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5 Ways to Develop a Vision for a Non-Profit Organization
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Transcript of 5 Ways to Develop a Vision for a Non-Profit Organization
5 Ways to
Develop a
Vision for a
Non-Profit
Organization
January 1
����Prior to writing a vision statement, it is imperative that each non-profit board clearly state its mandate. When the agreed-upon mandate is written, the board is ready to write its vision statement. This 20-page paper outlines five methods non-profit boards can use to create their vision. These include: Noticing Conflict; Moving From Frustration to Harmony; Investigating All Possibilities; Creating the Patchwork; and Visioning Individually and Collectively. These methods can be use separately or combined depending on the comfort level of the board members. They key is that the board ends up with a statement which affirms what will be achieved when its mandate is attained.
Brenda Kelleher-
Flight Ph.D.
5 Ways to Develop a Vision for a Non-Profit Organization
www.gdpconsulting.ca ©2012 Brenda Kelleher-Flight i
Table ofTable ofTable ofTable of ContentsContentsContentsContents
Introduction ....................................................................................... 1
Is There Anything We Need to Do Before We Write Our Vision? ............ 1
What is a Vision? .......................................................................................... 2
What Should The Board Think About? ....................................................... 3
Does the Board Need a Lengthy Vision Statement? ..................................... 3
Five Techniques for Developing the Vision .................................................. 4
Noticing Conflict ........................................................................................... 5
Moving From Frustration to Harmony ........................................................ 8
Investigating All Possibilities ....................................................................... 10
Creating the Patchwork ............................................................................... 13
Visioning Individually and Collectively ...................................................... 15
Summary ..................................................................................................... 17
5 Ways to Develop a Vision for a Non-Profit Organization
www.gdpconsulting.ca Brenda Kelleher-Flight Ph.D. Page 1
5 Ways to Develop a Vision for a Non-Profit Organization
by
Brenda Kelleher-Flight Ph.D.
Introduction
Prior to writing a vision statement, it is imperative that each non-profit board clearly
state its mandate. When the agreed-upon mandate is written, the board is ready to write
its vision statement. There are five ways to approach this task.
This paper outlines these five methods: Noticing Conflict; From Frustration to Harmony;
Investigating All Possibilities; Creating the Patchwork; and Visioning Individually and
Collectively.
These methods can be used separately or combined depending on the comfort level of
the board members. The key is that the board ends up with a statement which affirms
what will be achieved when its mandate is attained.
.
Is There Anything We Need to Do Before We Write Our Vision?
Yes. Before any entity writes its vision it needs to clarify its mandate ensuring it
1) Clearly states the entity’s obligations
2) Outlines the powers of the board
3) Distinguishes between the responsibilities of this entity and the responsibilities of
similar organizations
4) Is precise and inclusive
5) Is interpreted by all board members in the same way.
5 Ways to Develop a Vision for a Non-Profit Organization
www.gdpconsulting.ca Brenda Kelleher-Flight Ph.D. Page 2
What is a Vision?
A vision states the desired outcome for those persons the board represents.
In order to determine this vision, the board thinks about
a. What it wants in the end for those it represents
b. How that outcome would benefit those persons represented
c. What that outcome produces for the persons represents and/or their significant
others (family, friends, employers, etc.)
d. Why it wants to achieve this outcome.
The vision does not describe
1. What the board is going to do
2. How the board is going to do something
3. What the board offers others
4. The limitations on the entity’s programs/services
5. The board’s mission
6. The board’s short-term or intermediate goals.
5 Ways to Develop a Vision for a Non-Profit Organization
www.gdpconsulting.ca Brenda Kelleher-Flight Ph.D. Page 3
What Should The Board Think About?
Think about how the board can affect or improve the lives of others. Be open to all of
the possibilities. Brainstorm and note every suggestion..
Outline the tangible results those you represent will see if you achieve your vision.
Do not make it complex and unwieldy. If this outcome is something others deserve,
write it clearly.
Does the Board Need a Lengthy Vision Statement?
No. The shorter the statement the better it will be for all those involved with the
organization.
A short vision statement
• shows how this board is different from other organizations
• is memorable
• keeps the board focused
• engages others
• can be supported in all ways (financially, socially, etc.)
• demonstrates that you are focusing on needs rather than on wants.
5 Ways to Develop a Vision for a Non-Profit Organization
www.gdpconsulting.ca Brenda Kelleher-Flight Ph.D. Page 4
Five Techniques for Developing the Vision
Five techniques for developing the vision are discussed. These include:
1) Noticing Conflict
2) Moving From Frustration to Harmony
3) Investigating All Possibilities
4) Creating the Patchwork
5) Visioning Individually and Collectively
Choose the technique or combine the techniques that work for the board members. One
way is not better than the other.
During this process it is essential for all board members to refrain from
• arguing
• putting down any ideas
• competing with other members
• trying to do more than the human and financial resources permit
• competing with other organizations
• using this process to position your organization as an adversary toward others
• being resentful
• being judgemental toward any person or practice.
5 Ways to Develop a Vision for a Non-Profit Organization
www.gdpconsulting.ca Brenda Kelleher-Flight Ph.D. Page 5
Technique 1: Notice Conflict
The first technique is to notice (not dwell on) areas of conflict or gaps/deficiencies in
programs and services. When the board members note what they do not want, quickly
shift their focus to what they do want.
The reason for this quick shift in focus is to place everyone’s energy where they can
accomplish results. There will be board members who will want to focus on all of the
issues and problems; however, it is necessary to move forward. Remaining stuck in the
past will not serve anyone in the future.
Now that everyone’s energy is redirected toward what they do want, start brainstorming.
Do not limit ideas. Write every idea on a flip chart. When this exercise is finished, ask
the following questions to eliminate areas on which you do not need to focus:
1) Does another entity offer these programs or services? If yes, ask the
following questions
a. Does this board want or need to compete with this organization?
b. Should this board partner with this organization?
c. Should the board place its focus on complimentary
programs/services?
d. What else needs to be done (the gaps)?
2) Is what we want feasible?
a. Can we obtain the funding?
b. Can we find the staffing or other required resources?
c. Is it logistically possible (considering distance, time, facilities, etc.)?
Key:Key:Key:Key: Do not focus on what is not wanted Do not focus on what is not wanted Do not focus on what is not wanted Do not focus on what is not wanted
because that is what will be perpetuatedbecause that is what will be perpetuatedbecause that is what will be perpetuatedbecause that is what will be perpetuated....
5 Ways to Develop a Vision for a Non-Profit Organization
www.gdpconsulting.ca Brenda Kelleher-Flight Ph.D. Page 6
3) Is this outcome realistic?
a. Given what the board knows statistically or based on current
research can this outcome be achieved?
b. Is the board willing to put in the effort to achieve it?
c. Can the board garner what it needs to achieve it?
d. Can the board keep up the momentum needed to achieve this
outcome and if it cannot, does it know where to find the resources?
e. Is the board willing to work in harmony with others to achieve this
outcome?
Samples
Review these vision statements. Next, ask the questions which follow to determine if
they are outcome statements which would be realistic for a non-profit entity which
intends to offer programs and services to individuals with muscular dystrophy.
Sample A: The Vision of the X Entity is of the elimination of muscular dystrophy.
Sample B: The Vision of X is to be a leader in finding a cure for multiple sclerosis and enabling people affected by multiple sclerosis to enhance their quality of life.
Sample C: The Vision of X is to enable everyone affected by MS to live life to their potential and secure the care and support they need, until we ultimately find a cure.
Sample D: The Vision of X is of individuals with multiple sclerosis who are living life to their potential.
Samples It is an Outcome
Statement
Would be achieved if
mandate is realized
Does not state how entity
would achieve outcome
A Yes X - this entity probably
focuses on more than the
elimination of MS
Yes
B X – describes what
the entity will do
May or may not be able to
be realized
Does state how they will
accomplish their end (by being
a leader)
C X – describes what
the entity will do
May or may not be able to
be realized
Does state how they will
accomplish an end although
they may not be the group to
find the cure
D Yes Yes Yes
5 Ways to Develop a Vision for a Non-Profit Organization
www.gdpconsulting.ca Brenda Kelleher-Flight Ph.D. Page 7
Remember, if you choose this method, these are only samples to help you design your
own vision. Do not be bound by them. Be creative, read your mandate and write an
outcome statement which reflects what the board wants to see when its mandate is
achieved.
5 Ways to Develop a Vision for a Non-Profit Organization
www.gdpconsulting.ca Brenda Kelleher-Flight Ph.D. Page 8
Technique 2: Moving From Frustration to Harmony
Think of every subject as being two subjects or as having two viewpoints. Your board
may be very frustrated with the system you have to access or the programs/services
offered you or those you represent. Those who offer services may have a different view.
In particular, those offering programs or services may think
• everything is fine and you are being unreasonable while you think they just do
not get it
• they are doing everything they can within the parameters of their resources while
you are thinking they are not doing enough
• that people should be more independent of systems and you are thinking that
systems should take more responsibility
• they thoroughly understand all of the details but you are thinking that they really
do not understand the circumstances because they are not living with the
particular situation.
This list could go on, yet this is sufficient to make the point.
Now, picture what you want rather than what you do not want. When that image is clear,
ask the question, “How does this board need to act in order to get what we want?”
When you note what you want done (all of the actions), ask, “What outcome would
these actions achieve?” Now you have your vision statement.
The samples below are designed to assist as you complete this process.
KeyKeyKeyKey: Remember every topic is really two topics.Remember every topic is really two topics.Remember every topic is really two topics.Remember every topic is really two topics.
Therefore, iTherefore, iTherefore, iTherefore, it is important to look at the situation from your perspective t is important to look at the situation from your perspective t is important to look at the situation from your perspective t is important to look at the situation from your perspective
and frand frand frand from the perspective of other stakeholders om the perspective of other stakeholders om the perspective of other stakeholders om the perspective of other stakeholders
(users, clients, patients, students, members, subjects, (users, clients, patients, students, members, subjects, (users, clients, patients, students, members, subjects, (users, clients, patients, students, members, subjects, service providers, service providers, service providers, service providers,
funders, funders, funders, funders, etc)etc)etc)etc)
5 Ways to Develop a Vision for a Non-Profit Organization
www.gdpconsulting.ca Brenda Kelleher-Flight Ph.D. Page 9
If you choose this method, please remember that these are only samples to help you
design your own vision. Do not be bound by them. Be creative, read your mandate and
write an outcome statement which reflects what the board wants to see when its
mandate is achieved.
Samples
Review these vision statements. Next, ask the questions which follow to determine
if they are realistic outcome statements for a non-profit entity intending to offer
programs and services to children with special needs.
Sample A: The vision of X entity is to be a leader in providing great care to children
with special health care needs.
Sample B: The vision of X entity is to provide the best care for their residents while
considering all the components which comprise an individual: their spiritual,
emotional, educational, cultural-ethnic and recreational needs.
Sample C: The Vision of X is to enable individuals with disabilities to live life to their potential and secure the care and support they need, thus enabling their families to have a healthy and productive lifestyle.
Sample D: The Vision of X is of individuals with special needs living life to their potential.
Samples It is an Outcome
Statement
Would be achieved if
mandate is realized
Does not state how entity
would achieve outcome
A Yes X - this tells what the
organization will do –
be a leader
X – it states how it will
achieve the outcome – by
being a leader
B X – describes
what the entity
will do
X- focuses on what the
organization will do
rather than on the
outcomes for the
residents
Does state how they will
accomplish their end (by
providing the best care)
C X – describes
what the entity
will do (secure
the care and
support needed
May or may not be able
to be realized
No matter how much
the entity does it may
not be able to control
the lives of families
Does state how they will
accomplish their outcomes
D Yes Yes Yes
5 Ways to Develop a Vision for a Non-Profit Organization
www.gdpconsulting.ca Brenda Kelleher-Flight Ph.D. Page 10
Technique 3: Investigating All Possibilities
There are certain ground rules which are essential in this process. These include
• being open
• being non-judgemental
• refusing to make any negative comments
• ensuring each participant contributes to the session
• considering each idea separately and in combination with other ideas
• refraining from negative body language
• keeping one’s tone of voice positive.
Step 1
Prepare a flip chart and markers. Let all ideas flow. It is important for the board to
consider the following:
1) who does the board intend to represent (be very specific about the
consumers/clients/patients/students/significant
others/residents/members/professionals)
2) what does the board intend to do for or offer each group (make this a bulleted list
for each group)
3) where does the board intend to offer this program, service or product (set the
boundaries)
4) when does the board intend to start and end each program or service
5) criteria which would limit its offerings
6) outcomes which the board wants to be its ultimate aim
7) fees or free (is the board assuming there would be a fee or costs associated with
any of these ideas)
5 Ways to Develop a Vision for a Non-Profit Organization
www.gdpconsulting.ca Brenda Kelleher-Flight Ph.D. Page 11
Step 2
When the board finishes the brainstorming session, ask the following questions:
1) Are other’s providing any program/service/product this board intends to offer?
a) If yes, does the board want to compete with or compliment the service that group
offers?
b) Would the board need to partner with that group(s) at any time in the future? If
the board will need to partner, is it willing to set up any type of adversarial
relationship at this time?
c) How could the board partner with this entity (ies) now?
2) How will the board generate the funding required to do everything it wants to do?
3) How will the board fund each of these ideas?
4) Does the board have the capacity or can it realistically build the capacity to do each
of the things it wants to do?
5) Is the suggested geographical area too large or too small?
6) Can the board realistically support each of the groups it has on its brainstorming list?
7) Does the board have the tools or expertise to do each of the things it wants to do?
8) Can the board garner the expertise to measure success in each of the suggested
areas?
As the board reviews each idea and acknowledges that it cannot obtain the funds,
expertise, systems or tools to fulfill that idea, then it is critical that this idea is removed
from the list. Keep doing this exercise until the group agrees that the remaining list is
realistic, in harmony with partner’s endeavours, and achievable given the board’s
resources.
5 Ways to Develop a Vision for a Non-Profit Organization
www.gdpconsulting.ca Brenda Kelleher-Flight Ph.D. Page 12
Step 3
Now the board has a manageable picture of who it intends to represent and what it
expects to accomplish, the members are ready to write the vision. Remember, the
vision is an outcome statement which describes the result that will be obtained if the
board achieves its mandate (what the board will do based on its reduced list).
The Sample brainstorming sheet outlined below is not intended to be all inclusive; it is
designed to help your process.
Sample Brainstorming Sheet
Who What Where When Criteria to limit
offerings
Outcomes Desired
Fees *Can Do
Yes No Yes No
Reminder list
1) Who the board intends to represent
2) What the board will to do for or offer each group
3) Where the board plans to offer this program, service or product
4) When the board proposes to start and end each program or service
5) Criteria which would limit our offerings
6) Outcomes which the board wants to be your ultimate aim
7) Fees or free
*The last column allows the team to decide collectively whether this idea can remain or
not at this time
5 Ways to Develop a Vision for a Non-Profit Organization
www.gdpconsulting.ca Brenda Kelleher-Flight Ph.D. Page 13
Technique 4: Creating the Patchwork
Many people are very visual. They can hear ideas but may not determine the amount of
work, talent, funding or cooperation required to make what they desire real. The best
non-profit entities have a very specific niche.
They do not overextend any of their resources. They meet their goals and prove to
funders and supporters that they deserve to be supported. These boards are part of the
community and prove their worth on a daily basis.
There are two ways to engage in this process. One uses a flip chart and markers and
the second uses actual pictures or graphics. Both methods work equally well. The key is
to be precise and make sure everything is represented in pictures or drawings.
Answer the following questions by creating drawings on your flip chart or pasting
pictures or graphics to it:
1) Who does the board want to represent? (be very specific about the consumers,
clients, patients, students, significant others, residents, members, professionals)
2) What does the board intend to do for or offer each group? (make this a bulleted list
for each group)
3) Where does the board propose to offer this program, service or product? (set the
boundaries)
4) When does the board want to start and end each program or service?
5) What criteria would limit the board’s offerings?
6) Which outcomes does the board want to be its ultimate aim?
7) Does the board assume there will be fees for service programs or will programs
or services be free?
5 Ways to Develop a Vision for a Non-Profit Organization
www.gdpconsulting.ca Brenda Kelleher-Flight Ph.D. Page 14
With the visual in front of the group, they are ready to determine whether
• the board can serve all those it desires to serve?
• to offer all of the programs, services or products the board would like to offer?
• the board can reach across the geography suggested by the group?
• the board can raise the funding to do all the things it would like to do?
• those the board represents or intends to represent really want that program,
service or product from your non-profit entity at the prices the board has to
charge?
• those the board represents would accept the limits it would have to set on the
programs, services or products?
When discussion is complete, redo the flip chart with the realistic and achievable ideas,
and the board is ready to write its vision by stating the outcome it will see if its mandate
is achieved.
5 Ways to Develop a Vision for a Non-Profit Organization
www.gdpconsulting.ca Brenda Kelleher-Flight Ph.D. Page 15
Technique 5: Visioning Individually and Collectively
Boards which use this method know that there is a high degree of trust among the
board members. There are five steps to this method: individual/paired work; identifying
commonalities; identifying differences; discussing the differences and reaching
consensus; and writing the final vision.
Step 1: Individual/ paired work
At this stage, the board may find this operational order of some assistance. The
facilitator could
• Review the organization’s mandate
• Ensure each person has the same interpretation of the mandate
• Ask each person/pair to write what they believe would be the outcome
(result) if your organization achieved its mandate.
Step 2: Identifying commonalities
During this step, complete the following exercise
• Post each person’s/pair’s statement
• Highlight the areas of common agreement
• Note the area of common agreement on a clean flip chart sheet
5 Ways to Develop a Vision for a Non-Profit Organization
www.gdpconsulting.ca Brenda Kelleher-Flight Ph.D. Page 16
Step 3: Identifying differences
Usually, there are areas where board members’ ideas deviate from their peers. To
ensure there is harmony during this step, this process may help
• Either
o 1) use a different colored highlighter, from the color used to identify
commonalities, to highlight the differences in opinions or
o 2) during a break write the areas on a clean sheet of flip chart paper
• Ask the members to read the phrases without reacting or judging the statement
and consider the risks or benefits associated with the phrase.
Step 4: Discussing differences and reaching consensus
Now the board is ready to complete the critical part of the exercise and you will need to
appoint a facilitator. The four steps are
• As individuals, read each statement and write either “a”, “b” or c by the
statement. These letters stand for the following:
a. Should be eliminated from the discussion
b. We need more information about the suggestion
c. Should be included in the vision statement
• The facilitator writes either a, b, or c by each phrase as he counts the number of
board members who wrote either “a”, “b”, or “c” by the phrase.
o When there is an argument or no consensus write “b” by the phrase and
move on.
o When you finish the list, write a new list of the “c” phrases on a clean flip
chart sheet and write a new list of “b” phrases on a flip chart sheet.
• Review the list of “b” statements and determine if there is any part of the phrase
that members’ agree on at this time and determine whether they want that part of
the phrase to the “a” list.
5 Ways to Develop a Vision for a Non-Profit Organization
www.gdpconsulting.ca Brenda Kelleher-Flight Ph.D. Page 17
• Now the remaining phrases have to be eliminated by moving them to the “a” list
or based on the discussion they have to move to the “c” list to be included in the
vision statement.
Now the facilitator has the final list of phrases which need to be included.
Step 5: Writing the vision
During a break, the facilitator can draft two or three possible statements. These
statements should be realistic given the mandate of the entity, and they should clearly
say what will be achieved when the mandate is realized. Now the board members are
ready to consider the options.
At this stage the board, may combine statements or choose one of the drafted
statements.
The key is that the statement is what the board believes and it is something which will
focus their discussions, decisions, and the strategic directions for the organization.
Summary
This paper outlines five methods non-profit boards can use to create their vision. These
include: Noticing Conflict; Moving From Frustration to Harmony; Investigating All
Possibilities; Creating the Patchwork; and Visioning Individually and Collectively.
These methods can be use separately or combined depending on the comfort level of
the board members. They key is that the board ends up with a statement which affirms
what will be achieved when its mandate is attained.
5 Ways to Develop a Vision for a Non-Profit Organization
www.gdpconsulting.ca Brenda Kelleher-Flight Ph.D. Page 18
Brenda Kelleher-Flight
Dr. Brenda Kelleher-Flight, founder of GDP Consulting and author of
“Decision Making Model of Governance”, is a leading professional in the
areas of governance, decision-making, policy, planning and performance
measurement.
She is highly proficient at leading not-for-profit boards, college boards, school
boards, aboriginal councils/governments/boards, and business teams. The specific areas include
research, governance policy, strategic and business plan development, management policy
development, and formulation/updating of constitutions and bylaws.
She continues to provide professional development in all areas of governance. She has spoken
provincially and nationally on governance, accountability, and planning. Brenda has a proven
record working with and for organizations.
Brenda's research in the area of board governance, decision making and creating the distinction
between governance and management is invaluable as she supports boards and individuals to
fulfill their personal and professional goals. She is skilled at ensuring that decisions are made
only by those who know the organization. She provides the framework and ensures those making
the decisions are aware of the possible advantages and disadvantages of various options.
She is a master at moving quickly to the root of each issue while working skillfully with the
legislative, policy, and resource context of the organization. Her knowledge and expertise assists
teams to scan, evaluate, and make decisions to meet their legal and moral obligations. As well,
she works effectively with personnel to determine what is interfering with interpersonal
relationships, what is holding them back in their career path, and to set realistic goals for their
professional and personal growth.