Can you imagine having the experience of participating in a planning meeting that resulted in more confusion than clarity? Sometimes the concept of planning is more theoretical than practical with the result that the exercise is detached from the work you actually have to do. It is more practical and helpful to realize that planning is something you do for yourself, not your department or your source of authority. Thinking this way helps to focus your thinking on what will really work.
Worst of all, can you imagine a situation where you felt pressure to get more done with fewer resources. It results in a depressing and demoralizing process that sets you up for failure. It's vital to your personal well-being to remember that making tactical plans and setting goals is your annual opportunity to negotiate with your source of authority what can be expected from you. That must be balanced with the available resources. Of utmost importance in the Relationship Model™ is finding that perfect balance between staff fulfillment and organizational productivity.
Here is an outline for a goal-setting exercise that forms the heart of the tactical plan you will use during the year. Remember that "tactical" means "how" you will accomplish the strategic plan of the organization, which is the "what" the organization does.
On a single page (two at the most), address the following outline by describing the specifics of your plans. Keep it short and clear.
Goal Statement
The tactical, operating goal is stated in a sentence that is specific, measurable, achievable, relevant to the mission and time-limited (see S.M.A.R.T. goals). Restrict yourself to one page for each goal, including the items that follow. The goal statement will likely state the broadest expression of the expectations of your responsibility.
Objectives
Objectives are a more detailed expression of the larger goal. Sometimes the goal will be the general statement that becomes S.M.A.R.T. only when the objectives are added. For example, if the goal is to initiate a new service in a new facility, the objectives may have to do with raising a specific amount of money and also completing the building of a new facility and commencing the service by a certain date. In cases where objectives are associated with annual, ongoing programs and services, this section may show the previous year(s) actual results to demonstrate how realistic and achievable the new objective really is.
Action Steps
Action steps are specific actions that will be necessary for you to complete in order to achieve the goals and objectives. They are usually sequential. You will only be able to include the most significant action steps, not every single action step you will be making.
Resources
Financial Resources should include a statement of the total operational cost of a particular goal.
Human Resources should include staff and volunteers.
Measurement of Results
In this section you will indicate what the indicators of measurement are going to be. It is this section that meets the test of "M" in the S.M.A.R.T. They may be expressions of quantity or the completion of a project. Examples are number of people served, people recruited or dollars raised. It may also be an expression of quality that will require a description of how quality will be measured, perhaps from a survey of clients.
Risk Assessment
The S.W.O.T. analysis is a proven means of assessing risk. Each goal should have been assessed, but only the most significant Strengths, Weaknesses, Opportunities or Threats need to be mentioned here. Be succinct.
Using the Plans
During the year you will be referring to the plans you have made. Changes always occur. Those changes may affect every section of your goals. During the year you may have to renegotiate with your peers or your source of authority your required resources or the goals themselves. Any change in your financial plan will have been preceded by a change is the plans themselves.
Les Stahlke, President
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