Mission and Vision Statement The task is to provide viable mission statements; however, I am going to back up a step. Before I dive into a mission, I am going to suggest both the notion of a Vision statement and some examples. Kauf man (2000) states that “A useful Ideal Vision is not for an organization or any part of it but for external clients and society” (p.91). According to Kauf man, an Ideal Vision states – in measurable terms – the kind of world we want to create for tomorrow’s child. Given the “educational” emphasis of this particular association, it is quite possible that many of us are already here because we want to create a better world for tomorrow ’s child. My suggestions are aimed at returning us to those basic ideals, and stating them in achievable, measurable terms. Here is a format provided by Kauf man for further discussion: IDEAL Describe the world in which you wa nt tomorrow’s child to live: __________________________________________________________ __________________________________________________________ __________________________________________________________ __________________________________________________________ __________________________________________________________ ENDS/Results Criteria (e.g., 0 deaths or disabilities from drugs; 0 murde rs; 0 disabilities from rapes; 0 species that become extinct from uninte nded human inte rvention; 0 deaths from pollution) __________________________________________________________ ________________________________________________________ __ __________________________________________________________ __________________________________________________________ Ends and Means – many of the mission statements provided are creative, fundamental and/or essential. However, most of them are means to achieving a goal. They are not ends in and of themselves. In order to accomplish our ultimate goal, I encourage a continual return to the question of whether the suggestion is a means (a strategy for accomplishing what we want), or an end. Without that continual refocus, we risk doing a lot without every really getting anywhere meaningful or impacting. Perhaps a member of the Ethics Committee involved in the most recent additions of Social Responsibility will have some good suggestions here. Kauf man provides a structure for a basic ideal vision that ultimately considers impact on society in measurable terms. Those societal impact measures form the basis for w hat our association chooses to do or produce – whether the means for doing so is researc h, design codes, graduate instruction, communities of practice, policy changes, partnerships or international relationships. BASIC IDEAL VISION: The world we want to he lp create for tomorrow’s child There will be no losses of life nor elimination or reduction of levels of well-being, survival, self-sufficiency, and quality of life from any source, including (but not limited to) War and/or riot Unintended human-caused changes to the environment including permanent destruction of the environment and/or rendering it nonrenewable Murder, rape, or crimes of violence, robbery, or destruction to property Substance abuse Disease Pollution Starvation and/or malnutrition Destructive behavior, including child, partner, spouse, self, elder and others Accidents, including transportation, home, and business/workplace Discrimination based on irrelevant variables including color, race, age, creed, gender, religion, wealth, national origin, or location. Poverty will not exist, and every woman and man w ill earn as least a s much as it costs them to live unless they are progression toward being self -sufficient and self-reliant. No adult will be under the care, custody, or control of another person, agency, or substance. All adult citizens will be self-sufficient and self-reliant as minimally indicated by their consumption being equal to or less than their production. If this is the world we want for tomorrow’s child, then what can we – as a profession and as an association representing that profession – do to contribute to that ideal vision? Suggestions (NOTE – these are means, but I provide them here before the above is dism issed without considering the exciting places it can lead us to): we can work with governmental agencies to provide expertise in building educational infrastructures in war-torn or poverty-stricken areas we can incorporate system(s) management into professional training we can research the environmental and social impacts of technology we can partner – or encourage partnership of programs – with agencies or non- profits that share the vision of eliminating rape or disease or substance abuse and build student internships with the WHO, CDC, or even in relation to homeland security we can promote (with formal instruction and dissemination) the code of ethic s that reflects nearly all these elements of an ideal vision – in particular, I think on the case studies the Ethics Committee developed on discrimination and pollution (kudos!!) – what can we do to make those a part of our professional mindset? we can advance knowledge on effective use(s) of technology in all instances that impact human learning or performance, to include all levels of the human system: biological, psychological, intellectual, emotional, social and spiritual Those are just a few suggestions but hopefully get some creative juices flowing. A quick note – I echo a statement Wayne Hodgkins made in his keynote to AECT in Anaheim. Wayne spoke about a company limit ing itself by definition. Is Kodak in business to create cameras and film, or is Kodak in business to help people capture and preserve memories? That difference could cause a business to fail. This process should include vision that thinks beyond the current technologies to think on who we are regardless of technological development s or changes that are bound to occur. SO … first step … a vision … what is the world going to look like because we’re in it? (for more information, see Kauf man, 2000, Chapter 4) THEN … Mission Stateme nts What parts of that Basic Ideal Vision do we co mmit to deliver and move c loser toward? The Vision is what Kauf man calls “Mega,” or societal, level. The Mission is Macro level and is entirely focused on our organization, as derived from the vision. From that mission, we then derive Micro and Product level objectives. Thus, by working dow n in such a manner, we truly align, in a strategic and measurable manner, what we do, produce, deliver and the external consequences of such. This mission statement, ideally, should ultimately come from where the Ide al Vision and Needs Assessment align. What among that list in the Ideal Vision do we commit to directly impacting? What does the data from a Needs Assessment suggest? Where are they in agreement? There is our primary mission. What among the list in the Ideal vision do we identify as possible through cooperation with another agency? What does the data from a Needs Assessment suggest? There is our secondary mission. FIRST – some examples of mission statements, or mission objectives as defined by Kauf man (2000). These are real mission statements derived by governmental agencies, corporations, and communities (Kauf man, 2000, p.242-249, p.44). Put ourselves out of business through success: reduce recidivism to zero and, working with others, help create a society where no one goes to prison. Increase to at least 35% in Refinor’s gasoline sales based on brand recognition and preference among the people in the northwestern region of Argentina who are in its market and in its regional home office. At least 99% of all parts manufactured by the MB&A Plant after next month will meet all quality acceptance standards without remanufacturing, and be shipped to distribution points and/or to customers on or before the times contracted as indicated by no client comp laints about timeliness or quality and no returns for defects or dissatisfactions. A good question for deriving a mission statement is what would we have to do well to put ourselves out of business? A good mission objective is based on the comparison of “what is” and “what should be” – the mission becomes what we do to bridge that gap. That mission is stated in measurable terms so we can determine whether we have met our mission. Thus, any suggested mission statements are premature until the Needs Asses sment is done. However, the suggestions already provided give strong indications and in fact can be treated as data for the Needs Assessment: this is what our leadership and membership is saying we should focus on. However, many are either framed in trad itional terms of a mission statement or are strategies, not missions. Finally, a good mission statement is tight and to the point. The strategic plan for accomplishing the vision and mission will be detailed, but the mission statement communicates in one sentence. The following visual summarizes what has been provided thus far in the mission statements provided as suggestions. While some were stated in terms of missions, others were more of a list of strategies or tactics. This visual summarizes what each of the 8 suggestions contained. This summary is based on analysis of both the nature of the statements and the content. Suggestion Nature Content (Is this a mission stmt?) (most are strategies) Mgmt/Finances AECT as venue Trad’l Mission Development Partnerships Professional Information Strategy or Conference Leadership Evaluation Mentoring Marketing On-going Research Diversity Measure History Tactic Goals Mega #1 #2 #3 #4 #5 #6 #7 #8 Follow ing is a summary of the nature of the statements – are they mission statements or are they strategies for reaching a mission? Analysis of the nature of mission statement provided: Key Mission that ties to Mega Measure Traditional mission Strategy or Tactic (Means) Goals Suggestion #1 (there were four sub-suggestions from one individua l) To model a ubiquitous access to current communications and knowledge resource linkages to local, regional, national and international AECT communities within the framework of teaching, research and service. 1. The mission of the Association for Educational Communications and Technology is to promote international leadership by modeling scholarship and best practices in the creation, implementation, and management of technologies for effective teaching and learning in a wide range of pedagogical settings. 2. The mission of the Association for Educational Communications and Technology is to provide international leadership by promoting scholarship and mentoring in the creation, implementation, and management of technologies for effective teaching and learning in a wide range of pedagogical settings. ** 3. (This is my favorite) The mission of the Association for Educational Communications and Technology is to provide international leadership to advance scholarship on and model best practices for the creation, implementation, and management of technologies that promote effective teaching and learning in a wide range of pedagogical settings. 4. The mission of the Association for Educational Communications and Technology is to encourage the exchange of research, ideas, and international leadership by sharing scholarship and best practices in the creation, implementation, and management of technologies for effective teaching and learning in a wide range of pedagogical settings. Suggestion #2 With a deep history of interest and efforts related to improving instructional and training environments, the AECT will continue to provide a venue for active educational technology professionals to share and disseminate research-based and practitioner-based findings related to improving and extending effective learning environments. Suggestion #3 The AECT organization serves the membership as a vehicle to sustain communication related to research and practice in the application of technology to support learning. Suggestion #4 To continue its leadership role and its support of effective teaching and learning using information technology, the Association for Educational Communications and Technology will: actively solicit feedbac k for appropriate member serv ices and programming; define and expand research and practice to address and support federal and state requirements, ie NCLB, etc.; expand professional outreach through e learning opportunities, ie e journals, e training and professional development, e marketing, e communications, etc.; utilize digital and streaming technologies to support market product development, research, communications aoopotunities; build on inte rnational outreach with affiliated relationships for membership growth, program diversity and understanding and creative uses of e technologies to bridge differences and bring countries and peoples together; market AECT with fee based online seminars and content presentations, ie Heller type subscriptions; market AECT through a standardized information program that explains AECT and its practices and programs for use in all institutions of higher learning, and specifically information technology programs; develop a transportable presentation model for international, national and state professional conferences and meetings; (marketing) support an association speaker's burea u for use at professional conferences; continue to develop and provide AECT's membership w ith an exciting and creative national confere nce that supports member presentations as well as programming from beyond its traditional base; liaise with professional groups and associations beyond the "traditional" education environment, ie. business, governmental, security, health, entertainment, etc., and related B2B connectivity; (these and other groups have priority responsibilities for teaching, training, etc.) Suggestion #5 1. Better quality proposals and presentations (use evaluation to measure quality and provide feedback) 2. More and better involvement of practitioners as business pa rtne rs (to make money for AECT) and professionals (to share experience a t the conferences and to be recruiters). 3. Regular and long-term programs to mentor more graduate students, to make this into a tradition so that we maintain a stream of new blood for the organization. 4. More and better involvement of really nationally a nd internationally promine nt sc holars and practitioners both at the conference and in leadership of the organization. 5. Professional management of the organization to reduce cost and make money really work for AECT. (A little comparison: AERA student annual membership $15 w ith subscription of 2-3 journals; AECT student membership $50 w ith 1 journal.) Suggestion #6 accountability and ongoing evaluation advocacy communications and marketing foundations and grant making fundraising and financial sustainability governance historical archives management and leadership partnerships and affiliates staff development and orga nizational capacity volunteer management Suggestion #7 Three major foci: (Stephanie’s note – these were not presented as a mission statement by the person offering but instead as “foci.” They can be classified as strategies for reaching a mission. ) 1. To explore and research the best ways to use technology in educational settings and to share that knowledge broadly over the Web, through strong publications, and through well-focused and professionally conducted conventions and meetings. (I see the ISMF as falling under this focus.) 2. To be proactive in supporting growth and development of its members and members of partner/collaborative organizations. Such development must address personal growth, professional growth, and organizational growth. That is, AECT must address holistic development and be an organization in which all members grow and feel better about themselves, their careers, and AECT. 3. To advance the use of technology in professional settings. This entails innovative uses of technology for AECT's own functions (such as electronic reviewing of proposals and manuscripts), innovative use of technology as member services (such as Web features and functions and support for member professional needs --such as a software review clearinghouse and software peer reviewing), and encouraging online collaboration and mentoring as a way of "shrinking" distances, isolation, and celebrating differences. Goals: (Stephanie’s note – these were not presented as a mission statement by the person offering but instead as “goals,” which strikes me as an appropriate term for them) These can also be readily adapted into a set of values. 1. We need to ma ke *all* members feel valued and important. 2. We need to eliminate barriers of age, race, and gender, whether real or perceived. 3. We need to deliver on our promises. Being late on deadlines or careless about notifying people if they are accepted to the program or not or to any changes hurts us in many ways. 4. We need to distribute leadership more broadly and bring more people into leadership sooner. 5. We need to throw off some of the historical baggage of the past that holds us back, particularly things that lead to the perception that only "older" members of AECT get on the Board and only "older" members can afford to be at the auctions or in the Presidency. 6. We need to distribute social contact and value it more highly. This likely means thinking less about a gala and more about many distributed smaller events, each of which is highly appealing and broadens one's contact. (The dinners the first night are a step in the right direction.) 7. We need to be open to new ideas, even when they *really* annoy us or hurt our feelings (whether intentional or not). Growth often involves some measure of discomfort. We need to avoid the trap of mistaking (1) being comfortable for (2) doing the right thing for the organization. Suggestion #8 Become the most significant source of information and professional development for individuals interested in using technology to improve learning. As you can see from the color coding, a LOT of strategies or tactics have been suggested. These should be pulled into a strategic planning docu ment (separate from a mission statement) and maintained as long as they help us reach the mission we identify. Lots of good (and GREAT) suggestions in there. Analysis of Content of Suggested Statements : Based on the above submissions, the follow ing are themes being suggested by AECT leadership. Common themes: Numbe r of Occurre nces Research 5 Leadership – sometimes vaguely defined, 4 other times defined as “international leadership” Mentoring 3 Information (know ledge) 4 Professional Development 4 Diversity (both in membership and in 2 settings for application of knowledge) AECT as venue/vehicle 2 Partnerships 4 Conference 3 Marketing 2 On-going evaluation 3 History 3 (note – each one treats this concept differently) Management/finances 3 Suggestions for Mission Statement/Mission Objective: These suggestions will follow Kauf man’s recommendation for mission objectives that include measures. Please note, these should be modif ied per data from the full Needs Assessment that indicates what should be a priority and what we really have the resources/capacity to tackle. But these will provide some working examples. Our mission is to establish a standard for research and build a resource for research findings meeting that standard, to establish standards for the use of technology in educational settings and promote those standards, and, through strategic partnerships, to impact policy decisions and provide leadership and professional development in the three top national priorities for educational technology. Our mission is to establish and disseminate standards for the ethical use of technology globally, to develop a position on access for all related to technology, to identify and develop professional development in three critical areas for professionals, and to establish a leadership mentoring program that develops leaders both within AECT and within settings identified as strategic markets. (see blog on strategic markets) These may not have numbers attached to everything, but they are measura ble. We can say in 1, 3 or 5 years if we have met anything and even if we’ve reached 80% of the goal, for example.