S TRATEGIC P LANNING G OALS & O BJECTIVES P OLICIES & P ROCEDURES RPTS 320 Fall 2012

S TRATEGIC P LANNING Eleven core elements Preparation for Planning Development of a Vision or Purpose SWOT analysis Needs Assessment/Demographic Profile Mission Problem Statement Strategies (Rationale) Goals Objectives Action plans/activities Evaluation

“The very first step in all projects: business, home, or education, is to define goals and objectives. This step defines the projects outcome and the steps required to achieve that outcome. People, including project managers, do not spend sufficient time on this step or complete it incorrectly thereby ensuring an unsuccessful project completion. Poorly defined goals and objectives, or goals without objectives, pushes a project into overruns, territory battles, personality clashes, missed milestones, and unhappy clients. Goals and objectives must be clear statements of purpose. Each with its own purpose that drives the end result of the project. Goals and objectives MUST be measurable.”

G OALS IN E VENT M ANAGEMENT A goal is a linguistic statement It is a desired or anticipated result or outcome Goals can be personal or organizational; for the provider or for the client Goals can be short-term or long-term Organizational goals may be developed by consensus, but may be set by the leadership

F ORMULATING A G OAL Goals should align with the organization’s vision or purpose Goals tend to be general in nature, the specifics are given in the objectives Goals may specify deadlines Goal for College Station PARD: To develop a signature event to be conducted in the Spring of 2013 Goals may need to be periodically evaluated, revised, replaced or abandoned

T HE B IG H AIRY A UDACIOUS G OAL (BHAG) It is a bold, visionary goal "A true BHAG is clear and compelling, serves as unifying focal point of effort, and acts as a clear catalyst for team spirit. It has a clear finish line, so the organization can know when it has achieved the goal; people like to shoot for finish lines." —Collins and Porras, 1994, Built to Last: Successful Habits of Visionary Companies

G OAL T OPICS (E XAMPLES ) Profitability (increasing revenue, decreasing expenses) Customer Service (reduce complaint response time, increasing customer service staff, time limit on return calls, …) Retention (of employees, volunteers, customers) Efficiency (increase productivity, new product delivery methods) Growth (run more events, do more weddings) Garner community support (public opinion)

O BJECTIVES Objectives are brief, clear statements that describe the desired outcomes Objectives have a measurement component A stated objective may apply to more than one goal Objectives should be realistic and attainable steps toward meeting a goal, even if the goal itself is unattainable.

S.M.A.R.T. O BJECTIVES The acronym SMART stands for S pecific M easurable A ttainable R ealistic T imebound

P ROGRAM O BJECTIVES Your program objectives should always identify WHO—who is involved WHAT—what is the desired outcome(s) WHEN—when the outcome will occur HOW—how the progress will be measured Use action verbs in your objectives, such as: Conduct Create Contact Identify

A C OMPARISON OF G OALS AND O BJECTIVES Goals are broad Goals are general intentions Goals are intangible Goals are abstract Objectives are narrow Objectives are precise Objectives are tangible Objectives are concrete GoalsObjectives

W EB T EMPLATES Goals and Objectives Template Microsoft Office template

P OLICIES AND P ROCEDURES A policy is a principle or rule to guide decisions and achieve rational outcomes Policies are generally set or adopted by the governing body within an organization Policies are a statement of intent Policies can cover the entire spectrum of operations Policies are generally instituted to avoid some negative effect that has been noticed in the organization, or to seek some positive benefit

C HARACTERISTICS OF POLICIES Policies are generally written documents, although “unwritten” policies may also exist Policies usually have a statement of purpose A statement of accountability and scope An effective date Who is responsible for implementation or oversight A statement of policy Definitions (clear and unambiguous) may be included in the policy.

I MPLEMENTING P OLICIES Policies are implemented through rules and procedures. A dress code would be a set of rules identifying how a policy of professional dress would be met Receipting of all cash transactions would be a procedure or aspect of the policy on having only bonded employees handle cash—one of several steps to prevent loss.

P ROCEDURES A procedure (or set of procedures) is a document written to support a policy It describes the who, what, where, when, why, and how of the policy The procedure(s) describe the set of instructions for completing a task SOP—Standard Operating Procedures—a written document which details all of the relevant steps and activities in a process