Setting targets on outcomes and defining performance indicators The target in our case is based on the objective to reduce illegal waste sites. The longer term target is to be achieved in 2013 and is, a reduction of illegal waste sites by fifty percent, compared to the baseline of 2011. A number of quantitative and qualitative performance indicators have been selected to help assess progress in achieving the target. Note that the Inspectorate could also have set targets and performance indicators on inputs and outputs. Defining Strategies The strategy outlines the combination and/or succession of interventions applied. In our case a range of interventions is used: prevention, providing information, transfer of knowledge, disruption, enforcement, communicate progress, spread best practice, engage stakeholders, etc. The selected interventions will often have a different timing and duration, and will require different resources. Together they form a mix, a combination that is expected to help achieve the target. Planning Often the necessary interventions and actions are interrelated and reinforce each other. Almost always they have to be implemented over a period of more than one year to be really effective. Therefore, a target will usually be set for a longer time horizon than one year, as in our case. To manage the project properly it is important to break down the process into several phases and incorporate these in the yearly inspection plans and schedules. Based on the chosen strategy, interventions are outlined and concrete actions are described (indicating numbers, timing and duration of actions, allocated staff, equipment and other resources, etc.) in the successive inspection plans and inspection schedules. The inspection plan will also describe the targets and indicators which have been set. Execution and reporting, Performance Monitoring and Review In our case a project and taskforce are established to manage the process of organising and carrying out targeted supervision activities. The project is given special, separate attention in the overall yearly inspection plans and schedules of the Inspectorate. The senior management of the Inspectorate and relevant stakeholders are involved and play their role in keeping the project on the right track. The commitment and expertise of the inspectors are sought from the start of the project. A successful outcome is also dependent on the robust implementation of planned project activities, carefully monitoring by the taskforce, well organised collection of data on actions carried out, regular
Setting targets on outcomes and defining performance indicators The target in our case is based on the objective to reduce illegal waste sites. The longer term target is to be achieved in 2013 and is, a reduction of illegal waste sites by fifty percent, compared to the baseline of 2011. A number of quantitative and qualitative performance indicators have been selected to help assess progress in achieving the target. Note that the Inspectorate could also have set targets and performance indicators on inputs and outputs. Defining Strategies The strategy outlines the combination and/or succession of interventions applied. In our case a range of interventions is used: prevention, providing information, transfer of knowledge, disruption, enforcement, communicate progress, spread best practice, engage stakeholders, etc. The selected interventions will often have a different timing and duration, and will require different resources. Together they form a mix, a combination that is expected to help achieve the target. Planning Often the necessary interventions and actions are interrelated and reinforce each other. Almost always they have to be implemented over a period of more than one year to be really effective. Therefore, a target will usually be set for a longer time horizon than one year, as in our case. To manage the project properly it is important to break down the process into several phases and incorporate these in the yearly inspection plans and schedules. Based on the chosen strategy, interventions are outlined and concrete actions are described (indicating numbers, timing and duration of actions, allocated staff, equipment and other resources, etc.) in the successive inspection plans and inspection schedules. The inspection plan will also describe the targets and indicators which have been set. Execution and reporting, Performance Monitoring and Review In our case a project and taskforce are established to manage the process of organising and carrying out targeted supervision activities. The project is given special, separate attention in the overall yearly inspection plans and schedules of the Inspectorate. The senior management of the Inspectorate and relevant stakeholders are involved and play their role in keeping the project on the right track. The commitment and expertise of the inspectors are sought from the start of the project. A successful outcome is also dependent on the robust implementation of planned project activities, carefully monitoring by the taskforce, well organised collection of data on actions carried out, regular