How to Write and Action Plan

1. Determine what people and sectors of the community should be changed and involved in finding solutions. If you have been using the VMOSA (Vision, Mission, Objectives, Strategies, Action Plans) model, you might have already done this, when you were deciding upon your group's objectives. Again, try to be inclusive.

2. Convene a planning group in your team to design your action plan. This might be the same group of people who worked with you to decide your team's strategies and objectives. If you are organising a new group of people, try to make your planning committee as diverse and inclusive as possible. Your group should look like the people most affected by the problem or issue.

Once everyone is present, go over your organisation's:

• Vision
• Mission
• Objectives
• Strategies
• Targets and agents of change
• Proposed changes for each sector of the team/department or division

3. Develop an action plan composed of action steps that address all proposed changes. The plan should be complete, clear, and current. Additionally, the action plan should include information and ideas you have already gathered while brainstorming about your objectives and your strategies. What are the steps you must take to carry out your objectives while still fulfilling your vision and mission? Now it's time for all of the VMOSA components to come together. While the plan might address general goals you want to see accomplished, the action steps will help you determine the specific actions you will take to help make your vision a reality.

4. Review your completed action plan carefully to check for completeness. Make sure that each proposed change will help accomplish your team's mission. Also, be sure that the action plan taken as a whole will help you complete your mission; that is, make sure you aren't leaving anything out.

5. Follow through. One hard part (figuring out what to do) is finished. Now take your plan and run with it! Remember the 80-20 rule: successful efforts are 80% follow through on planned actions and 20% planning for success.

6. Keep everyone informed about what's going on. Communicate to everyone involved how his or her input was incorporated. No one likes to feel like her wit and wisdom have been ignored.

7. Keep track of what (and how well) you've done. Always keep track of what the team has actually done. If the team or division change (a new program or policy) took significant time or resources, it's also a good idea to evaluate what you have done, either formally or informally.

Keep several questions in mind for both yourself and others:

• Are we doing what we said we'd do?
• Are we doing it well?
• Are we advancing the mission?

You can address these questions informally (ask yourself, chat with friends and other people), as well as formally, through surveys and other evaluation methods.

Celebrate a job well done! Celebrate your accomplishments; you and those you work with deserve it. Celebration helps keep everyone excited and interested in the work they are doing.

Click on the link/s below to open the resources.

Action Plan Template

Daily Team Communication

The best way to communicate with the team is by means of a pre-shift meeting, which in an operational unit, should be done on a daily basis. The purpose of such a meeting is to review performance, plan for the day and address problems.

A typical agenda for daily team/shift meetings should include:

• Update/present updated graphs (one of the team members can get this responsibility).
• Review previous days' performance.
• Review customer feedback.
• Address problems experienced.
• Agree on goals and actions for the day.
• Discuss performance improvement suggestions and agree on follow-up actions.

Remember to keep the meeting short and to the point. Stick to the agenda at all times. More personal or other issues should be addressed before or after the meeting. Always start and finish on time.

Review Performance of the Unit

1. Review the relevant business and team performance plan.
2. Take note of individual goals and objectives that were agreed upon.
3. Place emphasis on both performance and development objectives.
4. Have the objectives been achieved or not and to what extent?
5. Identify negative achievements and identify possible reasons why goals and objectives were not achieved.
6. Identify positive achievements and identify possible reasons why goals and objectives were achieved.
7. Identify gaps and possible reasons for these gaps.
8. Formulate constructive criticism in advance, focusing on both good and poor performance.
9. Plan ways in which you will maintain and enhance self-esteem throughout the discussion.
10. Think about how to create a positive atmosphere in the meeting (by not being defensive, demonstrating good ideas, listening to the other person carefully, maintaining self-esteem, asking for clarification, etc)