Vision statements
How to develop a vision statement
So what does a vision statement look like?
A vision statement contains key phrases that express the following:
… the ideal, ultimate, realistic and achievable outcome or goal … the preferred and plausible future … when you've 'made it' … strategic direction … customer oriented …
Characteristics
Your vision statement will incorporate the following characteristics:
- specific, realistic;
- outcomes-based, not activities-based;
- focused on external as well as internal impacts;
- challenging but not "pie in the sky";
- consistent with values, philosophy;
- completed within a reasonable timeframe;
Why have a vision?
- Helps with team building;
- focuses energy;
- becomes self-fulfilling;
- establishes the big picture;
- illustrates the target and what is important not what is urgent;
- promotes trust and interdependence.
Developing the vision
When developing the vision you should:
- have a mental picture of the preferred organisation;
- ask, do our values fit in with the vision?
- Recognise that it should not just be a better version of the present without today's problems;
- develop the ability for scenario building, moving beyond the probable future (usually a perfect present).
Scenario-building
When in the process of scenario building you should:
- take stock of the current scenario by actively undertaking a SWOT analysis (Strengths, Weaknesses, Opportunities and Threats).
- create a timeframe.
- recognise impacts that will definitely occur during this timeframe.
- recognise variables that could make or break the organisation.
- develop outcomes or pictures of the future.
Testing future scenarios
Now that the scenarios have been created, use the following criteria to rank each scenario to see if it will stand within the plans of the organisation.
- Does it fit in with our philosophy, values?
- Is it feasible, given our past and present?
- Is that where we want to be?
- Does this change our mission?
Examples of vision statements:
1. "The sport of volleyball in Western Australia has a higher profile, is an attractive option, and has increased participation levels. This will be achieved by:
- well-structured development pathway participation options for all;
- strong relationships with all stakeholders;
- financial stability;
- all disciplines interacting cohesively;
- a dynamic and effective communications network;
- qualified and motivated board members and staff responsive to customers' needs."
2. "To have:
- a well developed and structured darts competition in Western Australia;
- skilled and informed people managing the development of darts in our club;
- highly-skilled coaches and officials education programs."
Questions we can consider when developing vision statement(s)
- How would peoples' skills and development be improved or changed if we were successful in achieving our purpose?
- What do our clients/stakeholders consider most important in our provision of services? What do they need from us?
- How can we contribute more effectively to the local community?
- What are the most important services that we should continue to provide, change or initiate in the next three years?
- What staffing and benefits changes do we need to implement to better achieve our purpose?
- What governance changes do we need to implement to better achieve our purpose?
- What resource development (fund-raising) changes do we need to implement to better achieve our purpose?
- What facilities and technology changes do we need to implement to better achieve our purpose?
- What infrastructure, systems, or communication changes do we need to implement to better achieve our purpose?
- How could we more effectively or efficiently provide our services? If we could only make three changes that could significantly impact our ability to provide quality services to our clients/stakeholders, what would those changes be?
- What makes us unique (distinguishes us from the competition)?
Drafting the vision statement(s):
Dare to dream the possible. What is your organisation's realistic but guiding vision of success?
External vision:
Describe how our member's and/or local community's lifestyles would be improved changed or different, if we were successful in achieving our purpose.
Internal vision:
Programs: What would be our ideal program mix/service in order of priority?
Governance/management: What would be our ideal in:
- Staffing
- Board make-up
- community image
- Funding
- Infrastructure
- Technology
- Information
- Systems
Where would you like to go next?
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