Download - 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


www.gdpconsulting.ca Brenda Kelleher-Flight Ph.D. Page 1


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.



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.



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.



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.



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....



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


accomplish an end although

they may not be the group to

find the cure

D Yes Yes Yes



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.



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)



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


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


accomplish their outcomes

D Yes Yes Yes



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)



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.



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



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?



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.



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



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.



• 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.



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.