2.3 Establishing a clear vision to guide our strategies Each change process should begin with the development of a clear vision. This is expressed in the systemic principle “begin with the end in mind”. Having a clear image of change means knowing as concretely as possible what that goal looks like, as this provides orientation and inspiration in the development of strategies and day-to-day actions46 and serves as the basis for measuring the expected change.47 The development of a common vision is, moreover, a crucial step to build commitment to the desired change. It helps people make an explicit choice in favour of what they want. It helps them compare the status quo and its ‘costs’ to the ‘benefits’ of change and commit to investing the required resources.48 Developing a vision statement should thus be an inclusive and inspiring process. A clear vision provides purpose and energy to the change agents (see above, § 2.1.2). As mentioned at one of the regional workshops a good vision can be “the reason why we get up in the morning”. The fact that most organisations nowadays have, and communicate, a clear ‘vision statement’ to the outside also shows that a vision not only inspires those who have developed it but it is also supposed to equally motivate and influence others. It is thus worth considering who the target group of a vision should be. Regarding procedural rights, it needs to be recognised that a vision may need to inspire and motivate all stakeholders relevant for achieving the desired change, such as police officers, as well as society at large. In that case, it may be useful to develop a more holistic vision to include the broader benefits of change, emphasising that procedural rights can help guarantee a fair trial, contribute to fairness and equality in criminal justice systems, increase the professionalisation and public trust in the criminal justice system and so forth. Moreover, a vision statement can also be used to raise awareness and mobilise public interest for the desired change. In that case a simple formulation may be important. In our project, we engaged in discussions about visions during the consultations which led to interesting discussions and brought to light different perspectives (e.g. on the question of mandatory legal aid). It served as an energising inspiration and prepared the discussions on how the desired change can be influenced. In the regional consultation in Madrid, a concrete suggestion for a vision for ideal legal aid system was developed and contained the following elements: • • • • • • Innovative, client centred and holistic service Sufficient and sustainable funding Interdisciplinary, well trained (basic training for all actors) and motivated lawyers (providing their services) Independent service provision, meaning insulating service from political influence and interference Access to legal aid for all if and when they need it Adaptability of the threshold to access The development of a vision was also considered a useful tool for the national roundtables. However, it became a challenge where not all participants agreed on the vision (e.g. police officers not supporting the introduction of AVR of interrogations). Moreover, it was witnessed that some participants struggled 46. See also Diana Whitney and Amanda Trosten-Bloom, The Power of Appreciative Inquiry: A Practical Guide to Positive Change (Berret-Koehler Publishers 2010) 60. 47. Helen Duffy, ‘Strategic Human Rights Litigation’ (Hart 2018) 237. 48. Stroh, Systems Thinking for Social Change (2004) 76-77. 22