DEFINITION OF VISION, MISSION, AND PLANS OF ACTION

Vision (the dream)

Your vision communicates what your dreams and believes that are the ideal conditions for your
community.

Mission (the what and why)

An organization's mission statement describes what you are going to do, and why you’re going to
do that. Mission statements are similar to vision statements, but they're more concrete, and they
are definitely more "action-oriented" than vision statements.

Plans of Action

action plan describes in great detail exactly how strategies will be implemented to accomplish
the objectives developed earlier in this process. The plan refers to the specific action steps
necessary to bring about your mission(s) in all of the relevant sectors, or parts, of the community.

IMPORTANCE

 Have a guide for future decision

Vission, missions, and PoA Spell out the context in which you will operates and provides
your plans with a tone that is to be followed in the organizational climate. Since you
define the reasons for your position, they are indicators of the direction in which you
work must move to actualize the goals in the vision, mission, and Plans of Action

 Think in the long-term

By constructing your VMPOA as your first move, you will likely to think in the long-
term and don’t rush all the things out, will be able to work within something that called
the balance cycle rather than in a stress cycle. In the balance cycle, you will be more
satisfied, more productive, and experience more meaning and enjoyment. In comparison,
 without a personal vision, you could end up in the stress cycle where you experience
more burnout and often feel as though your efforts are wasted and lack meaning.

 Personal Branding
VMPOA provide a philosophy of existence of yourself. It shows the reason why you
taking the position, what actions you will provide in the future, and what kind of person
you are. It’s very crucial because this is what distinguish you from the others

 To help in the translation of objectives into actionable cost, performance, and time
related measures.
 Become meaning-driven and inner-directed.
 To be sure you don't overlook any of the details
 To understand what is and isn't possible for you and your organization to do

HOW TO CREATE GOOD VISION, MISSION, AND PLAN OF ACTIONS

1. VISION :
LEARN WHAT IS IMPORTANT TO PEOPLE IN YOUR COMMUNITY
By having a better understanding of your community, it means you have the tools to develop
your unique statements of vision.

In general, vision statements should be:

 Understood and shared by members of the community

 Broad enough to include a diverse variety of several perspectives
 Inspiring and uplifting to everyone involved in your effort
 Easy to communicate (be straight-forward, don’t use difficult words just to look cool)

2. MISSIONS
The next step of the action planning process is to ground your vision in practical
terms. This is where developing a mission statement comes in. Mission statements are similar
to vision statements, in that they, too, look at the big picture. However, they're more
concrete, and they are definitely more "action-oriented" than vision statements. Your vision
statement should inspire people to dream; your mission statement should inspire them to
action.
The mission statement might refer to a problem, such as an inadequate role of
members in organization, or a goal, such as providing a good environmental for external
partner. And, while they don't go into a lot of detail, they hint - very broadly - at how your
organization might fix these problems or reach these goals. Some general guiding principles
about mission statements are that they are:

 Concise. While not as short as vision statements, mission statements generally still get
their one point across in one sentence.
 Outcome-oriented. Mission statements explain the fundamental outcomes your
organization is working to achieve.
 Inclusive. Good mission don’t go too specific by limiting strategies or sectors that may
become involved in the project.

3. Plans of Action
 Developing an action plan can help you turn your vision and missions into reality, and
increase efficiency and accountability within an organization. An action plan describes
the way your organization will meet its objectives through detailed action steps that
describe how and when these steps will be taken.

In some ways, an action plan is a "heroic" act: it helps us turn our dreams into a
reality. An action plan is a way to make sure your organization's vision is made concrete.
It describes the way your group will use its strategies to meet its objectives. An action
plan consists of a number of action steps or changes to be brought about in your
community.
The plans should be complete, clear, and current. Additionally, the action plan
should include information and ideas you have already gathered while brainstorming
about your objectives and your strategies. What are the steps you must take to carry out
your objectives while still fulfilling your vision and mission? While the missions might
address general goals you want to see accomplished, the action steps will help you
determine the specific actions you will take to help make your vision a reality.

Each action step or change to be sought should minimal include the following information:

 What actions or changes will occur

 Who will carry out these changes
 By when they will take place, and for how long
 What resources (i.e., money, staff) are needed to carry out these changes
 Communication (who should know what?)

These informations depends on what position are you applying to, for further information of
what should included don’t hesitate to ask your predecessors.

EXAMPLES : Go search about good Vision, Missions, and PoA (could be yours or CIMSA
National Official Candidature at issue)
REFERENCES :

Barry, B. (1984). Strategic planning workbook for nonprofit organizations. St. Paul: MN:
Amherst H. Wilder Foundation.
Bryson, J. (1988). Strategic planning for public and nonprofit organizations: A guide to
strengthening and sustaining organizational achievement. San Francisco: Jossey-Bass
Publishers.
Kansas Health Foundation. VMOSA: An approach to strategic planning. Wichita, KS: Kansas
Health Foundation.
The Highland Company. (2017). Personal Vision Examples. Accessed on 20 November 2019,
from https://www.highlandsco.com/personal-vision-examples/
Taiwo, Akeem & Lawal, Fatai & Agwu, Edwin. (2016). Vision and Mission in Organization:
Myth or Heuristic Device?. The International Journal Of Business & Management. 4.
127.