Guide Reading Chapter 8 Section 4 Revolutions in the Arts Answer Key

Larn how to use VMOSA to take a dream and make it a reality by developing a vision, setting goals, defining them, and developing activeness plans.

• What is VMOSA?

• Why should your organization use VMOSA?

• When should you use VMOSA?

VMOSA (Vision, Mission, Objectives, Strategies, and Action Plans) is a practical planning process used to help community groups define a vision and develop practical ways to enact change. VMOSA helps your organization set and accomplish short term goals while keeping sight of your long term vision. Implementing this planning procedure into your grouping'due south efforts supports developing a clear mission, building consensus, and grounding your group's dreams. This department explores how and when to implement VMOSA into your organisation's planning procedure.

What is VMOSA?

Ane way to make that journey is through strategic planning, the process by which a group defines its ain "VMOSA;" that is, its Fiveision, Mission, Objectives, Strategies, and Action Plans. VMOSA is a applied planning procedure that tin can be used by whatsoever community organisation or initiative. This comprehensive planning tool can help your system by providing a design for moving from dreams to deportment to positive outcomes for your community.

In this department, we will give a general overview of the process, and touch briefly on each of the private parts. In Examples, nosotros'll show yous how an initiative to prevent adolescent pregnancy used the VMOSA process finer. Then, in Tools, we offer you a possible agenda for a planning retreat, should your organization decide to use this procedure. Finally, the remaining sections in this chapter will walk y'all through the steps needed to fully develop each portion of the procedure.

Why should your arrangement utilise VMOSA?

Why should your organization utilise this planning process? There are many good reasons, including all of the following:

• The VMOSA process grounds your dreams. Information technology makes practiced ideas possible by laying out what needs to happen in lodge to reach your vision.
• By creating this process in a group effort (taking care to involve both people affected past the problem and those with the abilities to change it), it allows your system to build consensus effectually your focus and the necessary steps your organisation should take.
• The process gives you an opportunity to develop your vision and mission together with those in the community who volition be affected by what you exercise.  That means that your work is much more than likely to address the community'south existent needs and desires, rather than what you recollect they might be.  It also means community ownership of the vision and mission, putting everyone on the aforementioned folio and greatly increasing the chances that any try will exist successful.
• VMOSA allows your organization to focus on your short-term goals while keeping sight of your long-term vision and mission.

When should you utilize VMOSA?

And so, when should yous utilise this strategic planning process? Of course, information technology always makes sense for your organisation to have the direction and order it gives you lot, but there are some times information technology makes particularly good sense to utilise this process. These times include:

• When you are starting a new organization.
• When your organization is starting a new initiative or large project, or is going to brainstorm piece of work in a new direction.
• When your grouping is moving into a new phase of an ongoing effort.
• When y'all are trying to invigorate an older initiative that has lost its focus or momentum.
• When you're applying for new funding or to a new funder.  It'south important under these circumstances to clarify your vision and mission so that whatever funding you seek supports what your organization actually stands for.  Otherwise, you can wind upwardly with strings attached to the money that require yous to take a management not in keeping with your organisation'southward real purpose or philosophy.

Let'southward look briefly at each of the individual ingredients important in this procedure. And so, in the side by side few sections nosotros'll look at each of these in a more than in-depth manner, and explain how to go virtually developing each footstep of the planning process.

Vision (the dream)

Your vision communicates what your organization believes are the ideal weather for your community – how things would await if the upshot important to you lot were perfectly addressed. This utopian dream is generally described past one or more phrases or vision statements, which are brief proclamations that convey the community's dreams for the future. By developing a vision statement, your arrangement makes the behavior and governing principles of your arrangement articulate to the greater community (as well as to your ain staff, participants, and volunteers).

At that place are certain characteristics that nigh vision statements have in common. In general, vision statements should exist:

• Understood and shared by members of the customs
• Broad enough to encompass a variety of local perspectives
• Inspiring and uplifting to everyone involved in your effort
• Easy to communicate - for example, they should exist brusque enough to fit on a T-shirt

Here are a few vision statements which encounter the above criteria:

• Healthy children
• Safe streets, safe neighborhoods
• Every house a home
• Education for all
• Peace on earth

Mission (the what and why)

Developing mission statements are the next stride in the activity planning process. An organization's mission argument describes what the group is going to exercise, and why it's going to practise that. Mission statements are similar to vision statements, but they're more concrete, and they are definitely more than "action-oriented" than vision statements. The mission might refer to a problem, such as an inadequate housing, or a goal, such equally providing access to health intendance for everyone. And, while they don't go into a lot of item, they start to hint - very broadly - at how your organisation might go nigh fixing the problems information technology has noted. Some general guiding principles nigh mission statements are that they are:

• Curtailed. Although not equally short a phrase as a vision statement, a mission argument should still go its point beyond in one sentence.
• Outcome-oriented. Mission statements explain the overarching outcomes your organization is working to achieve.
• Inclusive. While mission statements do make statements almost your grouping's overarching goals, it's very important that they do so very broadly. Expert mission statements are not limiting in the strategies or sectors of the community that may become involved in the project.

The post-obit mission statements are examples that meet the in a higher place criteria.

• "To promote child health and development through a comprehensive family and community initiative."
• "To create a thriving African American community through development of jobs, education, housing, and cultural pride.
• "To develop a safe and healthy neighborhood through collaborative planning, community action, and policy advocacy."

While vision and mission statements themselves should be short, it often makes sense for an organization to include its deeply held beliefs or philosophy, which may in fact define both its work and the organization itself. I way to do this without sacrificing the directness of the vision and mission statements is to include guiding principles as an add-on to the statements. These tin can lay out the beliefs of the organization while keeping its vision and mission statements brusque and to the point.

Objectives (how much of what will be achieved by when)

In one case an system has developed its mission statement, its next step is to develop the specific objectives that are focused on achieving that mission. Objectives refer to specific measurable results for the initiative's broad goals. An organization'due south objectives more often than not lay out how much of what volition be accomplished by when. For example, one of several objectives for a community initiative to promote care and caring for older adults might be: "By 2015 (by when), to increment by 20% (how much) those elders reporting that they are in daily contact with someone who cares about them (of what)."

There are three basic types of objectives. They are:

• Behavioral objectives. These objectives look at changing the behaviors of people (what they are doing and saying) and the products (or results) of their behaviors. For case, a neighborhood improvement group might develop an objective effectually having an increased corporeality of dwelling repair taking place (the behavior) or of improved housing (the result).
• Community-level outcome objectives. These are related to behavioral consequence objectives, but are more focused more on a community level instead of an private level. For instance, the same group might suggest increasing the pct of decent affordable housing in the community as a community-level outcome objective.
• Procedure objectives. These are the objectives that refer to the implementation of activities necessary to accomplish other objectives. For instance, the grouping might prefer a comprehensive program for improving neighborhood housing.

It'southward important to empathise that these different types of objectives aren't mutually sectional. Most groups volition develop objectives in all three categories. Examples of objectives include:

• By December 2010, to increase by xxx% parent engagement (i.east., talking, playing, reading) with children nether 2 years of age. (Behavioral objective)
• Past 2012, to have made a 40% increment in youth graduating from high school. (Community -level consequence objective)
• By the twelvemonth 2006, increase past thirty% the percent of families that own their home. (Community-level effect objective)
• By Dec of this year, implement the volunteer grooming program for all volunteers. (Process objective)

Strategies (the how)

The next step in the process of VMOSA is developing your strategies. Strategies explain how the initiative will accomplish its objectives. By and large, organizations will have a wide multifariousness of strategies that include people from all of the different parts, or sectors, of the community. These strategies range from the very broad, which encompass people and resources from many unlike parts of the customs, to the very specific, which aim at advisedly defined areas.

Examples of broad strategies include:

• A child health program might use social marketing to promote adult involvement with children
• An boyish pregnancy initiative might decide to increment access to contraceptives in the community
• An urban revitalization projection might enhance the artistic life of the community by encouraging artists to perform in the area

Five types of specific strategies tin help guide virtually interventions. They are:

• Providing data and enhancing skills (e.g., offer skills preparation in conflict management)
• Enhancing services and support (east.g., start a mentoring programs for loftier-run a risk youth)
• Modify access, barriers, and opportunities (such as offering scholarships to students who would exist otherwise unable to nourish college)
• Change the consequences of efforts (due east.g., provide incentives for customs members to volunteer)
• Change policies (e.g., change business organization policies to allow parents and guardians and volunteers to spend more time with young children)

Activeness plan (what change will happen; who will exercise what by when to go far happen)

Finally, an organization's action programme describes in cracking particular exactly how strategies volition be implemented to accomplish the objectives developed before in this procedure. The plan refers to: a) specific (community and systems) changes to be sought, and b) the specific action steps necessary to bring about changes in all of the relevant sectors, or parts, of the community.

The cardinal aspects of the intervention or (community and systems) changes to be sought are outlined in the action plan. For example, in a plan whose mission is to increase youth interest in politics, one of the strategies might exist to teach students about the electoral system. Some of the action steps, then, might be to develop age-appropriate materials for students, to hold mock elections for candidates in local schools, and to include some teaching fourth dimension in the curriculum.

Action steps are developed for each component of the intervention or (community and systems) changes to exist sought. These include:

• Activity footstep(s): What will happen
• Person(due south) responsible: Who will do what
• Date to be completed: Timing of each action step
• Resource required: Resources and support (both what is needed and what'south available )
• Barriers or resistance, and a program to overcome them!
• Collaborators: Who else should know about this action

Here are two examples of action steps, graphed out and so you can easily follow the flow:

Action Step	Person(s) Responsible	Engagement to exist Completed	Resource Required	Potential Barriers or Resistance	Collaborators
Draft a social marketing programme	Terry McNeil (from marketing firm)	Apr 2006	$15,000 (remaining donated)	None anticipated	Members of the business action group
Ask local corporations to introduce flex-time for parents and mentors	Maria Suarez (from business action group)	September 2008	5 hours; 2 hour proposal prep; 3 hours for coming together and transportation	Corporation: may see this as expensive; must convince them of benefit of the plan for the corporation	Members of the business organisation activeness grouping and the schoolhouse action committee

Of class, once you take finished designing the strategic plan or "VMOSA" for your organization, you lot are just start in this piece of work. Your action plan will demand to exist tried and tested and revised, and then tried and tested and revised again. You'll need to obtain feedback from community members, and add and subtract elements of your plan based on that feedback.

In Summary

Everyone has a dream. Simply the near successful individuals - and customs organizations - take that dream and notice a way to arrive happen. VMOSA helps groups do just that. This strategic planning procedure helps community groups define their dream, set their goals, define ways to meet those goals, and finally, develop applied ways bring almost needed changes.

In this department, y'all've gained a full general understanding of the strategic planning procedure. If y'all believe your arrangement might benefit from using this procedure, we invite yous to motion on to the next sections of this chapter, which explain in some depth how to design and develop your own strategic programme.

Online Resources

Concerns Report Handbook: Planning for Community Health

The Free Management Library presents a thorough guide to strategic and action planning, plus links to online word groups.

Imagining Our Dream Customs provides guidance for visualizing your organization's platonic community.

Preventing Adolescent Pregnancy: An Activity Planning Guide for Community-Based Initiatives

Preventing Adolescent Substance Abuse: An Action Planning Guide for Customs-Based Initiatives

Preventing Kid Abuse and Fail: An Action Planning Guide for Community-Based Initiatives

Preventing Youth Violence: An Action Planning Guide for Community-Based Initiatives

Promoting Kid Well-Being: An Action Planning Guide for Community-Based Initiatives

Promoting Health for All: Improving Admission and Eliminating Disparities in Community Health

Promoting Salubrious Living and Preventing Chronic Affliction: An Action Planning Guide for Communities

Promoting Urban Neighborhood Development: An Activeness Planning Guide for Improving Housing, Jobs, Education, Condom and Health

Reducing Risk for Chronic Illness: An Action Planning Guide for Community-Based Initiatives

The Ruckus Social club offers an Action Planning Manual that discusses strategies for irenic direct action.

The Strategic Planning Process outlines 8 steps to developing a customized strategic plan for a coalition.

Work Group Evaluation Handbook

Your Activity Planning Guide for Promoting Full Community Participation Amongst People with Disabilities, a resource for independent living centers and other community-based initiatives, from the KU Enquiry & Training Middle on Independent Living and the KU Middle for Community Health and Development.

Youth Development: An Activeness Planning Guide for Community-Based Initiatives

Print Resource

Barry, B. (1982).Strategic planning workbook for non-profit 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.

Coover, V., et al. (1985).Resources manual for a living revolution: a handbook of skills & tools for social change activists. Philadelphia: New Society Publisher.

Fawcett, South., Paine, A., Francisco, V., Richter, Thousand.., Lewis, R., Williams, E., Harris, K., Wintertime-Greenish, M., in collaboration with Bradley, B. & Copple, J. (1992).Preventing adolescent substance corruption: an action planning guide for community -based initiatives. Lawrence, KS: Work Group on Health Promotion and Community Development, University of Kansas.

Fawcett, S., Schultz, J., Francisco, Five., Cyprus, J., Collie, V., Carson, 5., & Bremby, R. (2001).Promoting urban neighborhood evolution: An activity planning guide for improving housing, jobs, instruction, safety and health, and human development. Lawrence, KS: Piece of work Group on Health Promotion and Community Development.

Halfon, Due north., Inkelas, M., Rice, T., Sutherland, C., Tullis, E., & Uyeda, Grand. (2004).Building State Early on Childhood Comprehensive Systems. Volume 6: A Strategic Planning Guide for State-Level Early Childhood Systems-Building Initiatives: From Resources to Results for Young Children and Their Families.Los Angeles: UCLA Center for Healthier Children, Families, and Communities.

Kansas Health Foundation.VMOSA: An approach to strategic planning. Wichita, KS: Kansas Health Foundation.

Lord, R. (1989). The non-profit trouble solver: a management guide. New York, NY: Praeger Publishers.

Murray, E., & Richardson, P. (2002). Fast Forward: Organizational Changes in 100 Days. New York, NY: Oxford University Press.

Olenick, J., & Olenick, R. (1991). A non-profit organization operating manual: planning for survival and growth. New York, NY: Foundation Centre.

Stonich, P. J. (1982).Implementing strategy: making strategy happen. Cambridge: Ballinger Publishing Company.

Unterman, I., & Davis, R. (1984).Strategic management of not-for-profit organizations. New York, NY: CBS Educational and Professional Publishing.

Watson-Thompson, J., Fawcett, S.B., & Schultz, J. (2008).Differential furnishings of strategic planning on customs change in two urban neighborhood coalitions. American Journal of Customs Psychology, 42, 25-38.

Wolff, T. (1990).Managing a not-turn a profit organization. New York, NY: Prentice Hall Press.

Wolff, T. (2010). The Power of Collaborative Solutions: Six Principles and Effective Tools for Building Healthy Communities. San Francisco: Jossey-Bass.

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Source: https://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/vmosa/main

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