"People don't plan to fail. Instead they fail to plan." Because we certainly don't want to fail, it makes sense to take all of the steps necessary to ensure success, including developing an action plan. It can help changemakers turn their visions into reality and increase efficiency and accountability within an organisation. An action plan describes the way an organisation will meet its objectives through detailed action steps that describe how and when these steps will be taken.
Number of participants: 10-16
Duration: 2h
Objective: Learn how to make a vision concrete by describing the strategies that an organisation will use to meet its goals and objectives. In this exercise, learners will design an Action Plan to embed Entrepreneurship key competence in their organisation/practice.
\1. An action plan is a way to make sure a vision is made concrete. It describes the way a group will use its strategies to meet its objectives and it consists of a number of action steps or changes to be brought about in a community. It should be developed after one has determined the vision and set objectives. If participants don’t yet have a vision on how to embed Entrepreneurship key competence in their organisation/practice, they should start by drafting one.
\2. Ask participants to set objectives related to the vision they created. Objectives are the specific measurable results of the initiative. Objectives specify how much of what will be accomplished by when. For instance, "By 2025 (by when), to have 20% of the organisation trainers (how much) working together in an Entrepreneurship competence-oriented approach (of what)."
There are three basic types of objectives. They are:
a) Process objectives. These are the objectives that provide the groundwork or implementation necessary to achieve your other objectives. For example, the group might adopt a comprehensive plan for training the organisation staff in the WELDONE way. In this case, adoption of the plan itself is the objective.
b) Behavioural objectives. These objectives look at changing the behaviours of people (what they are doing and saying) and the products (or results) of their behaviours. For example, having trainers/teachers planning together the implementation of a competence-oriented approach initiative might develop an objective for having other trainers/teachers doing the same (the behaviour) and more trainees showing an entrepreneurial behaviour (the result).
c) Community-level outcome objectives. These are often the product or result of behaviour change in many people. They are focused on change at the community level instead of an individual level. For example, the same group might have an objective of increasing the percentage of staff in the organisation with adequate preparation for implementing the WELDONE way as a community-level outcome objective.
These different types of objectives can be set together, at the same time. Most groups will develop objectives in all three categories. Allow a maximum of 30 minutes for participants to complete this step.
\3. Next, it’s time to start developing an action plan, so ask participants to compile the following information in 20-30 minutes:
· What actions or changes will occur?
· Who will carry out these changes?
· By when will they take place, and for how long?
· What resources (i.e., money, staff) are needed to carry out these changes?
· Communication (who should know what?)
\4. Ask participants to create an Action Plan that is composed by action steps with concrete actions that address all the proposed changes. The action plan should include information and ideas already gathered while brainstorming about your objectives and strategies. Participants will have about 40 minutes to complete this step.
\5. Have three random groups presenting their action plan to the audience and, each time, ask the other groups to point out a step that would make sense to them (and their strategies) as well.
There are lots of good reasons to work out the details of your organisation's work in an action plan, including:
· To give credibility to your organisation. An action plan shows members of the community that your organization is well ordered and dedicated to getting things done.
· To be sure you don't overlook any of the details
· To understand what is and isn't possible for your organization to do
· For efficiency: to save time, energy, and resources in the long run
· For accountability: to increase the chances that people will do what needs to be done
Remember that an action plan is always a work in progress. It’s not something you write once and lock. Keep it accessible and communicate it periodically. As your organisation changes, you will want to continually revise your action plan to fit the changing needs of your group and community.