The goal setting process sounds deceptively simple especially when, too often, literacy agencies feel as if they are continually responding to needs and requirements, rather than setting their own direction. However, having a plan with goals and objectives in writing can help keep both staff and board members from being overwhelmed by the sheer number of other worthy demands. It is critical, though, that the board does not develop planning directions in isolation from the realities faced by staff, learners and volunteers. Nor should staff work alone to create plans without broader consultation and consideration of the board’s “big picture” vision.Your planning should be a collaborative commitment of all concerned.

Planning is related to policy development as it is the process that sets the agency’s direction. Policies are then developed to support the goals and bring about the objectives. For example, if a literacy agency sets goals to plan for the expansion of services beyond MET funding, then the agency will require a comprehensive set of fundraising policies. Although some of your policies will be stated as governing or guiding principles, other policies will be developed to support specific actions.

Our agency engages in an annual planning process.

• We have identified all the people who could be affected by or could influence our organization.
• We have identified our internal strengths and weaknesses.
• We have identified external obstacles and opportunities.
• We have listed specific strategies for reaching our goals.
• We have long-term and short-term plans in writing.
• We measure our achievements against our goals and objectives.
• We have set clear organizational goals (including an action plan and time lines) for the year ahead.
• Our financial planning flows from our strategic planning.
• Our planning includes a look at community-wide literacy needs to ensure that we avoid gaps between or duplication of services.
• The board and all committees have a planning process.

We need to: