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Envisioning is a process by which individuals or groups develop a vision or dream of a future state for themselves, their organisations or their program. The vision for the future state, which your strategic plan help to create is

• future directed
• shared
• able to mobilise energy
• a source of pride and purpose
• clear, with a sense of direction
• powerful and positive
• sustainable
• action oriented
• comprehensive
• detailed

In this context a vision may be many things. It may arise from a monastic retreat, a shining light in the sky, or a heavenly image of a harmoniously running project. A slightly more common source of vision is a charismatic leader with a clear direction and driving passion. Most of us, however, make do with more humdrum work-a-day lives. A strategic vision can arise in more ordinary professional or community settings, with an idea for a new service, an unrecognised need, an innovative source of funding, or an expressed demand. What is necessary is to be allowed to expand that notion or idea into a clear picture of how things could be different, how things could be truly better, how natural creativity might be applied in our organisation or project. The capacity for envisioning exists in everyone who can daydream or wish that things were better. What is needed is a method for expressing the vision in language and forms, which can be translated into organisational change and the development of programs and projects.

An envisioning process is often lengthy, requiring a large input of time by staff, participants and stakeholders. It is often thought that time sent in an envisioning processes could be better spent in other ways.

You do not need a full envisioning process if the program already has a vision statement (or a close equivalent) AND

• you have evidence that participants know what the vision statement is,
• this vision still provides stakeholders and participants with purpose and a sense of direction
• it is future directed
• the vision is sustainable in the medium term future

The continuing validity of the vision statement should be tested in each strategic planning cycle (this is, typically, each year).

You may be able to short cut the envisioning process if an implicit vision can be made explicit through a process of consultation and collaboration. This may be an old statement updated, or a new statement constructed. Stakeholders should own it, and it should provide a sense of purpose and direction. A statement that has not emerged from among staff, participants and stakeholders is not likely to be successful, even if they give formal assent to it.

You should embark on an envisioning process if:

1. You or other participants see a need for a common vision and a sense of teamwork; when someone realises that elements of the program are not working together; or one part is not working with the larger organisation; or there is a lack of direction.
2. Participants experience a desire to control the program's destiny; when program participants become uncomfortably aware that their program, and especially it's future direction, is being controlled by others inside or outside of the parent organisation.
3. When staff or participants wish to obtain more resources for the operation of the program or project; when there is evidence of a need for additional resources or a change in resources to enable future activities.
4. When staff or participants realise that that current operational success is no guarantee for the future; when business as usual now may not ensure business as usual in the future.
5. When the project or program needs to get out of trouble; when there is a need to reinvigorate the program's energy.
6. When there is a chance to exploit new opportunities or deal with a new threat; extend into new markets, provide service to new clientele, lose traditional clients, face cutbacks in funding.
7. When there is a need to pass the torch on; when change in staffing or the environment requires future thinking and adjustments

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