| Organization | Mission Statement | Vision Statement | Overt and Covert Goals of the missions | Comparative Analysis: Length, Depth, and Alignment of the Visions and Missions to Programs and Organization’s Activities |
| American Association of Critical-Care Nurses (AACN) | The mission of the AACN is to build and sustain a strong nursing community network to serve the interests of nurses and improve the general healthcare provision (American Association of Critical-Care Nurses, 2016). | The vision of the AACN is to be a key stakeholder in community nursing education at the local and global levels through addressing and influencing issues surrounding excellence in healthcare provision. This means that the vision revolves around building a diverse, proactive, sustainable, efficient, and effective member-led network for those in the nursing profession (American Association of Critical-Care Nurses, 2016). | The overt and covert goals in the AACN mission are sustainability, network, common interests, and continuity of the nursing community (American Association of Critical-Care Nurses, 2016). | The mission and vision statements of the AACN are well aligned to the organization’s mandate of network building and quality improvement. The statements are fairly long and depth since they align the goals of common interest to networking and sustainability. This means that the mission and vision statements of the AACN are relevant to the goals and programs of the organization towards building a strong nursing community (Sullivan & Decker, 2011). |
| Quality and Safety Education for Nurses (QSEN) | The mission of the QSEN is to build concrete nursing capacity that is ideal for improving the safety and quality of healthcare provision (QSEN Institute, 2016). | The vision of the QSEN is to strategically define and incorporate healthcare competencies for nurses to improve on the general skills, knowledge, and professionalism through programs that are patient-centered, collaborative, and evidence-based. The vision revolves around competency improvement and expertise informatics provision (QSEN Institute, 2016). | The overt and covert goals in the QSEN mission are capacity building, quality, safety, and sustainability (QSEN Institute, 2016). | Just as is the case of the NLN and AACN, the mission and vision statements of the QSEN are well articulated and cover all the mandates and scope of the organization. Specifically, the statements are long and deep in summarizing the aspect of capacity building, quality, and safety education as the primary program. The statements reveal that the QSEN is a well-structured organization with functional systems and a well-articulated focus (Sullivan & Decker, 2011). |
| National League of Nursing (NLN) | The mission of the NLN is to endorse nursing education excellence that precedes the building of a diverse and strong workforce among nurses as means of advancing the general health of the local and global communities (National League for Nurses, 2016). | The vision of the NLN is to enhancing the organization’s local and global impact in managing and improving the nursing education environment through advancing excellence and continuous innovation. The vision functions on the premises of regulations, decisions, and legislation in nursing education to create a holistic workforce (National League for Nurses, 2016). | The overt and covert goals in the NLN mission are excellence, diversity building, and a strong workforce network for nurses (National League for Nurses, 2016). | The mission and vision statement of the NLN is the longest and most comprehensive since the organization has well-defined responsibilities. The aspects of excellence and network building make the vision and mission of the NLN well placed to serve the interest of the members towards improving different programs involved in healthcare provision (Sullivan & Decker, 2011). |
References
American Association of Critical-Care Nurses. (2016). About us. Web.
National League for Nurses. (2016). About us. Web.
QSEN Institute. (2016). About us. Web.
Sullivan, E., & Decker, P. (2011). Effective leadership and management in nursing. London, UK: Pearson Prentice Hall.