Integrated Forestry Management Flashcards
Utilization of human and material resources towards the attainment of specific objectives.
Management
Compromises planning, organizing, resourcing, leading or directing and controlling an organization for the purpose of accomplishing a goal.
Management
To sustain the ability of the forest environment to support quality life.
Forest Management
Deliberate human actions tat affects the way the forest resources will be used and allocated to meet particular hum needs.
Forest Management
A management strategy meant to utilize resources wisely without impairing the sustainability of the resources.
Conservation Strategy
A management strategy meant to undertake rehabilitation measures or to improve natural resources.
Development strategies
A management strategy meant to protect natural resources.
Protection Strategy
A management strategy that prioritizes the sustainable production of water, wildlife, livestock and other resources.
Production Strategy
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.
Project
A project based on out put
Goods producing projects and Services providing project
Income generating projects and Non income generating project
Based on purpose
A stage where you analyze results, summarize key learning, and plan next steps.
Closure stage
The stage where you outline the tasks and timeline required to execute on the project.
Planning stage
The stage where you understand the goals, priorities, deadlines, and risks of the project.
Initiation stage
The stage where you turn your plan into action and monitor project performance.
Execution stage
Analysis of survey results and identification of issues, problems, needs and potentials.
Planning phase
Enlisting support and active participation of different stakeholders and allocation of available resources (human and non human).
Planning Phase
Desired results towards which activities is directed are much broader in scope.
Goals
A statement of how we see resources developed in the future.
Vision
More immediate results and are specific.
Objectives
Describing the planning area (Resource Environment) quantitatively and qualitatively.
Analysis of the situation
Best suited for assessing soil and water
Watershed profiling
Best suited for assessing human resources
Community profiling
Best suited for assessing plants and animals.
Ecosystem profiling
Meteorological variables
Abiotic factors (Temp., waters, air quality. soil quality)
Biotic factors
Grassland, forest, freshwater ecosytem, coastal waters
Inventory of faunal resources
Through census and sampling estimates
It allows studying fish and wildlife in their natural environment.
Direct observations
Types of surveys
Questionnaire, interview and Focused group discussions
It predicts the status of resources in the future
Productivity, stability, sustainability
Results of situational analysis
Uses
Allocating tasks to groups or individuals in the project.
Implementation and management phase
Most visible part of the project management cycle
Implementation and management phase
Practical tips for implementing projects
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
A phase where lessons learned are emphasized and feedback are given to management and to implementors and clienteles.
Evaluation Phase
A phase where this is answered, “What project has achieved, has not achieved; strong points, weak points; dysfunctions; unintended results and the like.”
Evaluation Phase
Title of chapter 10
Planning of Forestry project
Its the fundamental management function which involves deciding beforehand, what is to be done, when, how and who is going to do it.
Planning
Nothing but thinking before action takes place.
Planning
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.
Planning
A characteristic of planning that provides the base for other functions of the management.
Managerial Function
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.
Goal Oriented
A characteristic of planning here plans are made for specific term. An ongoing process, as plans are framed, executed and followed by another plan.
Continuous process
A mental exercise as it involves the application of the mind, to think, forecast, imagine intelligently and innovate.
Intellectual process
It encompasses looking into the future, to analyze and predict it so that the organization can face future challenges effectively.
Futuristic
Decisions are made regarding the choice of alternative courses of action that can be undertaken to reach the goal.
Decision making
This is the primary step in the process of planning which specifies the objective of an organization
Setting objectives
The end results that the management wants to achieve through its operations
Objectives
Once the objectives are set assumptions are made and all the alternative courses of action should be identified.
Identifying Alternative Courses of Action
In this step, the positive and negative aspects of each alternative need to be evaluated in the light of objectives to be achieved.
Evaluating Alternative Course of Action
The best plan, which is the most suitable plan and with minimum negative effects, is adopted and implemented.
Selecting one best alternative
In such cases, the project implementor’s experience and judgement play an important role in selecting the best alternative.
Selecting one best alternative
Monitoring the plan constantly and taking feedback at regular intervals is called follow-up.
Follow up action
Regular checks and comparisons of the results with set standards are done to ensure that objectives are achieved.
Follow up action
In today’s world, 1 and 2 progress toward achieving 3 and 4 is essential for organizations to measure their success.
tracking, analyzing, specific goals and objectives.
A process that involves collecting and analyzing data to measure progress toward achieving specific goals and objectives.
Monitoring and evaluation
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.
Monitoring and evaluation
Focus on the quality of service delivery and the outcomes (results) achieved by a program.
Performance evaluation
Look for changes in outcomes that can be directly attributed to the program being evaluated.
Impact evaluation
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.
Monitoring
3 key questions of monitoring
- Did the program reach the target group?
2.Was the program implemented efficiently
3.Was the program implemented diff. at diff sites?
It is also called as process evaluation.
Monitoring
3 Key elements of monitoring
1.Continous process
2. RDC
3.IGIM
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.
M and E Plan
The process to check whether a program has met its objectives.
Evaluation
Feature of evaluation where data is collected using a questionnaire designed at the beginning of the program.
Robust Methodology
3 key features of evaluation
1.RDC
2.RM
3.CG
Components of Monitoring and evaluation
1.PD
2.DCP
3.MP
4.EP
5.HTPWBU
THIS SECTION INCLUDES ALL TE STAKEHOLDERS WHO WILL ACCESS THE PLAN AND USE COLLECTED DATA.
HWTPBU
It includes where and how the data and findings will be stored.
HWTPBU
This section includes the research design.
EP
This section includes data sources and methods for data collection, analysis and reporting.
DCP
This section includes the components that will be measured, frequency data collection and the indicators that will be used to measure results.
MP
Guiding Principles in M and E
F, T, U, C, E
Limited resources such as time, budget, and personnel can make it difficult to carry out effective monitoring and evaluation activities.
Inadequate resources
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.
Difficulty in data collection
Monitoring and evaluation require specific skills and expertise, and organizations may not have the necessary capacity or expertise to carry out these activities effectively.
Inadequate capacity
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.
Learning for the Future
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.
Improves Decision-Making
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.
Better Accountability and Transparency
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.
Catch Problems Early
Every organization experiences mistakes and failures. M&E thoroughly breaks down everything that went right and wrong throughout a project.
Assists Organizations in Learning From Mistakes
