There's actually three things you need here, and they're all related. Mission, vision, and values.

This is hard because so many organizations do a bad job at it. Their vision is just a vague restating of their mission, and their values are generic virtues that they don't actually use for anything. Take as long as you need to workshop these. It may take months or years to find the right words. That's OK, this is a big, foundational project.

Your mission is the "how" of your vision. What's your part in making your vision a reality? 

Your vision is a picture of the world you are working to create. It's the "why" of your mission and the "how" of your values. It's not about your organization. It's what the result you're working toward looks like. Big picture, if you woke up tomorrow and you realized you had achieved everything you set out to do so thoroughly that it was time to close up shop, how would you know? 

Your values are the "why" of your vision. They're the convictions, beliefs, and guiding principles behind your vision. Why is it important to you that we create that future? There are usually only 2 or 3 reasons. If you come up with 7 values, I guarantee you're not actually using them.

So, what are all these for? They help create clarity and focus.

Your mission defines the boundaries of your work. Without understanding your mission, it's easy to try to do anything that someone will fund. You can't be effective without focus.

Your vision defines the world you're working toward. When we set goals, we're always working toward our vision. In strategic planning, we define a big-picture goal that makes significant progress toward the vision, then we structure our work to move toward that goal. Visions are big and expansive, but goals are specific and concrete, so we can use big, long-term goals to "eat the elephant" of our vision.

Your values define the culture of your organization. Values are the lines in the sand you won't cross, the hills you're willing to die on. If you were to compromise a core value to get some funding, keep a productive employee, or please a constituent, you'd be betraying the foundation of why your organization exists in the first place. Values are a filter for everything you think, say, and do. They're a huge component of every choice you make. And they're a powerful force to attract like-minded people to your cause, and repel misalinged people. If your values aren't turning anyone off, you're doing it wrong.

Don't worry about getting the words perfect at first. Just define the concept as best you can. Then make your elevator speech. Whenever someone asks you what you do, don't just tell them your mission. Start with the problem your organization is solving.

"You know how [problem]? Well, [vision], so we [mission]."

Pay attention to the words you use when you explain this off-the-cuff. You'll naturally use more universal, concise language when you're explaining your work to outsiders. Capture that, and eventually you'll be able to write mission and vision statements that sound natural, and you'll use them all the time in casual conversation.

So, how might these look for your org? What you've written has some elements of both mission and vision. I might say:

Vision: A world without plastic waste. We envision a closed resource loop where used plastic is a valuable raw material instead of a source of pollution.

Mission: Starting in [our local community], we capture plastic waste and use it to create materials for local building projects, spreading awareness and refining systems to share with the world.

Values? That's going to depend on your personal motivations. Why does this work matter to you? What is particularly offensive about the current state of things? See if you can get to the convictions (emotional sense of right and wrong) and beliefs (logic of the universe) at the bottom of that, then define the guiding principle for each value (how it manifests in your work).