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

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

3. What Are SMART Goals 3 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? 4 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%) 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. Name at least three threats that wetlands in the Bahamas face? Have major cleanup events at both the HWPNP and Bone fish pond by May 2009.

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

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 6 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 7 CriteriaKnowledgeAttitude Interpersonal Communication Behavior Average Percent of Target Audience Changed22%13%28%14% Sample Size2131394245 It is easier to change knowledge and generate conversations than to change attitudes and behaviors. ObjectiveExample Knowledge change and IC require no personal commitment I know about changes to national healthcare and I have talked about it with friends Attitude – requires changes in personal beliefs that may be dependent on many factors While I know there are problems with healthcare, MY healthcare works for my child’s disability Behavior – requires commitment, and may be time bound (will do it, just have not done it yet) I will vote for the House Representative that supports our old healthcare system (but the election is not for two weeks)

8. The potential of change for different baselines 8 % of target audience attitude changed after Pride campaign Starting Percentage ObservationsMinimumMaximumMedian <20%41 -4%77%20% 20% to 40%38 -8%70%23% 40% to 60%26 -12%43%31% 60% to 80%12 -6%39%17% 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 9 According to Diffusions of Innovation the Rate of Change Depends on the Starting Point Innovators – 2.5% Early Adopters – 13.5% The Late Majority – 34% Laggards – 16% The Early Majority – 34% Source: Everett Rogers, graph from Wikipedia.org

10. The potential of change for different types of audiences 10 Baseline\Target Audience (data based on median of knowledge) General Public Influencer Resource User <20%20%24%1.7% 20% to 40%23%37%25% 40% to 60%31%33%21% >60%17%8%16% 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 11 FactorReason Private Goods vs. Public Goods Private Goods – any individual that adopts the behavior benefits (shampoo, car, new TV, new stove) Public Goods – the community benefits from a shared resource (roads, water supply, courts). An individual act may have little community impact (one more care on the road) or big impact (dumping toxins into the water) Consequences – marketing private goods requires only an individual to act (easy), whereas public goods requires marketing to a whole community (often harder) and usually a legal mandate Temporary Change vs. Long- term Change Temporary Changes can be easily adopted and reversed (participation in a workshop, or going on a diet) Long-term Change are usually hard to adopt, and hard to reverse (new fishing technologies, new professions)

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 12