SOCIAL WELFARE PROJECT/PROGRAM DEVELOPMENT & MANAGEMENT

SOCIAL WELFARE 101(ANO NA! ILISTA MO)

1

ENUMERATE THE THREE CLASSIFICATION OF PROJECT

STANDALONE PROJECT, REQUIRED PROJECT AND NEEDS A COMPANION PROJECT

1

Enumerate the five elements of Social Welfare Project/Program

Activities, Resource, Timeline, Output and Purpose

1

ENUMERATE AND EXPLAIN THE THREE FUNCTIONS OF SOCIAL WELFARE 

RESTORATIVE, PREVENTIVE AND DEVELOPMENTAL

1

ENUMERATE AND EXPLAN THE THREE CATEGORIES OF SOCIAL WELFARE

SOCIAL SECURITY, PERSONAL SOCIAL SERVICES AND PUBLIC ASSSISTANCE

1

ENUMERATE THE THREE PILLARS OF SUSTAINABLE DEVELOPMENT

ECONOMIC SUSTAINABILITY, SOCIAL SUSTAINABILITY AND ENVIRONMENTAL SUSTAINABILITY

PERSPECTIVES & APPROACHES TO SOCIAL WELFARE

1

IT IS  PROJECT MANAGEMENT APPROACH THAT STARTS WITH CLEARLY DEFINED GOALS AND ENSURES THAT ALL PROJECT ACTIVITIES, RESOURCES AND DECISIONS ARE ALIGNED TOWARD ACHIEVING THOSE GOALS EFFICIENTLY AND EFFECTIVELY. 

GOAL ORIENTED PROJECT MANAGEMENT

1

AN APPROACH USE BY DEVELOPMENT PROJECT IMPLEMENTERS WHICH ADDRESSES THE SYSTEM THAT CREATES THE PROBLEM. IT USES COMMUNITY ORGANIZING AND SOCIAL MOBILIZATION AS TOOLS TO ELICIT GENUINE PEOPLE PARTICIPATION

LIBERATIVE APPROACH

1

IN THE CONTEXT OF SOCIAL WELFARE, IT IS A CRITICAL EVALUATION THAT DETERMINES WHETHER A PROJECT IS VIABLE AND HAS THE POTENTIAL TO SUCCEED BEFORE SUBSTANTIAL RESOURCES ARE COMMITTED TO ITS IMPLEMENTATION. 

PROJECT FEASIBILITY STUDY

1

IT IS A DISCIPLINE EFFORT THAT PRODUCES FUNDAMENTAL DECISIONS AND ACTIONS THAT SHAPE AND GUIDE WHAT AN ORGANIZATION IS, WHO IT SERVES, WHAT IT DOES, AND WHY IT DOES, WITH A FOCUS ON THE FUTURE.  

STRATEGIC PLANNING

1

A TYPE OF M&E INDICATOR, WHERE IT MEASURE DIRECT AND IMMEDIATE EFFECTS OF INTERVENTION AND PROVIDE INFORMATION ON CHANGES THAT HAVE TAKEN PLACE 

RESULT/OUTCOME INDICATOR

M&E FRAMEWORKSIN PROJECT MANAGEMENT

1

IT IS A METHOD THAT EXPLAIN HOW A GIVEN INTERVENTION OR SET OR INTERBENTION ARE EXPECTED TO LEAD TO SPECIFIC DEVELOPMENT CHANGE, DRAWING ON CAUSAL ANALYSIS BASED ON AVAILABLE EVIDENCE. 

THEORY OF CHANGE

1

A PLANNING TOOL CONSISTING OF A MATRIX WHICH PROVIDES AN OVERVIEW OF A PROJECTS GOAL, ACTIVITIES AND ANTICIPATED RESULTS. 

LOGICAL FRAMEWORK

1

THESE ARE CHANGES IN A STATE OR CONDITION THAT DERIVE FROM A CAUSE AND EFFECT RELATIONSHIP. THERE ARE TYPES OF SUCH CHANGES INTENDED/UNINTENDED, AND POSITIVE OR NEGATIVE THAT CAN BE SET IN MOTION BY A DEVELOPMENT INTERVENTION

RESULTS CHAIN

1

IT IS A LIFE CYCLE APPROACH TO MANAGEMENT THAT INTEGRATES STRATEGY, PEOPLE, RESOURCES, PROCESSES AND MEASUREMENT TO IMPROVE DECISION MAKING, TRANSPARENCY AND ACCOUNTABILITY

RESULT BASED MANAGEMENT

1

IT IS A FRAMEWORK PROJECT MANAGERS USE TO HELP THEM PLAN AND EXECUTE PROJECTS STRATEGICALLY AND EFFECTIVELY TO MEET PROJECT GOALS

PROJECT LIFE CYCLE

PHASES IN PROJECT DEVELOPMENT

1

IT IS THE PROCESS OF ASSESSING PROJECT IDEAS AND SELECTING THOSE WITH THE HIGHEST PRIORITY

PROJECT IDENTIFICATION

1

IT IS A SYSTEMATIC PROCESS THAT TRANSFORMS IDEAS INTO SUSTAINABLE RESULTS. IT HAS THREE PHASES WHICH ENSURE THAT PROJECTS ARE PROPERLY PLANNED, EFFICIENTLY IMPELMEBTED AND THOROUGHLY ASSESSED TO ACHIEVED MAXIMUM IMPACT FOR THE COMMUNITY

PROJECT DEVELOPMENT

1

TO ASECERTAIN THE PROJECT FEASIBILITY, A COMPREHENSIVE ASSESSMENT OF ITS TECHNICAL, FINANCIAL , SOCIAL AND ENVIRONMENTAL ASPECTS IS CONDUCTED ON THIS STAGE

PROJECT APPRAISAL AND FINANCING

1

IN THE INVESTMENT PHASE, WORK PLANS, RESOURCE ALLOCATION SCHEDULES AND DETAILED TECHNICAL DESIGNS ARE CREATED, ROLES IDENTIFIED AND TIMELINES ARE FINALIZED

DETAILED PROJECT DESIGN/REENGINEERING

1

IN THE POST INVESTMENT PHASE, IT CAN USED TO CHECK WHETHER PROJECTS REALLY DELEVERED THE BENEFITS EXPECTED FROM THEM AT THE TIME AND TO LEARN WHICH PROJECTS DO BETTER AND WHICH DO WORSE THAT EXPECTED AND WHY.

EX-POST PROJECT EVALUATION

PLANNING & PARTICIPATORY TOOLS IN SOCIAL WELFARE

1

IT IS A VISUALIZATION TOOL FOR CATEGORIZING THE POTENTIAL CAUSES OF A PROBLEM IN ORDER TO IDENTIFY ITS ROOT CAUSES. THE PURPOSE IS TO HELP TEAMS EXPLORE POSSIBLE CAUSES, UNDERSTAND RELATIONSHIP AND THE FOCUS ON THE MOST CRITICAL ROOT CAUSES TO FIND EFFECTIVE SOLUTIONS. 

FISHBONE DIAGRAM/ISHIKAWA DIAGRAM

1

IT IS TOOL OF ANALYSIS THAT ILLUSTRATES THE LINKAGES BETWEEN SET OF COMPLEX ISSUES IN A HIERARCHY OF RELATED FACTORS HIGHLIGHTING A FOCAL PROBLEM AND THE CAUSE AND EFFECT REALTIONSHIP BETWEEN SEVERAL FACTORS

PROBLEM ANALYSIS/TREE

1

THE METHOD IS TO ASK PARTICIPANTS TO LIST THE MAIN PROBLEMS THIER COMMUNITY ARE CONFRONTED WITH, AFTERWARDS ASK THEM TO RANK THESE PROBLEM IN ORDER OF IMPORTANCE

PREFERENCE MATRIX

1

IT IS A TOOL THAT INCORPORATES AN ASSET BASED APPROACH BY EMPHASIZING A COMMUNITY'S INTERNAL RESOURCES AND ABILITIES AS POSITIVE ATTRIBUTES ALSO CALLED AS COMMUNITY INVENTORY

APPRECIATIVE INQUIRY

1

A TOOL FOR ORGANIZING THE PROJECT WORK INTO MANAGEABLE SECTIONS. A DELIVERABLE ORIENTED HIERARCHIAL DECOMPOSITION OF THE WORK TO BE EXECTUED BY THE PROJECT TEAM

WORK BREAKDOWN STRUCTURE