Stage 4: How Will We Get There?

Stage 4: How Will We Get There?

This involves:

• Setting objectives
• Resourcing the organisation
• Agreeing or approving operational/work plans
• Ensuring appropriate systems and structures are in place

Setting Objectives

Your objectives outline how each aim will be achieved. They should be SMART:

S – Specific

M – Measurable

A – Achievable

R – Realistic

T – Timebound

Your SMART objectives will guide the organisation on:

• what will change or be achieved
• in what way / by how much
• when / by what date

Your objectives must relate to the strategic aims. It is important to check at this stage that all factors, internal and external, which have a bearing on the objectives set for the future work have been taken into account.

View Worksheet: Objectives

Resourcing the Organisation

The Management Committee and those involved in the planning process must take into account the resource implications of the plans. They must review what is possible within the organisation’s available resources and where or how additional resources could be procured. This may also highlight gaps in resources such as people required, equipment, or facilities, as well as financial limitations.

Agreeing Operational / Work Plans

The operational plan outlines the day-to-day programme of work based on the aims and practices of the strategic plan. It may also be referred to as an “action plan”, “work plan” or “implementation plan”. This is normally done annually. The detail of the operational plan is linked to each objective of the organisation and will provide information on:

• what will be done
• who is responsible
• how it will be done
• with what resources: human - volunteers, staff, users, management

physical – premises, location, equipment

financial

• what success will look like or what targets should be reached

Ensuring Appropriate Systems and Structures

The organisation needs to ensure that the necessary structures are in place to facilitate the implementation of its aims and objectives. The structures include the shape of the organisation, the roles within it, the rules, procedures and policies, and management structures.

They should define who is accountable, to whom and for what.

The organisation may need to plan for changes and developments in its existing structure as a result of its future priorities and aims.

This may involve reviewing; for example:

• how staff, volunteers and management is organised
• resources such as money, equipment, premises
• training