Vision Statement: (Desired End-State) A one-sentence statement describing the clear
and inspirational long-term desired change resulting from an organization or program’s work
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The best visions are inspirational, clear, memorable, and concise.
Be clear and simple
Avoid elaborate language and buzz words
Easily explained by those involved
Are NOT to be confused with a mission statement
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EXAMPLE VISION STATEMENTS
Feeding America: A hunger-free America (4 words)
Alzheimer’s Association: Our vision is a world without Alzheimer’s (7)
Habitat for Humanity: A world where everyone has a decent place to live. (10)
Oceana seeks to make our oceans as rich, healthy and abundant as they once were. (14)
Make-A-Wish: Our vision is that people everywhere. will share the power of a wish (13)
The Nature Conservancy: Our vision is to leave a sustainable world for future generations. (11)
NPR, with its network of independent member stations, is America’s pre-eminent news
institution (12)
Teach for America: One day, all children in this nation will have the opportunity to attain an
excellent education. (16)
ASPCA: That the United States is a humane community in which all animals are treated with
respect and kindness. (18)
Smithsonian: Shaping the future by preserving our heritage, discovering new knowledge, and
sharing our resources with the world (17)
WWF: We seek to save a planet, a world of life. Reconciling the needs of human beings and the
needs of others that share the Earth… (25)
VFW: Ensure that veterans are respected for their service, always receive their earned
entitlements, and are recognized for the sacrifices they and their loved ones have made on behalf
of this great country. (32)
Special Olympics: To transform communities by inspiring people throughout the world to open
their minds, accept and include people with intellectual disabilities and thereby anyone who is
perceived as different. (28)
Is the vision statement longer than 20 words? Can you get it below 15? Below 10? Design the
vision statement to clearly communicate what you are working to achieve in a way that people
can remember it and communicate this to others.
When visioning the change, ask yourself, "What is our preferred future?" and be sure to:
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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.
Developing a Vision Statement
1. The vision statement includes vivid description of the organization as it effectively
carries out its operations.
2. Developing a vision statement can be quick culture-specific, i.e., participants may use
methods ranging from highly analytical and rational to highly creative and divergent, e.g.,
focused discussions, divergent experiences around daydreams, sharing stories, etc.
Therefore, visit with the participants how they might like to arrive at description of their
organizational vision.
3. Developing the vision can be the most enjoyable part of planning, but the part where time
easily gets away from you.
4. Note that originally, the vision was a compelling description of the state and function of
the organization once it had implemented the strategic plan, i.e., a very attractive image
toward which the organization was attracted and guided by the strategic plan. Recently,
the vision has become more of a motivational tool, too often including highly idealistic
phrasing and activities which the organization cannot realistically aspire.
ASKING THE QUESTIONS:
What needs to be changed?
Children and adults should not be hidden away.
Why should issues be addressed? What are the costs to the involved parties?
Needless waste of life and resources; parents lose children
What are the strengths and assets – to the organization and to the stakeholders
Ability to fund research, lobby for change in medical community and perception in
general; mental and intellectual gifts and skills of the physically disabled are respected
and used
What is the dream end-state – in a perfect world what would this look like
Birth defects, like polio, are non-existent
What would success look like?
All people are respected without any emphasis place on ‘disability’
EXAMPLE
March of Dimes
The original vision was to eradicate polio. In 1958 the focus shifted to preventing birth defects
as polio had all but been eradicated.
The Mission Statement is: We help moms have full-term pregnancies and research the problems
that threaten the health of babies., work and play their communities.
So in this case the vision was altered based on mission fulfillment.