Creating a Vision

This is from .http://www.nsba.org/sbot/toolkit/cav.html.  It is a really great  

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

Once you have clarified your beliefs, build on them to define your mission statement which is a statement of purpose and function.

• 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.

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."

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:

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?