Social Welfare

Project Development &

Management
 Topics
I. Review of Relevant Social Work/Welfare Concepts
II. Different Perspectives on Social Welfare & Dev’t
III. Project/Program Management Approaches
IV. Project Cycle Management: Project Component
and Designing
V. Participatory Tools, Methods, Techniques and
Strategies used in Project Dev’t and Management
 PART I
Relevant
Social Work
Concepts
Social welfare
❖This is primarily a set of government programs intended to
address the needs of the public and improve the well being of
people. Social welfare programs and services are developed in
response to gaps and barriers that serve as obstacles to meeting
common human needs.
❖“The organized system of social services and institutions designed
to aid individuals and groups to attain satisfying standards of life
and health. (Friedlander, 1955)
❖It includes those policies, laws, programs, benefits, and services
which assures or strengthens provisions for meeting social needs
recognized as basic to the well-being of the population and the
better functioning of the social order. (Wickenden, 1965)
Social Problem
🞂Gap between social ideal and social reality
🞂Sociological definition:
🞂a social condition affecting a significant number of
people which may be remedied through collective
action (Mckee and Robertson)
🞂Social work definition:
🞂caused by external source that harms their welfare and
can only be resolved by themselves in partnership with
public and private sector (Brueggemman)
What is a Project?
🞂A set of organized activities,
that utilize resources, undertaken
over a specific period of time,
that results in output towards
achieving a specific purpose.
What is a Project?
1. activities – well defined set of activities in logical sequence
or order
2. resources – activities utilizes resources, these can be
human, financial, logistics etc.
3. timeline – activities are undertaken over a specific period
of time, every activity has its own start and end dates
4. outputs – these are measurable deliverables which are
immediate result of activities done; focused on addressing
needs, problems, and opportunities
5. purpose – the reason for undertaking the project; it can be
to address a need, to exploit opportunities to benefit a
selected target group
What is a Program?
In social welfare, this is the term used for the set of
projects that are usually grouped together because of
their similarity in function, purpose and social
relevance.
🞂A PROGRAMME will have a range of strategies
working towards defined outcomes. It can include a
collection of interrelated projects activities, with a
variety of methods of intervention. It may be a mixture
of development, relief, advocacy, networking and
capacity building, etc.
Typology of Social Welfare Projects
1. Projects based on initiator:
a. donor driven (supply based)
b. community driven (demand based)
2. Projects based on outcome:
a. residual - temporary, immediate, short term
b. developmental - aimed at enhancing capacities and promoting
growth
c. transformative - changing social conditions
3. Projects based on goals:
a. economic
b. political
c. social
d. cultural
e. environmental
 Types of Projects (Base on Nature of
Organization Implementing Them)
A. Government projects – are sustained through continuous subsidy and
government funding. Its continued implementation depends on the
reception of the people or beneficiaries, the extent of the necessity of the
social need, and the political priorities of the political leadership
B. Civil Society Organizations (CSO) projects – groups like NGOs are
normally sustained through grants and sometime thru government
subsidies. Its continued implementation depends on beneficiary reception,
the needs being addressed, and the priorities of project proponents and
their funding partners.
C. Business projects – projects are selected simply on the chances of
providing a reasonable return of investment (ROI) to the firm’s
stockholders/investors given the firms competitive market situation
 PROJECTS
AND
STRATEGIC PLANNING
Strategy
• A coherent unifying and integrative patterns of
decision that determines and reveals the
organizational purpose in terms of long term
objectives, action programs and resource allocation
priorities (Glueck, 1976) (Chandler, 1962)
• Attempts to achieve long term sustainable advantage
by responding properly to the opportunities and
threats in the environment of the organization as well
as its own and strength and weaknesses
Strategic Planning
🞂It is a disciplined 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 it, with a focus on the future.
Strategic Planning
🞂A strategic plan is a coherent, unifying and
integrative pattern of decisions and determining a
choice between a selected path from today to
tomorrow.

🞂Strategic management is the comprehensive

collection of on-going activities and processes that
organizations use to systematically coordinate and
align resources and actions with mission, vision and
strategy throughout an organization.
 Strategic Planning
🞂 Vision. It is a “description of something you want to achieve in the future”, a
“mental perception of the kind of environment an individual, or an
organization, aspires to create within a broad time horizon and the underlying
conditions for the actualization of this perception”
🞂 Mission is the “purpose or reason for the organization’s existence.” A mission is
an enduring statement of purpose that distinguishes one organization from
another.” The mission statement operationalizes the vision of an organization/
community
🞂 Goals are statements describing what your organization wishes to accomplish
in the future. Goals are the ends toward which your efforts will be directed and
can be changed from year to year.
🞂 Objectives are descriptions of exactly what is to be done in order to accomplish
each goal. Objectives are clear and specific statements of measurable tasks that
will be accomplished as steps toward reaching your goals.
 Differentiating Goal and Objective
Goals Objectives
are an expected or desired are precise targets that are
outcome of a planning necessary to achieve goals.
process. Goals are Objectives are detailed
usually broad, general statements of
expressions of the quantitatively or
guiding principles and qualitatively measurable
aspirations of an results the plan hopes to
organization. accomplish.
Goals are important in – Objectives are important in –
strategy strategy formulation
implementation
 PART II
Different
Perspectives on
Social Welfare &
Development
Social Development
Social Development focuses on the need to
“put people first” in development processes.
Social Development promotes social inclusion
of the poor and vulnerable by empowering
people, building cohesive and resilient
societies, and making institutions accessible
and accountable to citizens. (World Bank,
2016)
Rights Based Development
🞂It is an approach to development promoted by many
development agencies to achieve a positive
transformation anchored on the human rights of
individuals.
🞂It introduced the concept of rights holders (who do not
experience full rights) & duty bearers (the institutions
obligated to fulfill the holders' rights).
🞂The most fundamental definition of a human rights-
based approach is that development activities aim to
respect, protect and fulfill the human rights codified in
the international human rights legal framework. .
Participatory Development
“Participatory development is a process
through which stakeholders can influence
and share control over development
initiatives, and over the decisions and
resources that affect themselves.”
(Framework for Mainstreaming Participatory
Development Processes into Bank Operations, ADB.
1996 )
What are stakeholders?
🞂These are individuals, groups or organizations,
whether public or private, that have an interest in the
project or may be affected by it directly or indirectly.

🞂In its Handbook on Poverty and Social Analysis,

ADB defines stakeholders as “people, groups or
institutions that may be affected by, can significantly
influence or are important to the achievement of the
stated purpose of a project.
Stakeholder groups:
1. General public
2. Government
3. Representative assemblies
4. Civil society organizations (CSO)
5. Private sector
6. Donor and international financial
institutions
7. Resource providers and development
partners
Gender and Development (GAD)
🞂It is an approach to development that focuses on
everyone: men and women, boys and girls.
🞂Approaches to development that assume equal
opportunities and benefits to both men and women
without questioning whether a person’s gender
constrains or favors his/her access to resources and
participation in decision-making.
🞂Projects that have been analyzed and shown to show no
gender bias may be termed gender-neutral.

Participatory Analysis for Community Action

(PACA) Training Manual 2007
🞂Gender. A socio-cultural variable that refers to the
comparative, relational, or differential roles, responsibilities,
and activities of males and females. They are what a society
or culture prescribes as proper roles, behaviors, personal
identities, and relationships.
🞂Gender roles vary among societies, within societies, and
over time; they are not bound to either men or women.
🞂Sex . As an analytical category, sex distinguishes males and
females exclusively by biological characteristics. For
example, quantitative data are sex-disaggregated, because
the whole universe consists of two sexes, men and women.
Sustainable Development
🞂Sustainable development is a process for meeting human
development goals while sustaining the ability of natural
systems to continue to provide the natural resources and
ecosystem services upon which the economy and society
depend.

🞂 "Development that meets the needs of the present without

compromising the ability of future generations to meet
their own needs.“ [World Commission on Environment and
Development’s (the Brundtland Commission) report Our Common Future
(Oxford: Oxford University Press, 198]).
Development is said to be sustainable when it is able
to continue on its own without outside support. It is a
process in which men and women learn to build on
their own strengths, to take charge of their lives, and
to address their expressed needs. It is sustainable if
the effort is:
🞂Culturally sustainable
🞂Politically sustainable
🞂Economically sustainable
🞂Managerially sustainable
🞂Environmentally sustainable

PACA: Using Participatory Analysis for Community Action, 2005

 Asset-based or Strength-based
Approaches to Development
🞂This approach emphasizes the positive attributes of the
community and what has worked well in the past. It provides
motivation and helps people learn how to repeat successes.
🞂Information gathering begins by acknowledging what is
working at the present time, what resources are already
available in the community and what assets are present for
creating change in order to develop a positive, practical
approach to change.

Programming and Training Booklet 2: How to Design or Revise a

Project [ICE No. M0067].
 Part III
PROJECT/PROGAM
MANAGEMENT
APPROACHES
Goal-Directed Project Management (GDPM)
🞂It is a management philosophy accompanied by a set of
tools and principles for planning, organizing, leading
and controlling projects.
🞂The method is characterized by its practical and
“psychological” approach to both focusing a project
group to reach common goals and on controlling the
progress of each individual.
🞂The GDPM method allows project sponsors and team
members to focus most of their attention and effort on
project issues and not on project management
methodologies and/or tools.
1.Why! Project definition view: Clearly links the project to the
intended organizational goals and the high level organizational
standard principles and procedures for managing the project.
2.What? Deliverables view: Milestones with relationships
reflect the results on a macroscopic level. The milestone plan
gives a stable total overview of the whole project with
deadlines on one page! Roles are also made exceptionally clear
for project sponsors and stakeholders.
3.How? Activities view: Tasks and specific responsibilities are
reflected in a simple responsibility matrix and empowers team
members to make realistic estimates of effort and durations for
the actual work needed to reach each milestone.
Results Based Management
🞂Results are changes in a state or condition that derive
from a cause-and-effect relationship.
🞂There are three types of such changes (intended or
unintended, positive and/or negative) that can be set in
motion by a development intervention – outputs,
outcomes and impacts.
🞂RBM is a management strategy by which all actors
ensure that their processes, products and services
contribute to the achievement of desired results (outputs,
outcomes and higher level goals or impact)
The “Traditional” Service Program Model
INPUTS ACTIVITIES OUTPUT
S

Resources Products
Services • classes
•staff
∙volunteers • training taught
∙equipment ∙ education ∙ counseling
∙ counseling sessions
& supplies conducted
∙budgets ∙ mentoring ∙ educational
∙ internships materials
Constraints distributed
∙regulations ∙ hours of
∙laws service
delivered
∙ participants
served

From: Measuring Program Outcomes: A Practical Approach (1996).

 Program Outcome Model

INPUTS ACTIVITIES OUTPUTS

OUTCOMES
Resources Services Products Benefits for
•classes People
•staff • training
• education taught new knowledge
• volunteers • counseling increased skills
• counseling
• equipment • mentoring changed attitudes
sessions
• supplies • internships or values
conducted
• budget
• educational
Constraints materials
regulations distributed modified behavior
•laws • hours of
service improved
delivered condition
• participants
served altered status

From: Measuring Program Outcomes: A Practical Approach (1996).

RESULTS THE RESULTS CHAIN
are changes in a state or
condition that derive from
a cause-and-effect Positive or negative, primary and
relationship. secondary
Changes
long-termineffects
the lives of people
produced by a
Change in societal
development conditions
intervention, directly or
indirectly, intended or unintended.

Institutional
The likely or Change: values,short-term
achieved ethic, rules, laws
and–
associated
medium-termwith/toeffects
institutional
of anperformance,
access.
intervention’s outputs.
Behavioural change: knowledge, skills, attitude
improved and practiced (individual level)

Products, services,
Tangible result from
knowledge/skills
the completion
of activities
gained as a result
within
of participating
a developmentin an
intervention.
activity
 PART IV
PROJECT CYCLE
MANAGEMENT
 Stages in the Project Cycle
Impact
Assessment Problem/Needs
Identification

Project Designing/
Evaluation
Planning

Appraisal
Monitoring Implementation
 Stages in the Project Cycle
Gather information, examine the context,
Problem/Needs
understand problems, causes and effects. Find
Identification
out who is involved, and what their capacities are

Project Designing/ Set aim and objectives, decide on activities,

Planning develop a plan/ budget/ proposal.

Critically assess all aspects of the

Appraisal
project.

Conduct/delivery/implementation of the
Implementation
project activities

Collect and analyze information throughout the

Monitoring life of the project to assess progress and change/
adapt accordingly.

Assess the performance of the project against

Evaluation
objectives
IMPACT ASSESSMENT. Analyse the long-term
wider social change in relation to the project
1. Identification of Problem/Needs
🞂Project identification starts from an understanding of
your organization's mandate and objectives.
🞂It involves identifying environmental problems to be
addressed and the needs and interests of possible
beneficiaries and stakeholders.
🞂The problems and the most realistic and effective
interventions are analyzed, and ideas for projects
and other actions are identified and screened.
Situation Analysis and Needs Assessment
🞂A situation analysis should include
analyses of needs, interests, strengths and
weaknesses of key stakeholders and
beneficiaries.
🞂A needs assessment is a systematic
process for determining and addressing
needs, or "gaps" between current
conditions and desired conditions or
"wants".
Participatory Rural Appraisal
🞂Developed in India and Kenya during the 1980’s and
widely used by non government organizations (NGO’s)
working on the grass-roots level.
🞂It is an intensive, systematic but semi- structured
learning experience carried out in a community by a
multi-disciplinary team which includes community
members.
🞂Participatory processes are geared to ensure rapid – but
systematic, accurate and revealing – analyses and
problem solving.
🞂Other variations: Participatory Rapid Field Appraisal
(PRFA) , Participatory Rapid Rural Appraisal
Participatory Analysis for Community
Action (PACA)
🞂 A version of PRA used by the U.S. Peace Corps to ensure that
women are included in participatory development initiatives.
🞂 It is a methodology designed to communicate information,
identify needs, and lay the groundwork for community action to
solve problems.
🞂 The analysis part of the process may be relatively rapid,
involving one or more visits to a community.
🞂 It facilitates the development of an effective and open
partnership between the development agents and the
representative segments of the local community to design,
implement, and evaluate development programs.
2. Project Designing and Planning
🞂Plan of action will ensure that the community agrees
on how the project or development plan will be
implemented and how responsibilities will be assigned
and carried out.
🞂The plan will :
◦ establish a projected timeframe for the project or
community development plan, and
◦ engage the community in the process of identifying
and finding resources and partners needed for
implementation.
Project plans
🞂 It involve activities and costs that are needed
during a project implementation
period, which could be a few weeks, or as much as
a year or longer. In all cases, a project plan has a
beginning and an end.

Operational plans
🞂 It involve continuous activities, and are usually
updated annually to reflect changes in the
activities, costs and income from the project.
LOGICAL FRAMEWORK APPROACH
🞂Developed in the US during the seventies as a
project planning method of USAID.
🞂The LFA is based on the concept of management
by objectives.
🞂It is a project design methodology based on
systematic analysis of development situation,
looking into key development problems, and the
options for addressing those problems. It is both a
planning and evaluation tool for project
management.
The LOGFRAME MATRIX  is a concise document that outlines the key
features that lead to a project achieving its goal. It is a participatory
Planning, Monitoring & Evaluation tool whose power depends on the
degree to which it incorporates the full range of views of intended
beneficiaries and others who have a stake in the programme design.

Overall
Goal

Purpose

Output

Activities

Input
49
Components of the Log-Frame Matrix
🞂Goal (Impact). It is a very general, high-level and long-term
objective of the project. The goal cannot be achieved by the
project on its own since there will be other forces like the
government and other agencies also working to achieve it.
🞂Purpose (Outcome). The impact is the longer-term result
that has happened because of the activities undertaken in the
project. These are results that have been or that are to be
achieved after a period of time, but not immediate.
🞂Outputs. These are immediate results that we achieve soon
after the completion of the project or any specific project
activity
Components of the Log-Frame Matrix
🞂Activities. These are actions undertaken by the project or
the organization 
🞂Inputs. Necessary resources needed for the project
🞂Indicators. These are a measure of the result. They give
a sense of what has been or what is to be achieved.
🞂Means of Verification. Data or information based on
which the indicators will be measured or monitored
🞂Risks & Assumptions. External factors affecting the
progress of the project
🞂Costs. Budgetary explanations
The Logic of the Framework

Overall ATTAINED
Goal

Purpose + ACHIEVED

+
Output PRODUCED

+
Activities IMPLEMENTED

Input Conditions PROVIDED

 THE LOGICAL FRAMEWORK
APPROACH
Analysis phase Planning phase
1. Problem & Stakeholder
analysis: identifying stakeholders, 4. Logframe: defining the project
their key problems, constraints and structure, testing its internal logic and
opportunities, determining cause and formulating objectives in measurable
effect relationships. terms, determining means and cost.
2. Objectives Analysis: 5. Activity planning: determining
developing objectives from the the sequence and the relation between
identified problems, identifying the the activities, estimating their duration
, setting the main stages in the
relationships between the means and process, assigning responsibility.
the ends. 6. Resources planning: from the
3. Strategy Analysis: identifying activity schedule, developing the input
the different strategies to achieve schedule and the budget.
objectives, determining the major
objectives (overall objectives and
project purpose or specific
objective).

53
 a. Problem Analysis
G D.
Some irrigation Rice production is insufficient for the
structures population of village x
have been
destroyed F
The irrigation system
is faulty

A E
Support Agricultural practices are unsuitable
services for
farmers are C
not available The system B
in the area receives The farmers have no
no maintenance investment capacity
a. Problem analysis
Problem tree
EFFECTS
Rice production is insufficient for
the population of village x

The irrigation system is faulty Agricultural practices are

unsuitable

The system Some irrigation Support services The farmers

receives structures for farmers are not have no
no have been available in the investment
maintenance destroyed area capacity

CAUSES

55
b. Objectives Analysis
Transforming Problems into Objectives

Rice production is insufficient for Rice production is sufficient for

the population of village x the population of village x

The irrigation Agricultural practices The irrigation Agricultural practices

system is faulty are unsuitable system is working are appropriate

The system Support services for The system Support services

receives farmers receives for farmers
no maintenance are not available proper maintenance are available

Some irrigation Farmers do not Damaged irrigation Farmers have the

structures have structures resources to
have been destroyed investment capacity are repaired invest

56
b. Objectives Analysis
Objectives’ tree

ENDS
Rice production is sufficient for
the population of village x

The irrigation system is working Agricultural practices are appropriate

The system Damaged Support services Farmers have the

receives irrigation for farmers resources to
proper structures are available invest
maintenance are repaired

MEANS
57
 c. Strategy/Alternative Analysis

Rice production is sufficient for OVERALL

the population of village x
OBJECTIVE (Impact/Goal)

SPECIFIC
The irrigation system is Agricultural practices are
working appropriate OBJECTIVE
(Purpose/Outcome)

The system Damaged Support Farmers EXPECTED

receives irrigation services for have the
proper structures farmers resources RESULTS
maintenance are repaired are available to invest (Output)

CHOSEN STRATEGY

58
Indicators
▪ These are measures of performance
▪ Evidence or proof that a result(s) have been achieved or
attained.
▪ Sometimes referred to as “success indicators” or
“objectively verifiable indicators (OVI)”
▪ Indicators describe how the intended results will be
measured, (objectively verifiable), for accountability
purposes
▪ Must be accompanied by baselines and targets
Establishment of baseline & target data
🞂Data or information in the subject area of the intended
project should be gathered during the situational analysis
🞂Collection and analysis of such data form the baseline data
for developing indicators for measuring outputs and
results.
🞂Baseline Data – refers to data/information in the subject
area of the intended project that should be gathered during
the project identification process & analyzed to assess the
condition or situation of the targeted populations or areas.
Baseline, Targets and Achievement
Planned Level of Achievement

Target
Achievement

Baseline

Current
Level of
Achievement
Project Appraisal
Project formulation begins with the drafting of a proposal for sponsorship
(otherwise termed concept proposal) that lays out preliminary ideas,
objectives, results, strategies, outputs and activities.
This concept proposal (abstract of a complete project proposal) is used as
basis for consultations with implementing partners and governments.
Feasibility study
🞂 A feasibility study should form the core of the proposal preparation
process. Its purpose is to provide stakeholders with the basis for deciding
whether or not to proceed with the project and for choosing the most
desirable options.
🞂 The feasibility study guides project managers in proposing reasonable and
achievable targets or outcomes.
🞂 Feasibility studies can cover the following areas: technical, marketing,
management and personnel, social, financial, & environmental.
3.Project Implementation
The process whereby “project inputs are converted
to project outputs”. May be looked at as:
– Putting in action the activities of the project.
– Putting into practice what was proposed in the
project document (i.e. transforming the project
proposal into the actual project.)
– Management of the project or executing the
project intentions.
3.Project Implementation
Project activation
🞂This means making arrangements to have
the project started. It involves coordination
and allocation of resources to make project
operational.
Project operation
🞂This is practical management of a project.
Here, project inputs are transformed into
outputs to achieve immediate objectives.
Approaches to Project Implementation
Top-down approach
• Implementation mainly done by agencies from
outside the community with limited involvement by
the beneficiaries.
Bottom-up approach
• Beneficiaries implement the project. Outside agencies
may provide the financial resources and technical
assistance.
Collaborative participatory approach
• Both top-down and bottom-up approaches to project
implementation are applied in the process.
4. Project Monitoring
🞂Monitoring is a continuous process that aims primarily to
provide project management and give the main stakeholders
early indications of progress or lack of progress towards
achieving project objectives.
🞂A progress analysis during project implementation through
monitoring serves to validate the initial assessment of
relevance, effectiveness and efficiency or to fill in the gaps. It
may also detect early signs of the project’s success or failure.
🞂Monitoring is an internal process that also looks at project
processes (both programmatic and financial) and makes
changes in assumptions and risks associated with target
groups, institutions or the surrounding environment.
E. Project Evaluation
🞂Evaluation is a time-bound exercise that attempts to assess
the relevance, performance and success of current or
completed projects, systematically and objectively.
🞂Evaluation determines to what extent the intervention has
been successful in terms of its impact, effectiveness,
sustainability of results, and contribution to capacity
development.
🞂Evaluation, more than monitoring, asks fundamental
questions on the how and why of the overall progress and
results of an intervention in order to improve performance
and generate lessons learned.
Kinds of Evaluation
1. Summative Evaluation
This focus on assessing outcomes or impacts at the
end of a project or activity.
2. Formative evaluation
This focuses on the process and approaches
undertaken for the project and may be based on
views gathered from a range of audiences, including
the target audience, those affected by the results, and
the project team themselves.
Evaluation Design
🞂The design of a program evaluation sets out the
combination of research methods that will be
used to provide evidence for the key evaluation
questions being addressed in the evaluation brief.
🞂The design defines the data that is needed for the
evaluation, and when and how it will be
collected.
Evaluation Methods
⮚Quantitative methods are used to measure the
extent and pattern of outcomes across a program
using surveys, outcome measures and administrative
data.
⮚Qualitative methods use observation, in-depth
interviews, and focus groups to explore in detail the
behaviour of people and organisations and enrich
quantitative findings.
A. Process Evaluation
⮚Explore evaluation questions about program
implementation. 
⮚They may describe implementation processes and the
pattern of uptake of or engagement with services, check
whether a program is being implemented as expected, and
differentiate bad design (theory failure) from poor
implementation (implementation failure).
⮚Process evaluations can be used periodically to undertake
cycles of program improvement by informing adjustments
to delivery or testing alternative program delivery
processes.
B. Outcome Evaluation
(Sometimes called impact or results evaluation) aims to determine
whether the program caused demonstrable effects on the defined
target outcomes.

Outcome Indicators
⮚An indicator provides evidence that a certain condition exists or
certain results have or have not been achieved (Brizius & Campbell,
p.A-15)
⮚Indicators enable decision-makers to assess progress towards the
achievement of intended outputs, outcomes, goals, and objectives. As
such, indicators are an integral part of a results-based accountability
system.
C. Economic Evaluation
🞂Economic evaluation is used in a summative way to
determine whether the program has been cost-effective
or whether the benefits exceed the costs, drawing upon
the findings of outcome evaluation. 
🞂Economic evaluation is also used with a formative
purpose during the program design stage to compare
different potential options, using modelling of the
likely outputs and outcomes, referred to as ex- ante
evaluation.
Different Forms of Economic Evaluation
1. Efficiency Analysis- focuses on the inputs-outputs relationships and
can bring useful insights into delivery processes that can point to
opportunities for cost-optimisation.
2. Cost-effectiveness analysis- extends the analysis to intended
outcomes. . It can be used to compare the cost-effectiveness of
different programs with the same outcomes, or to determine the most
cost-effective delivery options within the same program.
3. Cost-benefit analysis- is the most comprehensive of the economic
appraisal techniques. It quantifies in money terms all the major costs
and benefits of a program with a view to determining whether the
benefits exceed the costs, and if so by how much (expressed as a ratio
of benefits to costs).
Other Cross Cutting Considerations in
Project Design
- Environmental compliance
- Labor standards compliance
- Analysis for discriminatory tendencies
(PWDs, Senior Citizens, LGBT, etc)
- Financial considerations
Financial Considerations in Project
Management and Development
🞂Financial management involves the
acquisition, handling and control of the
funds of the organization. Adequate internal
control mechanisms and checks and
balances are put in place to ensure that
these funds are optimized for the pursuit of
the organization's mission.
 Financial Considerations in Project
Management and Development
Accounting Auditing
The systematic and
It is a review of the
comprehensive recording of
financial transactions organization's financial
pertaining to the financial statements for the purpose
activities of an organization. of providing independent
This also refers to the process confirmation of the financial
of summarizing, analyzing and picture of the organization.
reporting these transactions.
Financial Statements
🞂These are a collection of reports about an
organization's financial results, financial
condition, and cash flows usually done when a
fiscal year ended.
🞂It basically represents a formal record of the
financial activities which contains written reports
that quantify the financial strength, performance
and liquidity of an organization or company.
🞂Direct costs are expenditures directly
benefiting your target group/ beneficiaries
while indirect cost are those which do not
directly benefit your target group. They are
also referred to as program cost and
administrative cost respectively.

🞂The DSWD sets the current standard for

expenditure at 80% for program expense and
20% for administrative expenses.
 Part V
Participatory Tools,
Methods, Techniques, &
Strategies in Managing
Projects
Problem Tree (for Problem Analysis)

🞂It is a tool of analysis that illustrates

the linkages between a set of
complex issues in a hierarchy of
related factors highlighting a focal
problem and the cause & effect
relationship between several factors.
Gender Analysis
🞂The analysis examines the roles and participation of
women and men belonging to specific groups involved
in a development activity.
🞂Gender analysis tools.
◦ such as analysis of sex-disaggregated data on national
as well as regional and local levels,
◦ contextual analysis including policies/laws, cultural
norms, and community and household distribution of
tasks, allocation of resources, and means of decision-
making.
Force Field Analysis
🞂Force field analysis provides a framework
for looking at the factors (forces) that
influence a situation, originally social
situations.
🞂It looks at forces that are either driving
movement toward a goal (helping forces)
or blocking movement toward a goal
(hindering forces).
 GOAL
DRIVING RESTRAINING
Forces/Factors Forces/Factors

ACTIVITY 2. Force Field Analysis

SWOT Analysis (Assessment, Planning)
🞂The SWOT analysis tool combines internal and
external information to create a holistic view of
the community (or organization within a
community).
🞂Internal information is categorized as the
community’s Strengths and Weaknesses
External information is categorized as
Opportunities and Threats that may come to the
community from outside sources
Community (Resource) Mapping
🞂Used to locate current resources, activity centers,
institutions, and other areas frequented by the
groups developing the map.
🞂Provides a visual record of the community that
can be revisited for the purpose of monitoring and
evaluation of a project and changes in the
community.
🞂It can identify differences in perception, needs,
access to power centers, and other factors of the
groups that use the space.
Seasonal Calendars
🞂Creating a seasonal calendar is designed to identify
these seasonal variations in household important to the
development and implementation of a community
action plan and individual projects
🞂Provides the data that will help determine when
participants might have:
◦ disposable time,
◦ income, or the
◦ weather conditions
Daily Activity Schedule
🞂 This information provides valuable insights into both the labor
constraints of each group as well as the areas where labor-saving
technologies might be readily adapted.
🞂 In this sense, the technique helps to raise awareness of the contribution
that different groups make to overall household welfare.
🞂 Charting daily activities raises the awareness of development workers as
well as the participants that in some cases they are actually doing
“work” that their culture may perceive as only a “role.”
🞂 Shadowing is a related activity, but focuses on individually
accompanying someone through his or her daily routine. This technique
may be helpful for understanding roles and responsibilities of men and
women as individuals.
Social Network Mapping Tool
🞂 Donating, loaning and exchanging materials, labor and other
resources occurs in many communities as a result of complex
economic, social and cultural ties.
🞂 Mapping these relationships can help development workers and
community members discuss them more openly.
🞂 More importantly, it allows everyone to see which (if any)
families are excluded from these networks.
🞂 The tool reveals the most important items of exchange and can
be used to understand ties among subgroups
Household Livelihood Analysis
🞂It facilitates the identification and under standing of a broad
hierarchy of causes that affect the livelihood of a household at
several levels.
🞂Livelihood. It comprises the capabilities, assets and activities
required for a means of living (Chambers and Conway 1988).
🞂Sustainable livelihood. A livelihood is sustainable when it can
cope with and recover from stresses and shocks and maintain or
enhance its capabilities and assets both now and in the future
without undermining the natural resource base (Chambers and
Conway).
🞂Household livelihood security. Defined as adequate and
sustainable access to income and resources to meet basic needs
(Frankenberger 1996).
Stakeholder’s Analysis
🞂Creating a map of stakeholders can help the
community identify everyone who needs to be
kept informed.
🞂Stakeholders are individuals and
organizations that may have an interest in the
project. They may be in favor of or against the
project, or they may be neutral, but they are
affected by the project in some way.
Appreciative Inquiry
🞂It is a tool that incorporates an asset-based
approach by emphasizing a community’s
internal resources and abilities as positive
attributes.
🞂Appreciative inquiry is utilized to encourage
community members to create a list of their
resources.
🞂Listing assets and gaps (also called
community inventory)
Institutional (Venn) diagrams
🞂Useful for analyzing existing community groups and
organizations (formal and informal) and their
relationships to each other and the community.
🞂It can provide insight into which individuals and
groups have influence on decision making.
🞂It can also show relationships between the
community and outside groups, such as development
agencies or the government. Institutional diagrams
can be used to understand influences on decision-
making.
Visioning and dream mapping
🞂Communities working on community
development plans should be thinking in
broad terms about what they want to
accomplish in several areas. Visioning
and dream mapping can help the
community define their view of the future,
several years from now.
Where Visioning Fits in
Other Methods/Tools Used for Situational
Analysis/Needs Assessment
1. Observation
🞂 Open, or unstructured, observations
🞂 In participant observation
🞂 Structured observation

2. Interviews
🞂 Informal interviews
🞂 Unstructured interviews
🞂 Semi-structured interviews
🞂 Structured interviews
🞂Group discussion
🞂The community can also participate in research groups to
determine the needs of diverse members as well as the
community as a whole.
🞂Brainstorming (free listing)
🞂It is an effective tool to gather ideas, opinions, and
information and for stimulating creative thinking,
generating new ideas, and ensuring that everyone’s
perspective is captured.
🞂Focus groups . Focus groups are small groups usually
selected to provide specialized input to data collection, or
to develop an idea or subject in depth for later use in
interviews, surveys or a large group discussion.
🞂Role playing and fishbowls
🞂Asking community members to role play is an effective
way of sharing experience and building understanding
of an issue or situation in the community.
🞂The role play can be presented in a fishbowl, in which
the role play is performed at the center of a circle so
everyone can see. At the conclusion of the role play,
community members can comment on what they
observed and share ideas about how to deal with the
issue or situation.
Participatory
Planning
Tools
10
3
What is a GANNT chart?  
🞂The first Gantt chart was devised in the mid 1890s by
Karol Adamiecki, a Polish engineer who ran a
steelworks in southern Poland and had become
interested in management ideas and techniques.
🞂Some 15 years after Adamiecki, Henry Gantt, an
American engineer and management consultant,
devised his own version of the chart and it was this
that became widely known and popular in western
countries. Consequently it was Henry Gantt whose
name was to become associated with charts of this
type
What is a GANNT chart?  
🞂A Gantt chart, commonly used in project management, is
one of the most popular and useful ways of showing
activities (tasks or events) displayed against time.
🞂On the left of the chart is a list of the activities and along the
top is a suitable time scale.
🞂Each activity is represented by a bar; the position and length
of the bar reflects the start date, duration and end date of the
activity.
🞂A Gantt chart shows you what has to be done (the activities)
& when (the schedule).
🞂Also called “chronogram”
PERT/CPM for Project Scheduling & Management

🞂Basically, CPM (Critical Path Method) and PERT

(Programme Evaluation Review Technique) are project
management techniques, which have been created out of
the need of Western industrial and military
establishments to plan, schedule and control complex
projects.
🞂CPM was the discovery of M.R.Walker of E.I.Du Pont
de Nemours & Co. and J.E.Kelly of Remington Rand,
circa 1957. The computation was designed for the
UNIVAC-I computer.
🞂1.2 Planning, Scheduling & Control
🞂Planning, Scheduling (or organising) and Control are
considered to be basic Managerial functions, and
CPM/PERT has been rightfully accorded due importance in
the literature on Operations Research and Quantitative
Analysis.
🞂It proved to be a great communication medium by which
thinkers and planners at one level could communicate their
ideas, their doubts and fears to another level.
🞂Most important, it became a useful tool for evaluating the
performance of individuals and teams.
PERT-CPM Framework
 Other Relevant
Concepts in Project
Development &
Management
🞂Title Page—a simple cover page showing the project
title, community or organization, location, date and
contact information
🞂Concept Proposal/Papers –It provide an overview
of the project plan or community development plan,
but they provide less detail than would be required
for a formal grant proposal.
🞂A project outline would cover the same material as
the concept paper, although in bullet points. A
concept paper would elaborate more, in a few pages.
🞂Executive Summary (Abstract)—a one page explanation
of the project or development plan. When presenting the
document, the executive summary comes first. Its purpose
is to give the reader a quick understanding of what the
project or plan is and why the reader should support it.
🞂Beneficiaries (Target Group) - In a community
development plan, the beneficiaries are the community
itself, although specific groups may be identified for
various goals and objectives.
🞂Budget (Costs)—put the resources list, with cost and value
information, developed in your action plan, in the format
required by the partner or donor.
Social Work Reviewer