The various activities and the kind of services Catoctin Counseling Center offers require strong operational plan describing key functional areas (Scott, Petrosino & Cooperman, 2008, p. 31). Following the rising demand for skilled therapists, Catoctin Counselling Center aims at creating a strong foundation for skill impartment by including a clear outline on how every learning session should be conducted. With such an objective, the center must operate within the plan as outlined in its mission and vision statements (Scott, Petrosino & Cooperman, 2008, p. 31). This study analyzes Catoctin’s mission and vision statements, and provides information on how well the mission and vision statements reflect the institution’s main objectives.
Mission statement and vision statements for Catoctin Counseling Center
Like any other institution offering training in basic healthcare services, Catoctin Counseling Center has a mission and vision statement centered on improving healthcare service, creating a workable environment for health professionals and ensuring that every trained therapists contributes positively towards societal development (Crowley, 2011, p. 121). The mission of the center aims at providing counseling and training to students, allowing consultation and training experiences among staff, creating opportunities for retention, adjusting and developing students in more affirming environments (Crowley, 2011, p. 123). On the same note, the center looks forwards to fulfilling the outlined objectives through its vision, which aims at training new professionals on advanced mental health fields as guided by core operational values like effective systems, collaboration, and respect to various professional ethics and standards.
Analysis of Catoctin’s mission and vision statement
Above every process, a well-established mission and vision statement fulfills the unanimity desires of an organizational purpose (Pratt, 2010, p. 16). A quick glance at both the mission and vision statements should give a clue on key roles of an organization, and as represented in the case of Catoctin counseling Center, the mission and vision statements imbue employees, students and other stakeholders with a sense of identity towards fulfilling a common goal; nurturing therapeutic skills and ensuring proper application of these skills in real life situations (Pratt, 2010, p. 16). Therefore, Catoctin’s mission and vision statements act as the center’s embodiments and a sense of identity.
From Catoctin’s mission and vision statements, a person can possible spell out the contexts within which the center operates; serving the demands of students, professional medics and staff members. Within this trait in mind, employees can understand their limits of operation, which is only within the premises of the counseling center (Pratt, 2010, p. 19). The mission and vision spells out reasons for the existence of the center, thus indication the counseling center must follow in order to improve its services.
The mission and vision statements of Catoctin Counseling Center serves as the focal point, which employees, clients, managers and other groups of stakeholders can use to identify themselves with the institution and its processes (Pratt, 2010, p. 21). On this context, the Counseling Center performs the roles of directing the interests of stakeholders to common objective, and using every available resources to fulfil such interests.
Also noted is the fact that Catoctin’s mission and vision statements serves the purpose of translating the center’s objectives into work structures (Pratt, 2010, p. 21). The objectives only become complete when every task assigned is completed within the times specified. Similarly, the mission and vision statements provide employees with a sense of philosophical existence, which is highly critical in giving a meaning to every person’s involvement in most specific activities of the institution.
From the analysis on the mission and vision statements of Catoctin Counseling Center, a person would realize that the specific operational areas mentioned are coherent to the main objectives of the institution and helps in defining as well as setting pace for performance within actionable parameters. The mission and vision statements presented above are the embodied sprits of the organizations without which the organization is considered empty. The active roles performed by every stakeholder ranging from trainers, trainees, managers to employees are pegged on specifications made in the mission and vision statements. In other words, Catoctin’s mission and vision statements best defines specific areas of involvement, the steps taken to achieve main objectives, and the various statements that define employees as one function resource.
While considering the importance of a mission and vision statement, Catoctin Counseling center should strictly operate within the frameworks outlined in it operational structures (Hay, 2002, p. 27). However, the center should create a culture that responds to changes and challenges imposed by extraneous factors. The institutional management should learn on how to adjust to extreme business conditions especially through adoption of new systems (Hay, 2002, p. 27).
The management, employees and students should understand that any business organization is open to system adjustments, which may at times pose significant impact on normal operations and programs (Hay, 2002, p. 31). From the analysis, it appears that the mission and vision statements do not give room for any adjustment. This means that Catoctin Counseling Center operates on fixed mission and vision statements, which can jeopardize performance where there are extreme operational.
Crowley, J. D. (2011). Developing a vision: Strategic planning for the school librarian in the 21st century. Santa Barbara, Calif: Libraries Unlimited.
Hay, D. C. (2002). Requirements analysis: From business views to architecture. Upper Saddle River, NJ: Prentice Hall PTR.
Pratt, J. R. (2010). Long-term care: Managing across the continuum. Sudbury, Mass: Jones and Bartlett Publishers.
Scott, R. W., Petrosino, C., & Cooperman, J. (2008). Physical therapy management. St. Louis, Mo: Mosby/Elsevier.