Setting smart SMART Goals Daniel Hayden Internal Discussion October 2010

1. Setting smart SMART Goals Daniel Hayden Internal Discussion October 2010

2. Objectives • Understand what are SMART Goals • Understand 3 Issues When Determining SMART Goals • Understand what other issues you should consider

3. What Are SMART Goals Specific - create a clear picture of what you want to do Measureable – how will you know it is a success Action Oriented – indicates what needs to be achieved Realistic(1)– can be done given scope, time, resources Timebound – must define when the goal will be accomplished

4. Are these SMART? Name at least three threats that wetlands in the Bahamas face? By June 2010, 80% of the local farmers at 4 targeted villages (Aek Nabara, Janji Manaon, Sugi Julu, Sugi Jae) will agree that opening new agriculture/farming land in the forest should be stopped and not allowed (an increase from 64.3%) At the end of the campaign period, supporting the awakening at least one initiative making land use in one village from the nearest village four regions (Merapun, Sido Bangen, Lesan Dayak and Muara Assistant), thus reducing pressure on Virgin River Protected Area due to land conversion. Have major cleanup events at both the HWPNP and Bone fish pond by May 2009.

5. SMART Art or Science? It is Art It is Science The Future is Uncertain We understand the past People are unique People are predictable Results vary by context Patterns Exist The Science can guide the direction of the results, but the art guides the degree of the results

6. Three Direction Setting Questions • The potential for change for different types of objectives across the Theory of Change • The potential of change for different baselines • The potential of change for different types of audiences If you follow a compass to the North Pole you will be between 200 to 1200 miles from your goal. This is terrible if you start in Canada, not so bad from Australia.

7. The potential for change for different types of objectives across the Theory of Change It is easier to change knowledge and generate conversations than to change attitudes and behaviors.

8. The potential of change for different baselines If the community has generally poor attitudes, it is harder to make change, and full adoption can be hard • Diffusions of Innovation (Rogers) – see next page • Social proof (Caldini) • Selective perception (Hassinger)

9. (Continued)The potential of change for different baselines According to Diffusions of Innovation the Rate of Change Depends on the Starting Point Laggards – 16% The Late Majority – 34% Early Adopters – 13.5% The Early Majority – 34% Innovators – 2.5% Source: Everett Rogers, graph from Wikipedia.org

10. The potential of change for different types of audiences Selective perception (Hassinger) plays a role – people who don’t “want” to know somehow don’t seem to learn. • Selective perception • The critical mass phenomenon / social norms • Normalcy

11. Other Factors to Consider

12. Did We Meet Our Objectives • Understands what are SMART Goals • Understand 3 Issues When Determining SMART Goals • Understand what other issues you should consider