.

• Leverage current ERP and “family”.

Relevance • Instructional aids• Bolt-ons


• Requires ongoing staff to maintain code base

• Cannot leverage functionality derived from a larger user base

• R&D risk borne solely by the institution

• Need to modify existing processes• Inability to support specific

requirements• Dependency on external provider

for application fixes and enhancements

• Functionality provided by either developing application from scratch or by heavily modifying purchased application base

• Application build to support existing processes

• Purchase application and modify processes to support application structure

Build ApplicationsBuild Applications Buy ApplicationsBuy Applications


Applications and Business Integration Support

Attributes

Considerations

Challenges

• Who provides technical support (patches, fixes, upgrades, etc.)?• Who provides functional support (how do I?).• What are the “best” deliver mechanisms?.

Relevance

• Can increase support costs for applications that are broadly used

• Consistency of install base• Technical depth required to

support

• Functional support requires knowledge of business process

• Responsiveness

• Users responsible for providing support for themselves for application

• IT provides support for underlying platform only

• Call desk to receive, distribute and track calls

• Technical/functional support

• Instructional systems • Administrative/operational

User ProvidedUser Provided CentralCentral


Data/Information Exchange Access to Programs, Services and Information

Attributes

Considerations

Challenges

• Is system available to entire student body?• Is system available to non-students?• What are consequences of unauthorized access?

Relevance

• Library systems• General resources (web sites,

internet, etc.)

• Management of authorized users• Limiting access at infrastructure

level• Ability to integrate for single

sign-on

• Limited ability to restrict access• Typically all or none• Limited ability to verify user

identity• Client technology

• Limited geographic access (physical room, campus, etc.)

• Restricted access authorizable by limited set of individuals

• Distribution of data off of system is tightly controlled

• Broad geographic accessibility• Large self selecting user

population

• Administrative/operational(e.g. payroll)

• Lab systems• Instructional systems

Tightly ControlledTightly Controlled Broad AccessBroad Access


Data/Information Exchange Privacy

Attributes

Considerations

Challenges

• Need to trade off need for access to data with impact of unauthorized usage.• Balancing system/institution requirements against privacy laws (e.g. many

SIS systems use the SIN # as the field – however, this is contrary to PIPEDA).

Relevance

• Identifying core data requirements

• Reputational risks

• Policies comply with regulation• Policies driven by concern for

stakeholders interest• Opt in focus (i.e. student makes

conscious decision to provide information)

• Policies driven by compliance with government regulation

• Opt out focus (i.e. student must make conscious decision not to provide information)


Client FocusClient Focus Minimal ComplianceMinimal Compliance


Technology InfrastructureTechnology Maturity

Attributes

Considerations

Challenges

• Lean toward mature technologies for systems that do not provide a competitive advantage.

• Limit amount and impact of Leading Edge technologies within the environment. Isolate where possible to minimize impact.

Relevance • Administrative/operations • Instructional systems

• Opportunity costs due to inability to deploy new services

• Inherent risk in latest technology – viability, supportability, etc.

• Hard to find skill sets• May pick the wrong technology• Stability of teaching environment

• Only stable, proved technologies are supported

• Largely staffed with broadly available or in decline skills

• State of the art, emerging technologies

• Ability to offer new, innovative services

• Attractive to new staff

Tried and TrueTried and True Leading EdgeLeading Edge


Technology InfrastructureStandardization

Attributes

Considerations

Challenges

• The farther the technology is from the direct user experience, the more it lends itself to single standardization.

• Standardization does not necessarily refer to a specific vendor, but rather a platform class (e.g. TCP/IP, WEP, Intel Servers, PA-RISC Servers, etc.).

Relevance • Network • Instructional systems

• Availability of applications for selected standard

• Ability of standard to meet all needs

• Inflexibility

• Ability to support broad mix of components

• Lack of support skill reuse• Large learning curves

• Single standard for each component of technology deployed (e.g. single OS, database, etc.)

• Lack of standardization• Component selection driven by

usage requirements without regard to supportability

Single StandardSingle Standard Broad SpectrumBroad Spectrum


Technology Infrastructure Access

Attributes

Considerations

Challenges

• Need to provide for inter area isolation (i.e. logging into lab system does not automatically grant access to campus network, instructional systems, etc.).

• Security needs to be maintained to ensure that colleges reputation is not inadvertently damaged by unauthorized use of college facilities.

Relevance

• Labs (cannot guarantee security subsystem cannot be compromised – e.g. student may have root access)

• Extensive infrastructure integration

• User id and authorization tracking• Ability of systems to integrate for

single sign on

• Lack of control• Exposure to abuse• Security exposures

• Limited access – user, location• Extensive challenge capability• Granular access• Centralized access control

systems

• Limited if any access controls• Access controlled locally

• Administrative/operational • Network/internet access• Instructional systems

Tightly ControlledTightly Controlled Open / Local AccessOpen / Local Access


Technology InfrastructureCommonality of Systems

Attributes

Considerations

Challenges

• Need for integration with disparate systems.• Need for support.

Relevance

• Networks• Security• Help desks• Admin/operational

• Instructional applications• Labs

• Opportunity costs due to inability to deploy new services

• Varying user satisfaction levels

• Inherent risk in latest technology – viability, supportability, etc.

• Hard to find skill sets• May pick the wrong technology

• All users use a common system to accomplish a specific function

• Common system is managed and controlled centrally

• Users can select their own systems

One System for AllOne System for All Roll Your OwnRoll Your Own


Technology InfrastructureSecurity

Attributes

Considerations

Challenges

• Lock down network interconnect to inherently insecure areas – internet, labs, etc.

• Separate core systems from campus network – consider campus network equivalent to internet.

• Security posture can vary between corporate, campus, instructional, and lab.• Where to use explicit vs. implicit authorization?

Relevance • Network, DMZ • Labs• Instructional systems

• Administration/access• Costs• Active monitoring and response

• Open to abuse• Inability to detect security

failures

• All systems require explicit authorization

• Secure user identification (biometrics, etc.)

• IDS constantly running and monitored

• Restricted network/remote access

• Implicit authorization• Basic user id/password• Unsecured network• No intrusion detection

Locked DownLocked Down LimitedLimited


IT Organization and ResourcesFunding

Attributes

Considerations

Challenges

• Where do you want control of expenditures to lie?• How much cost data is readily available?• How large is the IT organization – (product pricing more relevant for large IT

shops)?

Relevance • Networks

• Detailed understanding of costs related to product

• Detailed tracking systems needed

• Usage may not be tied to value obtained

• Does not encourage conservation of resources

• Defined IT product catalogue• Detailed activity tracking• Billing tied directly to products

provided• Pricing can be based on either

cost+ or market rate• Resources allocated by who is

willing to pay

• Departments pay nothing• College absorbs all costs• College controls and allocates

resources

Product PricingProduct Pricing Corporate PoolCorporate PoolAllocated OverheadAllocated Overhead


IT Organization and Resources In Source/Out Source

Attributes

Considerations

Challenges

• In source components that provide a competitive advantage to RCC or where RCC can provide function at lower cost.

• Outsource new functions where start-up costs are high, skill sets are unavailable, or other capabilities (e.g. processes) are lacking (e.g. help desk if 7x24 hour support is needed).

Relevance • Distance learning production facilities

• Server management• Help desks/call centres

• Skill sets• Costs to provide internally

• Selecting outsourcer• Lock in• Performance management• Data privacy

• Function provided by internal staff using RCC owned and provided hardware and software

• Performance governed by internal controls

• Function provided by external agency

• RCC staff limited to management of outsourcer

• Performance governed by contract

In SourceIn Source Out SourceOut Source


Vision and Mission

To be recognized as a leader through the innovative use of technologies to support the College’s vision.Vision

Make a positive contribution to meet the goals of the College Community by:

• Working collaboratively with the Community to deliver quality service and solutions that meet the current needs and changing requirements

• Providing for the effective and informed use of technology and the thoughtful exploration of new technologies

• Constantly striving to exceed expectations through our professionalism, courtesy, consistency and commitment to excellence

Mission


Guiding Principles


Policies and standards relating to the selection and use of technologies will be defined organization-wide and adhered to by the organization.

Privacy requirements will be considered throughout the use of technology and related support services.

The College will project a consistent corporate brand throughout its use of technology.

The College will provide extensive access to services and programs, while maintaining sufficient security to protect its reputation and assets.

Technology must be reliable and supported to meet the stakeholders requirements. Support emerging technologies utilized by the College Community.

A reasonable business case must exist and be demonstrated prior to the acquisition or deployment of new technologies (e.g. cost/benefit analysis).

Develop and nurture a culture where technology is valued and used to improve the experiences of the College Community.

Overall Guiding Principles


Guiding Principles – Applications and Business Integration

• Policy and direction control of information technology will be managed corporately.Governance

Guiding Principle Description

• When selecting and deploying technologies, implications to both the physical and virtual environments will be considered.Learning Environments

• The preferred strategy for acquiring applications will be based on the purchase of “commercially off the shelf” solutions to address required functionality. Development efforts will focus on integration and unique requirements that drive competitive advantage or are required by regulatory bodies.

Build/Buy

• Support and training will be considered from a holistic perspective covering both functional and technical requirements.

Support and Training

• “Restricted Labs” will be operated, managed and maintained separately from corporate systems in order to maintain systems integrity and security. (Note: “restricted labs” refers to those “labs/systems” used for destructive purposes in a teaching/learning environment.)

Isolation

• Minimize the number of applications/packages used/supported.• Prefer applications that easily integrate into the existing

application infrastructure.Integration


Guiding Principles – Data/Information Exchange

• All data will be managed as an institutional asset throughout its lifecycle, in electronic format wherever possible. Intellectual property matters will be considered, whenever appropriate.

Institutional Data


• Data integrity will be maintained by having a single copy of thedata or by synchronizing multiple copies of the data.Data Integrity

• The College will protect the integrity, security and privacy of data to meet legal and operational requirements. Data will be centrally managed to ensure minimal redundancy and maximum security.

Data Security

• We will leverage common data structures, definitions and repositories to ensure consistency of use.Data Standards

Access

• The College will facilitate ease of access with an eventual goalof providing a single sign-on mechanism.

• Addition and removal of access privileges will be done in a timely manner.


Guiding Principles – Technology Infrastructure

• Stable proven technologies will be employed for institutional systems. Leading edge/bleeding edge will be considered for instructional and applied research purposes only.

Technology Maturity

• Industry standard, proven components will be used to build the College’s technical infrastructure.Standardization

• While providing broad access to the infrastructure we will ensure security and element isolation is in place to protect theCollege’s physical and intellectual assets.

Access

• Common systems and processes will be employed to accomplish a specific function. These common systems will be managed corporately.

Commonality of Systems

• Access to the College’s environment will be corporately managed to minimize security and reputational risks.Security


• Development of a modular technology platform designed to allow expansion, upgrading and substitution with minimal disruption and cost impact to the College.

Modularity


Guiding Principles – IT Organization and Resources

• The complete costs associated with planned investments will be transparent, whether the investments are departmental or corporate.

Funding

• The College may consider outsourcing functions where we can extend our capabilities and/or provide the service in a cost-effective and efficient manner.

In/Out Source


• The College will define and monitor service levels (whether provided for internally or externally).Service Levels

• Training will be considered, developed and delivered as new technology is acquired.

• Training programs will be maintained for currency.Training


Gap Assessment


Where Are You? Where Do You Want To Be?

• The following slide considers a number of dimensions for consideration from an information technology perspective.

• The ’s represent the each of the Steering Committee participants perception of where they feel the information technology strategic components are today, from a corporate perspective. The ’s represent where the Steering Committee participants believe theyshould be striving towards, recognizing that this could take time.

• ‘s have been added to reflect where the College should consider the “To-Be” state, based on the information collected during the sessions and the work undertaken.

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Where Are You? Where Do You Want To Be?

Assessment DimensionsGovernance

Organization Silos InclusiveRelationship w/ Business Service Provider Business PartnerResource Allocation Ad Hoc PlannedInvestment Departmental InstitutionalLeadership Execution StrategicFunding Fully Funded Profit Centre

Information Management ProcessPlanning and Budgeting Reactive ProactiveNew Technology Development Adaptive InnovativeProject Management and Execution Art ScienceProduction Support Operations Oriented Community OrientedMetrics Loosely Defined Strictly Defined

ArchitectureComputing Platforms Tactical StrategicCommunication Networks Network of networks SingleBusiness Applications Independent and Rigid Integrated and EnablingInformation and Data Redundant and Isolated Managed and SharedAnalytical Support Inaccessible Accessible

People and CultureWork Environment Risk Averse EnablingCompetency Development As Required Continuous LearningBusiness Awareness Unaware KnowledgeableMeasurement and Feedback Infrequent Motivational

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Current StateCurrent State

The Role of Academic and Administrative Systems

“Restricted Lab”

Systems

Administrative Operations / Applications

Departmental Systems

Administrative Operations / Applications

Student Provided S/W Student Laptop

AcademicControl

InstitutionalControl

StudentControl

Operating System

Hardware

Network

College Provided S/W

A clear definition of who controls what aspects of technology within the campus needs to be clearly defined with clear demarcation of roles and responsibilities.

Instruct-ional Applica-tions


GovernanceGovernanceSteering Committee

The Role of Academic and Administrative Systems

Performance Performance ManagementManagementSourcingSourcingMediationMediation Support Support

DecisionsDecisionsInvestmentInvestment

“Restricted Lab”

Systems

Instructional Applications Administrative Operations / Applications

Departmental Systems

Student Provided S/W

Student Laptop

AcademicDirection

InstitutionalDirection

StudentDirection

Operating System

Hardware

Network

College Provided S/W

A clear definition of who controls what aspects of technology within the campus needs to be clearly defined with clear demarcation of roles and responsibilities.

1 Restricted Lab refers to those labs that are segregated from the College’s production environment and are used for instructional purposes.


Outward(to business)

Inward(to IS)

Follower Visionary

“Attaining business objectives through technology”

“Technology solutions for technology’s sake”

“Driving the business forward with technology”

Strategic Partner Business Leader

I&T Entrepreneur

I&T Leadership

OR

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TATI

ON

“Operate technology efficiently”

Service Provider

To-Be

As-Is

The future vision, as defined by the new vision and guiding principles, indicates a significant shift for I&T towards a “Strategic Partner” role with the business.


Appendix 1 –Creating a Visionand Mission


Vision

Martin Luther King, Jr. said, "I have a dream," and what followed was a vision that changed a nation. That famous speech is a dramatic example of the power that can be generated by a person who communicates a compelling vision of the future.

Management author Tom Peters identified a clear vision of the desired future state of the organization as an essential component of high performance.

Widely-read organizational development author Warren Bennis identified a handful of traits that made great leaders great. Among them is the ability to create a vision.

So, What Is a Vision and How Do I Get One?

A vision is a guiding image of success formed in terms of a contribution to society. If a strategic plan is the "blueprint" for an organization's work, then the vision is the "artist's rendering" of the achievement of that plan. It is a description in words that conjures up a similar picture for each member of the group of the destination of the group's work together.

There is one universal rule of planning: You will never be greater than the vision that guides you. No Olympic athlete ever got to the Olympics by mistake; a compelling vision of his or her stellar performance inevitably guides all the sweat and tears for many years. The vision statement should require the organization's members to stretch their expectations, aspirations, and performance. Without that powerful, attractive, valuable vision, why bother?

Source: Alliance for Nonprofit Management


Vision

How a Vision is Used

John Bryson, the author of Strategic Planning for Public and Nonprofit Organizations, states that typically, a vision is "more important as a guide to implementing strategy than it is to formulating it." This is because the development of strategy is driven by what you are trying to accomplish, your organization's purposes. A mission statement answers the questions: Why does our organization exist? What business are we in? What values will guide us? A vision, however, is more encompassing. It answers the question, "What will success look like?" It is the pursuit of this image of success that really motivates people to work together.

A vision statement should be realistic and credible, well articulated and easily understood, appropriate, ambitious, and responsive to change. It should orient the group's energies and serve as a guide to action. It should be consistent with the organization's values. In short, a vision should challenge and inspire the group to achieve its mission.

The Impact of Vision

John F. Kennedy did not live to see the achievement of his vision for NASA, but he set it in motion when he said, "By the end of the decade, we will put a man on the moon." That night, when the moon came out, we could all look out the window and imagine... And when it came time to appropriate the enormous funds necessary to accomplish this vision, Congress did not hesitate. Why? Because this vision spoke powerfully to values Americans held dear: America as a pioneer and America as world leader.

Source: Alliance for Nonprofit Management


Mission

An effective mission statement must resonate with the people working in and for the organization, as well as with the different constituencies that the organization hopes to affect. It must express the organization's purpose in a way that inspires commitment, innovation, and courage -- not an easy task!

At the very least, your organization's mission statement should answer three key questions:

1. What are the opportunities or needs that we exist to address?(the purpose of the organization)

2. What are we doing to address these needs?(the business of the organization)

3. What principles or beliefs guide our work?(the values of the organization)

You can begin the process of drafting a mission statement by creating a worksheet based on these questions. Ask staff, volunteers, and constituents to list any words, phrases, or ideas that come to mind with respect to the organization and these various categories. Do not edit at this point. Give everyone a chance to be heard. Look for language and concepts that enjoy broad consensus.

Here are three mission statements that do attempt to answer these questions. Let's see what they have in common.

Source: The Grantmanship Center Magazine


Mission1. The mission of Big Brothers/Big Sisters of America is to make a positive difference in the lives of children

and youth, primarily through a professionally-supported, one-to-one relationship with a caring adult, and to assist them in achieving their highest potential as they grow to become confident, competent, and caring individuals, by providing committed volunteers, national leadership and standards of excellence.

– The purpose: to make a positive difference in the lives of children and youth so that they'll achieve their highest potential

– The business: providing and supporting committed volunteers who have one-to-one relationships with children and youth

– The values: individuals who are confident, competent, and caring; leadership and standards of excellence

2. The National Conference, founded in 1927 as the National Conference of Christians and Jews, is a human relations organization dedicated to fighting bias, bigotry, and racism in America. The National Conference promotes understanding and respect among all races, religions and cultures through advocacy, conflict resolution, and education.

– The purpose: to fight bias, bigotry, and racism in America

– The business: advocacy, conflict resolution, and education

– The values: understanding and respect among all races, religions, and cultures

3. Planet 3000 is committed to healing the earth. Using research into natural ecosystems, Planet 3000 develops policy recommendations and pilot projects that apply these underlying principles to human ecosystems that are in harmony with other life on the planet. By bringing the human social order into balance with ecological principles, diversity of all living things can be sustained and the evolutionary process that has guided and nurtured life on this planet for millions of years can continue unabated.

– The purpose: to "heal" the planet

– The business: advocacy, research, and demonstration projects

– The values: ecological principles; protecting balance, diversity, the evolutionary process, and harmony with life on the planet

Source: The Grantmanship Center Magazine


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Step 2 & 3 - Formulate Strategic Direction & Gap ...lor.rrc.mb.ca/file/d83959b3-73df-0fcc-17d9-a4787c13457c/1/IT... · A different perspective. Information Technology Strategic Plan