mission statement education meaning

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Assessing Your School’s Mission and Vision

When a school’s mission and vision statements are not aligned with daily instructional practices, figuring out why should be a priority.

It’s no secret that when a principal takes a long look at the myriad of things and tasks to check off daily, weekly, and monthly, there are competing priorities that vie for their attention. In my experience as a school leader and mentor, one task that often gets overlooked is thoroughly examining the school’s mission and vision statements. In my mentoring, I often listen to what frustrates leaders, and one of the first questions I ask is about the school’s mission and vision. How many words on this document truly reflect the students’ lived experiences, and how many practices are the actual products that educators deliver to students?

Many administrators don’t put a lot of stock or thought into the mission; in some cases, they inherited these documents and never sought to review them.

Missions and visions should not be a collection of the most relevant educational terms of the day; if those words are not actualized through the pointed and intentional actions of the staff and monitored for impact by the school leader, then the words on those documents are no more valuable than “smart graffiti” on the walls of your school. Nice to look at, but ultimately insignificant to the operations and culture of the school.

Smart graffiti embodies what usually serves as a land mine for school leaders. The term reflects a lack of clarity for staff. Someone said that you should do these things and have them, so you do without knowing the “why” behind them.

When new school leaders start work, often what is already “in place” does not seem as urgent as what needs to be done. I once was in the chair responsible for changing around a place where “teaching and learning” was the edict, but in actuality, it was not the priority.

When my year-one principal coach suggested I work on mission and vision first, I was thinking about the behavior, the instruction, and the parents. However, my coach was exactly right; the mission is what should be upheld in a productive learning organization. That is where I, as a mentor, begin all of my work with new principals. Without a coherent and understood direction via the mission, there will be misdirection at best and at worst, chaos.

5 Steps to Improve Smart Graffiti Mission Statements

1. Conduct a thorough audit of the action words: The creators often have well-meaning lofty goals in crafting a mission and pack on the most ambitious educational jargon. In the reality of day-to-day instruction, there may not be any evidence that these goals or practices are happening.

A leader and their team of teachers and students can sift through each line and identify the highest-leverage practices and objectives in their documents. From this, a list of “look-fors” should allow a team to examine the school’s practices to determine what transpires daily for teachers and students.

2. Set up a diverse team of stakeholders: Have the team conduct a no-nonsense analysis of whether what the mission said it would do for students is true. This approach is needed because often, as educators, we rely upon context to blanket and shield our ego and passion from the stark reality that things are not what we said they were. In my practice, I often lead with a yes-or-no approach to what I see. The data collected from a walk-through will provide an honest look at the experiences of students and teachers formed via instruction and practices in the building.

3. Destroy and rebuild: As your team sits down to sift through the data collected, if the words in the document do not match the experiences, decide which areas are worth strengthening, adjusting, or removing as a team. Examining and adjusting is another important step because honesty will strengthen the relationship between the leadership, staff, and students if they are included in this process. The results should be shared with the entire school community.

4. Get everyone involved in finding solutions: This share-out time is a major opportunity for collective action and shared responsibility where honesty about what transpires can galvanize or fracture relations with your staff.

Galvanization can transpire if the school community reflects honestly on your operations and how they adhere to the words in the mission and vision. Conversely, fracture can occur if blame is levied solely on the teaching staff as to “why” the words do not match the lived experience. It will need skill and a leader to be the person who takes responsibility for not helping to adequately set the conditions for learning.

5. Set the conditions for change: By this stage, you have shared, pinpointed, and strategized. Now, you have to support the creation of a new doctrine for how students learn best under your leadership through being laser-focused on clarity, expectations, and, most important, how the capacity of every stakeholder will be built to bring these new expectations to life. Nothing amazing happens in a school by accident; leaders must develop and support these expectations. Simply placing some smart graffiti on the walls that tells teachers what they should be doing in service of children and walking away is not leadership; it’s a recipe for confusion.

I ask principals all the time, who is your ideal student? If students go through their full life cycle in your ideal learning environment, who would they be as learners and citizens? What would they be able to produce? What would they be prepared to do upon graduation and afterward? That is your vision; the mission is how they will arrive there. For you as a newer principal, it’s imperative that before you start to “fix” what you believe is holding your school back, you ensure that what the school says is its mission is, in fact, what it produces.

How to Write School Mission and Vision Statements

Cultivating a sense of shared educational values, goals, and ideals for a school is one of the primary ways that leaders can inspire positive outcomes in their institutions. In fact, research shows that a positive school culture—defined as the collective values and beliefs of a school’s staff—can:

• Increase attendance rates and academic achievement
• Elevate school morale significantly
• Improve staff wellbeing
• Reduce aggressive behavior in students
• Lessen teacher turnover

One way that educational leaders can establish and encourage a positive culture that benefits everyone on campus is by creating well-written school mission and vision statements. Such statements set the tone for staff and students alike, making the purpose of the school clear and inspiring everyone to join together in realizing it. Learning how to write school mission and vision statements is an important step for educators who want to lead their institutions to succeed.

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Why School Mission and Vision Statements Matter

Mission and vision statements help to set the course for a school. These statements communicate core educational values, speak to the culture of the institution, and provide faculty, staff, students, and community members with ideals to reach for in participation with the school. 

In addition to communicating what is important to a school, mission and vision statements can also be useful for creating unity on campus. A clear mission and vision statement communicate to everyone involved at the school what they are collectively aspiring to attain. When individuals share a purpose, they may be more likely to trust one another, engage in collaboration, and have a positive experience in the school setting. 

When it comes to teachers, in particular, mission and vision statements can be effective in a few ways. First, being aligned on a mission and vision can help prospective candidates and hirers determine if a teacher is a good fit for the school. Additionally, teachers—who are often overwhelmed and overworked—can look to their school’s mission or vision statement for guidance in prioritizing their tasks and setting their focus when many things call for their attention at once. Finally, teachers can benefit from strong school mission and vision statements when it comes to their relationships with fellow teachers as well as with students, as the common language and purpose of the statements provide common ground for those relationships. 

Students may experience several key benefits of school mission and vision statements, too. The Values Education Good Practice Schools Project found that well-written vision statements can improve student-teacher relationships. The project also discovered that students in schools with good vision statements that truly impacted the day-to-day culture of the school enjoyed more calm and focused class activities. Lastly, students were more empowered to develop self-regulation and self-management skills in schools with strong vision statements. 

What Are the Differences between Mission and Vision?

While school mission and vision statements have some overlap, there are a few key distinctions between the two. 

The primary difference between a mission statement and a vision statement is that a mission statement describes the school’s current and/or founding identity and the key values that characterize the school as it is in the present. A vision statement, on the other hand, looks forward to the future. Oftentimes, a mission statement will begin with a phrase like “[School name] is…” while a vision statement might begin with “[School name] will be known for…”

In other words, a mission statement is largely a definition of the school, answering questions like:

• What is important to this school? 
• How does this school seek to reach its objectives?
• What are the fundamental traits, cultural influences, or beliefs of this school?

A vision statement, on the other hand, answers questions such ask:

• What does this school aspire to accomplish in the years to come? 
• What does the school want to become known for doing?
• How would this school define future success?

While school mission and vision statements will likely arise from the same core values, they serve two different purposes. The mission statement speaks to the school’s operations in the present. The vision statement speaks to the school’s hopes and intentions for the future. 

Who Should Be Involved in Writing and Approving School Mission and Vision Statements? What Is the Process Like?

Experts agree that gathering insight from a diverse population can help create the best school mission and vision statements. By including various groups of people connected to the school—including teachers, students, administration, parents, and community members—education leaders can ensure that they are gathering as comprehensive of a perspective as possible. While it’s important to hear from a variety of people, education leaders should take care not to grow the group too large, as it could become difficult to find consensus or be productive.

Once a group has been established, discussion can begin. Educational values are a good place to start. Through data, anecdotes, and personal perspectives, group members can share their perceptions of the school’s current values or the values that should be prioritized. Identifying strengths and opportunities for growth can be insightful as well. 

From there, the group members can discuss what their hopes are for the future of the school. What outcomes might the school’s educational values help produce? What does the school want to be known for in 5, 10, or 20 years? What are the school’s current priorities, and how might they be reordered for greater success? 

Once a group has gathered, identified the school’s values, and discussed hopes for the future, then it is time to write the first draft. 

How to Write a Mission Statement

At this point in the process, it is likely that there could be several pages of notes filled with ideas, values, and hopes for the future that the group has produced. This is exactly what is needed in order to write a mission statement, but condensing the content into a succinct sentence or paragraph may feel daunting.

Reading the mission statements of other schools and organizations may be helpful at this stage. Consider, for example, the Marymount University mission statement:

Marymount is a comprehensive Catholic university, guided by the traditions of the Religious of the Sacred Heart of Mary, that emphasizes intellectual curiosity, service to others, and a global perspective. A Marymount education is grounded in the liberal arts, promotes career preparation, and provides opportunities for personal and professional growth. A student‐centered learning community that values diversity and focuses on the education of the whole person, Marymount guides the intellectual, ethical, and spiritual development of each individual.

Notice that this mission statement fulfills several key objectives:

• Communicates a value system (Catholic)
• Sets priorities (intellectual curiosity, service, global perspective)
• Establishes an educational framework (liberal arts)
• Describes the community (student-centered, diverse, holistic)

At the elementary school level, a mission statement may read something like:

Our school fosters a love of lifelong learning by guiding each student to build foundational academic skills that will contribute to their ongoing success and by encouraging creative collaboration in an inclusive environment.

This statement makes clear that the school values the love of learning, basic skill development, and cultivating a positive community. 

How to Write a Vision Statement 

School vision statements should align with the values communicated in school mission statements, but they need to communicate forward thinking as well. The Marymount University vision statement reads:

Marymount, a leading Catholic university, will be nationally recognized for innovation and commitment to student success, alumni achievement, and faculty and staff excellence.

This statement:

• Succinctly describes the school (a leading Catholic university)
• Sets the scope for success (national) 
• Establishes goals to attain (recognition in student success, alumni achievement, faculty and staff excellence) 

A high school vision statement may read something like:

Our school will develop critical thinkers who model an inclusive spirit and graduate prepared for success in a profession or higher education.

This statement communicates that critical thinking and inclusivity are prioritized educational values at the school and that employability and admission to college are the standards for success.

Lead in Education with Vision and Values

Do you want to develop a school mission statement that clearly communicates the educational values of the institution you lead? Are you interested in setting academic standards, establishing a campus culture, and doing the work to produce positive future outcomes as an education leader? If so, the Marymount University Online Doctorate in Education program can help you reach your professional goals.

Created for working professionals, Marymount’s flexible online Ed.D. allows students to personalize their coursework according to their vocational goals. Students in the program cite many personal benefits , including building relationships with fellow students and faculty members, honing their project completion skills, and improving their research abilities. 

Student Alexander Gagnet says, “What I love best about the program is the care and attention the faculty put into the success of all the students. You really feel wanted and appreciated for your hard work and effort.” 

Students also appreciate the way that the program allows them to meet their personal and professional obligations while in school. 

“Not to be ignored is the fact that the online program allows you to be who you are AND be a student,” explains Marie Gemelli-Carroll . “It is a key benefit to be able to do classwork on your own time as long as you meet the assigned deadlines.”

Are you ready to further your career by earning a doctorate in education? Marymount University’s online Ed.D. features a practical curriculum and is a top program choice that will prepare you to lead positive change in education. Click here to connect with an enrollment advisor . 

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How to Make Mission Matter at Your School

• Posted September 8, 2022
• By Danny Mucinskas and Shelby Clark
• Global Education
• K-12 School Leadership
• K-12 System Leadership
• Organizational Change

School mission statements today are pervasive. Effective school missions can communicate a vision and unify people around common goals, especially when systematically implemented. However, some missions may not even be known or observed by school stakeholders and become mere slogans. Therefore, while most schools have a mission statement, only some schools may be categorized as “mission-driven” institutions that specifically endorse and intentionally organize pedagogy to focus on specific philanthropic, civic, and/or community-based values and involvement.

Over the past several years, our team at The Good Project investigated the educational practices and outcomes of a set of mission-driven, diverse, and globally located international schools. Our primary partners in this research were the United World Colleges (UWC), a network of 18 schools that foreground student diversity and social impact. UWC’s mission is “to unite people, nations, and cultures for peace and a sustainable future.” We set out to learn whether these schools and 13 others (which remain anonymous) around the world were actually achieving their aims.

We collected thousands of student and alumni surveys, conducted hundreds of in-depth interviews, and carried out observations at more than a dozen UWC schools. When we analyzed our data, summarized in a report available here , we discovered trends relevant not only to the participating schools, but also for anyone interested in creating a school or a curriculum that is mission based, including parents and teachers

Below are implications from our work regarding how to make a mission a powerful force for teaching, learning, and change.

1)  Does your school have a unified idea of your mission? When school mission statements are clearly stated, focused, and understood by school stakeholders, they have the power to unify people around a common idea. We saw in our study of UWC that the mission statement was interpreted in a variety of manners: different elements of the mission (such as sustainability or peace) were foregrounded to different degrees depending on school context and personal preferences. For mission-driven schools that seek to effect social change, it is important for people to share a unified understanding of the meaning of the mission; what it looks like in practice; and the steps that can lead to its fulfillment.  

For example, if your school’s mission is “A cleaner world for all,” some questions to ask would include: What does this mean to the different stakeholders in your institution? Does it mean simply recycling every day, or does it mean protesting for climate change (or neither)? Could “cleaner” mean cleaner morals or character to some people? A common understanding of an institutional mission and how it can be embodied can have a trickle-down effect throughout an organization by uniting people at all levels in common purpose. 

Consider as well: 

• How are conversations about the mission happening at your school? 
• What messages are students receiving about the mission explicitly and implicitly? 
• What parallel visions of the missions might exist? 
• What steps are you taking to align all the stakeholders at your school around the mission? What can you to bring about better alignment?

2)  What type of citizen do you hope your school is fostering? Once you’ve agreed on what your mission statement means for your school, ask yourself: What type of message does your school’s mission send about how students are meant to be as citizens in the world? Throughout our study, we asked participants questions like, “What does making an impact mean to you?” and “What does it mean to make a difference in the world?” Interviewees were asked to rank four different profiles regarding who was making the “most” impact keeping the UWC mission in mind.

What did we find? Overall, there was not a singular aligned vision across the UWC movement, or even within particular schools, about what it means to “make a difference.” Many participants in our study were relativistic in their thinking about impact, wanting to reserve judgment about whether any one type of action or type of career or action was right or wrong, or impactful or not impactful in positive ways for the world. For example, is an investment banker making a difference in positive or negative ways? What about compared to a nonprofit worker or parent? 

There is nothing inherently wrong with people having different ideas about how to make a difference in the world . One might argue that we need these divergent means of impact to tackle real-world problems. However, if educational institutions are dedicated to having their students make social impact, it is necessary that they have a defined understanding of their desired impact.

Alternatively, as Walden University did when confronted with the fact that they did not know how to define the idea of “positive social change” in their mission, schools might create functional models of changemaking that students should embody in order to be agents of social change, such as cognitive and practical skills as well as values and ethics.

In thinking about these questions, consider: 

• How large of an effect do you expect your students’ impact to have? Should they affect society as a whole? Or maybe just their local community? Or perhaps just their family? 
• Are there certain topics they should focus their changemaking efforts on? Take the school above with their environmental mission– perhaps the students should focus their efforts solely on sustainability. 
• What methods of change should your students use? Maybe your school focuses entirely on social entrepreneurship. Or instead, you’d rather your students learned how to advocate through protesting and political change. 
• How should your students' changemaking efforts address issues of justice ? Do you think that your students should focus on the root causes of issues, or that they should address more pressing or symptomatic issues? 

3)  How does the mission translate to pedagogical practice? Our research displayed that, once a strong mission and associated conception of how the mission is shaping students has been established, it’s crucial to embed these ideas into the pedagogy and educational practices being offered by the school. In the schools we worked with, many of which were focused on developing intercultural understanding and fostering social impact, mission-aligned activities included:

• Volunteer and community service programs in which students got to experience collaborating with community stakeholders.
• At UWC schools, project weeks, in which students designed a week-long learning experience away from the school that required problem-solving, often involving travel to a new location.
• Extra-academic activities, including student-run conferences and clubs focused on mission-aligned topics like sustainability and peace building.
• Academic environments, most often courses like global politics, history, economics, and literature, that permitted conversations about school mission.

Throughout these activities, we saw that when students were afforded opportunities to bring their perspectives to the fore, and to feel autonomy and agency in the learning process, students learned more and developed skills and dispositions such as open-mindedness and greater confidence.

At your school, consider questions like:

• Where in the day are students most likely to experience the mission in action?
• How can the mission be embedded into environments that give students the chance to exercise autonomy?
• To what degree are our educational programs aligned with the mission we want to achieve?

While many schools today have mission statements, we hope that the themes and questions we have explored here can help to bring about greater mission clarity and implementation for institutions of learning.

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School Mission Statements: The 2021 Guide [+ 6 Writing Tips]

Written by Maria Kampen

Did you know?

Students at one school district mastered  68% more math skills  on average when they used Prodigy.

• School Leaders
• What a school mission statement is
• How school mission and vision statements work together
• 6 steps for writing your own mission statement

Common problems with school mission statements

Why school mission statements are important.

• How Prodigy can help you support your school mission statement

What drives growth in your school community?

It could be your school’s culture , a focus on teacher professional development , or even prioritizing useful teaching strategies . However, none may be as important as school mission statements , which are essential for student development and effective learning.

School mission statements indicate the priorities and goals of a school community and can have an incredible impact on student achievement.

What are school mission statements?

If your school is a car, then the mission statement is the engine.

School mission statements are documents that define where your school is going and drive decisions accordingly. They layout educational goals, community priorities and the purpose of your school.

Lots of different organizations have mission statements — non-profit organizations, government departments, small businesses, big corporations.

Mission statements guide growth and learning in many different contexts.

School vision and mission statements

If your school is a car and your mission statement is the engine, the school vision statement is the GPS system.

Vision statements aren’t the same as mission statements, but they are closely related. To create a mission statement, you should first have a vision for where you want to see your school in the future.

John C. Gabriel and Paul C. Farmer, authors of How to Help Your School Thrive Without Breaking the Bank , write:

“A vision is your school’s goal — where you hope to see it in the future. The mission provides an overview of the steps planned to achieve that future. A vision is concise and easy to recall, whereas a mission is lengthier and more explanatory in nature.”

The vision statement provides a glimpse at your school’s ideal future .

Everyone — students, faculty and staff — in your school should be able to recite your school vision statement.

How to write a school mission statement

1. gather stakeholders.

To start, consult students, parents, teachers, staff and any other members of the school community with insights to offer.

District 100 teacher leaders met yesterday after school to help craft the new district belief statements. The vision, mission and belief statements will be presented to the BOE at their January regular meeting. Thanks to all stakeholder groups for their input. pic.twitter.com/V9B7eWOrQb — Berwyn South District 100 (@BerwynSouth100) December 20, 2017

Put together a small group that reflects all your stakeholders, and get them brainstorming. Where do they think the school is now? Where do they see it in the future? What part of the school’s identity should be emphasized?

Working with different members from your school community has several benefits:

• It reduces the fear of change —  It’s natural to be apprehensive when school culture starts changing. Opening a dialogue now will help smooth out any tension.
• It improves buy-in —  When teachers are consulted on changes to the school’s mission statement, they’re more likely to support it in the classroom and throughout the day-to-day operations of your building.
• It makes your mission better —  Teachers, parents, staff and students all have unique perspectives. Use their feedback to build a comprehensive school mission statement that recognizes the diversity of opinions found in the school community.

Make sure the group is representative of all your stakeholders, but still small enough to be able to complete meaningful work in a reasonable timeframe. Values can differ widely within a community, so be sure to take enough time to make informed decisions about all your different options.

2. Look at your school

Every school has unique opportunities, challenges, weaknesses and strengths. Luckily, your school is full of data that can help you identify these areas. To gather data, look at:

• Socio-economic status of students
• Urban versus rural schools
• Diversity in the classroom
• ESL or multilingual students
• Graduation rates
• Common discipline problems
• Attendance rates
• Staff turnover
• Staff assessment results
• Special needs students
• Student extracurriculars
• Standardized test results
• Student achievement
• Special communities (military families, immigrant populations, international students)

Every piece of information is an important part of your school’s unique identity. Use the data you have to identify the top issues, strengths and opportunities for growth in your school community.

3. Look at the future

A vision is what you hope the future will be, and a school mission statement is what’s going to get you there. It’s extremely important you write your mission statement with the future in mind.

With your stakeholders, take all the data you’ve collected and ask:

Based on what we know now about our school, what will it look like in five or ten years if we’re completely successful?

There’s your vision.

To develop your school mission statement, ask what steps the school community needs to take to achieve the vision. Questions to ask include:

• What’s already in place to help us move forward?
• How do we envision our school growing?
• What needs to be changed?
• What characteristics should we emphasize?
• What changes do we see happening in the future?

School mission statements shouldn’t need to be changed every year, but they’re not static. They’re going to grow and adapt with your school community.

Achieving a vision is a big task, and it should seem a little challenging. Vision and mission statements push growth and learning in an aspirational direction. You might be surprised at what your school can achieve.

4. Write your first draft

You’ve answered the questions and gathered the data. Now it’s time for the hard part — putting it all down into words.

It might seem like a daunting task to create an articulate, comprehensive and inspiring plan for your school’s future. Just start with a draft -- it doesn’t have to be perfect. You’ll have plenty of opportunities to revise it over the next few steps.

If you’d like, ask stakeholders with a talent for writing to give you a hand, but keep the group limited to two or three people.

Some best practices for writing include:

• Avoid cliches  — Global citizenship, 21st century skills and a nurturing environment are all important aspects of an effective school, but they’ve been overused to the point of meaninglessness.
• Get specific  — Take those cliches and make them fit your school, not the other way around. In your school, global citizenship could be a focus on second language literacy, or learning about other cultures through the lens of different subjects.
• Be authentic  — Keep your school and community in mind at all times as you’re writing, and speak to the real needs they’re seeing.

Consider including the ages and characteristics of your students, teaching strategies or curriculum philosophies used in your school, and one or two other features you feel are important for communicating your school’s mission.

When you have a draft you’re satisfied with, bring it back to the larger group of stakeholders you brainstormed with in the first place. Make sure:

• They’re happy with the priorities you’ve laid out
• They have no major concerns about any of the school characteristics you’ve highlighted
• The school mission statement is a true representation of how they want the school to grow

This could be difficult and may require some compromise, because all groups will have members with conflicting beliefs and priorities. There’s no sure way to solve it, but try to reach a consensus on big issues and focus less on smaller concerns, like specific wording.

At the end of this, you should have a mission statement that reflects the values and priorities of as many stakeholders as possible.

5. Give the school mission statement to the community

Present your school mission statement to the whole community. This could be through a meeting with district leaders, a parent evening, or through the school newsletter.

Invite community members to raise any serious objections with you. If you’ve missed a key issue, this is their opportunity to contribute ideas.

Gather feedback from the community and make sure:

• The concerns of the majority of stakeholders have been met
• The mission statement compliments the vision of the school, as well as any other messaging materials
• Stakeholders agree the school mission statement is an accurate representation of current and future school growth

Use this opportunity to explain why your school mission and vision statement will be important for future growth, and how you see the needs of the community reflected in it.

6. Put your school mission statement into action

Congratulations! You’ve written your school mission statement.

Now for the hardest part — using it!

All the hard work you put into your school mission statement is useless if you put it up on your website and forget about it.

Put the vision and mission statement everywhere: on the wall, in your office, in your weekly newsletter, on your website. Make sure it’s visible to the entire community.

This is also a great opportunity to run a professional development session on how to effectively use school mission statements in the classroom. Go over why it’s important, how it reflects the school’s priorities and how it should be used to guide classroom decisions.

Schools are not defined by the mission statement on the wall; they are defined by what actually goes on in classrooms. — Danny Steele (@SteeleThoughts) November 12, 2017

Make sure parents and students know what the mission statement means, and tell potential students why it’s so important to you school. It’s also a good idea to revisit the mission statement at the beginning and end of every year. Is it still relevant? Has anything major changed? Are you still actively working to achieve your vision? If there are changes, it’s time to re-align your goals and priorities.

It can be difficult to write school mission statements well. Common problems include:

• Insincere, generic language
• No staff or community buy-in

Writing an effective mission statement requires self-reflection as a community, and a lot of consultation with different stakeholders. It’s a process that shouldn’t be rushed.

Guides community growth

Your community should be able to access the mission statement easily. If they don’t already know it, it should make sense to them when they hear it.

School mission statements are a tool used to drive growth within the school community and guide it towards a desired outcome (the achievement of the school vision statement).

Use the school vision and mission statements to guide staff development and build a school improvement plan. Focus on areas of growth not just in the classroom, but for your staff. When school mission statements guide teacher learning, teachers are better equipped to serve students in a way that aligns with the school’s vision and mission.

Guides decision-making and priorities

According to a study  by educators that analyzed the mission statements of K-12 schools in Texas,

“Once written, the mission statement must become a living document that informs all day-to-day practices of the administration, teachers and students. Too often mission statements exist only on paper rather than being a lived philosophy and commitment to the ongoing development of an effective education institution.”

This means school mission statements have serious implications for the priorities and goals of your school, including how money, time, and other resources are allocated. Use your vision and mission to effectively use all available resources.

Gives weight to the learning process

School mission statements are a tool for guiding and shaping the learning process. In some places, school mission statements are even a precursor to accreditation because they have such a large impact on how student learning is prioritized.

Ultimately, school mission statements are classroom tools. If your mission statement places an emphasis on digital skills, it might lead teachers to use a blended learning approach. If curiosity and exploration are a priority, then project-based learning or inquiry- based learning might be useful classroom strategies.

When vision and mission statements align with what’s happening in the classroom, student learning will improve.

After all, isn’t that the ultimate goal?

How Prodigy can help implement school mission statements

It’s almost inevitable your school mission statement will prioritize academic excellence. Math competency is a key component of academic excellence, but it’s also a subject many students struggle with.

Here at Prodigy, our mission is simple: to help every child in the world love learning .

Prodigy encourages math fluency through a daily math practice that keeps students engaged and motivated. Our unique game-based design challenges students to complete quests, explore new worlds and collect points while answering curriculum-aligned math questions.

Unique reporting and alignment features give teachers the tools to deliver a personalized learning experience for each student in an engaging and adaptive environment. A powerful algorithm ensures students receive questions that build on their existing skills to keep them moving forward in the curriculum.

Learn more about how Prodigy can deliver customized learning in your school, and sign up for your free teacher account today:

• How to use Prodigy to reinforce in-class lessons
• How to use Prodigy for formative assessments
• 3 steps to use Prodigy as an RTI tool

Mission Statement, Higher Education

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Institutional mission ; Institutional purpose ; Mission statements ; Vision statements

Mission statements are efforts to codify a shared set of institutional beliefs and priorities. A mission statement articulates how an organization defines its purposes: Why does the institution exist? It articulates an organization’s shared values: What is important to us? What draws us together? It may also seek to explain why an organization is unique: What makes us distinctive or special? This shared understanding has the capacity to engender a sense of belonging and shared sense of commitment among people who work at an institution. Mission statements also are a way organizations signal their purposes and priorities to important external constituents.

How Mission Matters and A Brief History of Mission Statements

Anthropologist Clifford Geertz observed that humans are suspended in webs of significance they spin themselves (Geertz 1973 ). In the professional workplace, these webs...

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• v.19(1); 2018 Jan

Creating a Vision for Education Leadership

Daniel r. martin.

* The Ohio State University, Department of Emergency Medicine, Columbus, Ohio

Felix Ankel

† Healthpartners Institute, Bloomington, Minnesota

Robin R. Hemphill

‡ National Center for Patient Safety, Veterans Health Administration, Washington DC

Sheryl Heron

§ Emory School of Medicine, Department of Emergency Medicine, Atlanta, Georgia

Sorabh Khandelwal

Chris merritt.

¶ Alpert Medical School of Brown University, Department of Emergency Medicine, Department of Pediatrics, Providence, Rhode Island

Mary Westergaard

|| University of Wisconsin, Department of Emergency Medicine, Madison, Wisconsin

Sally A. Santen

# Virginia Commonwealth University School of Medicine, Richmond, Virginia

Academic emergency physicians are driven to become master clinicians while honing their skills in mission areas such as education, research and administration. Many faculty members try to pursue the triple threat of education, service and research; however, excellence in all three areas is difficult to achieve. The first step to excelling in the education domain is to clearly define one’s goals and articulate a strategy to achieve them. To be successful, you must define your vision, mission and core values (VMCV).

As the field of emergency medicine (EM) matures, its education leaders are increasingly recognizing the importance of defining personal and shared visions, core purpose (mission) and core values. In The Leadership Challenge , Kouzes and Posner explain “you must clarify your own vision of the future before you can expect to enlist others in a shared vision.” 1 , 2 The authors also summarize the benefits of leaders in organizations who are focused on the future, which includes achieving better performance outcomes both individually and as organizations. It comes as no surprise that most academic medical centers, medical schools and some emergency departments have developed shared visions and mission statements and have identified their core values. These statements highlight the core values of the institutions. Leadership experts such as Warren Bennis, Stephen Covey and Peter Senge emphasize the importance of developing your personal vision for life. 3 , 4 , 5

This brief innovative report will provide tools and examples to articulate a vision statement for education leadership and the steps needed for implementation. The objective of this innovation is for the readers to develop their own vision, mission and core values, and to begin to consider how they will develop their strategy and platform for implementation. While these VMCV may be aligned with your organization’s VMCV, it is important to define your own. Examples of VMCV from education leaders will be presented. This concept is based on a workshop from the Society for Academic Emergency Medicine (SAEM) in 2017 that was developed by key education leaders in the field of EM.

This education innovation defines each domain of vision, mission, and core values. The reader is then directed through the steps to define their individual domains. Additionally, nine education leaders worked together to clarify their personalized statements.

• Education leaders will be able to understand the definitions of VMCV and use these tools to create their personal VMCV.
• Education leaders will adjust their VMCV to align with that of their division, department or organization.
• Education leaders will use their VMCV to aid in decision-making and developing their strategic plan and future goals.

CURRICULAR DESIGN

This educational advance leads learners through the process of defining VMCV and then asking participants to determine their own vision, mission, and core values. This is then followed by participants determining their implementation strategy.

Developing Your Vision

Your personal vision should be the future state you hope to achieve. The vision statement should incorporate the future state and should be a positive, aspirational view of how the future will be better. Collins and Porras defined the vision as consisting of a core ideology and an envisioned future where the core values are the guiding principles. 6 , 7 They went on to challenge people to create BHAGs, or “Big Hairy Audacious Goals,” emphasizing that vision statements need to be something to strive for about 10 years in the future.

A stepwise approach can be helpful for developing a vision 8 , 9 starting by contemplating your purpose in the context of a positive future full of possibilities. This theme can be determined by asking yourself to describe your burning passion or what gets you up in the morning, or what do you envision every time you think about the future? Try and align the vision with that of your organization so that one builds on the other. Your vision should go forward several years and be inspirational, bold, exciting and define your burning passion. Transformational leaders are forward thinking, idealistic, possibility-thinkers and dreamers.

Nearly all recommendations for developing one’s vision incorporate consideration and reflection of one’s past, present and future. 1

Review of one’s past should especially include themes, patterns, experiences, and beliefs that have helped contribute to one’s successes. Past experiences and successes also help define your most important core values. Attending to the present permits one to take inventory of hot topics or areas where futuristic change is clearly needed. Noting the specific details as well as the patterns pointing toward the future are keys to attending to the present. 1 The future can be considered by asking yourself what you want to accomplish and why? Dreaming or imagining the limitless possibilities in the future is particularly important in times of rapid change.

The final step is using these reflections, considerations, and ideas to articulate succinctly your one-sentence vision statement and then reviewing this often for direction, motivation and inspiration.

Examples of visions include that of Oprah Winfrey, founder of the Oprah Winfrey Network, who articulated her vision this way: “To be a teacher. And to be known for inspiring my students to be more than they thought they could be.” 10 Amanda Steinberg, founder of DailyWorth.com wrote her vision: “To use my gifts of intelligence, charisma, and serial optimism to cultivate the self-worth and net-worth of women around the world.” 10

Developing Your Mission

The mission statement or purpose should be a concise statement that describes how you will get there and your reason for being. This is the path by which you will achieve your vision. The mission statement should describe what you want to be and do in your profession and how you will accomplish your vision. It should answer questions about what you will do, who it is for and how you will do it. The most classic examples of a core purpose can be seen from organizations such as the Walt Disney Company: “To make people happy;” and Merck & Co Inc, “To preserve and improve life.” 2

Developing Your Core Values

Core values help to align your vision and mission and should include the 3–5 values that serve as your guiding principles. Collins and Porras describe organizational core values as the “essential and enduring tenets of an organization.” 6 The core values of Disney are “imagination and wholesomeness.” Kouzes and Posner describe individual core values as the deeply held beliefs – the values, standards, ethics, and ideals – that drive you.” 1 You will use these core values to guide decisions and actions. They are your personal “bottom line.” 1

Developing Your Implementation Strategy

Your strategy is the method by which you will achieve your vision and mission. This is the practical part of the plan where you think about the goals to be achieved and how you will get there. It is focused on the methods that you feel will be important for accomplishing vision and mission. It is your blueprint that will incorporate specific goals for your success. Your platform is the media or milieu in which you function most effectively. For example, for many education leaders, their platform is social media, while for others it is their personal learning network. 11 , 12

IMPACT/EFFECTIVENESS

The table displays the VMCV of several education leaders. Each is unique and approaches education from a different perspective. Some of the education leaders focused more at an organizational level, while others were more narrowly focused. Recent evidence has demonstrated a positive association between well-written mission statements and non-profit healthcare sector performance and firm performance. 12 , 13 The Gallup organization’s research has demonstrated “success-promoting” and “margin-boosting” benefits of focusing on mission. 14 They believe that mission drives loyalty, fosters customer engagement, improves strategic alignment and brings clarity by guiding decision making.

In a study by Berg he described an intense commitment to “making the world a better place” that was “almost spiritual” in an organization when symbiotic visions and goals could drive employees and organizations. 15 Similar recommendations regarding the importance of aligned vision, mission and values have surfaced in healthcare as well. 16 In a publication by pediatric program directors, personal mission statements were recommended to maintain focus and aid in decision-making and strategic planning to empower academicians to make appropriate trade-offs and reach for new opportunities that were well aligned, while eliminating or declining things that were not. 9

This innovation provides a stepwise approach for readers to define their vision, mission, and core values. Several examples are described. In general, following preparation, a 60- to 90-minute session like that of the SAEM can be used to develop an initial draft of these statements. Evaluations of the SAEM session noted that all participants noted increased ability to describe vision, mission, strategy and platform afterward. A similar session was used by first-year medical students during “Mission Statement Day.” 17

First, it is important to remember that the process of creating these statements is not necessarily straightforward. Sometimes it is difficult to identify the key features that belong in the VMCV. Although most references describe the importance of vetting these statements to peers, mentors or supervisors, 9 it can be unsettling to share these intensely personal statements for fear of criticism. It is particularly hard to create a BHAG. The time spent struggling with the VMCV is time well spent. This investment of your time will help you find a direction by which you can influence and lead in your focus area of education.

Second, it is important to remember that the VMCV are not static. While you may choose to stand with an original vision, it is common to have adjustments as the context changes. Therefore, returning to your statements can be helpful especially in times of transition, as well as to reset or reframe your goals. Finally, some leaders choose to keep their VMCV private while others espouse them publicly. Regardless of how open you choose to be with your VMCV, it is most important that your behaviors demonstrate these statements. Moreover, most leaders operate within a social network; therefore, ensuring that the people you work with know your VMCV is key to teamwork and success.

Vision, mission, and core values of selected education leaders.

ACKNOWLEDGMENTS

The authors would like to acknowledge the contributions by Gary W. Hornseth.

Section Editor: Ed Ullman, MD

Full text available through open access at http://escholarship.org/uc/uciem_westjem

Conflicts of Interest : By the West JEM article submission agreement, all authors are required to disclose all affiliations, funding sources and financial or management relationships that could be perceived as potential sources of bias. Sally A. Santen has received an AMA Grant; Accelerating Change in Medical Education

Developing a mission statement

In early education and care, mission statements carry great meaning and are an important part of the program, no matter how small or large. Mission statements, sometimes called vision statements, typically describe the goals of a program; what unique qualities it offers and its overall vision. Mission statements are vital because they are unique to each program and they offer a voice to guide and share the definition and purpose of the program.

Not all mission statements look alike or even contain the same information. Here are two samples:

"Shady Lane is a Diverse Learning Community committed to programs of excellence for children, their families, and educators that embody best practices of early childhood education and promote collaborations that help all children realize their full potential." - Shady Lane Mission Statement; adopted 2003

"To provide an inclusive child care program which promotes optimal development for each child, supports families, upholds best practices in the field of Early Care and Education, and provides a community model for quality." - Hearts and Minds Missions Statement; adopted 2006

Why develop a mission or vision statement?

All programs are developed because of an idea that one person or groups of people had in creating something. Often these ideas carry forth valuable dreams and insights. Developing mission statements reconnects to that original idea.

Mission statements give us something in writing--clearly stating our program's views--to offer those interested in our program, such as families, staff, community, investors, funding programs, and volunteers. It is essential that everyone involved with the program know the mission statement and how it is implemented.

Mission statements can also act as a guide in working as a team. This can be quite valuable when you get lost in details that may blur your vision (regulations, paperwork, licensing, accreditation, planning, behavior issues, communication issues, etc.).

Where to start?

Involve the program's community (staff, families, children, board of directors, volunteers, etc.) in developing the mission statement. The mission becomes personal and clear to each person involved.

Considerations for developing a mission statement

• Look at the beginning; revisit ideas of how and why the program started
• Examine and define the direction in which the program is growing
• Explore and describe what is special and valued in the program
• Communicate services and opportunities offered to others (children, families, staff, board members, volunteers, support services, etc.)
• Convey a sense of the program's philosophy, beliefs, and goals for children and families
• Create timelines to review your mission statement

Carefully developing mission statements encourages a close look at the program.

What does your mission statement say?

Carefully developing mission statements encourages a close at the program.

• How do you introduce yourselves?
• Are you staying true to your focus?
• Where are you going?
• How do you continue your path?
• Are all voices represented?

It is this further thinking that continues to add quality, meaning, and reward to your programs and your work.

Share your mission statement

• Display your mission statement in your environment (consider enlarging and framing for a professional look)
• Place in the front of your program's handbook
• Place on your business cards, program stationery, brochures
• Add to your newsletters, web sites, advertisements, and announcements
• Use as an introduction when holding meetings

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79 Examples of School Vision and Mission Statements

School vision statements outline a school’s values and objectives. They provide parents and the community a brief but clear overview of the overall ethos of the school. On the other hand, school mission statements explain what the school is currently doing to achieve its vision. Schools need both vision and mission statements to show their community what their values and beliefs are.

Importance of Vision and Mission Statements in Schools

Statements of a school’s vision and mission are important for keeping a school focused on its core purpose. The statements can act as a guiding north star for school administrators who aim to make decisions that live up to the statements. They are also important because they are documents that parents use to see whether the school meets their family’s values.

Common Words in Vision Statements

The most common words in school vision and mission statements are:

Read below for our full list of the best school statements from around the web.

Related Post: A List of Education Slogans and Mottoes

Best Preschool Mission & Vision Statements

• We foster our students’ love for learning, encourage them to try new and exciting things, and give them a solid foundation to build on.
• Our vision is to develop well rounded, confident and responsible individuals who aspire to achieve their full potential. We will do this by providing a welcoming, happy, safe, and supportive learning environment in which everyone is equal and all achievements are celebrated.
• We believe that a happy child is a successful one. We are committed to providing a positive, safe and stimulating environment for children to learn, where all are valued. We intend that all children should enjoy their learning, achieve their potential and become independent life-long learners.
• Our early learning center exists to provide a safe, developmentally, inclusive environment for toddlers, preschool, kindergarten and school age children.

Our focus is to provide a stimulating early learning and child care experience which promotes each child’s social/emotional, physical and cognitive development.

• Our goal is to support and nurture the children’s and our own natural desire to be life-long learners. We are committed to the families we serve, providing support and encouragement.
• Our Vision is a community where all children feel loved, respected and encouraged to develop to their fullest potential.
• Our Mission is to provide high quality education and childcare in a safe, respectful and inclusive environment that builds a foundation for life-long learning.
• We aim to provide a safe learning environment with a welcoming atmosphere which creates a sense of belonging amongst the families. We maintain an inclusive environment which acknowledges and respects children from diverse family and cultural backgrounds.

Our Kindergarten provides a safe, developmentally appropriate, nurturing environment that promotes social, emotional, cognitive and physical growth, as well as a positive self-image and a love of learning. T

• Our goal is to build skills that set children up for success in kindergarten and beyond.
• Our vision is for each child to develop a curiosity of learning, discover their interests and grow in their love of learning. We also desire to have strong families through parent support/fellowship and skills training.
• We aim to offer a safe, happy place where everyone is known and valued, and where differing needs are acknowledged, accepted and met
• We aim to encourage each child to be independent and develop a sense of responsibility for themselves and respect for others in the environment

Our mission is to lead and support the early learning community in building the best foundation for children birth to five.

• Our Kindergarten aims to provide a meaningful child centered, play based curriculum that builds life skills, independence, confidence and resilience to support each child in achieving their potential and to make a smooth transition to school and society itself.
• Our mission is to work together to build a safe, respectful and nurturing environment focused on maximizing each child’s sense of wellbeing and acquisition of skills for life and learning.
• Our mission is to provide exceptional care to children while fostering each child’s intellectual, social, physical and moral development in an academic-rich environment.

Related Post: 5 Early Childhood Philosophies Compared

Best Primary and Elementary School Vision & Mission Statements

• Our goal as a school is to equip our young people with the skills and mindset to thrive and then take on the world.
• We foster an enthusiastic, creative community of learners prepared to continue their intellectual, emotional, and physical development.
• To educate all students to the highest levels of academic achievement , to enable them to reach and expand their potential, and to prepare them to become productive, responsible, ethical, creative and compassionate members of society.

Our vision is to prepare young women to pursue their aspirations and contribute to the world.

• We strive to consciously create an environment of respect and inclusion and to support ethnic, racial, religious and socio-economic diversity among all the constituencies of the school.
• We strive to support this environment by building a more inclusive curriculum, addressing a range of learning styles, offering a wide array of diversity efforts and programs, and by participating in the wider community.
• Our school empowers all students to embrace learning, achieve their personal best and build their emotional, social and physical well-being.

Our vision is to empower students to acquire, demonstrate, articulate and value knowledge and skills that will support them, as life-long learners, to participate in and contribute to the global world and practise the core values of the school : respect, tolerance & inclusion, and excellence.

• We believe that education should take place in a fully inclusive environment with equal opportunities for all and that all children should learn to value religious and cultural differences. Our school strives to be at the centre of the local community with positive and effective links to the wider and global communities.
• Our statement “DREAM, BELIEVE, ACHIEVE” reflects our understanding and beliefs. We aim to ensure that the children at our school are provided with high-quality learning experiences based on a broad and balanced curriculum.

Related Post: Childcare Mission Statement Examples

Best High School Mission & Vision Statements

• Our vision is to forge strong, positive connections with students so they can achieve independence, build confidence, and gain academic knowledge.
• We aim to develop well-rounded and thoughtful students prepared to cope with a changing post-modern and globalized world.

We strive to provide our graduates with an academic foundation that will enable them to gain admission to the colleges or universities of their choice as well as to succeed in those institutions.

• We are committed to recognizing the importance of communication and to encouraging dialogue among all constituencies; to promoting intellectual and social growth and development within the school community; to providing a safe, supportive setting so that students have the opportunity to explore and to clarify their own beliefs and values, to take risks, and to think and speak for themselves; and to recognizing and responding to individual and institutional prejudices, both overt and subtle, based on gender, race, religion, ethnicity, sexual orientation, socio-economic status, age, and physical and mental ability.
• Our vision is to prepare and motivate our students for a rapidly changing world by instilling in them critical thinking skills , a global perspective, and a respect for core values of honesty, loyalty, perseverance, and compassion. Students will have success for today and be prepared for tomorrow.
• Our mission is to provide a safe haven where everyone is valued and respected. All staff members, in partnership with parents and families are fully committed to students’ college and career readiness. Students are empowered to meet current and future challenges to develop social awareness, civic responsibility, and personal growth.

We are dedicated to a continuing tradition of excellence in an ever-changing world. Within a safe and supportive environment, we provide a relevant, high-quality education and prepare our diverse student body for future endeavors. We honor achievement and promote pride in ourselves, in our school, and in our community.

• We strive to prepare all students to become lifelong learners and responsible citizens ready to meet the challenges of the future. In partnership with families and community, our goal is to create relevant learning opportunities for students — both inside and outside the classroom — that help them develop the knowledge, critical thinking skills, and character necessary to succeed in a technologically advanced world.
• Our High School is a student-centered organization delivering excellence in education. Our team is committed to our students, our communities, and each other. We believe that our cohesion and morale help us to achieve excellence in our school. Our commitment to our students and our dedication to impacting their education through innovative methods makes us unique.
• Graduates will be motivated life-long learners and productive global citizens.

Cultivating excellence in every student.

• Our school’s vision is to provide student-centered educational programs that challenge all students to perform at their highest potential.
• Our school prepares students for success in the 21st century by engaging them in rigorous and relevant learning opportunities that promote academic, physical, and emotional growth.
• Our school creates a pathway to assist students in achieving their educational and personal goals leading to a fulfilling future within the greater community.

Our school will continue to create a safe, effective learning environment that enables each individual to reach his or her greatest potential through ample opportunities to excel.

• Our school will foster an environment to nurture individuals academically, socially, and emotionally so that they are equipped to tackle academic challenges and become productive members of society.

Related Post: Library Mission Statement Examples

Best Christian School Vision & Mission Statements

• Our Christian School believes that each child is a treasure, bearing God’s image. We seek to partner with Christian families who are committed to our vision and mission.
• Vision is the insight God provides to instruct and direct the path of an organization. Our Vision Statement is as follows: Our school will be known as a diverse Christian community which, under the guidance of the Holy Spirit, provides families with Christ-centred education through dynamic programming, dedicated professional staff, in facilities most conducive to learning, in order to develop responsible servants in God’s world.
• Our Mission is as follows: To provide a Christ-centered, high quality education and to work in unison with the home and local church to nurture our students’ intellectual, spiritual, social, emotional, and physical growth to prepare them for responsible service in the kingdom of God.

It is the vision of Our Christian Academy to engage students in a quality Christ-centered education that equips and challenges them to reach their unique potential spiritually, academically, socially, and physically.

• We endeavor to foster a nurturing, mutually supportive school community of students who enthusiastically pursue learning and Christian character, parents who wholeheartedly support the school’s mission, Bible believing churches who actively reinforce a biblical worldview, and qualified, caring Christian faculty and staff who sacrificially invest in the lives of students.
• To engage and educate young people to know Christ and be equipped to impact the world for God’s Kingdom.
• To capture and equip the hearts, minds and energies of young people for the sake of knowing Christ, and unleash them to engage the world they live in and make an impact in it according to God’s principles and power.

The mission of our Christian School is to transform this generation through sound academic education with a distinct Christian worldview. We are committed to transferring our passion for serving Christ to our students for their benefit and for the glory of God.

• The vision of our Christian School is to provide a comprehensive educational facility that will accommodate a life-developing curriculum and graduate students who express a passionate faith, a biblical world view philosophy and are practitioners of true Christianity.
• Our Christian School seeks to provide an excellent educational experience from a biblical worldview in order to produce the next generation of well-rounded servant leaders.
• Our Christian School will be a compassionate community where knowledge is pursued with excellence, where faith is rooted in Christ, and where character is exemplified through service. We are dedicated to creating a caring and nurturing environment, producing life-long learners, creating disciples of Christ, and enriching students’ lives.

Our Christian School is a loving community that spiritually and academically equips, challenges, and inspires students to impact their world for Christ.

• Our Christian School will be grounded in God’s Word and challenged to achieve academic excellence as they prepare to use their gifts and abilities effectively to follow God’s plan for their lives.
• Our Christian Academy works together with parents and their local church to provide a Christ-centered spiritual, academic, and physical foundation. Our goal is a nurturing environment that produces godly citizens who will be a transforming influence in the world.
• To form a partnership with believing parents in order to establish their children with a total biblical worldview.

To help train up a generation of godly leaders who love learning and are sought after for their wisdom.

• To prepare students spiritually, academically, and in accordance with their God-given potential, enabling them to handle the rigors of life with courage.
• Our mission is to build a Christ-centered school to equip students to be Christ-honoring critical thinkers, clear communicators, and compassionate leaders, through the pursuit of academic excellence, in the tradition of classical Christian education.
• Our vision is be recognized as the leading Christian School in the Kansas City area, preparing students for a love of learning and service, to the glory of God.

Related Post: Classroom Vision and Mission Statements

Best College and University Vision & Mission Statements

• Our university aspires to be a national leader in developing educated contributors, career-ready learners, and global citizens, and in generating meaningful, high-impact scholarship.
• Pursuing enlightenment and creativity.
• To create a transformative educational experience for students focused on deep disciplinary knowledge; problem solving; leadership, communication, and interpersonal skills; and personal health and well-being.

Learning. Discovery. Engagement.

• The university aspires to be known for its excellence in teaching, intensive research, effective public service and community engagement. The university prepares diverse and competitive graduates for success in a global, interdependent society.
• We aspire to be the exemplary comprehensive research university for the 21st century.
• To impact society in a transformative way — regionally, nationally, and globally — by engaging with partners outside the traditional borders of the university campus.

To contribute to society through the pursuit of education, learning and research at the highest international levels of excellence.

• To educate the citizens and citizen-leaders for our society. We do this through our commitment to the transformative power of a liberal arts and sciences education.
• We will have a transformative impact on society through continual innovation in education, research, creativity, and entrepreneurship
• Educating students to the benefit of all.
• To recruit and develop the world’s most promising students and most outstanding staff and be a truly global university benefiting society as a whole.

The University will become a national leader in collaborative career-focused liberal arts education and will equip its graduates to visualize and achieve excellence in a dynamic global community.

• To be dedicated to the advancement of learning and ennoblement of life.
• To promote learning by engaging with students in advancing scholarly inquiry, cultivating critical and creative thought, and generating knowledge. Our active partnerships with local and global communities contribute to a sustainable common good .
• We will continue to frame and solve the greatest challenges of the future.

Read More University Mission Statement Examples Here.

Vision and mission statements tend to explore themes that are important to a school’s community. They also focus on the age of students. Preschool vision statements tend to explore themes of safety, development and love. High School vision statements are about preparing students for the world. Universities tend to focus on inspiring future leaders.

Chris Drew (PhD)

Dr. Chris Drew is the founder of the Helpful Professor. He holds a PhD in education and has published over 20 articles in scholarly journals. He is the former editor of the Journal of Learning Development in Higher Education. [Image Descriptor: Photo of Chris]

• Chris Drew (PhD) https://helpfulprofessor.com/author/chris-drew-phd/ 15 Animism Examples
• Chris Drew (PhD) https://helpfulprofessor.com/author/chris-drew-phd/ 10 Magical Thinking Examples
• Chris Drew (PhD) https://helpfulprofessor.com/author/chris-drew-phd/ Social-Emotional Learning (Definition, Examples, Pros & Cons)
• Chris Drew (PhD) https://helpfulprofessor.com/author/chris-drew-phd/ What is Educational Psychology?

3 thoughts on “79 Examples of School Vision and Mission Statements”

Wow, Very interesting and achievable visions and missions.

I am highlighting a few statements and citing your website in my book, The Technology-ready School Administrator, for publication in January, 2024. Thanks for wonderful information.

Thank you for your insightful words.

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Mission statements, what is a mission statement.

Your mission clearly states why your organization exists. A company’s mission statement helps clearly articulate your core purpose. It is the summation of your organization’s core reason for being, answering the question, “Why are we here?” A mission needs to boldly state why you exist, and what impact you hope your organization has on the world. The best mission statements clearly express these things to your customers in a way that resonates and engages with them.

When developing your strategic plan, it is important to not overlook the foundation of your plan, including your mission statement. Every organization should have one! Crafting a mission statement may be challenging at first, but with the help of our guide, you’ll be well on your way to making your own great mission statement!

Free Canvas & Guide to Creating a Mission Statement

Whether you’re writing a new mission statement or revisiting your old one as part of a strategic planning process, we’ve created a canvas you can use to create a mission statement that inspires your team. Get started on creating your mission statement today, and download our guide for free!

Why Are Mission Statements Important in Strategic Planning?

A good mission statement is a foundational element in any strategic plan because it helps define your organization’s core purpose, serving as a vantage point from which to look down the road. Combined with your vision statement , it helps define why your organization exists and what you stand for.

Mission statements are sometimes confused and grouped with different kinds of foundational statements or forgotten about entirely. Some of the common planning elements that mission statements get mixed up with are vision statements and value statements.

All three are closely linked but serve entirely different functions and roles in your strategic framework. Below, we explain how the vision and values elements compare against a mission statement, and how they can all be used together to complement your mission statement for a strong foundation to your strategic plan.

Mission Statements Versus Vision Statements – The Differences

While a company’s future vision statement describes the organization’s future state, the mission directly relates to the vision by articulating the greater reason why that vision matters. A powerful mission keeps the organization on track and rallies around the direction the organization is headed. Learn how to write your mission statement here .

Mission Statement – Why You Exist

• States why your organization exists and articulates your core purpose.
• Written in the present tense.
• Helps define the area where you play.

Vision Statement – Where You’re Going

• States your organization’s bold vision for the future and why that is important.
• Written in a future tense.
• Helps create the roadmap for the future.

Pro Tip: Language Matters. We always recommend mission statements be written in present tense using concrete language. Writing in present tense allows your mission to be easily deciphered from your vision statement, which is written in future tense . Solid language leaves little room for interpretation of what exactly your mission statement means.

How Your Vision and Mission Statement Informs & Creates Strategy

Mission and vision statements are really two sides of the same coin. Your mission statement tells them where you are and why you exist, while your vision statement describes your desired future state or aspirational impact.

These two elements combine to inform and create your strategy, which is your plan for how to overcome your current and potential future competitors. The mission and vision are essentially your corporate aspirations, and your strategy is your meticulous plan for achieving it. Because these two statements used in tandem define why you exist now and what you aspire to offer in the future, this can make it easier to pinpoint your unique value proposition within the market.

A vision statement also helps you outline the actions and steps you need to take to make your vision a reality. If you can anchor your plan to your mission and vision, you’ll never lose your direction, even if you must pivot your strategy periodically to respond to different market or environmental conditions and customer feedback.

Mission Statement Versus Core Values Statement

As we’ve stated earlier, a business’s mission statement is all about defining the company’s purpose and objectives. It’s a concise statement that outlines what the business is trying to achieve and how it aims to achieve it.

A value statement , on the other hand, is focused on the core values and beliefs that are central to the organization’s culture. While these statements may serve different purposes, they are not in opposition of one another. Ideally, mission and values statements should be created in tandem, as they complement each other quite well.

For example, an organization’s mission statement may be focused on growth and expansion, while its values might include ideals such as honesty and fairness. By combining these two statements, you get a clear picture of what the organization hopes to achieve and how it aims to do so, while also highlighting the values it holds dear.

Mission Statements – Why You Exist

• Are usually written in the present tense.

Values Statements – How You’ll Live Out Your Mission

• Clarifies what your organization stands for, what it believes in, and how you expect your team to behave.
• Are typically written in present tense.

How Your Mission and Value Statements Complement Each Other

Value statements are the guiding principles your organization has chosen to live by, which give direction to the company culture and behaviors. Core values help businesses remain true to their mission and purpose by providing a framework for decision-making and actions.

A mission statement provides a sense of direction, whereas values give employees a sense of pride and purpose in working to achieve that mission. So, while your mission statement helps to guide the direction of your company, your value statement creates the behaviors that keep you in line with your mission.

Together, these statements complement one another and form a solid foundation for any successful organization. The mission statement outlines the company’s primary objectives, while the core values ensure that the company is meeting its goals the right way. By aligning a organization’s mission statement with its core values, everyone involved in the company, from the management down to the customers, can easily understand its objectives and what it stands for.

Mistakes to Avoid When Drafting Your Mission Statement

Crafting the perfect mission statement can be challenging and potentially lead to pitfalls when not approached carefully. Here are some mistakes to avoid when creating a mission statement:

Being Too Vague or Generic

It’s important to make sure you’re writing a mission statement that is unique to your organization and sets you apart from your competitors. Avoid generic and bland statements like “highest standards” or “quality customer service delivered.” Instead, explain what those statements would mean in the context of your organization.

Pro Tip: You may also want to avoid phrases that feel particularly jargon-y or industry specific. Your mission statement is meant to be public-facing, so ensure that your mission statement is understandable to the general public.

Focusing Solely on Profits

We get it. Of course, we all want to make money and ensure that our business or organization is successful and turning a profit. But is that really what your mission is? Your mission should, ideally, be impact driven. Think about the needs you identified that needed to be fulfilled that inspired you to start your organization in the first place. That’s what your mission statement should stem from.

Forgetting to Consider Stakeholder Input

Unless you’re running a one-person operation, your team and stakeholders should have input in the mission. Interview or conduct surveys with your employees to gain their insight and opinions. You can then elect a smaller, more central committee to come together and find consensus on common themes and craft your mission statement from there.

Neglecting to Update the Mission Statement as the Organization Evolves

Your mission statement needs to reflect your organization’s purpose, above all else. Although you wouldn’t change your mission statement yearly or even bi-yearly, don’t be afraid to update or make tweaks on your mission statement. If your organization grows or changes to the point where your original mission statement doesn’t quite fit anymore, don’t be afraid to update!

Not Reflecting Your Company’s Values

This should go without saying, but a mission statement should clearly express and reflect your organization’s values and purpose in a way that resonates with your team and your customers. Make sure your mission statement describes and accurately reflects your company’s identity.

By being mindful of these potential missteps, your organization can create a mission statement that accurately reflects your values and goals while inspiring your team and community.

What Makes Mission Statements Powerful?

Mission statements help your entire organization clearly understand its core purpose and why you do what you do. As a leader, it’s important to have clarity and a cohesive understanding of why your organization exists. Great leadership requires connecting your organization’s core purpose and vision of the future to your team’s day-to-day activities.

As leaders, we are put under a lot of undue stress to generate a perfect, short, sing-songy mission statement. The result is meaningless drivel, leaving everyone irritated and underwhelmed. The goal is to bring inspiration and innovation to the company for the long term. Don’t let being pragmatic get in the way of this important stage of building a strong foundation of consensus for the organization.

Video Transcript – Video Title XYZ

Hi, my name is Erica Olsen.

Today’s whiteboard session is on how to write a mission statement. Mission statements are foundational to any strategic plan. You normally build one after you develop your SWOT. And before you go into the rest of your planning process, it’s foundational because it answers the question, “Why do we exist.”

It clearly explains the space that we play in what’s in and what’s out of what we do. And it’s not where we’re going, which is vision. So, let’s break it down.

We’ll use this example to explain the components of a mission statement. We’ll use this checklist to talk about what makes a good mission statement. And we’ll walk through a simple process to create yours.

So let’s jump in.

The example we have up here is Google’s. And we love using Google’s Google’s examples because they’re, they’re great. And why not borrow from the best.

So, starting with our mission, I like to start with our mission, because it gives us a place to go and keeps us thinking about mission, you might get rid of it later, but start it there. It has a verb with present tense to organize. We explain what we do organize the world’s information for whom, in this case, the world?

And what’s the benefit to us existing, what’s the benefit to the world to make information universally accessible, and useful? Really straightforward. We know mission statements are not that easy to write. So, here’s a checklist to make sure that yours is great.

Starting with, it needs to be original. This is really clearly original to Google; they didn’t rip it off from somebody else. It doesn’t sound like anybody else’s mission statement. It sounds like Google’s mission statement. So, make sure yours is original.

Connect with staff, a great mission statement. And you know, yours is great when every single staff member wakes up in the morning and knows that their purpose and the reason, they come to work every day is expressed in your mission statement.

And to do that, it needs to be memorable. Memorable means short and concise. And of course, that’s the balance to strike with a great mission statement. So, here’s your litmus test. It needs to fit on a t shirt, and your staff would wear it that achieves those two goals, you know, you’ve got a great mission statement.

So how do you write one, sometimes it can be hard. So it’s great to get input or ideas from your organization. So, gather staff input, if you’d like via survey, or maybe focus groups, take all that information, synthesize it down and create a couple of versions, you can do it yourself or use one of those folks in your organization who loves to copyright and have them write a couple of different versions.

Take those versions and either have your planning team pick one or put them out to your organization and have people vote on them. So that simple process will help you not go in all kinds of different directions and spend forever doing mission statement development.

With that, I hope this helps you write yours. Thanks for tuning in.

If time isn’t dedicated to articulating your mission on the front-end before developing strategy, the result will likely be goals and objectives without a crystal-clear strategic direction.

A Good Mission Statement the Following Elements:

• Label: We like to start with “Our mission…”
• Verb: Use an action verb in the present tense.
• For Whom: Describe who you do it for.
• Result: What is the result or benefit of your work?
• What You Do: Briefly state what you do and how.

Mission Statements Answer At least One of These Core Questions

What is our organization’s reason for existing.

A mission helps clearly articulate your organization’s reason for existing. At the absolute minimum, your mission statement should answer this question above all else: What’s your core purpose?

Example: “LinkedIn – To connect the world’s professionals to make them more productive and successful.”

Why Is It Special to Work for This Organization?

The best way to answer this question is to connect to the heart of your employees, customers, or the population you serve. Be compelling, and let people understand and connect with your core purpose. How does your reason for existing impact people in a special way, or why do your employees show up to work every day?

Example: “Tesla – To accelerate the world’s transition to sustainable energy.”

What Is Our Business and What Are We Trying to Accomplish on Behalf of Whom?

Some mission statements benefit from clearly stating who benefits from your business, or what you’re setting out to accomplish on behalf of whom. Who does your purpose impact the most and why?

Example: “Google’s mission is to organize the world’s information and make it universally accessible and useful.”

More mission statement examples can be found here.

Checklist for Good Mission Statements

When evaluating the quality of your current or newly drafted mission statement, it’s important your company’s mission statement meets these four simple criteria:

• Your Mission Must Be Foundational: It clearly states why your organization or business exists.
• It’s Original: It’s unique to your organization. If you were to read the mission statements of all the organizations in your industry, yours would be different than your competition.
• It’s Memorable: Memorable = motivating to employees, prospective employees and customers.
• It Fits on a T-Shirt: Peter Drucker famously advised that your mission statement should be short and compelling enough to fit on a t-shirt your staff would actually wear.

Other Mission Statement Tips

If you are refreshing your mission statement, complete your swot first.

Mission statements should be developed after completing the SWOT analysis , and before going into the rest of the planning process. This allows your team to be grounded and in alignment with where your organization is today and what the organization’s strengths and contributions are.

The mission statement motivates and inspires staff. Every single staff member knows that their purpose is defined in the mission statement. (e.g. Starbucks’ mission: To inspire and nurture the human spirit — one person, one cup and one neighborhood at a time.)

A Great Mission Statement Can Be Easily Recited at a Party

Develop the mission statement on a “party level”—it can quickly and briefly be understood by people at a party or on an airplane. The statement gives a profoundly simple focus for everything the team does as an organization. (e.g. Marine Stewardship Council’s mission: To safeguard the world’s seafood supply by promoting the best environmental choices.)

Now that you’ve finished your mission statement, writing your core values and vision is up next.

Get Started on Creating Your Mission Statement

Mission Statement FAQs

What questions do you need to answer to create a mission statement?

Answering these three questions will help create a mission statement:

• What is our organization’s reason for existing?
• Why is it special to work for this organization?
• What is our business and what are we trying to accomplish on behalf of whom?

What are the 5 elements of a mission statement?

The five parts of a mission statement are Label + Verb in Present Tense + Who You Serve + Result You Wish to Achieve or Reason for Existing + What You Do

What is a mission statement?

The definition of a mission statement is a concise description of your organization’s core purpose, answering the question, “why do we exist?”. A mission needs to boldly state why you exist, and why you do what you do. The best mission statements express your core purpose and why you exist with clarity.

How are mission statements and vision statements different?

A mission statement defines why your organization exists. A vision statement expresses where your organization is going in the future. They work together to express your reason for existing and how you’re setting out to change the world.

How do you know if you have a good mission statement?

Patrick Lencioni said that a mission statement should be able to fit on a t-shirt, and that your staff would want to wear that t-shirt.

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35 Mission Statement Examples That Define Companies and Inspire Customers

Plus a guide on how to write a mission statement.

Some skeptics are eager to criticize mission statements. They see them as generic and platitudinous , another startup box that founders need to check.

 Turns out, though, a mission statement’s success depends on how it’s written.

What Is a Mission Statement?

In his influential 1998 research article , consultant and business professor Chris Bart found “a significant and positive correlation” between organizational performance and mission statements when managers were satisfied with those statements . He also found a correlation between performance and the process used to develop statements. Simply having a mission statement was a non-factor, but one created with real buy-in delivered the goods.

Related Reading Tips for Effective Business Storytelling

Mission Statement Examples

Later, we’ll tease out what exactly makes a mission statement effective and explore tips for writing one. But first, here are some examples to fuel your inspiration.

• Apple: “To bring the best user experience to customers through innovative hardware, software and services.”
• Procter & Gamble: “To provide branded products and services of superior quality and value that improve the lives of the world’s consumers, now and for generations to come.”
• Reddit: “To bring community and belonging to everyone in the world.”
• Nike: “To bring inspiration and innovation to every athlete in the world. If you have a body, you are an athlete.”

GameChanger

Mission statement:  “Help families elevate the next generation through sports.”

Mission statement:  “We exist to advance the economic power of people living and working in the real world.”

Mission statement: “Always with you, building a more confident future. MetLife contributes to a more confident future as an employer, an investor and a provider of financial solutions and expertise. Our purpose is at the heart of our virtuous circle of delivering for our colleagues, our communities, our customers and our shareholders.”

Mission statement:  “We bring together brands and their audience to make connections that matter.”

Mission statement:  “For over a decade, we’ve been building tech for food people, so restaurant owners can save money, staff members can save time, and diners can order better. Because when restaurants thrive, they can keep serving food that gives your community its unique flavor. We want to keep it that way.”

MobilityWare

Mission statement: “Bringing joy to others one game at a time.”

Mission statement:  “We empower everyday people to move forward on the path to a better financial future.”

First Entertainment Credit Union

Mission statement:  “We build lifelong financial relationships with the people in entertainment based on a deep understanding of how they live and work.”

Mission statement: “Our mission is to rebuild the infrastructure of the travel industry in order to bring freedom, simplicity, and trust to travelers everywhere. We are bringing change to an industry that has been held back by outdated technology and complicated financial incentives that solve for the needs of middlemen instead of providing the best experience to users. Travel matters when communication is essential to building trust, commitment, and a shared sense of purpose. In essence, business travel is a necessity any time success depends on the strength of human connections.”

PatientPoint

Mission statement:  “ PatientPoint is on a mission to make every doctor-patient engagement better, and that goal is at the core of everything we do. We are the patient engagement platform for every point of care. Our digital solutions impact 750 million patient visits every year, helping drive better health outcomes that enable people to live longer, healthier lives.”

Mission Statement:  “At Trupanion , we’re on a mission to help loving, responsible pet owners budget and care for their pets.”

Mission Statement :  “We’re on a mission to simplify the complexities of payments to help you grow.”

Mission Statement : “Our mission is to bring the best user experience to customers through innovative hardware, software and services.”

Mission Statement : “To help humanity thrive by enabling the world's teams to work together effortlessly.”

Mission Statement : “To be the most trusted and convenient destination for pet parents (and partners), everywhere.”

Mission Statement : “Our mission is to increase economic freedom in the world. Everyone deserves access to financial services that can help empower them to create a better life for themselves and their families. If the world economy ran on a common set of standards that could not be manipulated by any company or country, the world would be a more fair and free place, and human progress would accelerate.”

Mission Statement : “DoorDash is a technology company that connects people with the best of their neighborhoods across the US, Canada, Australia, Japan, and Germany. We enable local businesses to meet consumers’ needs of ease and convenience, and, in turn, generate new ways for people to earn, work, and live. By building the last-mile logistics infrastructure for local commerce, we’re fulfilling our mission to grow and empower local economies.”

Mission Statement : “Our mission is to design a more enlightened way of working. Dropbox helps people be organized, stay focused and get in sync with their teams.”

Bright Horizons

Mission Statement :  “Dedicated to the highest quality education and care; making a lasting difference, one child, one student, one teacher, one family, and one employer at a time.”

EFFECT Photonics

Mission Statement : “To interconnect humanity through fast, affordable, sustainable, and effective communication technologies.”

Mission Statement:  “Our mission is to build the most popular car subscription platform. Our aim is to help anyone who loves driving a car of their own but fears the struggle, commitment, and intransparent costs associated with ownership to get behind the wheel.”

Mission Statement : “The Fivetran mission is to make access to data as simple and reliable as electricity. The invention of the lightbulb spawned generations to change the world through electricity, creating millions of new products, devices and services. We’re empowering future ‘Thomas Edison’s’ to transform the way the world makes decisions through our always-on access to accurate data. This helps drive better data-driven decisions in pursuits like discovering new drugs, serving humanity in ways big and small (think: banking the underbanked, keeping hospital records up to date, and more!), and enabling social good organizations to do what they do best by improving lives everywhere.”

Mission Statement : “It is GitLab’s mission to make it so that everyone can contribute. When everyone can contribute, users become contributors and we greatly increase the rate of innovation.”

Intel Corporation

Mission Statement : “We create world-changing technology that improves the life of every person on the planet.”

Mission Statement : “Our mission is to empower every person and every organization on the planet to achieve more.”

Mission Statement : “Our mission is to ensure the Internet is a global public resource, open and accessible to all. An Internet that truly puts people first, where individuals can shape their own experience and are empowered, safe and independent.”

NBCUniversal

Mission Statement : “To be the premier content provider for television and digital platforms, spanning all television.”

Mission Statement : “To bring inspiration and innovation to every athlete* in the world.

*If you have a body, you are an athlete.”

The Pokémon Company International

Mission Statement : “At Pokémon, our mission is to become an entertainment leader and bring the fun of Pokémon to people around the world!”

Procter & Gamble

Mission Statement : “We will provide branded products and services of superior quality and value that improve the lives of the world’s consumers, now and for generations to come. As a result, consumers will reward us with leadership sales, profit and value creation, allowing our people, our shareholders and the communities in which we live and work to prosper.”

Mission Statement : “Our mission is to bring community and belonging to everyone in the world.”

Mission Statement : “We help people achieve independence by making it easier to start, run, and grow a business. We believe the future of commerce has more voices, not fewer, so we’re reducing the barriers to business ownership to make commerce better for everyone.”

Mission Statement : “At Smartsheet, our mission is to empower anyone to drive meaningful change — for themselves, their businesses and even for the world.”

Warby Parker

Mission Statement : “To inspire and impact the world with vision, purpose, and style.”

Mission Statement : “We’re empowering everyone to create for the web — and leading impactful, fulfilling lives while we do it.”

How to Write a Mission Statement

When it comes time to draft your company’s mission statement, consider the following:

Tips for Writing a Mission Statement

• Make it simple, aspirational and memorable.
• Direct it toward stakeholders, but don’t prioritize shareholders.
• Keep employees — current and future — top of mind.
• Avoid saying you’re “the best.”
• Leave room for the mission to evolve.

Make it Simple, Aspirational and Memorable

A successful mission statement has three important traits, according to Jeffrey Abrahams, author of 101 Mission Statements From Top Companies . They are simplicity, aspiration and memorability.

There’s no magic word count, but experts agree that concision is best. Abrahams recommends aiming for a single-sentence statement. “That has greater impact and can be communicated easily, both within the company and to the target audience,” he said.

Bart, meanwhile, recommends capping at around 70 words. And Inés Alegre, a professor at the business school of the University of Navarra who led a 2018 review of mission-statement research, told Built In that three sentences or so is appropriate.

Your precise mileage may vary, but the “KISS” recommendation put forward by Bart in his 1998 paper still seems appropriate: Keep it simple and straightforward.

It’s common to find an organization’s mission statement posted on an “About” page, but it doesn’t have to be merely descriptive; incorporate some ambition, Abrahams suggested. He invoked Microsoft’s statement: “Our mission is to empower every person and every organization on the planet to achieve more.”

Memorability

Action verbs, wariness of jargon and bizspeak — these are a CEO’s allies when drafting a statement. It should be organization-specific, too. 

“If the mission statement could be used by a number of companies, especially competitors, it’s not going to be either memorable or serve the company very well,” said Abrahams. “You want it to be distinctive.”

Direct It Toward Stakeholders

“Missions describe why an organization exists, but in particular, they should describe the relationships that the organization wants to have with the stakeholders upon whom it depends for survival, growth and sustainability,” Bart said.

According to him, an effective mission statement should at least speak to two audiences: customers and employees. He cited Southwest Airlines as an illustrative example:

“The mission of Southwest Airlines is dedication to the highest quality of customer service delivered with a sense of warmth, friendliness, individual pride and company spirit.   To our employees: We are committed to provide our employees a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the effectiveness of Southwest Airlines. Above all, employees will be provided the same concern, respect and caring attitude within the organization that they are expected to share externally with every Southwest customer.”

In addition to customers and employees, a strong statement will also often address shareholders and the community at large, Bart said. Here’s one he helped draft for a casino resort that directly targets all four groups:

“Our mission is to provide every guest with a ‘blow away experience’ that is inspired by a celebration of the sea and the myth of a lost civilization. We accomplish this by bringing the myth of Atlantis to life by offering warm, positive, engaging service.   At Atlantis, we are a team of individuals who are passionate and committed in everything that we do. We continuously strive for perfection. We are proud to work at Atlantis because we are a caring and learning organization, which rewards accomplishment and promotes teamwork, respect and innovation.   At Atlantis, we are the pride of our community while providing enduring value for our shareholders. When Atlantis succeeds, we succeed as individuals, and we contribute to the success of the Bahamas.”

… But Avoid Prioritizing Shareholders

It may be more obvious today — after the rise of sustainable investing , office-perk culture that caters to employee happiness and the fact that we’re in the midst of a job seekers’ market — but the thrust of the mission can’t simply be shareholder yield.

Statements that center the returns of the investor class will align approximately zero employees to an organization’s mission. “Shareholder value was the typical mission in the nineties — not anymore,” said Alegre.

One possible symptom of such misalignment? Jargon creep. “When buzzwords and platitudes happen, they usually happen when the focus of the company moves from customer to shareholder,” wrote entrepreneur and Built In expert contributor Joe Procopio.

Read Next 3 Reasons to Prioritize Mission Over Profit in Tech

Resist the Superlatives

As mentioned, mission statements should have an air of the aspirational. But, especially in this era of superlative fatigue , beware of “the biggest,” “the boldest” and “the best.” They’ll inspire more shrugs than hearts, especially when unsupported.

“When a company says its mission statement is to be the best [category here] company in the world — the best steel company in the world or the best clothing company in the world, it’s too general,” said Abrahams. “It needs to be backed up by strongly worded core values, a vision, and guiding principles and beliefs.”

Think of It as a Management Tool

Even though mission statements address multiple audiences, they shouldn’t pretend to think each audience is listening with equal attention.

“There’s a question of prioritization of stakeholders — is it the clients, employees, suppliers, investors? You probably cannot satisfy all at the same level,” said Alegre.

That begs a question: Should companies think of mission statements more as an internal compass for culture and strategy, or an external branding — or even recruiting — element? That is, are they management or marketing? 

“My answer is yes,” said Abrahams. 

Ideally, it can serve as both, experts told Built In, but it should be considered first and foremost a management tool. (Indeed, most research on the topic is published in management, not marketing, journals.) “My impression is that it’s much more useful as an internal alignment tool than external branding,” said Alegre.

Think of the statement primarily as something for employees, Bart said, a true north against which the workforce can always orient itself.

Reinforce the Mission Statement in All Your Communications

Once the statement is finalized, think of it as a muscle: Exercise it often to prevent it from losing definition. Reference the mission during onboardings, training, team meetings, board reviews of key projects and wherever else reinforcement makes sense. Post it on your website, of course, but also your wall. “I work in a business school where the first thing you see after the entrance is the mission,” Alegre said.

Mission statements are especially important during times of uncertainty, such as early in an organization’s life or during growth pushes, Alegre said. Still, lean on them in times of greater stability, too. That provides room for the mission to organically evolve.

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Vision Statement for Education

A vision statement for education is a public declaration that an educational institution makes describing their core purpose and organizational commitments. This statement can also be used to describe an institution’s high-level goals for the future, or what they hope to achieve if they successfully fulfill their organizational purpose or mission.

A vision statement for education refers to a standard that guides an institution’s internal decision-making and aligns its goals. Vision statements are pragmatic and are the driving force that directly attracts and motivates its instructors’ and learners.

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mission statement

Definition of mission statement

Examples of mission statement in a sentence.

These examples are programmatically compiled from various online sources to illustrate current usage of the word 'mission statement.' Any opinions expressed in the examples do not represent those of Merriam-Webster or its editors. Send us feedback about these examples.

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“Mission statement.” Merriam-Webster.com Dictionary , Merriam-Webster, https://www.merriam-webster.com/dictionary/mission%20statement. Accessed 21 May. 2024.

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Vision Statement

A  vision statement , or simply a  vision , is a public declaration that schools or other educational organizations use to describe their high-level goals for the future—what they hope to achieve if they successfully fulfill their organizational purpose or mission. A vision statement may describe a school’s loftiest ideals, its core organizational values, its long-term objectives, or what it hopes its students will learn or be capable of doing after graduating.

The term  vision statement  is often used interchangeably with  mission statement . While some educators and schools may loosely define the two terms, or even blur the traditional lines that have separated them, there appears to be general agreement in the education community on the major distinctions between a “vision” and a “mission.” Generally speaking, a vision statement expresses a hoped-for future reality, while a mission statement declares the practical commitments and actions that a school believes are needed to achieve its vision. While a vision statement describes the end goal—the change sought by a school—a mission statement may describe its broad academic and operational assurances, as well as its commitment to its students and community.

For a more detailed discussion, see  mission and vision .

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Barnard College Columbia University

Our Mission

Mission statement.

Barnard College aims to provide the highest-quality liberal arts education to promising and high-achieving young women, offering the unparalleled advantages of an outstanding residential college in partnership with a major research university . With a dedicated faculty of scholars distinguished in their respective fields, Barnard is a community of accessible teachers and engaged students who participate together in intellectual risk-taking and discovery. Barnard students develop the intellectual resources to take advantage of opportunities as new fields, new ideas, and new technologies emerge. They graduate prepared to lead lives that are professionally satisfying and successful, personally fulfilling, and enriched by a love of learning.

As a college for women, Barnard embraces its responsibility to address issues of gender in all of their complexity and urgency and to help students achieve the personal strength that will enable them to meet the challenges they will encounter throughout their lives. Located in the cosmopolitan environment of New York City and committed to diversity in its student body, faculty, and staff, Barnard prepares its graduates to flourish in different cultural surroundings in an increasingly interconnected world.

The Barnard community thrives on high expectations. By setting rigorous academic standards and giving students the support they need to meet those standards, Barnard enables them to discover their own capabilities. Living and learning in this unique environment, Barnard students become agile, resilient, responsible, and creative, prepared to lead and serve their society.

How a DEI Rebrand Is Playing Out in K-12 Schools

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Should school district mission statements explicitly mention diversity, equity, and inclusion? If a district ensures that all students feel a sense of inclusion and belonging, does it matter how it brands that work? Do all districts need to examine how inequities play out within and outside of school buildings?

These are some of the questions district and state leaders and researchers are grappling with as national debates on the role of DEI initiatives in public education continue, and as DEI more generally sustains a barrage of political attacks that have led some universities to cut DEI jobs and corporations to downplay their embrace of DEI principles .

In public schools, at least 18 states have imposed bans or restrictions on instruction about race, gender, and other related topics. These efforts stem from a September 2020 executive order signed by then-President Donald Trump, which banned certain types of diversity training in federal agencies. President Joe Biden revoked the order, yet momentum for such prohibitions has continued in Republican-led states.

In a 2023 analysis of more than 1,300 mission statements from districts nationwide, the Pew Research Center found that only 34 percent of these documents directly referenced DEI.

Of all the topics in these statements, DEI proved to be the most politically divided. Fifty-six percent of districts in Democratic-voting areas mentioned DEI efforts in their mission statements, compared with only 26 percent in Republican-voting areas.

This complicated political landscape has led some district and state leaders to focus less on explicit references to DEI and more on promoting and supporting work focusing on inclusion and belonging for all students.

Yet even under a rebrand, education leaders need to think carefully about the work involved in making sure their schools actually fulfill the ideals of inclusion and belonging, said Decoteau Irby, an associate professor of educational policy studies and qualitative researcher at the University of Illinois, Chicago.

“In the perfect world, inclusion would be really changing the conditions of the school, a learning environment, such that students know when they walk into a building that they belong there … not only them individually as a person, but that belonging becomes exemplified through the kinds of educational resources and opportunities that are there,” Irby said.

Education leaders in Illinois and Kentucky offer some insights into how they can engage in such holistic efforts while keeping them as broadly politically palatable as possible.

How a mission statement’s terminology matters

Matthew Montgomery, superintendent of the Lake Forest district in Illinois, and a group of fellow district leaders and community members spent weeks poring over the draft language of the district’s updated mission statement earlier this year.

They examined “every single word,” Montgomery said.

There were more than a dozen iterations, trying different words and phrases to get the district’s statement just right, and avoiding any potential political trigger words that could have “distracted from the intent and mission” of the exercise.

Ultimately, what the group landed on—and what the school board in the district located north of Chicago approved—was a statement that incorporates what can be political buzzwords, like “diversity,” “inequities,” and “inclusion,” but in a way that its members felt would appeal to everyone, regardless of political persuasion.

The statement— eight sentences in total —says the district “espouses the importance of fostering an inclusive environment for all students and staff” and that an inclusive environment “encourages the affirmation, appreciation, and exploration of multiple identities and multiple perspectives.”

“We understand that excellent and exemplary school districts foster a culture of inclusion where the lives and needs of all students are validated, recognized, and appreciated, and are centered in the educational experience provided,” the statement said. “[The district] knows that ‘every student has an incredible capacity to learn. Our responsibility is to create an environment that maximizes the possibility for each student’s growth.’”

The focus is not on explicitly referencing specific groups of historically marginalized students. Rather, it aims to encompass the views and experiences of all students, Montgomery said.

“There’s nothing here that anyone can argue is the wrong thing to do for every single student,” said Erin Lenart, the principal of the district’s high school, who helped lead the work on crafting the statement. “What we’re saying is ultimately that we are inclusive of your ideas and views until it becomes exclusive of someone else. If you say that to anyone, they can’t really argue with it.”

Focusing too heavily on making sure one group of students is included can inadvertently make other groups feel singled out or excluded, Lenart said.

“Any time you enter the world of making groups of people feel excluded, then you’re kind of defeating the purpose of some of what you’re trying to accomplish,” Lenart said.

The work to develop the districts’ vision statement is just one piece of a larger mission to fully incorporate every voice, perspective, and lived experience into guiding the schools’ work. But it is emblematic of what district leaders hope to achieve: A district whose work is reflective of every student and community member, without excluding anyone, even if they disagree with one another.

“It’s a fine line to navigate—not necessarily to get a statement approved, that’s not what it’s about—but to make sure that we really are meeting the words of seeing and hearing and valuing every single student in this building,” Lenart said.

Now that the statement is developed and approved, the real work of putting it into action begins, Montgomery said.

Any time you enter the world of making groups of people feel excluded, then you’re kind of defeating the purpose of some of what you’re trying to accomplish.

Montgomery said that will include frequently, consistently, and respectfully communicating with the community; staying focused on the shared vision for students’ success; and getting comfortable with tension, knowing it won’t always be easy work.

“If we say these are our values, that you’re going to be seen and heard and valued, how are we making sure we’re finding a way for every student to feel that as a reality?” he said.

State leadership can set an example for districts

When Thomas S. Tucker was hired as the Kentucky department of education’s deputy commissioner and chief equity officer in 2020, he was tasked with developing an office that would advance the goals set out in the state board of education’s 2019 anti-racism and equity resolution.

His first order of business was to challenge himself and others to think about the purpose of diversity, equity, and inclusion.

He and his team came to define that as: “Regardless of our political beliefs, regardless of what political aisles we represent, we want our kids to have a sense of belonging.”

“We did not make this about ethnicity alone. We didn’t make it about the nebulous term ‘race.’ It covers every aspect of what it is to be American—to respect one’s religion, ideas, and practices; to respect one’s sexual orientation; to respect one’s military or veteran status; to respect one’s socioeconomic status,” Tucker said.

Similar to the Lake Forest district, this broader conceptualization of diversity, equity, inclusion, and belonging, or DEIB, allowed the Kentucky state division to withstand political wars in a politically conservative state, Tucker said. The state is now among the 18 with a law restricting how teachers can teach about race, after the Republican-dominated legislature in 2022 overrode Democratic Gov. Andy Beshear’s veto to pass it.

About 17 school districts in the state have hired DEIB officers over the last several years, with some doing so prior to Tucker’s start in 2020. His team now brings these officers together to share ideas on developing and fostering DEIB initiatives across the state.

That work includes: establishing an equity dashboard that allows schools and district leaders to look at aggregated achievement data by student population to discover inequities; challenging educators to use a problem solving analysis tool to address those inequities; offering a Kentucky academy for equity in teaching where school and district staff can use online modules to learn more about self-awareness and others’ awareness of how education systems function to find solutions to inequities; and distributing grants to help schools build out infrastructure for social-emotional learning.

Tucker’s team also reviews graduation requirements that allow students to personalize their coursework in later high school years. Such a structure makes it easier for students to take courses like Advanced Placement African American Studies for graduation credit.

Regardless of our political beliefs, regardless of what political aisles we represent, we want our kids to have a sense of belonging.

One challenge Tucker has faced is helping districts whose students are predominantly from one racial or ethnic group to realize that they too need to engage in work that helps all students belong.

“Many times, folks think that if you do this work, you’re only dealing in the area of race and racism, that this is affirmative action work,” Tucker said.

But a predominantly white school can still face a situation in which schools are disproportionately suspending students with disabilities, or students from low-income households can’t access the same educational opportunities as their higher-income peers, he added.

“If you bring more people to the table, more people see that this is not just a benefit for people of color,” Tucker said. “This is about improving and saving the lives of all young people.”

True inclusion and belonging requires hard work

Irby, the University of Illinois, Chicago, researcher, understands why district and state leaders are moving toward a more generalized branding of DEI work by focusing on inclusion and belonging.

Part of the reason discussions around DEI have tended to focus on race- and ethnicity-based inequities is because “the primary goal of educational institutions specifically is to increase the learning opportunities for students who have historically not received the quality of education, the access, and opportunity that we know from the research provides them with high educational outcomes,” Irby said.

Historically, students of color have been among those underserved students.

Yet DEI work goes beyond race and ethnicity, Irby said. What ultimately matters is how willing school systems are to put in the hard work needed to enact change.

Schools can modify policies to increase the number of Black and Hispanic students taking AP courses, for example. But if the only AP history courses offered focus on European and Western history, that doesn’t necessarily foster an authentic sense of belonging and inclusion for these students, Irby said.

Schools can recognize the importance of making students with disabilities feel included, in part by ensuring students with wheelchairs can physically access school buildings as easily as their peers.

And for LGBTQ+ students, allowing students to use the restroom where they feel most comfortable is a more concrete way of fostering a sense of belonging, Irby added. Of course, this is complicated in the 11 states that have passed laws barring transgender people from using bathrooms consistent with their gender identity in K-12 schools.

While districts may face political backlash for measures aimed at fostering belonging, a silver lining Irby has found through his research is that many districts across the country, including predominantly white districts, are willing to bring about systemic changes that benefit all students.

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NASA’s Juno Provides High-Definition Views of Europa’s Icy Shell

Jupiter’s moon Europa was captured by the JunoCam instrument aboard NASA’s Juno spacecraft during the mission’s close flyby on Sept. 29, 2022. The images show the fractures, ridges, and bands that crisscross the moon’s surface.

Imagery from the solar-powered spacecraft shows some intriguing features on the ice-encased Jovian moon.

Images from the JunoCam visible-light camera aboard NASA’s Juno spacecraft supports the theory that the icy crust at the north and south poles of Jupiter’s moon Europa is not where it used to be. Another high-resolution picture of the icy moon, by the spacecraft’s Stellar Reference Unit (SRU), reveals signs of possible plume activity and an area of ice shell disruption where brine may have recently bubbled to the surface.

The JunoCam results recently appeared in the Planetary Science Journal and the SRU results in the journal JGR Planets .

On Sept. 29, 2022, Juno made its closest flyby of Europa , coming within 220 miles (355 kilometers) of the moon’s frozen surface. The four pictures taken by JunoCam and one by the SRU are the first high-resolution images of Europa since Galileo’s last flyby in 2000.

True Polar Wander

Juno’s ground track over Europa allowed imaging near the moon’s equator. When analyzing the data, the JunoCam team found that along with the expected ice blocks, walls, scarps, ridges, and troughs, the camera also captured irregularly distributed steep-walled depressions 12 to 31 miles (20 to 50 kilometers) wide. They resemble large ovoid pits previously found in imagery from other locations of Europa.

This black-and-white image of Europa’s surface was taken by the Stellar Reference Unit (SRU) aboard NASA’s Juno spacecraft during the Sept. 29, 2022, flyby. The chaos feature nicknamed “the Platypus” is seen in the lower right corner.

This annotated image of Europa’s surface from Juno’s SRU shows the location of a double ridge running east-west (blue box) with possible plume stains and the chaos feature the team calls “the Platypus” (orange box). These features hint at current surface activity and the presence of subsurface liquid water on the icy Jovian moon.

A giant ocean is thought to reside below Europa’s icy exterior, and these surface features have been associated with “ true polar wander ,” a theory that Europa’s outer ice shell is essentially free-floating and moves.

“True polar wander occurs if Europa’s icy shell is decoupled from its rocky interior, resulting in high stress levels on the shell, which lead to predictable fracture patterns,” said Candy Hansen, a Juno co-investigator who leads planning for JunoCam at the Planetary Science Institute in Tucson, Arizona. “This is the first time that these fracture patterns have been mapped in the southern hemisphere, suggesting that true polar wander’s effect on Europa’s surface geology is more extensive than previously identified.”

Need Some Space?

The high-resolution JunoCam imagery has also been used to reclassify a formerly prominent surface feature from the Europa map.

“Crater Gwern is no more,” said Hansen. “What was once thought to be a 13-mile-wide impact crater — one of Europa’s few documented impact craters — Gwern was revealed in JunoCam data to be a set of intersecting ridges that created an oval shadow.”

The Platypus

Although all five Europa images from Juno are high-resolution, the image from the spacecraft’s black-and-white SRU offers the most detail. Designed to detect dim stars for navigation purposes, the SRU is sensitive to low light. To avoid over-illumination in the image, the team used the camera to snap the nightside of Europa while it was lit only by sunlight scattered off Jupiter (a phenomenon called “Jupiter-shine”).

This innovative approach to imaging allowed complex surface features to stand out, revealing intricate networks of cross-cutting ridges and dark stains from potential plumes of water vapor. One intriguing feature, which covers an area 23 miles by 42 miles (37 kilometers by 67 kilometers), was nicknamed by the team “the Platypus” because of its shape.

Characterized by chaotic terrain with hummocks, prominent ridges, and dark reddish-brown material, the Platypus is the youngest feature in its neighborhood. Its northern “torso” and southern “bill” — connected by a fractured “neck” formation — interrupt the surrounding terrain with a lumpy matrix material containing numerous ice blocks that are 0.6 to 4.3 miles (1 to 7 kilometers) wide. Ridge formations collapse into the feature at the edges of the Platypus.

For the Juno team, these formations support the idea that Europa’s ice shell may give way in locations where pockets of briny water from the subsurface ocean are present beneath the surface.

About 31 miles (50 kilometers) north of the Platypus is a set of double ridges flanked by dark stains similar to features found elsewhere on Europa that scientists have hypothesized to be cryovolcanic plume deposits.

“These features hint at present-day surface activity and the presence of subsurface liquid water on Europa,” said Heidi Becker, lead co-investigator for the SRU at NASA’s Jet Propulsion Laboratory in Southern California, which also manages the mission. “The SRU’s image is a high-quality baseline for specific places NASA’s Europa Clipper mission and ESA’s (European Space Agency’s) Juice missions can target to search for signs of change and brine.”

Europa Clipper ’s focus is on Europa — including investigating whether the icy moon could have conditions suitable for life. It is scheduled to launch on the fall of 2024 and arrive at Jupiter in 2030. Juice (Jupiter Icy Moons Explorer) launched on April 14, 2023. The ESA mission will reach Jupiter in July 2031 to study many targets (Jupiter’s three large icy moons, as well as fiery Io and smaller moons, along with the planet’s atmosphere, magnetosphere, and rings) with a special focus on Ganymede.

Juno executed its 61st close flyby of Jupiter on May 12. Its 62nd flyby of the gas giant, scheduled for June 13, includes an Io flyby at an altitude of about 18,200 miles (29,300 kilometers).

More About the Mission

JPL, a division of Caltech in Pasadena, California, manages the Juno mission for the principal investigator, Scott Bolton, of the Southwest Research Institute in San Antonio. Juno is part of NASA’s New Frontiers Program, which is managed at NASA’s Marshall Space Flight Center in Huntsville, Alabama, for the agency’s Science Mission Directorate in Washington. The Italian Space Agency (ASI) funded the Jovian InfraRed Auroral Mapper. Lockheed Martin Space in Denver built and operates the spacecraft.

More information about Juno is available at:

https://www.nasa.gov/juno

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Jet Propulsion Laboratory, Pasadena, Calif.

818-393-9011

[email protected]

Karen Fox / Charles Blue

NASA Headquarters

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https://educationhub.blog.gov.uk/2024/05/16/new-rshe-guidance-what-it-means-for-sex-education-lessons-in-schools/

New RSHE guidance: What it means for sex education lessons in schools

R elationships, Sex and Health Education (RSHE) is a subject taught at both primary and secondary school.  

In 2020, Relationships and Sex Education was made compulsory for all secondary school pupils in England and Health Education compulsory for all pupils in state-funded schools.  

Last year, the Prime Minister and Education Secretary brought forward the first review of the curriculum following reports of pupils being taught inappropriate content in RSHE in some schools.  

The review was informed by the advice of an independent panel of experts. The results of the review and updated guidance for consultation has now been published.   

We are now asking for views from parents, schools and others before the guidance is finalised. You can find the consultation here .   

What is new in the updated curriculum?  

Following the panel’s advice, w e’re introducing age limits, to ensure children aren’t being taught about sensitive and complex subjects before they are ready to fully understand them.    

We are also making clear that the concept of gender identity – the sense a person may have of their own gender, whether male, female or a number of other categories   – is highly contested and should not be taught. This is in line with the cautious approach taken in our gu idance on gender questioning children.  

Along with other factors, teaching this theory in the classroom could prompt some children to start to question their gender when they may not have done so otherwise, and is a complex theory for children to understand.   

The facts about biological sex and gender reassignment will still be taught.  

The guidance for schools also contains a new section on transparency with parents, making it absolutely clear that parents have a legal right to know what their children are being taught in RSHE and can request to see teaching materials.   

In addition, we’re seeking views on adding several new subjects to the curriculum, and more detail on others. These include:   

• Suicide prevention  
• Sexual harassment and sexual violence  
• L oneliness  
• The prevalence of 'deepfakes’  
• Healthy behaviours during pregnancy, as well as miscarriage  
• Illegal online behaviours including drug and knife supply  
• The dangers of vaping   
• Menstrual and gynaecological health including endometriosis, polycystic ovary syndrome (PCOS) and heavy menstrual bleeding.  

What are the age limits?   

In primary school, we’ve set out that subjects such as the risks about online gaming, social media and scams should not be taught before year 3.   

Puberty shouldn’t be taught before year 4, whilst sex education shouldn’t be taught before year 5, in line with what pupils learn about conception and birth as part of the national curriculum for science.  

In secondary school, issues regarding sexual harassment shouldn’t be taught before year 7, direct references to suicide before year 8 and any explicit discussion of sexual activity before year 9.  

Do schools have to follow the guidance?  

Following the consultation, the guidance will be statutory, which means schools must follow it unless there are exceptional circumstances.   

There is some flexibility w ithin the age ratings, as schools will sometimes need to respond to questions from pupils about age-restricted content, if they come up earlier within their school community.   

In these circumstances, schools are instructed to make sure that teaching is limited to the essential facts without going into unnecessary details, and parents should be informed.  

When will schools start teaching this?  

School s will be able to use the guidance as soon as we publish the final version later this year.   

However, schools will need time to make changes to their curriculum, so we will allow an implementation period before the guidance comes into force.     

What can parents do with these resources once they have been shared?

This guidance has openness with parents at its heart. Parents are not able to veto curriculum content, but they should be able to see what their children are being taught, which gives them the opportunity to raise issues or concerns through the school’s own processes, if they want to.

Parents can also share copyrighted materials they have received from their school more widely under certain circumstances.

If they are not able to understand materials without assistance, parents can share the materials with translators to help them understand the content, on the basis that the material is not shared further.

Copyrighted material can also be shared under the law for so-called ‘fair dealing’ - for the purposes of quotation, criticism or review, which could include sharing for the purpose of making a complaint about the material.

This could consist of sharing with friends, families, faith leaders, lawyers, school organisations, governing bodies and trustees, local authorities, Ofsted and the media.  In each case, the sharing of the material must be proportionate and accompanied by an acknowledgment of the author and its ownership.

Under the same principle, parents can also share relevant extracts of materials with the general public, but except in cases where the material is very small, it is unlikely that it would be lawful to share the entirety of the material.

These principles would apply to any material which is being made available for teaching in schools, even if that material was provided subject to confidentiality restrictions.

Do all children have to learn RSHE?  

Parents still have the right to withdraw their child from sex education, but not from the essential content covered in relationships educatio n.  

You may also be interested in:

• Education Secretary's letter to parents: You have the right to see RSHE lesson material
• Sex education: What is RSHE and can parents access curriculum materials?
• What do children and young people learn in relationship, sex and health education

Tags: age ratings , Gender , Relationships and Sex Education , RSHE , sex ed , Sex education

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NASA, JAXA XRISM Spots Iron Fingerprints in Nearby Active Galaxy

After starting science operations in February, Japan-led XRISM (X-ray Imaging and Spectroscopy Mission) studied the monster black hole at the center of galaxy NGC 4151.

“XRISM’s Resolve instrument captured a detailed spectrum of the area around the black hole,” said Brian Williams, NASA’s project scientist for the mission at the agency’s Goddard Space Flight Center in Greenbelt, Maryland. “The peaks and dips are like chemical fingerprints that can tell us what elements are present and reveal clues about the fate of matter as it nears the black hole.”

XRISM (pronounced “crism”) is led by JAXA (Japan Aerospace Exploration Agency) in collaboration with NASA, along with contributions from ESA (European Space Agency) . It launched Sept. 6, 2023. NASA and JAXA developed Resolve, the mission’s microcalorimeter spectrometer .

NGC 4151 is a spiral galaxy around 43 million light-years away in the northern constellation Canes Venatici. The supermassive black hole at its center holds more than 20 million times the Sun’s mass.

The galaxy is also active , which means its center is unusually bright and variable. Gas and dust swirling toward the black hole form an accretion disk around it and heat up through gravitational and frictional forces, creating the variability. Some of the matter on the brink of the black hole forms twin jets of particles that blast out from each side of the disk at nearly the speed of light. A puffy donut-shaped cloud of material called a torus surrounds the accretion disk.

In fact, NGC 4151 is one of the closest-known active galaxies. Other missions, including NASA’s Chandra X-ray Observatory and Hubble Space Telescope , have studied it to learn more about the interaction between black holes and their surroundings, which can tell scientists how supermassive black holes in galactic centers grow over cosmic time.

The galaxy is uncommonly bright in X-rays, which made it an ideal early target for XRISM.

Resolve’s spectrum of NGC 4151 reveals a sharp peak at energies just under 6.5 keV (kiloelectron volts) — an emission line of iron. Astronomers think that much of the power of active galaxies comes from X-rays originating in hot, flaring regions close to the black hole. X-rays bouncing off cooler gas in the disk causes iron there to fluoresce, producing a specific X-ray peak. This allows astronomers to paint a better picture of both the disk and erupting regions much closer to the black hole.

The spectrum also shows several dips around 7 keV. Iron located in the torus caused these dips as well, although through absorption of X-rays, rather than emission, because the material there is much cooler than in the disk. All this radiation is some 2,500 times more energetic than the light we can see with our eyes.

Iron is just one element XRISM can detect. The telescope can also spot sulfur, calcium, argon, and others, depending on the source. Each tells astrophysicists something different about the cosmic phenomena scattered across the X-ray sky.

XRISM is a collaborative mission between JAXA and NASA, with participation by ESA. NASA’s contribution includes science participation from CSA (Canadian Space Agency).

By Jeanette Kazmierczak NASA’s Goddard Space Flight Center , Greenbelt, Md.

Media Contact: Claire Andreoli 301-286-1940 [email protected] NASA’s Goddard Space Flight Center, Greenbelt, Md.

Related Terms

• Active Galaxies
• Astrophysics
• Goddard Space Flight Center
• The Universe
• XRISM (X-Ray Imaging and Spectroscopy Mission)

• Manage Account

Spotify’s Estimated $150M Songwriter Royalty Cuts: Music Industry Reactions (Updating)

Organizations including the NMPA, AIMP and NSAI call the change "greedy," "deeply cynical" and "problematic," among other descriptors.  

By Kristin Robinson

Kristin Robinson

Music Publishing Reporter

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Spotify is changing the way it pays songwriters and publishers in the United States — leading to an estimated $150 million cut to U.S. mechanical royalty payments — and the music business is speaking out.

Spotify to Pay Songwriters About $150 Million Less Next Year With Premium, Duo, Family…

Trending on billboard.

Last week,  Billboard  calculated that this change will lead to an estimated $150 million cut in U.S. mechanical royalties from premium, duo and family plans for the first 12 months the bundle rate is in effect, compared to what songwriters would have earned if the three subscription tiers were never bundled. The change affects payments starting in March 2024, so it will not impact Spotify’s premium, duo or family payouts for the first two months of 2024. Specifically, the estimate refers to losses for the first 12 months after the premium, family and duo tiers are qualified as a bundle, not calendar year 2024.

As Spotify grows, the music business fears that the difference between what payments to songwriters and publishers would have been if premium continued to be counted as a regular standalone service versus what will be paid now that music and audiobooks have been bundled will continue to increase.

Spotify says it will soon offer a music-only subscription tier that will pay out in the same way Spotify premium used to, but there’s not yet a timeline for when this option will launch.

Welcome to the Spotify Machine: Podcasts, Audiobooks, Video, Education — And, Yes, Music

Below is an updating list of music industry reactions to the news:

National Music Publishers’ Association (NMPA)

“It appears Spotify has returned to attacking the very songwriters who make its business possible.  Spotify’s attempt to radically reduce songwriter payments by reclassifying their music service as an audiobook bundle is a cynical, and potentially unlawful, move that ends our period of relative peace. We will not stand for their perversion of the settlement we agreed upon in 2022 and are looking at all options.”

Association of Independent Music Publishers (AIMP)

“Two weeks ago, we spoke out about the potential consequences for independent music publishers should Spotify go forward with its plan to bundle a previously free service, audiobooks, with music subscriptions. Now that an actual number has been put to the potential lost revenue for music publishers, a staggering estimate of $150 million per year, we feel the need to speak out again.

“It is a deeply cynical move for Spotify to attempt to circumvent the CRB settlement agreed to by the NMPA & NSAI and DiMA in 2022 via this bundling ‘loophole,’ and further insulting that the price of a Spotify subscription will actually increase for users while cutting revenue for the songwriters who keep their business alive. This is especially problematic for independent music publishers, as they and all publishers are legally prevented from negotiating protections against bad-faith tactics such as this, while labels are allowed to do so in a free market.

“The AIMP offers its unequivocal support to the NMPA as they fight this critical battle to prevent Spotify’s scheme from taking effect. We encourage all independent music publishers to join us in this stance and make their songwriters aware of this attack on their livelihood. We cannot allow bundling to become a precedent that can be used to deprive songwriters of their well-earned royalties.

“The AIMP has also been speaking with the Coalition of Concerned Creators and are happy to report that we are aligned on this issue. Please find their statement on this issue below.

“From the Coalition of Concerned Creators:

“All musicians, creator advocacy groups, unions and organizations, and other creator stakeholders — including authors and podcasters — must stand firm against Spotify’s recent policy shift. It is essential to advocate for equitable compensation for music creators, who are pivotal to the industry’s sustainability. Additionally, this is a clear pattern of behavior and we continue to be concerned about Spotify’s bridge into new audio formats, like audiobooks, and how this pattern of behavior will affect other creators, like authors, as well.”

Nashville Songwriters Association International (NSAI)

‘Bundling’ music with other offerings without a music-only option does not comport with our view of the intent of the Copyright Royalty Board (CRB) in recent Phonorecord procedures in which the NSAI participated.  Further, this move negates gains awarded to songwriters by the CRB.  NSAI will not accept what we view as an attempt to manipulate the intent of the court through a ‘bundling’ gimmick. NSAI calls for Spotify to immediately reverse its course and offer separate music subscription choices at price points that will fairly remunerate songwriters.

The American songwriter community is appalled that this is happening while Spotify is reporting record profits, and while founder Daniel Ek has recently cashed in a reported $180 million in stock options, including $118 million that practically coincided with the ‘bundling’ announcement which reduced Spotify’s yearly royalty obligation. The amount Ek cashed in conveniently mirrors the estimated amount that Spotify wants to leech off the back of songwriters who create the product on which streaming services are making billions.

Reporting record profits while reducing songwriter royalties as the company founder cashed in millions in stocks proves a greedy, offensive and callous disregard for the songwriters on whose backs these revenues are generated.

Signed unanimously by Nashville Songwriters Association International”

Independent Music Publishers International Forum (IMPF)

Recording Academy, Songwriter and Composers Wing

“Songwriters provide the foundation of the music we love, and they should always be paid fairly. The CRB settlement reached in 2022 marked a welcome step forward in cooperation between digital platforms and publishers. We are disappointed that Spotify appears to be focused on cutting costs at the expense of songwriters instead of continuing in that spirit of cooperation. The Recording Academy Songwriters + Composers Wing continues to stand with songwriters, and we will work to ensure they are fully valued and appropriately compensated for the work they do that enriches our lives.”

Music Artists Coalition (MAC), Artist Rights Alliance, Songwriters of North America (SONA), Society of Composers and Lyricists (SCL)

“As songwriters and artist advocates, we strongly oppose Spotify’s recent decision to reclassify its premium music subscription as a “bundle” with audiobooks. We believe this is an obvious attempt to get around paying the agreed-upon royalty rates and undermine the CRB IV settlement.

Spotify is yet again showing disregard for the value of music and the people who create it. With this move, they are deceiving both fans and creators: by first offering audiobooks for free and now adding them to premium music subscriptions and calling it a bundle, Spotify is exploiting a loophole to pay less money to songwriters without even offering any new savings or products to consumers.

Every time we believe we have made progress in protecting songwriters’ compensation in the digital age, Spotify disappoints us. As songwriters and artist advocates, we will not stand silently. We call on Spotify to immediately reverse this decision to reduce songwriters’ compensation.”

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