![]() Developing a Strategic Plan . Proclaiming Your Dream: Developing Vision and Mission Statements . Developing a vision and mission statement is crucial to the success of community initiatives. These statements explain your group's aspirations in a concise manner, help your organization focus on what is really important, and provide a basis for developing other aspects of your strategic plan. This section provides a guide for developing and implementing your organization's vision and mission statements. What is a vision statement? Your vision is your dream. The Vision, Mission, Objectives, and Business Description The Vision. Mission, Objectives, and Business Description. The following Slideshare presentation by Alar Kolk — Visions & Missions of Fortune Global 100 — includes the vision and mission statements of companies in the. How Mission and Vision Statements work: A Mission Statement defines the company's business. Companies use Mission and Vision Statements to. Mission/Vision; Corporate Philosophy; The Team. We are a dedicated team striving to bring growth to our community, helping to maintain existing companies and assist our clients in making their dreams become a reality. Companies vision and mission. Companies vision and mission. ![]() It's what your organization believes are the ideal conditions for your community; that is, how things would look if the issue important to you were completely, perfectly addressed. It might be a world without war, or a community in which all people are treated as equals, regardless of gender or racial background. Whatever your organization's dream is, it may be well articulated by one or more vision statements. Vision statements are short phrases or sentences that convey your community's hopes for the future. By developing a vision statement or statements, your organization clarifies the beliefs and governing principles of your organization, first for yourselves, and then for the greater community. ITC is one of India's foremost private sector companies.![]() Our Mission,Vision,Strategic Goals, and Objectives. EDA Reauthorization The Department’s EDA was reauthorized in 1998. There are certain characteristics that most vision statements have in common. In general, vision statements should be: Understood and shared by members of the community. Broad enough to include a diverse variety of local perspectives. Inspiring and uplifting to everyone involved in your effort. Easy to communicate - for example, they are generally short enough to fit on a T- shirt. Here are some examples of vision statements that meet the above criteria: Caring communities. Healthy children. Safe streets, safe neighborhoods. Every house a home. Education for all. Peace on earth. What is a mission statement? The next piece of the puzzle is to ground your vision in practical terms. This is where developing a mission statement, the next step in the action planning process comes in. An organization's mission statement describes what the group is going to do and why it's going to do that. However, they're more concrete, and they are definitely more . Your vision statement should inspire people to dream; your mission statement should inspire them to action. The mission statement might refer to a problem, such as an inadequate housing, or a goal, such as providing access to health care for everyone. And, while they don 't go into a lot of detail, they start to hint - very broadly - at how your organization might fix these problems or reach these goals. Some general guiding principles about mission statements are that they are: Concise. While not as short as vision statements, mission statements generally still get their point across in one sentence. Outcome- oriented. Mission statements explain the fundamental outcomes your organization is working to achieve. Inclusive. While mission statements do make statements about your group's key goals, it's very important that they do so very broadly. Good mission statements are not limiting in the strategies or sectors of the community that may become involved in the project. The following examples should help you understand what we mean by effective mission statements.? First of all, because these statements can help your organization focus on what is really important. Although your organization knows what you are trying to do to improve your community, it's easy to lose sight of this when dealing with the day- to- day hassles that plague all organizations. Your vision and mission statements help members remember what is important as you go about doing your daily work. Second, your vision and mission statements let other individuals and organizations have a snapshot view of whom your group is and what it wants to do. When your vision and mission statements are easily visible (for example, if they are on the letterhead of your stationary), people can learn about your organization without having to work hard for the information. Then, those with common interests can take the time necessary to learn more. Clearly, this can be very helpful when you are recruiting other people and organizations to join in your effort. Finally, vision and mission statements are also very helpful in having members who are focused and bound together in common purpose. Not only do the statements themselves serve as a constant reminder of what is important to your organization, the process of developing them allows people to see the organization as . For example, having clear and compelling vision statements can: Draw people to common work. Give hope for a better future. Inspire community members to realize their dreams through positive, effective action. Provide a basis for developing the other aspects of your action planning process: your mission, objectives, strategies, and action plans. Having a clear mission statement can: Convert the broad dreams of your vision into more specific, action- oriented terms. Explain your goals to interested parties in a clear and concise manner. Enhance your organization's image as being competent and professional, thus reassuring funding sources that their investment was (or would be!) a smart choice. How do you create vision and mission statements? Armed with a better understanding of vision and mission statements, it's time for your organization to develop them for itself. If your group has already developed vision and mission statements, you might wish to look at them in light of the criteria we discussed above. If members of your organization feel your current statements could be improved upon, this process can be used to modify them. Let's go! Learn what is important to people in your community. As developing your vision and mission statements is the first step in developing the action plan that will guide your effort, it is especially important that these first steps are well grounded in community beliefs and values. Knowing the important issues in your community is vital for the development of a strong, effective, and enduring action group. Therefore, one of the first steps you should take when developing the vision and mission of your organization will be is to define the issue(s) that matter most to people in your community. How do you go about doing so? There are many different ways you can gather this information, including: Conduct . These meetings are usually led by facilitators, who guide a discussion of what people perceive to be the community 's strengths and problems, and what people wish the community was like. Someone usually records these meetings, and a transcript of what is said provides a basis for subsequent planning. Hold focus groups with the people interested in addressing the issue(s), including community leaders, people most affected by the issues, businesses, church leaders, teachers, etc. Focus groups are similar to public forums and listening sessions, but they are smaller and more intimate. Generally speaking, they are comprised of small groups of people with similar backgrounds, so they will feel comfortable talking openly about what concerns them. For example, the members of a group are generally about the same age, are of the same ethnic group, or have another common experience. They are used in much the same way as public forums, and also use facilitators and recorders to focus and take notes on the work done. Your organization may choose to hold focus groups with several different groups of people, to get the most holistic view of the issue at hand. For example, if your organization is involved in child health, you might have one focus group with health care providers, another with parents or children, and still another with teachers. Once you have a rough mission statement, you might again use a focus group to test it out. Obtain interviews with people in leadership and service positions, including such individuals as local politicians, school administrators, hospital and social service agency staff, about what problems or needs they believe exist in your community. Often, these individuals will have both facts and experiences to back up their views. If so, you can also use these data later if and when you apply for funding, or when you request community support to address the issues. More information on this topic can be found in Chapter 3, Section 1. Conducting Interviews. Of course, these different ways to gather information from you community aren't mutually exclusive. In fact, if you have the resources, it makes sense to do all of the above: to have some time for the community at large to respond, then spend more time in focus groups with the people you believe might contribute greatly to (or be most affected by) some of the issues brought up in your community listening session. And finally, some one on one time with community leaders can only serve to strengthen your knowledge and purpose; remember, there are undoubtedly many people in your community who have been wrestling with the same issues you are now looking at for a long time. Take advantage of that experience; you don't want to reinvent the wheel! Decide what to ask. No matter if you are talking to one person or 3. Here's a list of questions you might use to focus your discussions with community members. These questions may be used for individual interviews, focus groups, public forums, or in any other way you choose to gather information. What is your dream for our community? What would you like to see change? What kind of community (or program, policy, school, neighborhood, etc.) do we want to create? What do you see as the community's (or school's, neighborhood's, etc.) major issues or problems? What do you see as the community's major strengths and assets? What do you think should be the purpose of this organization (or effort)? Why should these issues be addressed? What would success look like?
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