Pedaling Forward: Aligning IPMBA’s Mission, Vision and Change

Authored by: Elizabeth Bouchard, PCI #905T-B, EMSCI# 214T-B, University of Guelph Campus Safety (Ontario), IPMBA Board of Directors, President

Entering my final year of Board service offers a natural moment to take stock not only of what IPMBA has accomplished, but of how profoundly the organization has evolved during that time. Board members are limited to three consecutive terms, for a maximum of nine years, and as my tenure draws to a close, reflection feels both timely and necessary.

Although the past twenty‑four months may have felt especially turbulent, marked by significant management transitions, the reality is that IPMBA has been in a near‑constant state of evolution throughout my service. During this period, we rewrote the Complete Guide to Public Safety Cycling, introduced e‑bike‑specific training, and overhauled all of our core course offerings. We also partnered with Volcanic to deliver maintenance officer training, navigated the disruptions caused by COVID‑19, and began upgrading the organization’s technological infrastructure.

IPMBA is not unique in this experience. Organizations today operate in an environment where expectations, tools, and demands shift rapidly. Adaptation is no longer an occasional response to disruption; it is an ongoing requirement.

Change at this scale does more than test operational capacity; it exposes the gaps between what an organization says it does and what it needs to do. Whether driven by new leadership, emerging technologies, or evolving public needs, periods of significant change create a natural opportunity to revisit an organization’s foundational elements, particularly its mission and vision.

At its core, a mission statement explains why an organization exists: what it does, who it serves, and how it creates value. A vision statement, by contrast, describes the future the organization is working toward. Together, they provide both direction and aspiration. When either becomes outdated, organizations risk drifting, with members pursuing inconsistent goals or relying on assumptions that no longer reflect reality.

Keeping mission and vision statements current is not about producing appealing website content; rather, it is a strategic exercise. It requires leadership to clarify priorities, reassess how value is delivered, and ensure alignment across the organization. Clear, relevant statements reduce uncertainty and provide stability, even during periods of transition. They act as anchors, helping individuals and teams navigate complexity with confidence. In public safety organizations, where clarity, coordination, and trust are paramount; this alignment becomes especially important.

Against this backdrop of ongoing change, the IPMBA Board recently undertook a strategic planning process to reassess and update the organization’s mission and vision, ensuring they accurately reflect both who we are today and the environment in which we operate.

Our new statements are as follows:

IPMBA Mission

The mission of IPMBA is to facilitate the use of bicycles for public safety organizations by developing curriculum and professional standards in order to offer industry‑leading training.

IPMBA Vision

IPMBA’s vision is to be the gold standard in public safety cycling by delivering collaborative, innovative, and continually evolving training. Through this commitment, IPMBA strives to establish the bicycle as integral to modern public safety service delivery.

These updated statements reflect key principles of effective organizational change. The mission clearly identifies how IPMBA delivers value, through curriculum development and professional standards, while emphasizing leadership in training. The vision is forward‑looking and ambitious, positioning the organization as a benchmark for excellence while acknowledging the need for continuous innovation and collaboration.

Importantly, the statements recognize change not as a one‑time event, but as an ongoing process. Phrases such as “continually evolving” signal adaptability, while the emphasis on integration into “modern public safety service delivery” acknowledges the shifting landscape in which public safety professionals operate.

For organizations navigating change, this approach offers a practical lesson: mission and vision statements should not be static artifacts. They should evolve alongside the organization, reflecting current realities while guiding future growth. When crafted thoughtfully and revisited regularly, they become powerful instruments for cohesion, resilience, and strategic clarity.

Ultimately, successful organizational change depends not only on what an organization does differently, but on how clearly it understands why it exists and where it is going. A well‑defined, current mission and vision ensure that, even in times of uncertainty, the path forward remains purposeful and aligned.

Organizations do not succeed by avoiding the terrain of change; they succeed by learning how to ride it.

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