Your vision and purpose become an anchor for your change. It outlines what you are trying to do and how you will get there.
Developing your vision and purpose
Recognise that writing the vision is just the beginning
It leads to engagement with all staff, stakeholders, and people to build buy-in and ensure everyone understands what implementing looks like to them. This needs to be done regularly to become an integral part of what we do and how we do it on a day-to-day basis.
Embed continuous inquiry
Write it in a way that allows teams to regularly question:
- What are you are doing and why?
- Are the processes aligning with the vision and purpose?
- Are the agreed processes, offers, and criteria no longer fit for purpose in achieving the vision and purpose?
Define the core values
This helps highlight who you are and how you approach things based on our vision and purpose.
Clarify expectations and timeframes
Outline what you expect and the timeframe for those expectations
Change may take time to implement and feel. Your vision and purpose may need to allow change to be delivered over time. You can then demonstrate how each year’s activity builds on the prior years’ working towards the vision.
Be obvious what you are and are not doing as a result
For example: we focus on home care to enhance results and lessen the need for hospital services. We support community-led social care, with third sector partners as the first point of contact and our role is focused on assessment after support is in place.
Aligning decisions
Understanding connections
Encourage decision-makers to consider how choices connect to others. This helps align actions with the vision and purpose.