The Columbia Housing and Redevelopment Corporation (CHRC) mission statement provides direction, passion and value for the organization. CHRC is a storied organization with a 52-year history of providing affordable housing services. The mission statement expands on the organization's rich history. The CHRC's mission includes providing exceptional affordable housing and redevelopment services for its residents and community. Therefore, the mission statement must have internal and external value for the organization. The renewed perception of the organization within the community demonstrates that the mission statement remains valid. Through effective efforts to recreate the organization's image and vision, CHRC experiences success in the community. The strategic plan identified actions that needed to be taken for CHRC to gain positive press, highlighting special awards the agency received for providing exceptional services. One of the most beneficial rewards for developing a strong mission involves increased resident satisfaction, respect from the community, and support from community leaders. The value of the mission statement is revealed through various levels of improvement throughout the organization. The CHRC board of directors, management and employees believe in the organization's mission. The mission statement guides the management and operations of the organization. All internal stakeholders have an interest in making the mission a reality. It is important to recognize that management solicited input from the board of directors and employees regarding the CHRC mission statement. Therefore, it was easier to gain employee support for the mission statement because employees understand the importance of the vision... half of the document... retrieved May 25, 2011, from Columbia Housing and Redevelopment: http ://www .chrc-tn.orgColumbia Housing Authority. (1961, October 20). CHA Board of Directors Minutes. Meeting of the Board of Commissioners. Columbia, Tennessee, United States of America.Maxham III, J. G., Netemeyer, R. G., & Lichtenstein, D. R. (2008). The retail value chain: Linking employee perceptions to employee performance, customer ratings, and store performance. Marketing Science, 27(2), 147-167. Retrieved from EBSCOhost.Morgeson, F.P., Mumford, T.V., & Campion, M.A. (2005). The circle closes. Consulting Psychology Journal: Practice and Research, 57(3), 196-209. doi:10.1037/1065-9293.57.3.196 Sengupta, S. (2008). The impact of employee stock ownership plans on performance in unionized and nonunion workplaces. Journal of Industrial Relations, 39(3), 170-190. doi:10.1111/j.1468-2338.2007.00483.x