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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


  • 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?


  • 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







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?


Key Processes

Key Components

  • Need identification, need description, approach assessment and selection

  • Planning & Implementation

  • Process Monitoring, Improvement & Evaluation

  • Goals

  • Roles

  • Processes

  • Interpersonal Relationships


  • Resources:

    • VISTACampus.org > VISTAs > The Work > VISTA Program Areas > Financial Literacy

  • Classes recommended:

    • HO209el Financial Fitness