Difference between revisions of "4. Objectives and Impacts"

Revision as of 15:30, 8 April 2011

IEIBuilder Index

This section should be a maximum of 2 pages - excluding the tables. Be focused and keep your objectives to a manageable and meaningful number; not more than 3 to 5 objectives at each level (i.e. 6 – 10 objectives in total).

Specific objectives (during the action)

• What are you trying to achieve during the life-time of your action, i.e. which change in the market and which effects do you seek to achieve on your target population/market etc.?
• In which way is your action consistent with the IEE call priorities?
• Which contribution will this action make to EU policies and priorities, targets and legislation?

Strategic objectives (for the longer term - to 2020)

Remember that your action must include activities to ensure its sustainability and to have an impact after the IEE funding ends.

• what are your expectations from your action untill the year 2020 in view of EU targets.Remember that your action must include activities to ensure its sustainability and to have an impact after the IEE funding ends

Secondly, you need to assess the expected impact of your action based on a bottom-up approach. Use assumptions which are best fitted to the specific environment that you will be addressing - and building on your specific and strategic objectives. Illustrate your assumptions and extrapolations e.g. per country / region / partner as appropriate.

In order to assess this expected impact it is important to understand the relation between inputs; activities; outputs; outcomes / impacts; performance indicators and targets associated with your action.

• Inputs are the resources required to deliver your action. These are set out in Part C of your proposal.
• Activities are the tasks or processes undertaken. These are set out in form of a number of work packages in Section 7 'Work Programme' of your proposal.
• Outputs are the direct products and services that your action will deliver. They include material deliverables (e.g. brochures, reports, CD ROM) as well as services provided (e.g. hours of training, number of people taught). However, usually they say very little about the actual effect of the action or benefits to your target audience.
• Outcomes are identifiable changes which demonstrate the extent to which the activities have an effect on their intended target group. These changes can be expressed in terms of:
  • Enabling policies & strategies
  • Market transformation
  • Changing behaviour
  • Access to capital
  • Development of skills
• These outcomes should result in specific energy-related impacts within the duration of the action, i.e. sustainable energy investments triggered, higher share of renewable energies, primary energy savings, and reduction of green house gas emission, thus contributing to the EU 2020 targets.
• Long term outcomes and specific energy-related impacts for which you must provide an extrapolation up to 2020. Take account of market potential and trends, the triggering effect of your promotion and dissemination activities, and the 'snow-ball effect'. Your action should at least induce positive developments towards the strategic objectives – even if fully achieving them will usually also depend on other factors. You must explain your assumptions for your extrapolation, estimated according to a credible baseline.
• Performance indicators should be used to determine the success of your action in reaching its objectives. Describe these performance indicators in the tables below and quantify them – with targets - to measure your outcomes and specific energy-related impacts. The performance Indicators should be SMART (specific, measureable, achievable, relevant and time-bound)

Specific Objectives, Key Outputs and Outcomes within the duration of the action:

Overview tables of outcomes and impacts