Agreeing the way forward

This involves taking 'strategic thinking' to the next level and gaining agreement about your organisation's mission. This usually involves gaining feedback from a number of stakeholders, such as staff, volunteers, management, trustees, users, funders and partner organisations. However, the final decision should be taken by senior management and the board of trustees.

Ensuring that the direction in which the organisation is heading is the right one and meets the needs of everyone, can be achieved by referring back to the organisation's mission statement.

mission statement is a brief statement of your organisation's vision or aims. It should describe in simple terms what the organisation is all about. Based on the aims and objectives in your governing document your mission statement should include:

  • What your organisation aims to do
  • Who benefits, your service users or beneficiaries
  • How you achieve your aims
  • How you judge the quality of work
  • Where you carry out your work

Please note that developing a mission means not being 'all things to all people'. You must be very clear about what you can and cannot deliver, prioritising your work and sometimes saying no, especially if it conflicts with your mission and values.

Useful resources

  1. Consultancy nfpSynergy have released a guide to assist organisations to create a powerful mission and vision. The report, entitled Mission Impossible, follows research that found that over a fifth of the UK's largest charities fail to communicate their vision, values or purpose to either supporters or their staff. A summary of the report can be downloaded from

  2. Picture this: a guide to scenario planning for voluntary organisations is a practical guide published by NCVO for anyone in a leadership role interested in getting their organisation involved in strategic thinking and implementation. The publication is available to purchase in hardcopy or to download in PDF format -


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