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Mission, Vision, Strategic Thinking 
Heathere Willoughby - Spring 2007 - HS5103 Strategic Planning for Nonprofit Organizations
Rubric Code: F6B6CB
Ready to use
Public Rubric
Subject: Business  
Type: (Other)  
Grade Levels: (none)

Powered by iRubric Mission, Vision, Strategic Thinking
  Poor

1 pts

Fair

2 pts

Good

3 pts

Mission Statement
Who are we?

Poor

Defines what the organization does, assumes that the organization is only what it appears to do.
Fair

Definition explains what the organization does, but does not define the inner core. Definition is not distinct, but general.
Good

The definition is distinct, central, and enduring. It draws a distinction between what the organization is and what it does. Defines the inner core of the organization (the guiding purpose and fundamental values combined).
Why do we exist?

Poor

Does not include reasoning about why the organization exists.
Fair

States why the organization exists, but does not address the needs or problems met or addressed.
Good

Describes the social justification for the organization's existence. Addresses the needs or problems that the organization exists to meet or address.
How do we respond to needs?

Poor

Does not address how the organization stays actively in touch with the needs and problems.
Fair

Mentions informal and formal research, but does not embody continuous and active participation in the field
Good

Defines how the organization stays actively in touch with the needs or problems through continuous informal and formal research.
How do we respond to stakeholders?

Poor

Does not include information on stakeholders.
Fair

Defines stakeholders, but does not mention what those stakeholders value.
Good

Defines the relationship the organization has with its key stakeholders. Addresses what the key stakeholders value and how the organization provides that value. Explains how the organization brings public value.
Our philosophy, values, and culture

Poor

Organizational philosophy, values, and culture are not defined.
Fair

Organizational philosophy, values, and culture are clarified – but not defined to the extent where they can guide decision making on acceptance of proposals or actions.
Good

Organizational philosophy, values, and culture are clarified.
What makes us unique?

Poor

Does not clarify how the organization is different or distinct and unique.
Fair

Defines why the organization is different, but not how they are distinct and unique.
Good

Clarity on what makes the organization distinctive or unique, defines distinct contributions.
Vision Statement
What do we want to achieve?

Poor

Vision statement does not exist, or it exists but without an overarching goal for the organization
Fair

Vision statement exists, but is a vision within reach or something that the organization can easily accomplish. Definition of vision can change depending on different projects or actions.
Good

Embodies what the organization wants to achieve. Vision is bold and resonant – may be just out of arms reach, or even impossible to achieve. Vision is not up for debate and provides a clear focus. Makes stakeholders excited about being involved with the organization every day.
Strategic Thinking
Identifying stakeholders

Poor

Stakeholders are not identified.
Fair

Stakeholders are identified, but future and collective stakeholders are not identified. Groupings of stakeholders are not separated.
Good

Provides a precise picture of the collective stakeholders surrounding the organization (current and future stakeholders). Different groupings of stakeholders that play different roles are clearly identified.
Specify criteria stakeholders use

Poor

The criteria that stakeholders use to assess the organization are not discussed.
Fair

The criteria that stakeholders use to assess the organization are explored, but those criteria are either guessed only or asked only.
Good

Criteria used by stakeholders to assess the organization's performance are explored. Those criteria are first guessed and then asked of the stakeholders.
How do we perform

Poor

Criteria used by stakeholders had not been uncovered. Organization does not determine whether they do poorly, ok, or very well against the stakeholders' expectations. Strengths and weaknesses; overlaps, gaps, conflicts, and contradictions among the criteria; opportunities and challenges posed by the organization's current performance are not addressed.
Fair

Determines if the organization does poorly, ok, or very well against the stakeholders criteria, but does not discuss the strengths and weaknesses; overlaps, gaps, conflicts, and contradictions among the criteria; opportunities and challenges posed by the organization's current performance.
Good

Evaluates how well the organization performs against the criteria set forth by the different stakeholder groups. Determine whether the organization does poorly, ok, or very well. Discussion of strengths and weaknesses; overlaps, gaps, conflicts, and contradictions among the criteria; opportunities and challenges posed by the organization's current performance.
Stakeholders influence

Poor

Does not address influence of stakeholders on the organization.
Fair

Discussed some stakeholder influence but all stakeholders' influences have not been explored.
Good

Discuss how the various stakeholders influence the organization. Discuss using a power of influence grid and stakeholder influence diagram.
Our needs from stakeholders

Poor

The organizations needs from its stakeholders are not discussed.
Fair

Discussed the needs from each stakeholder group but does not determine whether resources are already being maximized from stakeholders.
Good

Discuss what the organization needs from each stakeholder group. Are resources from key stakeholders maximized before seeking resources from outside of the stakeholder pool?
Ranking of stakeholders

Poor

Stakeholders are not ranked.
Fair

Stakeholders have been generalized as to which ones demand the most attention, bit the stakeholders have not been formally ranked.
Good

A rough order is established amongst the stakeholders according to their importance to the organization. Determine which stakeholders demand the most attention.




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