Extension

• Program Evaluation


  The systematic assessment of the operation and/or the outcomes of a program or policy, compared to a set of explicit or implicit standards, as a means of contributing to the improvement of the program or policy
• OWEN'S FIVE FORMS OF EVALUATION

  • Evaluation for Program Management
  • Evaluation for Program Development
  • Process Evaluation
  • Evaluation for Design Clarification
  • Evaluation for Impact Assessment
• Evaluation for Program Development

  Synthesis of a new program, program is not yet implemented and at planning stage
• Economic Evaluation


  Cost–Benefit Analysis (CBA) is one of the method used to decide whether a proposed project is viable or not
• Needs Assessment


  Study of the needs, wants, market preferences, values or ideas that might be relevant to a program
• True needs are considerably harder to establish than felt wants because true needs are often unknown to those who have them, and may be contrary to what they want
• Needs Assessment


  Establishing the desired or ideal state of affairs, the actual state of affairs, discrepancies between the two, reasons for the discrepancies or needs, and what needs should be given priority for action through program
• Rapid Rural Appraisal (RRA)


  Emerged in the late 1970s as a reaction to the biases in rural development research, emphasizes on what the clients know and accept rather than the outsiders information & knowledge
• Rapid Rural Appraisal (RRA)


  • Multidisciplinary team staying in the community for around six days, using techniques like semi-structured interviews, diagramming, stories, histories, diagrams, conceptual representations, maps, transects, seasonal calendars, time lines, flow diagrams, decision trees, Venn diagrams, pie charts
• Triangulation in RRA


  Crosschecking information by talking to different stakeholders, using different methods, and having a multidisciplinary team
• Participatory Rural Appraisal (PRA)


  Emerged in the 1980s to 1990s, shares common methodology with RRA but aims to facilitate and contribute to the empowerment of local people to take control over their own appraisal of problems and opportunities, and to select appropriate action
• Problem Tree Analysis


  Tool used by community organizations to understand community problems, and develop solutions
• Problem Tree Analysis


  • Helps in the planning of a project
  • Analyzing and mapping out the relationship of causes and effects around a main problem
  • Provides an outline of the project plan, including the activities that need to be undertaken, the goal and the outcomes of the project
  • Identifies the negative aspects of an existing situation and deals with present issues rather than apparent, future or past issues
  • Problems can be broken down into manageable and definable chunks, which enables a clearer prioritization of factors and helps to focus on objectives
• Problem Tree Analysis was presented by Lawrence C. Raguine, Faculty, CAVM, Republic of the Philippines, President Ramon Magsaysay State University (formerly Ramon Magsaysay Technological University), San Marcelino Campus, San Marcelino, Zambales, COLLEGE OF AGRICULTURE AND VETERINARY MEDICINE
• Problem Tree Analysis was presented in January 2022
• Core Problem


  The main issue being addressed
• Causes


  The factors contributing to the core problem
• Effects


  The consequences or outcomes of the core problem
• Steps in Problem Tree Analysis

  1. Identify the core problem

  2. Identify the immediate and secondary causes

  3. Identify the immediate and secondary effects
• Example 1: Youth not finishing school


  • Causes: No encouragement from parents, School is not interesting, Parents think of school as unimportant, Parents too busy to discipline / support, Low family Income, Need to find employment to support family
  • Effects: Difficulty Finding Job, Higher drug & alcohol use, Low Future income, More crimes, More accidents, Higher unwanted Pregnancy rates
• Example 2: Declining Soil Fertility

  • Causes: Intensive production, Low responsibility, Price pressure, Lack of knowledge, Undefined ownership, Low investment in conservation
  • Effects: Decline in Yield, Unsustainable production, Loss of profit, Biodiversity Loss
• Solution Trees are used to identify solutions to the problems identified in the Problem Tree
• Wangari Maathai


  Founder of the Green Belt Movement and the 2004 Nobel Peace Prize Laureate
• The Green Belt Movement (GBM) was founded by Professor Maathai in 1977 under the auspices of the National Council of Women of Kenya (NCWK)
• The GBM was a response to the needs of rural Kenyan women who reported that their streams were drying up, their food supply was less secure, and they had to walk further and further to get firewood for fuel and fencing
• Professor Maathai saw that behind the pressing problems of environmental degradation, deforestation, and food insecurity were deeper issues of disempowerment and a loss of the traditional values that had previously enabled communities to protect their environment
• Professor Maathai believed that the government leaders were sabotaging the lives of the people by not working for the common good and failing to use their natural resources wisely
• Deforestation


  • Causes: Women cutting down trees for firewood, Developers constructing buildings cut down trees
  • Effects: No firewood close to home, Environmental Degradation, Loss of soil Productivity
• Wangari's Project


  1. Impact: Harmed the environment, No firewood close to home

  2. Outcome: Improve the Environment, Firewood close to home

  3. Output: Women trained to plant trees, Women stop Developers from cutting trees
• Wangari evaluated the success of her project by counting the number of women trained, the number of trees planted, and the health of the soil
• Wangari's project resulted in an 'Army of women' all over Africa planting 30 Million trees where there were none, and the land becoming no longer barren, with sweet potatoes, sugar cane, and maize growing again
• The study material encourages the reader to plant their own 'Tree of Peace' by solving a problem in their own community
• Management


  Involves giving direction and making decisions, formulating policies and plans, implementing the formulated policies and plans, and monitoring them
• Good manager


  • Able to form balanced judgements, which are important for making rational decisions
• Management


  Involves maintaining interpersonal relationships with subordinates, peers, other sectors, departments, organizations and superiors
• Management techniques


  1. Planning

  2. Executing

  3. Evaluating operations
• Administration


  Involves the creation and maintenance of an environment in which individual employees work together towards the accomplishment of organizational goals
• Interpersonal relationships


  Your relationship with others in the workplace or in a social setting
• Subordinates


  Those holding a lower position in the workplace than you do, if you are their manager
• Peers


  Those working on the same level, or in a similar position to you. Your colleagues