Like every organization these days, VVA is in transition. To grow and remain relevant, we must change in order to respond to changes occurring around us. The new global economy, the march of technology, and the maturing of our membership are just a few of the forces already impacting us. Not only do we need to change, we need to change fast just to stay up.

The core values expressed in the plan are those things that our members believe are why they joined VVA and what needs to be here for them to remain committed to VVA. The committee utilized these core values to guide its decision-making during the planning process and are important to be considered when implementing the plan.

The vision statement is how we want the organization to be viewed by our members, our staff, and the public at any ideal point in the future.

The mission statement: simply addresses how and what we do as an organization based upon rethinking our basic purposes.

The goals define areas from our mission statement where we can achieve specific results.

The rationale is a summary analysis of the forces likely to effect the achievement success of the stated goal.

The strategy for each goal defines in a broad sense what should be accomplished to attain specific achievements.

Objectives and workplans committees at all levels, including chapters and state councils and the national staff, are asked to establish objectives and work plans for each goal and strategy, including measurable outcomes. This will require the committee and national staff to rethink their work and shift their resources and energy to align their work with the Strategic Plan.

Chapters and state councils should undertake an assessment of their respective entity to determine how they can best align their objectives and activities to best support this Strategic Plan.

The roles identify the responsibilities that each entity within the organization could be expected to perform for the successful implementation of the Strategic Plan.

Follow-up a continuing effort will be undertaken by leaders of VVA to: Communicate the values, mission, goals, and strategies throughout VVA; support committees, national staff, state councils, and chapters in their efforts to achieve the goals; and measure and recognize achievement.

The Proposed Strategic / Operational Planning Model

* The model is constructed from the bottom up.

* After the plans are completed, one can easily check the consistency of current activities with agreements made in preceding blocks.

* Thus, the strategic plan serves to keep the organization on course: in pursuit of its mission-consistent with realities in the environment- and aligned with the core values of its members.

Workplans - Action plans of individuals responsible for achieving the objectives.

Objectives - Major results needed to implement the strategy in certain time.

Roles - Who gets to do what to align resources and people with the plan.

Strategies -The grand design for achieving each goal.

Goals - Four of five "chunks" of the mission (area for achievement).

Mission - The "match" between the core values and the realities of the environment

determines the core business of the organization.

SWOT Analysis - Organization's strengths and weaknesses, plus anticipated opportunities and threats in the environment.

Core Values - Specific aspirations members hold for the organization.