Posted: April 25th, 2025

Managing Organizational Performance

How do I manage organizational performance?

7 to 10 pages

An introduction
A brief overview of the organization and stretch goals for 5, 10, and 20 years
A support of the goals using the current trajectory of the organization’s performance with a discussion of data measures and outcomes the organization is trying to achieve
A discussion of how the goals will help shape and support positive social change in the future related to the organization’s mission
A definition of the metrics you want to see as specific outcomes for the organization
An overview of the performance improvement/evaluation plan that has goals, benchmark metrics, frequency of measures, accountable person for the outcomes, actual metrics achieved, and performance plan to improve even when metrics are met
Highlights of the organization’s progress and the potential positive impact on specific stakeholder groups
A conclusion (Provide highlights of what you just discussed and what you want your reader to remember.)
References

Evaluation and Program Planning 61 (2017) 125–127

Being smart about writing SMART objectives

May Britt Bjerke*, Ralph Renger
University of North Dakota, School of Medicine & Health Sciences, Center for Rural Health Evaluation, 250 Centennial Dr. Stop 8138, Grand Forks, ND 58202-
8138, United States

A R T I C L E I N F O

Article history:
Received 17 October 2016
Received in revised form 16 December 2016
Accepted 19 December 2016
Available online 23 December 2016

Keywords:
Objective development
Mainstreaming
Evaluation guidance
SMART objectives

A B S T R A C T

This article challenges the conventional wisdom in mainstream evaluation regarding the process for
developing specific, measurable, attainable, relevant, and time-bound (SMART) objectives. The article
notes several advantages of mainstreaming the SMART method including program capacity building and
being able to independently monitor progress toward process and outcome objectives. It is argued the
one size fits all approach for writing SMART objectives is misleading. The context in which the evaluation
is conducted is a key deciding factor in how and when the SMART criteria should be applied. Without an
appreciation of the evaluation context, mainstream users may be developing objectives that are far from
smart. A case example is presented demonstrating a situation where a stepwise, rather than
simultaneous application of the SMART criteria was necessary. Learning from this case, recommen-
dations are forwarded for adjusting how SMART criteria should be presented in mainstream evaluation
manuals/guides.

Contents lists available at ScienceDirect

Evaluation and Program Planning

journal homepage: www.elsevier .com/ locate /eva lprogplan

1. Introduction

Doran (1981) first introduced the specific, measurable, assign-
able, realistic, and time-related (SMART) method for writing
effective management goals. Today, the SMART method in
management is commonly stated as the standard for developing
effective, measurable goals and objectives (Bowles, Cunningham,
De La Rosa, & Picano, 2007; Conzemius & O’Neill, 2011; Frey &
Osterloh, 2001; Gettman, 2008; Hessel, Cortese, & De Croon, 2011;
Hofman & Hofman, 2011; Jung, 2007; MacLeod, 2012; Lawlor,
2012; Linstrom, 2006; Pearson, 2012; Piskurich, 2015; van der Grift
et al., 2013; Wade, 2009).

Although developed within management, the SMART method is
also widely cited within the program planning/evaluation litera-
ture (Chen, 2015; Gudda, 2011; Isell, 2014; Knowlton & Philips,
2013; Mathison, 2005; Patton, 2011; Sharma & Petosa, 2012; Smith,
2010). Moreover, program planning/evaluation guides provided by
the Centers for Disease Control and Prevention, the United Way,
The W.K. Kellogg Foundation and the United States Department of
Education, include the recommendation of using SMART criteria
when creating program goals and objectives (Bryan, DiMartino, &
Center for Secondary School Redesign, 2010; Centers for Disease

* Corresponding author.
E-mail addresses: maybritt.bjerke@med.und.edu (M.B. Bjerke),

ralph.renger@med.und.edu (R. Renger).

http://dx.doi.org/10.1016/j.evalprogplan.2016.12.009
0149-7189/© 2016 Elsevier Ltd. All rights reserved.

Control and Prevention, 2013; Harris and Harvard Family Research
Project, 2011; W.K. Kellogg Foundation, 2004). The proliferation of
the SMART method in evaluation and non-profit organization
guidance supports the contention that SMART is now a main-
stream method for developing program goals and objectives.

The benefit of mainstreaming is a greater number of programs,
especially those with limited resources, are able to apply
evaluation fundamentals to monitor and make program improve-
ments (Picciotto, 2002; Preskill & Boyle, 2008; Sanders, 2002). This
increased evaluation capacity reduces the need for costly external
evaluation consultants (Cousins, Goh, Elliott, Aubry, & Gilbert,
2014; Picciotto, 2002). It also enables more programs to meet
funders’ evaluation requirements (Stevenson, Florin, Mills, &
Andrade, 2002).

However, as is the case with attempting to mainstream any
evaluation method, there are many potential unintended con-
sequences (Grudens-Schuck, 2003; Merton & Sztompka, 1996;
Picciotto, 2002; Renger, 2006; Williams & Hawkes, 2003). First,
many mainstream program evaluation guides present the SMART
criteria without an explanation as to why or how they should be
applied. Thus, users may “blindly” following the recipe-like
method to develop SMART objectives without fully understanding
the underlying reasons for applying each SMART criterion. Second,
when following a recipe-like formula writing SMART objectives
may become nothing more than a grantsmanship exercise; a
necessary box needing to be checked to fulfill a sponsor’s request
for proposal requirements. Hummelbrunner (2010) expressed

http://crossmark.crossref.org/dialog/?doi=10.1016/j.evalprogplan.2016.12.009&domain=pdf

mailto:maybritt.bjerke@med.und.edu

mailto:ralph.renger@med.und.edu

http://dx.doi.org/10.1016/j.evalprogplan.2016.12.009

http://www.sciencedirect.com/science/journal/01497189

www.elsevier.com/locate/evalprogplan

126 M.B. Bjerke, R. Renger / Evaluation and Program Planning 61 (2017) 125–127

similar concerns that laypersons following mainstream guidance
often do so as a justification rather than a planning exercise.

Finally, and specifically to mainstreaming SMART objectives,
program evaluation guides suggest SMART objectives be written in
a single step. On the surface, this may seem reasonable and
harmless. However, it is the authors’ contention there are some
instances where attempting to satisfy all the SMART criteria in a
single step is unrealistic and/or unwise. This method may produce
a mechanical approach to program evaluation objective writing.
The following case example demonstrates a situation where a
stepwise approach, rather than a simultaneous application of the
SMART criteria, was necessary to write meaningful program
objectives.

2. Case example

The authors’ need to elaborate on an alternative method for
developing SMART objectives arose while working on a self-
assessment tool for a cardiac ready communities (CRC) program in
a rural Midwest state (Center for Rural Health, 2016). The goal of a
CRC (also known as Heart Safe communities) program is to
increase survival rates from out-of-hospital cardiac arrest (OHCA)
through several community strategies targeting the five links in
the American Heart Association’s “chain of survival” (American
Heart Association, 2015; Heart Safe Communities, n.d.): compris-
ing 1) recognition of cardiac arrest and activation of the emergency
response system, 2) immediate cardiopulmonary resuscitation
(CPR), 3) rapid defibrillation, 4) basic and advanced emergency
medical services, and 5) advanced life support and post-cardiac
arrest care.

The CRC strategies are designed to address one or more of the
survival links and may include: community leadership involve-
ment, community awareness campaigns, CPR training, public
access to automated external defibrillators (AEDs), emergency
medical dispatching, resuscitation protocols for emergency medi-
cal services (EMS) and hospital services, and community evalua-
tion (Heart Safe Communities, n.d.; Montana Cardiac Ready
Communities, 2015; North Dakota Department of Health, 2016).
The state established the success of each strategy by providing
targets needing to be met within the three-year program time-
frame to receive official recognition as a cardiac ready community.

Within the state, there were numerous CRC’s needing evalua-
tion assistance. Further, given the numerous strategies encom-
passed in a single CRC initiative, it was not feasible to provide each
community with the external evaluation resources needed to track
their individual progress in meeting the set program targets.
Therefore, it was decided the best evaluation strategy was to
empower participating communities to conduct their own CRC
evaluation.

The evaluation strategy consisted of providing participating
communities with evaluation tools and technical assistance to
enable ongoing self-assessment (Center for Rural Health, 2016).
The self-assessment tool included guidance on how to create
SMART objectives for each CRC program activity so communities
could track progress toward the program targets (Center for Rural
Health, 2016). Specifically, the initial draft of the self-assessment
guide described how and why to write specific, measurable,
achievable, relevant, and timely objectives in line with the SMART
criteria suggested by Chen (2015).

The process of writing the guide forced evaluators to a deeper
level of thinking as to how the SMART criteria would be applied.
Explaining how to make the objectives specific, measurable, and
relevant was relatively straightforward. For example, one program
strategy related to the link of early CPR is community level CPR
training. To meet the specificity criterion the community needed to
detail what was meant by the terms “trained” and “population”.

For instance, “trained” could mean the population is at a minimum
trained in hands-only CPR within the last two years and
“population” could be defined as all community members aged
10 and above. To meet the measurable criterion the number of
community members trained in CPR could simply be tracked via
CPR course attendance sheets. The objective was relevant because
of the research evidence linking change in this essential link in the
chain to improved OHCA survival rates (American Heart Associa-
tion, 2015).

However, challenges arose when attempting to explain how to
apply the achievable and timely criteria. An achievable objective is
one that can be reasonably met with existing resources (Chen,
2015). Thus, whether an objective is achievable depends on having
the needed resources to move from the baseline to the desired goal.
For example, assume the baseline revealed 20% of the community
was CPR trained, but the goal was to have 25% trained. If both
budgets and training resources such as instructors, training
materials, and manikins were limited, then the 25% target might
be an attainable target. Alternatively, if the community had access
to ample resources, then perhaps a higher target such as 35% being
CPR trained might be achievable.

To meet the timely criterion requires objectives to include a
reference date for completion. Doing so, according to Chen (2015),
stimulates effectiveness. Although the state imposed a three-year
time frame, some objectives needed to be completed sooner than
others. However, without a baseline assessment establishing a
reasonable timeframe was challenging. For example, it is reason-
able to posit the community would achieve the 25% target sooner if
20% of the population was already trained in CPR, as compared to if
the baseline was closer to 10%. If the former was the case, the
SMART objective could state that by year 2 of the three-year
program the community will increase from 20% to 25% the share of
community members aged 10 and above trained in at least hands-
only CPR.

These challenges made it clear the self-assessment tool needed
to be modified so the CRCs (i) initially apply the criteria specific,
measurable, and relevant to their objectives, (ii) then gather
baseline data (because measurable has been defined), and (iii)
finally add to the objective quality by applying the achievable and
timely criteria. This held true for all strategies for each link in the
survival chain. The revised self-assessment tool provided more
detailed guidance aiding the communities in applying each SMART
criterion (Center for Rural Health, 2016). For example, adding
descriptions/definitions of all program strategies helped commu-
nities in adding specificity to their SMART objectives. Further,
adding available community resources provided assistance in
developing achievable objectives with realistic timeframes. SMART
objectives are more likely when a formal planning, implementa-
tion, and evaluation process like the Antecedent Target Measure-
ment (ATM) approach are followed with fidelity (Renger &
Titcomb, 2002). The revisions to the self-assessment tool better
assisted stakeholders in writing program objectives that met all
the SMART criteria. However, as reviewers of our work rightly note
additional guidance could be provided for each SMART criterion.
Currently, the self-assessment tool is being revisited to see where
decision rules could be added. It is a continuous improvement
process and the authors are getting smarter around their SMART
objectives guidance.

3. Conclusion

The case presentation demonstrates a uniform, one step SMART
approach may not always result in smart objectives. In our
example, the absence of baseline information did not allow for the
writing of achievable and timely program objectives. Thus, there
was a need for a stepwise approach to creating SMART objectives.

M.B. Bjerke, R. Renger / Evaluation and Program Planning 61 (2017) 125–127 127

The stakeholders first wrote specific, measurable, and relevant
objectives; then gathered baseline data. Once the baseline data
were collected the achievable and timely criteria could be applied.
While two steps were needed in this context, it is possible to
imagine situations where perhaps additional steps are needed
before satisfying all the SMART criteria.

3.1. Lessons learned

Learning from this, mainstreaming SMART objectives must be
done with some degree of caution and account for users who do
not fully understand the underlying reasons for applying each
SMART criterion. It is important future mainstream evaluation
manuals/guides delineate between different contexts in their
SMART goal/objective guidance as stakeholders may need to do
some homework before being able to satisfy all the SMART criteria.
Otherwise, programs may end up with SMART objectives that are
not so smart after all.

Acknowledgements

The authors would like to thank Dr. Carlos Rodriguez, Kim
Dickman, Skyler Ienuso, Makenzie McPherson, Allyssa Schlosser
and Eric Souvannasacd for their insights and feedback.

This work was supported by the Leona M. and Harry B. Helmsley
Charitable Trust.

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1 Introduction

2 Case example

3 Conclusion

3.1 Lessons learned

Acknowledgements

References

SMART Goals Workgroup
7.13.23 update

Status of Previous Goals

1. Invite 4 new members to the EFC representing the
following: 1) employers, 2) providers, 3) advocates,
4) postsecondary ed, 5) Regional Center staff

a. TO INCREASE EQUITY, CREATING SELF-NOMINATION SURVEY
b. SURVEY DRAFTED FOR APPROVAL

2. Create EFC member role description

Status of Previous Goals

1. Invite 4 new members to the EFC representing the following: 1) employers, 2) providers, 3)
advocates, 4) postsecondary ed, 5) Regional Center staff

2. Create EFC member role description

a. GENERATED IN EFC INVITATION LETTER FOR APPROVAL

b. MADE CHANGES TO SHORTEN LENGTH AND USE PLAIN
LANGUAGE

New SMART Goals

•Directed by the committee in May meeting to focus
on data

•HEADLINE GOAL:
• That the Employment First Committee be a source of data

related to employment that can inform the public and
legislature regarding current status, successes, and needs.

•SMART Goal 3: Update Data Dashboard

• SPECIFIC: Update Council Data Dashboard to reflect most recently
released data, with links to expanded information

• MEASURABLE: Yes – Have the data been updated?

• ATTAINABLE: Data has been provided by DDS, identify committee
members to support, link to SCDD website supports

• RELEVANT: updated data will most accurately reflect current state of
employment

• TIME-BOUND: by October 12th meeting

•SMART Goal 4: Identify New Data Directions

• SPECIFIC: Identify 2-3 new targets for data collection that would be
informative to EFC work
• E.g., data on wait time for employment services in Regional Centers, data to

understand factors that contribute to / predict later CIE

• MEASURABLE: Yes – 2 or 3 specific ideas

• ATTAINABLE: Examine what we know and do not know, what would be
helpful to create movement, identify committee members to support

• RELEVANT: updated data will most accurately reflect employment in CA

• TIME-BOUND: by October 12th meeting propose ideas; committee can
weigh in on priorities and discuss plans for collection

How to Move Forward?

•Options:
• Formation of workgroup to pursue these two specific

SMART goals

• Formation of ongoing data workgroup

• Entire committee supports through set aside “working”
time in quarterly meetings to discuss and address these
data goals

Slide 1: SMART Goals Workgroup
Slide 2: Status of Previous Goals
Slide 3: Status of Previous Goals
Slide 4: New SMART Goals
Slide 5
Slide 6
Slide 7: How to Move Forward?

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