Implementing health promotion projects is very demanding:

  • A large number of actors and measures have to be coordinated (project structure and networking)
  • The objectives and the budget must be kept in mind (controlling)
  • The target groups must be sufficiently involved (participation)
  • Unforeseen developments must be identified in good time (milestone meetings)
  • And the project must be reflected on and optimized regularly (evaluation)

A great deal of meticulous work is required at all levels and, at the same time, an overview must be maintained.

Projects   Programs

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  • Das Projekt wird regelmässig systematisch reflektiert und bei Bedarf angepasst.

    Indicators Project phases
    PD IM VA

    Das Projekt ist mittels Meilensteinen in mehrere Etappen gegliedert, für die jeweils eine Feinplanung mit Zwischenzielen gemacht wird.

    Die Entwicklungen des Projekts (in Bezug auf Massnahmen, Zusammenarbeit, Zielerreichung, personelle und finanzielle Ressourcen usw.) und seines Umfelds werden an Meilensteinsitzungen zum Beispiel anhand von Leitfragen oder Kriterien reflektiert.

    Auf der Basis der Reflexionen werden Folgerungen für die nächste Projektetappe abgeleitet und gegebenenfalls Anpassungen vorgenommen.

  • Wichtige Aspekte des Projekts sind in nachvollziehbarer Weise dokumentiert.

    Indicators Project phases
    PD IM VA

    Es gibt verbindliche Regeln, was, von wem, auf welche Weise dokumentiert werden soll und wie die Dokumente verwaltet werden. Dabei wird der Datenschutz eingehalten.

    Das Projekt ist umfassend beschrieben (Skizze, Konzept, Zeitplan, Schlussbericht usw.) und die aktuelle Version dieser Dokumente ist den Projektbeteiligten zugänglich.

    Wichtige Beschlüsse sind schriftlich festgehalten.

    Die Erkenntnisse und Erfahrungen (positive und negative) sind so dokumentiert, dass sie den Transfer von Erfahrungen und Wissen in andere Projekte ermöglichen (z. B. Evaluationsberichte, Leitfäden usw.).

  • Die interne und externe Kommunikation ist zielgerichtet.

    Indicators Project phases
    PD IM VA

    Es ist verbindlich geregelt, wie der Austausch unter den Projektbeteiligten erfolgen soll und wer, wann, wen, wie, worüber informiert.

    Der Austausch und die Information sind effizient und für alle Projektbeteiligten zufriedenstellend (relevante Informationen, richtiger Zeitpunkt etc.).

    Die Inhalte der externen Kommunikation (Botschaften, Erkenntnisse) werden adressatengerecht aufbereitet und über geeignete Kanäle verbreitet.

Quality criteria (projects) 5.2 (pdf)

  • With this checklist you can detect two things: strengths and weaknesses in the documentation system of the project and formulate quality objectives.
    It is best to discuss the list point by point with your team. You can thus identify procedures that have proved to be useful or less successful, as the case may be. This list might also give you some ideas to think about which had not previously occurred to you.

    Checklist (pdf)
  • The evaluation chart will help you decide on the most appropriate methods for assessing the achievement of an objective or an intermediate target. The systematic assessment of results will help you in the management of your project and will provide evidence of success. The chart also provides space for additional questions to do with evaluation. Questions regarding evaluation type, data collection methods, time frames and assignment of responsibilities will be determined on the basis of this document.


    Instructions (pdf) | Template (
  • Usually, some evaluation measures are sketched out during the planning and design phase of a project. The evaluation plan allows a more detailed presentation of these measures. An evaluation plan is particularly helpful, and recommended, if a large evaluation is envisaged and if many questions regarding evaluation are left open in the project design. If an external organization is to be entrusted with the evaluation, an evaluation plan is compulsory – as a basis for discussion and for quotes. Pondering evaluation questions is helpful for clarifying one’s own expectations and for developing new and interesting lines of thought. Even if one is unfamiliar with evaluation, it makes sense to start thinking about possible evaluation methods. External evaluation experts can help to choose the best methodology for obtaining answers to the evaluation questions.

    Instructions (pdf) | Template (
  • Fromal advice from Colleagues is a tool used for intervision (exchange and advice from fellow professionals). It is useful if a colleague is seeking an input and advice from fellow professionals. The session follows a predefined structure. The person seeking advice (person A) starts by describing the case or the problem to his/her colleagues. Following a strict procedure the consulted colleagues will help to solve the problem by contributing their experience and knowledge.

    Instructions (pdf)
  • The project management chart is an important tool in the implementation phase. It is useful for:

    • defining the intermediate objectives of each 'milestone' and for the detailed planning of measures and interventions, target dates and responsibilities,
    • assessing and documenting project progress ('milestone' reporting),
    • planning the next project phase.

    Management chart

    Instructions (pdf) | Checklist (pdf)
  • Milestones are an important element of project management. Milestone meetings provide an opportunity to pass in review the project so far. This review is organized in a structured way: the attainment of intermediate objectives and quality objectives is examined, the atmosphere in the team is discussed and the next steps forward are planned. The following questions help you to plan and manage the milestone meetings.

    Guideline questions (pdf)
  • toolA mood appraisal identifies the factors that may be responsible for low motivation (e.g. in the project team). Such an assessment can also point to discrepancies between expectations and hopes or changes in attitudes in regard to particular issues. It can be the starting point for tackling and overcoming difficulties.

    Instructions (pdf) | Template (
  • Projects in health promotion and prevention are never carried out in isolation. A project’s development may be influenced by legal, political, social, economic and cultural factors as well as by other stakeholders, sometimes to the point that the project cannot go ahead as planned. Target groups, too, have an important influence on the development of a project, especially if there is a high level of participation. Testing new approaches or attempting a project in a new context also involves substantial uncertainty. Projects are thus exposed to external factors that are sometimes unfavorable and can hinder a project’s smooth development. Other unforeseeable events such as changes in the project team may also influence a project’s advancement.

    Risk analysis

    Such potential obstacles can be identified, described and assessed with a risk analysis, and risk reduction or avoidance measures can be planned accordingly. The risk analysis proposed here has been formulated for projects but is also applicable for programs or in organizations. Ideally, the risk analysis is first carried out individually by each team member (and perhaps other stakeholders), then compared and discussed in a team meeting and finally summarized in consolidated form.

    Instructions (pdf) | Template (
  • Have you provided suitable forums for regular reflection on the progress of the project?
  • On what basis should a final assessment of the project be made?
  • What measures are planned to create and maintain a good atmosphere within the team?
  • Controlling of processes and activities on the basis of a target-performance analysis.
  • The systematic collection and analysis of information not routinely available about the different aspects of a project or an intervention and its critical appraisal; taking into account different perspectives and applying adequate (social-) scientific research methods and theories.
  • Continuous or periodic systematic data collection used for checking processes and results.
  • Periodic and systematic assessment, reflection and optimization of the project implementation (cf. milestones and monitoring).
  • Project phases are the phases a project passes through from initial idea to completion. In quint-essenz, we distinguish between phases of planning, implementation and valorization, where the implementation phase is subdivided into continuous development cycles (stages).
  • Periodic information.
  • Personal factors which individals have at their disposal for coping with the demands of life. In resource-oriented health promotion, it usually means individual skills and social resources (e.g. resilience, sense of coherence, social status). In project management, the term usually refers to the material, infra-structural and professional requirements needed for planning, executing and evaluating a project.
Last modification: 27 November, 2016 21:36