{"id":355,"date":"2021-04-16T15:17:48","date_gmt":"2021-04-16T19:17:48","guid":{"rendered":"https:\/\/ecehub.tiac-aitc.ca\/?post_type=resource&p=355"},"modified":"2021-07-27T13:38:22","modified_gmt":"2021-07-27T17:38:22","slug":"04-goal-setting","status":"publish","type":"resource","link":"https:\/\/ecehub.alphabetcreative.com\/en\/resource\/04-goal-setting\/","title":{"rendered":"04 Goal Setting"},"content":{"rendered":"\n

Goals<\/h2>\n\n\n\n

There are many reasons why you may choose to undertake a culinary tourism strategy development process, from increasing visitation to providing more meaningful and multisensory experiences to visitors.<\/p><\/blockquote>\n\n\n\n

Do not proceed with the development of a strategy until those who will lead the process have a shared understanding of what they expect to get out of it. A good place to start is with setting clear goals. Goals set expectations around the future state that is to be achieved. Because they are broader in scope, they tend to be difficult to measure. For example, you may have identified overarching goals for your strategy development project such as the establishment of a foundation for growing culinary tourism<\/em> or the mobilization of industry around a shared vision for culinary tourism<\/em>.<\/p>\n\n\n\n

A trick for goal setting is to ask yourself, what do I want to be celebrating with others at the end of the strategy development process?<\/p>\n\n\n <\/div>\n<\/div>\n\n

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What are you trying to achieve through the development of a culinary tourism strategy?<\/p>\n <\/div>\n <\/div>\n \n \n <\/div>\n <\/div>\n<\/div>\n\n

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Objectives<\/h2>\n\n\n\n

Objectives are clear statements that should inform your strategy development work. When agreed upon at the onset, these will greatly assist you in scoping the entire process. Put simply, objectives will guide actions that will collectively achieve your goals. The language of S.M.A.R.T. objectives is used across several industries because of how simple it is to understand and use as criteria for both setting and assessing objectives.<\/p>\n\n\n\n

While there is no universally accepted breakdown of the letters that make up the term, the following has been generally accepted and adapted over time:<\/p>\n\n\n\n

S<\/strong>pecific<\/p>\n\n\n\n

M<\/strong>easurable<\/p>\n\n\n\n

A<\/strong>chievable<\/p>\n\n\n\n

R<\/strong>elevant<\/p>\n\n\n\n

T<\/strong>ime-bound<\/p>\n\n\n\n

Note, objectives can be process-oriented, and unique to the activities that will be taking place over the course of your strategy development process, or they can be outcome-based and focussed on the result that will be achieved as an effect of implementing your strategy research and development activities, or a mix of both. Additionally, because your objectives should be \u201cmeasurable\u201d it is important to think of indicators that will allow you to measure their success.<\/p>\n\n\n\n

A trick for coming up with S.M.A.R.T. objectives is to add \u201cTo\u201d before the action in each objective statement. <\/p>\n\n\n\n

Examples of objectives include the following:<\/p>\n\n\n\n