changes that the that show the degree methods used to project’s control that activity is hoping to of progress that is show progress need to be achieve. being made towards towards the understood to achieving programme achievement of maintain progress objectives. objectives. towards achieving outcomes. Outputs the outputs The measures The sources of Identification of – – that are to be direct or indirect information, data and factors beyond the – produced by the that show if methods used to project’s control that activity in to programme outputs show delivery of need to be achieve its purpose are being delivered. outputs. understood to (e.g. Quitline). maintain progress towards designing appropriate outputs. Activities the The measures The sources of Identification of – – activities that must be direct or indirect information and factors beyond the – undertaken in order that show if Blueprint methods used to project’s control that to produce the outputs are show that activities need to be outputs. delivered. have been understood to completed. maintain progress towards delivering high quality activities. Inputs Resources type As outlined in the first As outlined in the first – and level of column. column. resources required for the Blueprint Finance overall – budget Time planned – and end date Box 5. Constructing effective performance indicators The following criteria serve as guidelines for the construction of effective performance indicators: Indicators should measure change in specifically those social and economic conditions that the programme is attempting to improve. The measurement of progress in any endeavour must relate closely to the aims agreed upon.
changes that the activity is hoping to achieve. that show the degree of progress that is being made towards achieving programme objectives. methods used to show progress towards the achievement of objectives. project’s control that need to be understood to maintain progress towards achieving outcomes. Outputs – the outputs that are to be produced by the activity in to achieve its purpose (e.g. Quitline). The measures – direct or indirect – that show if programme outputs are being delivered. The sources of information, data and methods used to show delivery of outputs. Identification of factors beyond the project’s control that need to be understood to maintain progress towards designing appropriate outputs. Activities – the activities that must be undertaken in order to produce the outputs. The measures – direct or indirect – that show if Blueprint outputs are delivered. The sources of information and methods used to show that activities have been completed. Identification of factors beyond the project’s control that need to be understood to maintain progress towards delivering high quality activities. Inputs Resources – type and level of resources required for the Blueprint Finance – overall budget Time – planned and end date As outlined in the first column. As outlined in the first column. Box 5. Constructing effective performance indicators The following criteria serve as guidelines for the construction of effective performance indicators: Indicators should measure change in specifically those social and economic conditions that the programme is attempting to improve. The measurement of progress in any endeavour must relate closely to the aims agreed upon.
Multicriteria-decision-analysis-report-4.docx