Gov Comp: Strategic Plan: Develop Goals, Objectives and Tasks

 
Develop Goals, Objectives and Tasks
The strategic planning committee should determine a set of goals for the organization. The number of goals should be reflective of the organization’s capability and services. Each goal should be accompanied by one or more objectives that define the projects created to support the goal. The objective should include a scope that sets the parameters of the project. After setting objectives and scope, tasks are defined to break the work into specific actions that may be assigned to individuals.

Develop Goals

Goals are general statements about what the organization needs to accomplish to fulfill its mission. They evolve from and are validated by the organization's vision. Using the information collected in the environmental analysis combined with the strategic vision, a set of goals can be established.

Develop Objectives for Established Goals

One or more objectives are developed for each goal providing a quantifiable, measurable guideline when assessing the outcome of the goal.  An objective should be a short statement of what the project will accomplish including the What and the How. The objective statement should be able to standalone and provide an understanding of the project’s intent.
 
Use the process of developing “SMART” goals as a guide when setting objectives and tactics.
  • Specific
  • Measurable
  • Achievable
  • Relevant
  • Time-bound
Specific
This means the goal is clear and unambiguous. To make goals specific, they must tell a team exactly what is expected, why is it important, who’s involved, where is it going to happen and which attributes are important.
A specific goal will usually answer the five "W" questions:
  • What: What do I want to accomplish?
  • Why: Specific reasons, purpose or benefits of accomplishing the goal.
  • Who: Who is involved?
  • Where: Identify a location.
  • Which: Identify requirements and constraints.
Measurable
The second term stresses the need for concrete criteria for measuring progress toward the attainment of the goal. Measuring helps a team stay on track, reach its target dates, and experience achievement that motivates continued effort to reach the ultimate goal.
A measurable goal will usually answer questions such as:
  • How much?
  • How many?
  • How will I know when it is accomplished?
Attainable
The third term stresses the importance of goals that are realistic and attainable. The goals are neither out of reach nor below standard performance.
An attainable goal will usually answer the question:
  • How can the goal be accomplished?
Relevant
The fourth term stresses the importance of choosing goals that matter. A Bank Manager's goal to "Make 50 peanut butter and jelly sandwiches by 2:00pm." may be Specific, Measurable, Attainable, and Time-Bound, but lacks Relevance. Goals that are relevant to your DPG, MIG, or affiliate will receive needed support and buy-in to help motivate others to volunteer to help out. Relevant goals (when met) drive the DPG, MIG, or affiliate forward. A goal that supports or is in alignment with other goals would be considered a relevant goal.
A relevant goal can answer yes to these questions:
  • Does this seem worthwhile?
  • Is this the right time?
  • Does this match our other efforts/needs?
  • Are you the right person?
Time-bound
The fifth term stresses the importance of grounding goals within a time frame, giving them a target date. A commitment to a deadline helps a team focus their efforts on completion of the goal on or before the due date. This part of the “SMART” goal criteria is intended to prevent goals from being overtaken by the day-to-day crises that arise in the DPG, MIG or affiliate, personal and professional lives. A time-bound goal is intended to establish a sense of urgency.
A time-bound goal will usually answer the question:
  • When?
  • What can I do 6 months from now?
  • What can I do 6 weeks from now?
  • What can I do today?
Developing "SMART" goals will provide the necessary framework to evaluate the effectiveness of programs/services annually and report outcomes accurately. The time and energy invested in this step is essential so appropriate tactics/action steps can be established that will move the organization forward.   Remember, "doing what we have always done will yield what we always get."

Develop Tactics for Established Objectives

Tactics or action steps provide the step-by-step activity plan for accomplishing the established goals/objectives. Tactics/action steps include the responsible party, the cost, and the specific time frame for each action. The more specific the action steps, the higher probability of completion in a timely manner.
 
Example:
Goal:  Build an aligned and engaged membership
Objective:  Increase membership in the association by 10 percent over the next fiscal year.
Tactics:

 
What Will Be Done Cost Responsible Party Timeline
1. Designate a "new member" contact person for districts/state board to mentor new members. No cost TDA President July 1
2.   Provide list of new members to all district presidents and state board members. No cost TDA Secretary July 1
3.  Sponsor a new member reception at annual affiliate meeting. $500.00 Membership Comm. May 31
4.  Provide recognition ribbons for name tags at annual meeting. $100.00 Annual Program
Chair
May 31
 
Tasks require resources to achieve fulfillment. The responsible party will need to identify the resources needed (financial, human, technology, etc). If resources are scarce, tactics may need to be prioritized. This information should be communicated to the strategic planning committee for communication to the executive committee or board to ensure required resources are allocated.