Performance Indicators Review of lesions SESW 108 Program

Performance Indicators , Review of lesions SESW 108: Program Development and Management Dr. Kazi Abdur Rouf Instructor Settlement Services Worker Certificate Social Service Worker Part-Time Diploma Program School of Social and Community Services Humber College Institute of Technology and Advanced Learning Building C, Lakeshore Campus, Toronto Tuesday, November 27, 2012 6: 30 - 9: 30 PM (13 th class lesion)

Performance Indicators , Review of lesions • • Direct Performance Indicators Indirect Performance Indicators Procurement management Review of lesions

Performance indicators • • • Direct Measures Direct measure correspondents especially to o results at any performance level. For instance, quantities of good deliverables or counts of clients served are direct measures of output, instance of changing beneficiary behavior are a direct measure of project outcome, A given variable could possible serve as an indicator of result at any of various levels( input, outcome, or impacted) depending on the project objectives.

Indirect Measures • Indirect measures correspond less precisely than direct measures to the performance • sought • They are often used where direct measure are too difficult inconvenient or • Costly to obtain. Indirect measures are based on a known relationship between the • Performance variable and the measure chosen to express it • For example using more intensive demanding value services as an indirect indicator of increased service productive

Procurement Cycle and Procurement Planning The procurement process can be effectively presented as cycle which outlines a series of steps Procurement Planning: Procurement planning is the process of identifying what products and services are best procured outside the project organization-it is buy or make decision which involves: • What to procure • How much to procure • When it is required • When to procure • How to procure (contract) Source: Rory Burke (1999). Project Management: Planning and control techniques. Chapter 22. Toronto: Willey.

Procurement list, procurement schedule • Procurement list is developed from the project’s scope of work. It is about bill materials • It gives details of procurement: manufacturer, mode, number, specification, type, color, rating, level of inspection, etc. • From the list , the PM decide to buy or make. • Procurement schedule: here includes schedules of supplier supply materials, and vendor list, • Invite tender and schedule of draw, • Tender adjudication time and raise the order • Transportation time • Receiving schedule • Warehouse storage and • Maintain accounts of all transactions Source: Rory Burke (1999). Project Management: Planning and control techniques. Chapter 22. Toronto: Willey.