The Business Services Division (BSD) supports the individual and collective needs of the Penn community by promoting a hospitable, customer-friendly campus environment through the provision of mission-critical services and essential operations. BSD is currently focused on three major initiatives:
Thank you, Dr. Bradie! All of your information is very helpful, including how you used the longer, formal mission statement to create the abbreviated version. This gives us a concrete starting point to work from. We currently have a long format mission statement which we need to revise: "Campus Services contributes to making our campus a vibrant, engaged, and connected place to study, work, and interact by providing a variety of essential goods and services with the highest level of quality, value, innovation, and customer satisfaction. Our team of professionals is committed to providing you with the vital infrastructure necessary for the smooth operation of our campus. From conference planning services to university merchandising; from food services to business solutions services; from ensure campus safety and security to providing multiple and varied commute options; we are here to serve you." We also appreciate your advice on paring down this longer statement to create a version that's memorable, accessible, and applicable to the work being done by the department. We will keep that in mind, along with your guidelines for creating an aspirational vision statement. Mahalo!
As well, with all due respect, I couldn't possibly disagree with this more. I recognize that likely even the most ardent advocates for developing and adhering to mission and vision statements will admit that those statements are not going to make an organization great simply by existing. With that said, the idea that it's a waste of time to collectively craft, update and plan around those statements is very problematic to me. If your annual goals (and frankly every decision you make) aren't in support of the mission, of what are they in support?
If your mission is simply to have edible food and available books, then make that known. I'd suggest most of us are truly interested in providing the very best student services, maximizing revenue for the university, or some combination thereof. We likely won't get there tomorrow, but it's what we truly want to be. It's also an entirely valid mission to be an organization driven purely by revenue. There's no reason that shouldn't be eloquently made clear to those who work with you, around you, and your customers.
To answer the original question, the University of Illinois at Chicago went through a process in Auxiliaries about a year and a half ago to reconsider our mission, vision and associated. I, and a colleague, brought together a small (15) group of staff with diversity in their roles in the organization to perform a number of exercises and have frank discussions about our organization. Our Auxiliaries area has a mixed mission related both to student life and experience and revenue generation and business innovation.
At the end of a few months, we'd developed a new mission, vision, value set, as well as four overarching goals that guide all our work in every corner of the organization.
Our mission is to provide opportunities for engagement that promote development, inclusion, and student success through the creation of welcoming spaces and impactful experiences, offering a uniquely urban university experience. Through our commitment to offering excellent services, we reinvest capital in the student experience.
We will be the epicenter of innovation and collaboration for the campus community and beyond. Through our commitment to excellence and fiscal responsibility we will set the standard for student engagement and building a lifetime affinity to UIC.
Four Overarching Goals (each have some extended narrative, as well)
Modern Places & Spaces
Enterprising Business Development
Innovative Operational Effectiveness
I'd be happy to chat more offline about our process if it would help. I understand these processes can sometimes be an exercise in repetition, but I truly believe they can be impactful, fresh, interesting and even fun.
Executive Director, Digital Services
UIC Student Affairs
To provide resourceful and innovative services which offer superior quality and outstanding value to the campus community.
To become the region's top choice for on-campus living, dining, student activities, and overall residence life.
AUXILIARY ENTERPRISES MISSION:
Support Central Washington University's Mission and Vision by providing excellence in services and experiences for the campus community.
AUXILIARY ENTERPRISES VISION:
Auxiliary Enterprises will be recognized for excellence in services and experiences for students and the campus community.
Enhance student recruitment, engagement, persistence, and retention
Provide student employee and staff development, training, celebration, and recognition
Tell our story in creative and innovative ways
Seek out and implement innovative technologies that help to achieve our vision
Create a welcoming and inclusive atmosphere
Collaborate with campus partners to enhance the student experience
Ensure sustainability is a priority in all operations
Design excellent customer experiences through intentional care for the details
Engage in our respective regional and national associations to discover and implement best practices
Exercise fiscal responsibility and provide the greatest value to the campus communityWe have been working on this document for over a year now. The objective is to use our simple vision/mission and strategies to inform all of our work and to place our annual goals in the context of our strategies and accomplishing our vision. We now can ask ourselves: does this goal help us achieve our vision? if not then maybe it's not a good goal. Our auxiliary units are very different and serve different areas of the campus community, not just students so we tried to come up with something broad enough to work in whatever unit. This document was shared in senior staff meetings as well as to all staff for input and suggestions.Out intention is to have our marketing folks make it pretty and to have it posted in public and private areas of each unit so that we can be reminded of our vision and that others can keep us accountable to achieving it.