Stanford Social Innovation Review

Based on my reading of your questions, I think the core issue you are grappling with is one of employment practices, and not necessarily one of organizational mission, vision, and values. It sounds like you've had feedback that your practices may be perceived as discriminatory, and this is limiting your funding sources.

If you haven't done so yet, we strongly suggest that you consult an attorney (labor/employment), to be sure that you aren't violating any laws, and that you aren't inadvertently jeopardizing you not-for-profit status.

As far as seeking funding sources for whom your values-based hiring practices aren't an issue, the best I can suggest is that you contact a fundraising clearinghouse, like the Foundation Center or the Grantsmanship Center. They might have experience with situations like yours.

If I understand you correctly, you are asking how to help your group develop a solid draft list of core values, and a plan for how to use them. Without knowing more about your group, its history, and its underlying level of agreement on your vision/values, it's tricky to propose a generic meeting design. That said, here are a few ideas that you may be able to use to move the organization forward:

1. Tell the whole truth and nothing but. Only identify and list core values that the organization currently practices. These are values for which the organization has paid some sort of price. Why? Because nothing breeds cynicism faster than a list of core values that are contradicted on a daily basis. For example, if you say "honesty" is a core value, and your group regularly discusses how to spin things to the media, nobody will believe that honesty is a real value. On the other hand, if your organization owns up to its troubles, as Johnson & Johnson did during the 1982 Tylenol crisis, honesty would be considered a credible value.

2. Aspire to more. You may want to also create a list of Aspirational Values - those that you wish you lived up to, but don't currently. This can provide a good focal list for improvement efforts.

3. Talk them up and use them often. If the values aren't incorporated in the actual decision making processes (e.g., "How will that decision further our values?"; "Will that decision go against our core values?"), they won't have any teeth. Leaders and others must walk the talk of these values in visible ways every day.

4. Put your money where your mouth is. Make sure that rewards and recognition flow consistently with your published values.

It depends. If the board of directors agrees that the mission statement still accurately reflects what the organization stands for (i.e., the purpose and values of the organization), then you can use it to create a clear picture (vision) of the organization two to three years in the future. If, however, the board, executive director, or critical stakeholders don't agree that the existing mission statement provides clear guidance, it would be wise to take the extra time to update the mission, vision, and core values statements.

The mission of the Urban School of San Francisco is a good example of a strong statement: "The Urban School of San Francisco seeks to ignite a passion for learning, inspiring its students to become self-motivated, enthusiastic participants in their education—both in high school and beyond."

• The school’s purpose is clear: “To ignite a passion for learning”

• The values it espouses--“inspiring growth, helping high school students to be self-motivated and enthusiastic participants in their own education”--provide clear parameters within which the organization will function. The mission would clearly conflict with a strategy that called for no student participation in school decisions, as well as a strategy in which parents, teachers, and administrators did not share in that decision process.

• This mission statement is used regularly inside the school and applied in many situations in which decisions are made and resources allocated.

• At the start of each strategic planning cycle, they start by clarifying what the school will look like in X years, at the close of the current planning horizon.

Being "mission-driven" can mean radically different things to different people. Our Ask ACT site has a case example that helps illustrate this. You definitely need a clear statement, just to make sure that all your key players are in agreement about what your organization’s purpose and core values are.

In my experience, some people do think that mission and vision statements are the same, but I don’t. Organizations benefit from being able to succinctly state their "purpose" (mission), or the reason they exist. Purpose, at its best, is something your organization aspires to, rather than something it expects to reach. These examples illustrate such missions:

• “Provide transitional housing for homeless families.”

• “Improve the quality of life through a balance between technology and nature.”

• “Support and promote court-appointed volunteer advocacy for abused and neglected children so that they can thrive in safe, permanent homes.”

Such mission statements provide a guiding star to help an organization stay on track and keep their activities well-focused.

Vision statements, in contrast, are best if they are very concrete and describe a desired future state, at a specific point in time, thus providing the organization with a clear focus. Visions galvanize efforts. When well executed, strategic plans yield achievement of the vision.