Creating+a+Vision

Creating a Vision
When you begin the process of strategic planning, visioning comes first. When visioning the change, ask yourself, "What is our preferred future?" and be sure to:
 * Draw on the beliefs, mission, and environment of the organization.
 * Describe what you want to see in the future.
 * Be specific to each organization.
 * Be positive and inspiring.
 * Do not assume that the system will have the same framework as it does today.
 * Be open to dramatic modifications to current organization, methodology, teaching techniques, facilities, etc.


 * Key Components for Your Vision**

Incorporate Your Beliefs

Your vision must be encompassed by your beliefs.
 * Your beliefs must meet your organizational goals as well as community goals.
 * Your beliefs are a statement of your values.
 * Your beliefs are a public/visible declaration of your expected outcomes.
 * Your beliefs must be precise and practical.
 * Your beliefs will guide the actions of all involved.
 * Your beliefs reflect the knowledge, philosophy, and actions of all.
 * Your beliefs are a key component of strategic planning.
 * Create a Mission Statement**
 * Create a Mission Statement**

Once you have clarified your beliefs, build on them to define your mission statement which is a statement of purpose and function. Here is an example mission statement: "By providing quality education, we empower individuals to become caring, competent, responsible citizens who value education as a lifelong process."
 * Your mission statement draws on your belief statements.
 * Your mission statement must be future oriented and portray your organization as it will be, as if it already exists.
 * Your mission statement must focus on one common purpose.
 * Your mission statement must be specific to the organization, not generic.
 * Your mission statement must be a short statement, not more than one or two sentences.


 * Benefits of Visioning**

The process and outcomes of visioning may seem vague and superfluous. The long-term benefits are substantial, however. Visioning:
 * Breaks you out of boundary thinking.
 * Provides continuity and avoids the stutter effect of planning fits and starts.
 * Identifies direction and purpose.
 * Alerts stakeholders to needed change.
 * Promotes interest and commitment.
 * Promotes laser-like focus.
 * Encourages openness to unique and creative solutions.
 * Encourages and builds confidence.
 * Builds loyalty through involvement (ownership).
 * Results in efficiency and productivity.


 * Vision Killers**

As you engage in the visioning process, be alert to the following vision killers:
 * Tradition
 * Fear of ridicule
 * Stereotypes of people, conditions, roles and governing councils
 * Complacency of some stakeholders
 * Fatigued leaders
 * Short-term thinking
 * "Naysayers"
 * Exercise in Creating a Vision**

Take the time to assimilate this information, use the following example to exercise your planning techniques: || It is five years from today’s date and you have, marvelously enough, created your most desirable district. Now it is your job, as a team, to describe it - as if you were able to see it, realistically around you. Respond to the following questions:
 * How has the job market changed?
 * What have we done to prepare our students for success in this world?
 * What do we as board members spend most of our time doing?
 * How are our meetings structured?