Lamar University Diabetes and Renal Failure Discussion Questions

The establishment of all objectives should be created using the S.M.A.R.T. philosophy. What do we mean by a S.M.A.R.T. objective? S.M.A.R.T. is an acronym that is used to guide the development of measurable goals. Each objective should be: Specific Measurable w/Measurement Achievable Relevant Time-Oriented Specific Specific answers the questions “what is to be done?” “how will you know it is done?” and describes the results (end product) of the work to be done. The description is written in such a way that anyone reading the objective will most likely interpret it the same way. To ensure that an objective is specific is to make sure that the way it is described is observable. Observable means that somebody can see or hear (physically observe) someone doing something. Measurable w/Measurement Measurable w/Measurement answers the question “how will you know it meets expectations?” and defines the objective using assessable terms (quantity, quality, frequency, costs, deadlines, etc.). It refers to the extent to which something can be evaluated against some standard. An objective with a quantity measurements uses terms of amount, percentages, etc.. A frequency measurement could be daily, weekly, 1 in 3. An objective with a quality measurement would describe a requirement in terms of accuracy, format, within university guidelines. Achievable Achievable answers the questions “can the person do it?” “Can the measurable objective be achieved by the person?” “Does he/she have the experience, knowledge or capability of fulfilling the expectation?” It also answers the question “Can it be done giving the time frame, opportunity and resources?” These items should be included in the SMART objective if they will be a factor in the achievement. Relevant Relevant answers the questions, “should it be done?”, “why?” and “what will be the impact?” Is the objective aligned with the S/C/D’s implementation plan and the university’s strategic plan? Time-oriented Time-oriented answers the question, “when will it be done?” It refers to the fact that an objective has end points and check points built into it. Sometimes a task may only have an end point or due date. Sometimes that end point or due date is the actual end of the task, or sometimes the end point of one task is the start point of another. Sometimes a task has several milestones or check points to help you or others assess how well something is going before it is finished so that corrections or modifications can be made as needed to make sure the end result meets expectations. Other times, an employee’s style is such that the due dates or milestones are there to create a sense of urgency that helps them to get something finished. As you start to write your objectives, completing the worksheet below will be beneficial in helping you build objectives that are S.M.A.R.T. Also listed below is a sample completed worksheet for your convenience. This sheet is a guide to help you build S.M.A.R.T. objec ves. If you answer the following ques ons, by the end of the worksheet, you will have built an e ec ve S.M.A.R.T. objec ve to use in your performance planning for Wayne LEADS. Speci c ti ti ti ti ff ti tt fi ti Tips: What is to be done? What are you commi ed to achieving? Think in terms of observable aspects of the what — How will you know it when you see it? Begin the objec ve with an ac on word (e.g., Increase, Design, Build, Buy, Sell, Complete, Eliminate, Establish) Measurable w/Measurement Tips: How will you know it meets expecta ons? What standards of measure will you use? Think in terms of quality and quan ty. Example Quan ty or Quality or Frequency: Informa on provided needs to be up-to-date (within a week of dated informa on) and 95% error free Achievable Tips: This will not necessarily be wri en in the objec ve, but the ques on as to whether the person has the knowledge, skills, abili es, and experience to achieve the objec ve is important to consider or this should not be on their performance plan, if it is not achievable or if there are no development aspects considered in achievement of the objec ve. Can it be done giving the me frame, opportunity and resources? Think of the resources it might take to achieve: money, people from other departments, etc. Is this the appropriate me to be achieving this objec ve, i.e., what other key university ini a ves are occurring Example Skills, Knowledge & Ability: Pro ciency in MS PowerPoint, knowledge of University and department, knowledge of key departmental stakeholders, experience in a ending orienta on, ability to research and nd up-to date informa on Resources needed: Include all key stakeholders in review process; no addi onal budget available; so ware needed is available Relevant ti ti ti ti ti ti ti tt ti ti ti ti ti ti ti ti ti ti tt ti ti ti ti ti ti ti fi ti fi Tips: Relevant answers the ques on, “should it be done?”, “why?” and “what will be the impact?” Is the objec ve aligned with the S/C/D’s implementa on plan and the university’s strategic plan? Example ft ti Example What: Research, design and implement a departmental orienta on program How will you know when it is done: Includes mission, vision, and strategic priori es Includes key policies Includes folder of per nent informa on Includes some media presenta on, i.e., PowerPoint, video, etc. Related Strategic Priority: In support of Strategic priority to create a culture commi ed to service, enhancing service through improved e ciency and streamline business prac ces. Supported Department & Supervisor Objec ve: The supervisor is looking for new employees to be up and running quicker and be able to provide accurate departmental informa on to customers as soon as they are working with customers. Why: This objec ve was chosen to ensure new employees are knowledgeable about the university and the department, feel welcome and comfortable in their new working environment, commi ed to the department mission and able to fully contribute sooner than typically happens (3-6 months) Time-oriented Tips: Some mes a task may only have an end point or due date. Some mes that end point or due date is the actual end of the task, or some mes the end point of one task is the start point of another. Some mes a task has several milestones or check points to help you or others assess how well something is going before it is nished so that correc ons or modi ca ons can be made as needed to make sure the end result meets expecta ons. Example When: ti fi ti ti ti ti tt ti ti fi ti ffi tt ti ti ti fi The nal program outline will be done by August 1st and the program will be implemented by October 1, 2017. S.M.A.R.T. Objectives Worksheet This sheet is a guide to help you build S.M.A.R.T. ob jectives. If you answer the following questions, by theend of the worksheet, you will have built an effectiveS.M.A.R.T. objective to use in your performance planning for Wayne LEADS. SMART Objec ves Worksheet Specific Complete the answers to the following questions… What will you achieve? How will you know when it is done? (How will you know it when you see it?) Measurable w/Measurement Complete the answers to the following questions… If applicable, what are the quantity expectations? If applicable, what are the quality expectations? If applicable, what are the frequency expectations? If applicable, what are the cost expectations? ti Page 1 of 2 Achievable Complete the answers to the following questions… What are the knowledge, skills, abilities and experience needed to achieve the objective? Are there available resources to achieve the objective? If so, what are they? Are there any time factor or environmental constraints that need to be considered? If so, what are they? Relevant Complete the answers to the following questions… Which University’s strategic priority does it relate to? Which department or supervisor objective does it support? Why are you doing this? Time-oriented Complete the answer to the following question… When does it need to be completed? Page 2 of 2

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