• Create a timeline with responsibilities, outcomes and deadlines
• Include intermediate targets, if necessary
• Ensure adequate resources are available to complete the plan
•  Implement plans including communicating goals and plans to appropriate staff
•  Include provisions for reviewing progress toward goals

After setting goals, develop an implementation plan for each goal.  This may be simple, such as giving one person an assignment or directing purchasing staff to buy certain vehicles.  However, it is likely to be more complicated.  As with evaluating and prioritizing options, this may be a part of the process where it makes sense to involve staff from many different sections or departments.  You can even just rely on the same committee that worked on prioritizing options.  Whoever works on the effort, a good implementation plan will do the following: 

• Include a timeline with milestones and deadlines for implementing the goal
• Identify staff who will work on implementing the goal
• Specify each person’s responsibilities
• Identify who has decision-making power and ultimate authority over the plan
• Ensure adequate resources (personnel and financial) are available to complete the plan
• Communicate responsibilities, due dates, etc. to all relevant staff and
• Designate a time to review progress toward the goal

 If a goal is complicated or covers a long time, it may make sense to include intermediate steps or targets along the way.  For example, a goal could be to decrease fuel use by 10% within 5 years.  Many paths could lead to this goal, such as idle reduction, increased fleet fuel economy, downsizing the fleet, encouraging mass transit, introducing Segways to the fleet, etc.  The ultimate plan to reach the goal is likely to be a combination of things.  One scenario would be to set a first target of researching options within 6 months.  The second target could be to do a cost-benefit analysis of each option and could be due 6 months after the first target.  The third target could be identifying which options will be implemented and could be due 6 months after target two.  Other targets would follow until you end up with a workable plan that takes you to your goal.  If you do have interim targets, incorporate them into the plan you develop for the goal.  Table A-3 in Appendix A is an example of a form you can use to track a goal that has interim targets.

The last step, designating a time to check progress toward the goal, is important.  Many organizations meet their goals more quickly than originally anticipated and need to update them or set broader goals.   Alternately, an organization may realize it cannot meet its goal.  In this case it may make sense to revise the goal to something achievable, e.g., provide more time to reach the goal or lower the target.  Reviewing progress is also important for longer-term, exploratory goals.  For these goals having a time designated to reassess the situation provides an opportunity to determine if conditions are right to set a quantitative goal.