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Welcome VISTAs Phone call logistics. Dial-in by telephone to: 866.363.6079 Conference code: 5315701192# Press * 6 to mute your line. Press * 6 again to unmute your line.

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welcome vistas phone call logistics
Welcome VISTAs Phone call logistics
  • Dial-in by telephone to: 866.363.6079
    • Conference code: 5315701192#
  • Press * 6 to mute your line.
  • Press * 6 again to unmute your line.
  • Do not put this conference call on hold. In case you need to attend to a different call, please simply hang up and dial-in again.
project management asking the right question

Project Management:Asking the right question

Designed by Kapila Wewegama

Facilitated by Swati Karandikar

agenda
Agenda
  • Introductions: Name, organization & favorite Halloween costume
  • Overview of Financial Capabilities
  • Why ask the right questions
  • Establish session goals
  • Key stages & components of Project Process
financial capabilities
Financial Capabilities
  • What does this field entail?
    • Passage for homeownership
    • Asset building education
    • Behavioral Change objectives
  • What types of neighborhoods should have community development organizations?
  • How did you get first involved in community development?
  • What are your reasons for working within the field of financial capabilities?
  • Planning process & implications
  • Stakeholders
why ask the right questions
Why ask the right questions?
  • Increase stakeholder ownership
  • Promote responsibility and accountability
  • Support capacity building
  • Encourage cross examination & increase efficiency
  • Promote the role of facilitative leadership
    • Key for gaining experience and turning project management to process facilitation
whom should you ask these questions
Whom should you ask these questions?
  • Yourself
  • Supervisors
  • Beneficiaries
  • Collaborators
  • Colleagues – VISTA members
  • Resource providers
what s the point
What’s the point?

Session Goals

  • Identify and describe the key components of effective project process facilitation.
  • Identify and list key questions that facilitateseffective designingof each of the key component.
need identification analysis
Need Identification & Analysis
  • What is the perceived need?
    • Who is asking this question?
  • What is the scope of the need/problem?
    • Whose need is it?
    • Who benefits from addressing the need?
    • How important is the need?
  • What are the consequences of the problem /not addressing … need?
    • How does it impact/affect different groups (org., community, collaborators, etc)?
    • What are culture/social consequences?
    • What are the environmental consequences?
continued
…continued
  • What are the causes of the need/problem?
    • What are the different groups perception of causes?
    • What are the common trends/themes among the different perspectives?
    • What is the relationship among causes? – Causation versus correlation
  • What have the past/current efforts to address this need?
    • What aspects have and have not been successful and how/why?
    • What insights can we draw from past/current efforts?
    • Need Statement/description
need identification approach assessment selection
Need identification, Approach, Assessment & Selection

Potential approaches identification

Most promising Approach Selection

  • What are the potential ways to address this need?
  • Is the proposed approach feasible & appropriate?
  • Remember to involve all the stakeholders
  • What are their attitudes and reactions to the proposed project?
  • Is there sufficient motivation from the group for engagement?
  • Is there consent from the group’s leadership?
  • Does the project confirm with their cultural & social norms?
  • Does the group feel the project is addressing their real need?
ask your stakeholders
Ask your stakeholders?
  • Does the proposed project compliment the organization’s mission and goals?
  • Is my supervisor supportive of the project?
  • What’s the level of support my supervisor/organization is willing to provide?
  • Would any personnel change (supervisor, director, etc.) affect the commitment to the project?
  • Does this project promote capacity building?
  • Who/what is the focus for capacity building (organizational, staff, target group)?
  • Will the implementation of this project lead to sustainability?
  • Have other VISTAs executed similar projects as mine? If so, what were their results?
  • Who are the other collaborators in this project?
  • Do I have my organization’s consent/support to work with them?
  • What are their roles and responsibilities?
  • Are they willing to commit the resources and time for the project?
  • Includes Technical. Financial, and Human resources
  • Are the required technical skills available in house?
  • Can the associated costs be funded?
  • Are there specific resources/materials needs for this project & can those be secured?
  • Can we find the needed personnel?
planning implementation
Planning & Implementation

Creating a Vision

Creating a Mission

  • What the accomplished status will look like?
  • What is our intent?
  • What future possibilities will this project create for the beneficiaries?
  • What we/project do/does?
  • Who we are and our values?
  • Whom we/project serve?
  • Why the project is done (the purpose)?
creating project goals objectives
Creating project goals & objectives
  • What are the overall change/results expected?
  • Are the identified goals along the directions of the vision?
  • Do the identified goals compliment the mission?
  • Are they realistic and achievable?
  • While setting goals & creating objectives  be S.M.A.R.T.  define each goals and set benchmarks
    • [S] Do they SPECIFICALLY state what will be achieved/focused?
    • [M] Are they described in MEASURABLE outcomes?
    • [A] Are they stated in ACTION verbs and are they ATTAINABLE?
    • [R] Are they RELEVANT and REALISTIC?
    • [T] Is the expected TIME FRAME identified for these outcomes?
program design developing project strategy
Program Design/Developing Project Strategy
  • What is the strategy?
    • Does it compliment the vision & mission?
    • Is it in line with the project goals & objectives?
    • Does it promote ownership, accountability, & transparency? How so?
    • Does it define & outline plans for activity implementation, collaboration, and communication?
  • Importance of team development
    • 80% of conflicts in a team are attributed

to unclear goals

    • 16% to unclear roles
    • 3% to unclear processes
    • Rules have to be established, understood,

shared & agreed upon

Team Development

Model

Interpersonal

Relationships

Processes

Goals

Roles

program design questions
Program Design Questions

Team Development Questions

Action Plan

  • Is everyone clear about the project goals?
  • Is everyone clear about their role, responsibilities & tasks?
  • Is everyone clear about the decision making process, and communication plan?
  • Have you established channels of trust, open communication and feedback?
  • What are the key steps each objective breaks down to?
  • Who will be responsible for each step?
  • What is the specific time line?
  • What resources are needed for each step?
  • What expertise needed to carry out each step?
  • Are their certain conditional factors for each step?
program design questions1
Program Design Questions

Communication Plan

Collaboration Plan

  • What are the key aspects that needed to be communicated (agendas, key activities, progress status, changes, etc.)?
  • Who is responsible for communicating different aspects/items?
  • Who are the key recipients of each communication?
  • What media (phone, email, etc.) will be used to communicate each aspect/item?
  • How would you ensure that each communication is received?
  • How would you communicate about the communication plan, communication responsibilities and expectations?
  • What are the different aspects/needs of the project that requires/promotes collaboration?
  • Who are the different collaborators/partners?
  • What is the nature of each collaboration/partnership?
  • Who are the point persons for different collaboration aspects?
  • Who would be coordinating each collaborative aspect?
process monitoring improvement evaluation
Process Monitoring, Improvement & Evaluation
  • Process Monitoring – under used tool
  • Measuring output of your organization
  • Need to include all the stakeholders
  • Allows for short cycle lessons learned section
  • Difference between Process Monitoring and Process - Additional data are collected for process evaluation. Measuring Outcomes!!! Questions may include:
  • Was the implemented project consistent with its design?
  • Did the project reach the population most in need?
  • What barriers did clients experience in accessing the program?
  • Does the project meet the key expected outcome (goals, objectives, milestones)?
  • What are the monitoring indicators?
  • What was the cost of the program
  • What are the sources/methods?
  • What is the expected date?
  • Do we need to readjust the timeline?
  • Who is monitoring?
  • What did we learn here?
  • What are the surprises?
  • What worked well & what didn’t?
  • What are the areas of improvement?
revise
Revise

Key Processes

Key Components

  • Need identification, need description, approach assessment and selection
  • Planning & Implementation
  • Process Monitoring, Improvement & Evaluation
  • Goals
  • Roles
  • Processes
  • Interpersonal Relationships
questions
Questions
  • Resources:
    • VISTACampus.org > VISTAs > The Work > VISTA Program Areas > Financial Literacy
  • Classes recommended:
    • HO209el Financial Fitness
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