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What's in a Name? Vision, Mission, Goals

Get everyone moving in the right direction and then let them run!

Planning terms can be overwhelming. Whether or not they should, they can differ between funders, planners and types of plans. No matter what the different sections or processes of the plan are called, you can empower your team by developing a common language and expectations at the beginning. A common language will help make the meetings more effective and help participants end up in the same place.

Draft a short description of all the planning terms you are going to use and make sure everyone agrees. Which planning terms you use may be determined by an outside entity. If not, keep them simple and useful. Once you have defined your planning terms, consider your process.

For example, you may decide that the larger group will work together to develop a Vision and a Mission everyone on the planning team believes in and is inspired by. You may develop the Goals and/or objectives as a group. At some point however, once everyone agrees where you want to go, it can be productive to divide the larger group into smaller teams that represent and are more interested in various implementation strategies and/or actions. This helps team members feel like their time is valued. These smaller teams will still need to effectively interact with and report to the larger group. You may even require they report to and get approval from the larger group. This will maximize time, energy, and resources. It will make it more likely you will end up with a comprehensive plan and can encourage individuals to take responsibility for proposed actions.

Planning Strategies

Develop a common language

A common language not only helps participants understand key plan components such as vision, goals, objectives, strategies and actions but can also encourage creative thought and maximize participation by minimizing confusion.

Size

Maximize planning time and energy by developing your broader vision, goals, and objectives as a larger group but breaking into smaller teams to develop objectives and/or actions.

Make sure the right people are on the right teams

When breaking into smaller groups, be aware of key participants. Don’t disenfranchise the very people you asked to be part of the planning. If you aren’t careful you can end up with two teams who need the same expert or official and if that person is missing from important discussion or decision making it can set the entire group back.

Document and build an understanding of existing conditions

Sometimes people don’t see what is right in front of them. Develop an understanding of existing conditions and set the stage for success. Specific components of your assessment will depend on the plan, which makes this a great opportunity to divide and conquer. Tech savvy team members can search on-line for information, others can use a check list or survey, still others may be able to document existing conditions through photography. This will inform your plan, help the group come to an agreement on vision, goals and objectives, help measure and prove success, and make it more likely you will secure funding for implementation.

Be specific

The more specific and measurable goals, objectives, strategies and actions are, the more likely they will be implemented. Funders expect details. Who will implement the strategy? How and when will it be implemented? What actions will be taken and how many times? Where will the activity happen and which partners will help with implementation? What percentage of the people attending the activity do you expect to report that they have learned or will act?

Make it easy to read

If you want people to read and implement your plan, make it easy. Use bold headings, include introductions that tell the reader what to expect. Don’t be afraid of white space, keep margins at 1 inch or wider. Use 12 point font and easy to read font type. Add color photos tables, charts and bulleted lists when appropriate. Include sketches or proposed design elements.