Mission, Vision & Values - Alameda County Community Food Bank
Introduction
The mission, vision, and values contribute to an organization’s ability to reach its desired end state by clearly stating the fundamental principals that will guide the firm’s actions and defines a clear set of values that encourages staff to work towards accomplishing the desired end state. The Alameda County Community Food Bank was chosen for completing a strategic plan. This paper will discuss the strategic plan for the Alameda Community Food Bank, components of the strategic management process that will be analyzed, and how the outcomes will affect the leadership and culture of the organization.
Background
The Alameda County Community Food Bank has been in existence helping people since 1985 and serves as the central clearinghouse for donated food in Alameda County (Alameda County Food Bank, 2007). The Food Bank provides assistance to the low-income, working poor adults, the elderly, people with disabilities, abuse survivors, people living with AIDS, and the homeless (Alameda County Food Bank, 2007). Assistance is provided through numerous community based organizations and conducts community education on topics of hunger and poverty.
Mission Statement The Alameda County Community Food Bank aims to alleviate hunger and address its root causes in Alameda County through nutrition education and public policies while providing nutritious food to people in need and advocating for their rights to fresh healthy food.
The mission statement must be clearly defined to determine the basic goals and philosophies that will shape the Food Bank’s strategic position. The purpose that identifies the scope of its operations in product and market terms and sets it apart from other firms in the same industry is the company’s mission (Pearce & Robinson, 2004). The statement of the Food Bank’s intent encompasses the firm’s strategic decision makers, the image they want to project, the firm’s self concept, the principle product or service areas, and customer
The mission, vision, and values contribute to an organization’s ability to reach its desired end state by clearly stating the fundamental principals that will guide the firm’s actions and defines a clear set of values that encourages staff to work towards accomplishing the desired end state. The Alameda County Community Food Bank was chosen for completing a strategic plan. This paper will discuss the strategic plan for the Alameda Community Food Bank, components of the strategic management process that will be analyzed, and how the outcomes will affect the leadership and culture of the organization.
Background
The Alameda County Community Food Bank has been in existence helping people since 1985 and serves as the central clearinghouse for donated food in Alameda County (Alameda County Food Bank, 2007). The Food Bank provides assistance to the low-income, working poor adults, the elderly, people with disabilities, abuse survivors, people living with AIDS, and the homeless (Alameda County Food Bank, 2007). Assistance is provided through numerous community based organizations and conducts community education on topics of hunger and poverty.
Mission Statement The Alameda County Community Food Bank aims to alleviate hunger and address its root causes in Alameda County through nutrition education and public policies while providing nutritious food to people in need and advocating for their rights to fresh healthy food.
The mission statement must be clearly defined to determine the basic goals and philosophies that will shape the Food Bank’s strategic position. The purpose that identifies the scope of its operations in product and market terms and sets it apart from other firms in the same industry is the company’s mission (Pearce & Robinson, 2004). The statement of the Food Bank’s intent encompasses the firm’s strategic decision makers, the image they want to project, the firm’s self concept, the principle product or service areas, and customer