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Social Forestry > Integrated Forestry Management > Flashcards

Integrated Forestry Management Flashcards

1
Q

Utilization of human and material resources towards the attainment of specific objectives.

A

Management

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2
Q

Compromises planning, organizing, resourcing, leading or directing and controlling an organization for the purpose of accomplishing a goal.

A

Management

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3
Q

To sustain the ability of the forest environment to support quality life.

A

Forest Management

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4
Q

Deliberate human actions tat affects the way the forest resources will be used and allocated to meet particular hum needs.

A

Forest Management

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5
Q

A management strategy meant to utilize resources wisely without impairing the sustainability of the resources.

A

Conservation Strategy

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6
Q

A management strategy meant to undertake rehabilitation measures or to improve natural resources.

A

Development strategies

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7
Q

A management strategy meant to protect natural resources.

A

Protection Strategy

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8
Q

A management strategy that prioritizes the sustainable production of water, wildlife, livestock and other resources.

A

Production Strategy

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9
Q

A set of interrelated activities which uses available resources during a specified period of time in order to attain an objective or set of objectives.

A

Project

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10
Q

A project based on out put

A

Goods producing projects and Services providing project

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11
Q

Income generating projects and Non income generating project

A

Based on purpose

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12
Q

A stage where you analyze results, summarize key learning, and plan next steps.

A

Closure stage

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13
Q

The stage where you outline the tasks and timeline required to execute on the project.

A

Planning stage

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14
Q

The stage where you understand the goals, priorities, deadlines, and risks of the project.

A

Initiation stage

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15
Q

The stage where you turn your plan into action and monitor project performance.

A

Execution stage

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16
Q

Analysis of survey results and identification of issues, problems, needs and potentials.

A

Planning phase

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17
Q

Enlisting support and active participation of different stakeholders and allocation of available resources (human and non human).

A

Planning Phase

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18
Q

Desired results towards which activities is directed are much broader in scope.

A

Goals

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19
Q

A statement of how we see resources developed in the future.

A

Vision

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20
Q

More immediate results and are specific.

A

Objectives

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21
Q

Describing the planning area (Resource Environment) quantitatively and qualitatively.

A

Analysis of the situation

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22
Q

Best suited for assessing soil and water

A

Watershed profiling

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23
Q

Best suited for assessing human resources

A

Community profiling

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24
Q

Best suited for assessing plants and animals.

A

Ecosystem profiling

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25
Q

Meteorological variables

A

Abiotic factors (Temp., waters, air quality. soil quality)

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26
Q

Biotic factors

A

Grassland, forest, freshwater ecosytem, coastal waters

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27
Q

Inventory of faunal resources

A

Through census and sampling estimates

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28
Q

It allows studying fish and wildlife in their natural environment.

A

Direct observations

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29
Q

Types of surveys

A

Questionnaire, interview and Focused group discussions

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30
Q

It predicts the status of resources in the future

A

Productivity, stability, sustainability

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31
Q

Results of situational analysis

A

Uses

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32
Q

Allocating tasks to groups or individuals in the project.

A

Implementation and management phase

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33
Q

Most visible part of the project management cycle

A

Implementation and management phase

34
Q

Practical tips for implementing projects

A

1.Do not bypass local authorities when dealing with local community members.
2.Do not make enemies, whether among your clients or your supporters.
3.Staff or project workers must respect common habits, and folklore and must speak the local language

35
Q

A phase where lessons learned are emphasized and feedback are given to management and to implementors and clienteles.

A

Evaluation Phase

36
Q

A phase where this is answered, “What project has achieved, has not achieved; strong points, weak points; dysfunctions; unintended results and the like.”

A

Evaluation Phase

37
Q

Title of chapter 10

A

Planning of Forestry project

38
Q

Its the fundamental management function which involves deciding beforehand, what is to be done, when, how and who is going to do it.

A

Planning

39
Q

Nothing but thinking before action takes place.

A

Planning

40
Q

Helps to peep in the future and decide in advance the way to deal with the situations, which we are going to encounter in the future.

A

Planning

41
Q

A characteristic of planning that provides the base for other functions of the management.

A

Managerial Function

42
Q

A characteristic of planning that focuses on defining the goals of the organization, identifying alternative courses of action and deciding the appropriate action plan for reaching the goals.

A

Goal Oriented

43
Q

A characteristic of planning here plans are made for specific term. An ongoing process, as plans are framed, executed and followed by another plan.

A

Continuous process

44
Q

A mental exercise as it involves the application of the mind, to think, forecast, imagine intelligently and innovate.

A

Intellectual process

45
Q

It encompasses looking into the future, to analyze and predict it so that the organization can face future challenges effectively.

A

Futuristic

46
Q

Decisions are made regarding the choice of alternative courses of action that can be undertaken to reach the goal.

A

Decision making

47
Q

This is the primary step in the process of planning which specifies the objective of an organization

A

Setting objectives

48
Q

The end results that the management wants to achieve through its operations

A

Objectives

49
Q

Once the objectives are set assumptions are made and all the alternative courses of action should be identified.

A

Identifying Alternative Courses of Action

50
Q

In this step, the positive and negative aspects of each alternative need to be evaluated in the light of objectives to be achieved.

A

Evaluating Alternative Course of Action

51
Q

The best plan, which is the most suitable plan and with minimum negative effects, is adopted and implemented.

A

Selecting one best alternative

52
Q

In such cases, the project implementor’s experience and judgement play an important role in selecting the best alternative.

A

Selecting one best alternative

53
Q

Monitoring the plan constantly and taking feedback at regular intervals is called follow-up.

A

Follow up action

54
Q

Regular checks and comparisons of the results with set standards are done to ensure that objectives are achieved.

A

Follow up action

55
Q

In today’s world, 1 and 2 progress toward achieving 3 and 4 is essential for organizations to measure their success.

A

tracking, analyzing, specific goals and objectives.

56
Q

A process that involves collecting and analyzing data to measure progress toward achieving specific goals and objectives.

A

Monitoring and evaluation

57
Q

This process helps organizations to identify what is working and what is not and to make informed decisions on how to improve their programs and projects.

A

Monitoring and evaluation

58
Q

Focus on the quality of service delivery and the outcomes (results) achieved by a program.

A

Performance evaluation

59
Q

Look for changes in outcomes that can be directly attributed to the program being evaluated.

A

Impact evaluation

60
Q

A continuous process of collecting and analyzing information about a program and comparing actual against planned results in order to judge how well the intervention is being implemented.

A

Monitoring

61
Q

3 key questions of monitoring

A
  1. Did the program reach the target group?
    2.Was the program implemented efficiently
    3.Was the program implemented diff. at diff sites?
62
Q

It is also called as process evaluation.

A

Monitoring

63
Q

3 Key elements of monitoring

A

1.Continous process
2. RDC
3.IGIM

64
Q

A document that helps to track and assess the results of the interventions throughout the life of a program. It is a living document that should be referred to and updated on a regular basis.

A

M and E Plan

65
Q

The process to check whether a program has met its objectives.

A

Evaluation

66
Q

Feature of evaluation where data is collected using a questionnaire designed at the beginning of the program.

A

Robust Methodology

67
Q

3 key features of evaluation

A

1.RDC
2.RM
3.CG

68
Q

Components of Monitoring and evaluation

A

1.PD
2.DCP
3.MP
4.EP
5.HTPWBU

69
Q

THIS SECTION INCLUDES ALL TE STAKEHOLDERS WHO WILL ACCESS THE PLAN AND USE COLLECTED DATA.

A

HWTPBU

70
Q

It includes where and how the data and findings will be stored.

A

HWTPBU

71
Q

This section includes the research design.

A

EP

72
Q

This section includes data sources and methods for data collection, analysis and reporting.

A

DCP

73
Q

This section includes the components that will be measured, frequency data collection and the indicators that will be used to measure results.

A

MP

74
Q

Guiding Principles in M and E

A

F, T, U, C, E

75
Q

Limited resources such as time, budget, and personnel can make it difficult to carry out effective monitoring and evaluation activities.

A

Inadequate resources

76
Q

Collecting accurate and reliable data can be a challenge, particularly in contexts where there are limited resources or where data collection is not a priority.

A

Difficulty in data collection

77
Q

Monitoring and evaluation require specific skills and expertise, and organizations may not have the necessary capacity or expertise to carry out these activities effectively.

A

Inadequate capacity

78
Q

Last but not least, M&E helps you grow and learn. There are always areas where your organization may grow and improve. You may learn from your mistakes and improve in the future by using the knowledge you gather through monitoring and development.

A

Learning for the Future

79
Q

Decisions should be based on data. M&E procedures offer the crucial data required to view the larger picture. The knowledge gained from earlier monitoring and evaluation is considered when making decisions.

A

Improves Decision-Making

80
Q

There is more transparency during the monitoring phase due to organizations’ tracking, analysis, and reporting. Stakeholders have unrestricted access to information and can share their opinions, increasing their involvement in the project.

A

Better Accountability and Transparency

81
Q

M&E system plans to aid in establishing interventions for when things go wrong, defining a project’s scope, and letting everyone know how those interventions will affect the rest of the project.

A

Catch Problems Early

82
Q

Every organization experiences mistakes and failures. M&E thoroughly breaks down everything that went right and wrong throughout a project.

A

Assists Organizations in Learning From Mistakes

Social Forestry (4 decks)

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