Программа для планировки: ТОП-15 лучших бесплатных программ для дизайна и планировки интерьера в 2020

10 лучших планировщиков для проектирования квартиры

Любой ремонт квартиры начинается с проекта. На этом этапе есть хорошая возможность сэкономить средства – не заказывать за высокую стоимость дизайн у специалистов, а сделать всё самостоятельно. Это не так сложно, как может показаться, особенно, если под рукой программа для проектирования квартиры. Подобного софта можно встретить достаточно много. Чтобы определиться, какой нужен именно вам, мы подготовили ТОП-10 лучшего.

Содержание статьи:

Скачайте программу №1 для проектирования помещений

Попробуйте Дизайн Интерьера 3D:

СКАЧАТЬ СЕЙЧАС

Язык интерфейса:Русский

Размер дистрибутива:85 МБ

Дизайн Интерьера 3D

Дизайн Интерьера 3D – это программа с простым интерфейсом на русском языке, которую легко освоит даже начинающий пользователь. Здесь можно построить чертёж квартиры по точным размером, добавить окна и двери, подобрать материалы отделки. В редакторе есть встроенный каталог мебели, из которого можно выбрать любые модели. Вы можете настроить их расцветку и расставить в комнатах. Конечный результат можно наглядно оценить на 3D-виде, в режиме «Виртуальный визит» или с помощью фотореалистичного снимка.

Преимущества:

• ✓ Простое понятное меню;
• ✓ 450+ материалов отделки пола, стен и потолка;
• ✓ 100+ моделей мебели;
• ✓ Возможность добавлять свои текстуры с компьютера;
• ✓ Удобная печать готовых проектов.

В программе Дизайн Интерьера 3D можно создать проект любой сложности

Planner 5D

Planner 5D — простое приложение, в котором можно достаточно быстро разметить планировку помещений и оформить интерьер в 3D. Вы можете воспользоваться готовыми проектами или создать макет с нуля. Дополнительно предлагается поработать над ландшафтным дизайном прилегающей территории. Planner 5D включает каталог мебели и предметов интерьера, которые можно можно настраивать под себя (менять размер, цвет, материал изготовления). Для просмотра изменений доступен вид 3D и виртуальная прогулка.

Интерфейс Planner 5D

Floorplan 3D

Floorplan 3D – софт, ориентированный на профессиональных дизайнеров. Это значит, что вы найдёте там всевозможные инструменты для выполнения работ разной сложности: сделать перепланировку однокомнатного жилья в студию или превратить двухкомнатную квартиру в трёхкомнатную. Однако есть и минус: из-за обилия функций и настроек разобраться с интерфейсом непросто. В дополнении к опциям отделки и меблировки дома, в программе представлена возможность выполнить ландшафтный дизайн, есть обширный каталог элементов уличного оформления.

Интерфейс Floorplan 3D

Sweet Home 3D

Sweet Home 3D – достаточно простой в использовании конструктор квартиры, в котором можно использовать готовые шаблоны или подготовить проект с нуля. Во встроенных библиотеках программы есть разнообразные 3D-модели мебели для всех комнат, а также отделочные материалы для стен, пола и потолка. Получившийся дизайн можно оценить в режимах 3D и «Виртуальный визит». Готовый макет легко вывести на печать или экспортировать в PDF.

Интерфейс Sweet Home 3D

AutoDesk Homestyler

AutoDesk Homestyler – любительская программа для визуализации будущего интерьера квартиры. Она подойдёт, если вы хотите примерно представить внешний вид жилища после ремонта, но черчение по точным размерам в ней выполнить проблематично. Зато софт не обязательно устанавливать на компьютер, вы можете работать прямо из браузера. Единственное, что для этого потребуется – создание учётной записи или наличие аккаунта в Facebook. В программе доступны готовые шаблоны и моделирование с нуля, каталог архитектурных элементов, мебели и отделочных материалов. Готовый проект можно оценить по реалистичным фото.

Интерфейс AutoDesk Homestyler

PRO100

PRO100 – это многофункциональная программа для подготовки проектов квартир. Здесь можно выстроить комнаты по точным размерам, настроить материалы и установить мебель. В целом софт оснащён действительно большим арсеналом инструментов для воссоздания интерьера любой сложности, но освоиться здесь достаточно сложно, особенно неопытным пользователям. PRO100 больше подходит для различных организаций, как пример – для производителей мебели.

Интерфейс PRO100

RemPlanner

RemPlanner – разработка московской студии дизайна и ремонта. Данный сервис позволяет выполнять дизайн-проекты помещений без установки программы на персональный компьютер. Здесь можно начертить план квартиры, установить окна и двери, добавить выбранную мебель и сантехнику. В бесплатной версии просмотр итогового проекта доступен только как вид сверху. Если вы захотите оценить дизайн в 3D, придётся приобретать PRO версию.

Интерфейс RemPlanner

PlanoPlan

PlanoPlan предлагает пользователям массу возможностей по выполнению планировки дома. Выстраивание помещений нужной формы, отделка материалами из встроенного каталога, установка мебели, просмотр готового дизайна в 3D режиме. Значительное преимущество редактора в том, что он не требует установки на компьютер, вы можете работать онлайн.

Интерфейс PlanoPlan

SketchUp

SketchUp – бесплатная программа, предназначенная для 3D рисования. Софт может использоваться только для некоммерческих целей. Для всего остального есть платная версия SketchUp Pro с более обширным функционалом. Однако цена его высока – 300 долларов в год. Особенностью программы является отсутствие предварительных настроек при построении объектов. Все параметры задаются уже после выполнения действия. Для работы в редакторе требуется Google-аккаунт.

Интерфейс SketchUp

IKEA Home Planner

IKEA Home Planner – планировщик квартиры от мебельного бренда IKEA. Он позволяет бесплатно разработать дизайн квартиры в современном стиле. Программа простая и удобная, но у неё есть особенность – можно использовать в проектах только мебель IKEA. Для поклонников бренда это даже плюс – сразу можно заказать понравившиеся варианты на сайте. Но для остальных пользователей – недостаток.

Интерфейс IKEA Home Planner

Вывод

Среди программ для создания дизайн-проектов квартир выгодно выделяется Дизайн Интерьера 3D. В ней есть все необходимые инструменты для подготовки точного наглядного макета, при этом интерфейс максимально простой и понятный даже новичку. Попробуйте самостоятельно разработать дизайн квартиры прямо сейчас!

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90000 Basic Guidelines for Program Planning and Management (in for-profit organizations) 90001 90002 © Copyright Carter McNamara, MBA, PhD, Authenticity Consulting, LLC. 90003 Adapted from the Field Guide to Nonprofit Program Design, Marketing and Evaluation. 90004 Applies to for-profits unless otherwise noted. 90003 90006 Sections of This Topic Include 90007 90002 Introduction — What’s a Program? (Includes definitions of key terms) 90003 6 Cornerstones for Solid Program Planning 90003 8 Guidelines to Keep Program Planning on Track 90003 Program Direction: Goals and Objectives 90003 Program Process (Process, Resources and Budget) 90003 Program Evaluation 90003 Additional Resources 90004 90002 90017 90018 Also consider 90019 90020 90003 Related Library Topics 90004 90023 90006 Introduction — What’s a Program? 90007 90026 Varying Uses of the Term «Program» 90027 There are a wide variety of uses of the term «program» in organizations.In it’s most general use, a program is a collection of organizational resources that is geared to accomplish a certain major goal or set of goals. (For those of you who read Organizations (an Introduction), you’ll recognize that this definition of a program sounds like that of an organization and a system. A program is an organization and a system.) 90002 For-profits often use the term for very large business efforts that have limited duration and a defined set of deliverables. Or, a program might refer to an ongoing set of activities internal to the organization, for example, a Total Quality Management Program, Workplace Safety Program, the Space Program, etc.90004 90002 (Program planning is usually (but not always) of a broader scope than Project Planning.) 90004 90026 Varying Uses of the Term «Program» 90027 90002 There are a wide variety of uses of the term «program» in organizations. In it’s most general use, a major program is a collection of organizational resources that is geared to accomplish a certain major goal or set of goals. (For those of you who read Organizations (An Introduction), you’ll recognize that this definition of a program sounds like that of an organization and a system.A program is an organization and a system.) 90004 90026 Keeping Overall Perspective: Programs are Systems 90027 90002 Programs, like other organizations, can seem a highly confusing, amorphous mass that is very hard to comprehend. It can be hard to keep perspective. However, like an organization, a program is a system with inputs, processes, outputs (tangibles) and outcomes (Impacts on customers) — with ongoing feedback among the parts. This systems perspective helps keep clarity about programs and will help a great deal during program planning.90004 90002 Program inputs are the various resources needed to run the program, e.g., money, facilities, customers (Internal or external), employees, etc. The process is how the program’s products are delivered, e.g., products are provided to internal or external customers (internal or external), customers (Internal or external) are served, etc. The outputs are the units of service, e.g., number of customers (internal or external) served. Outcomes are the impacts on the customers (internal or external) who are receiving the products, e.g., increased quality of products for customers (internal or external), enhanced safety in the workplace for internal customers (internal or external), enhanced mental health for customers (internal or external), etc. 90004 90006 6 Cornerstones for Solid Program Planning 90007 With these cornerstones in place, the organization is assured of a program plan that has a strong foundation and can survive multiple changes as the program develops. 90026 Program Should Tie to the Organization’s Mission 90027 90002 Each program should be strongly associated with the organization’s overall mission.That is, the organization’s executive leaders should work from the mission to identify several overall, major goals that must be reached and that, in total, reach the mission. If an idea for a program comes up at some time other than during strategic planning, executive leaders must ask themselves if the program is really appropriate for the organization. 90004 90026 Program Planning Should Tie in With Strategic Planning 90027 90002 Depending on the nature of the organization, strategic planning typically includes review of the organization’s vision, mission, values, overall strategic issues and strategic goals (each of which, in some organizations, becomes a program) and strategies to reach the goals (strategies to reach the goals often are the roadmap for how the program meets its own goals).Because the program planning must be tied to the nature of the organization’s mission, the program planning should be closely tied with the organization strategic planning as well. Typically, at a point right after the strategic planning process has identified strategic goals and issues, a team of planners can draft a framework for how goals can be met. This framework is often the roadmap for a new program. (For more information about strategic planning, see Strategic Planning.) 90004 90002 (Note that programs should not be ongoing means to fix problems in the organization — otherwise, they become just that: ongoing, costly means to fix problems in the workplace.) 90004 90026 Involve the Board (relevant to corporations) 90027 90002 A major responsibility of a board is to set strategic direction for the corporation. The corporation’s board should be highly involved in authorizing and guiding initial direction for programs. Therefore, boards should be involved in strategic planning of programs. (Admittedly, many experienced chief executives might argue that they actually drive the board to conduct strategic planning. Many experienced chief executives, consultants, and other practitioners believe that ultimately, it’s the working relationship of the board and chief executive that determines the success of a corporation.) 90004 90026 Conduct Program Planning as a Team 90027 90002 The chief executive, key planners, relevant middle managers and major customers (internal or external) should be involved in program planning. ( «Relevant middle managers» are those who lead programs or other departments that will integrate or coordinate with the new program being planned.) Often, initial plans for a program are suggested to the chief executive and middle managers. Program planning is often initiated as part of the organization’s overall strategic planning process and so is conducted by the strategic planning team, which should be comprised of the board (In corporations), the chief executive, employee and key customers (Internal or external), as much as possible.90004 90026 Planning Should Involve Potential Internal / External Customers as Much as Possible 90027 90002 One can embark on a wonderful program planning process with all the right parts, but if key customers (internal or external) are not involved to provide perspectives from the program user’s point of view, the organization may build a beautiful ladder — but on the wrong roof. Involve customers (internal or external) in initial ideas about a program, discuss your perceived unmet need among those customers (internal or external), ask how they would like the need to be met.You might run a final draft of your program plan past a couple of key customers (internal or external). (Note that this involvement of customers (internal or external) is a critical aspect of the marketing process. For more about marketing, see Marketing (research, pricing, competitor analysis, etc.).) 90004 90026 Don ‘Worry About Developing the Perfect Program Plan 90027 90002 If the organization involves the right people, and if everyone participates wholeheartedly and reflects on their experiences, then the organization will develop the «perfect» plan.The organization remains the only real «expert» on their own planning. Outside consultants and facilitators can be brought in, but each planning decision is ultimately up to the organization members. The «perfect» program plan will meet the nature and needs of the organization. 90004 90006 8 Guidelines to Keep Program Planning on Track 90007 Basically, planning is taking one’s best shot at working through a «tree» of decisions (Decisions that must be made at some time, and the earlier the better) to propose (and often get / investing / funding for) developing a program.Your plan does not have to be perfect and, like any plan, it is not a rule, rather it’s a set of guidelines that serve as reference for the future. You can change your plans — just know why and be able to explain (e.g., to your board, chief executives, investors) why you changed the plans. This planning effort is almost always more than personnel want to undertake, but is almost always less than they fear. Anyway, this planning effort is required if the organization plans to pursue investment / funding.The following guidelines will help ensure the program planning process points in the right direction and will help ensure the resulting program is run effectively and efficiently. (For more information about planning, see General Planning Process.) 90026 Focus on Results / Outcomes 90027 90002 Results / outcomes are benefits to customers (internal or external) from the program. Outcomes are usually in terms of solutions, enhanced learning (knowledge, perceptions / attitudes or skills) or conditions, e.g., increased productivity. Outcomes are often confused with program outputs or units of services, e.g., the number of customers (internal or external) served by the program. 90004 90026 Examine Your Intended Results / Outcomes — Conduct Some Basic Marketing 90027 90002 It’s critical to verify that these planned results / outcomes are indeed useful to your customers (internal or external). Many people mistakenly believe that marketing is selling a product or idea — selling is only part of marketing.Sound marketing includes researching a market to identify its needs or to assess if an idea you already have is really needed by that market. (A market is a group of people or organizations that may buy or need your program’s results / outcomes). Basically, you’re verifying there’s a group of customers (internal or external) who are interested in, or even better, really need your planned product. Marketing also includes working with customers (internal or external) to identify how they prefer to have the product delivered.Marketing gives a strong impression of how much they’re willing to accept or pay for this product / service — or what to set the price at for the product / service. 90004 90002 Marketing also involves promoting and advertising the product / service to internal or external customers. For more information about marketing, see Marketing (Research, pricing, competitor analysis, etc.).) 90004 90026 Coordinate the New Program with Other Current Programs 90027 90002 So often, in the excitement of the birth of a new program, we ignore precious resources that already exist.The new program is but part of an overall organization, an overall system. Pay particular attention to how the new program will coordinate with other programs in the organization. What inputs are needed from other managers and other programs? What ongoing feedback is needed among members of the new program and other programs? How can the new program benefit other programs? 90004 90026 Explore if Results Can Be Delivered More Effectively via Collaboration 90027 90002 Successful collaboration brings two or more organizations together to work in synergy, in an effort that is «more than the sum of its parts.»That is, if both organizations worked apart, both would serve customers (internal or external) and produce some solutions / outcomes — but not as many and as well as if both organizations worked together. In working together, there’s an economy of scale, or sharing of resources, that lowers costs and focuses more resources on serving customers. 90004 90026 Plan Key Indicators of Program Success 90027 90002 These planned indicators will help you establish whether the program is successful or not, and will help you avoid doing a program for the sake of a program.Consider planning indicators associated with intended results / outcomes. Programs are usually defined with very explicit deliverables. 90004 90002 If you struggle with identifying key indicators of success, then imagine the program operating in a highly successful manner at some time in the future. Then describe what features of the program indicate that the program is successful. 90004 90026 Include Short-Range Focus in a Long-Range Plan 90027 90002 Getting the program off on the right foot includes not falling over your own feet because you were looking far off into the distance.Many strategic plans are usually three years in scope, with particular planning focus on the first year of the three years. Follow this format for the program planning as well. Do not worry about exhaustive detail even in the first year of the plan. Plans are guidelines, not rules. Plans can be changed — but understand why you changed them. 90004 90026 Learn by «Testing the Waters» 90027 90002 Consider planning a short-term «pilot» program. The pilot will be a sort of mini-program that will reflect many of the aspects of a full-blown program.However, planning and operations regarding the pilot will include numerous reviews and assessments from which to learn from experiences around the pilot program. This learning will go into planning for the full-blown program. Note that investors are often highly cooperative in supporting pilots as an approach to research or verify the organization’s proposed plans. 90004 90026 Plan Program Reviews 90027 90002 Program reviews are regular examinations of the program’s activities to assess how well the program is doing.A program review team should probably include the chief executive, the head of the new program and one or two other program directors, particularly those from programs that closely coordinate with the new program. Examine if the program seems to be following the original plan. If it’s not, the deviation is not as important as understanding why and assessing if the deviation was necessary. Take a look at the key indicators as noted in the plan. What is the progress toward the key indicators? What major problems exist and what is needed to address them? How are the actual costs comparing to the planned costs? Are any actions needed to avoid financial problems? What would you do differently about the program if you could do anything? What limitations are holding you back from what you would ideally do if you could? What are you learning from the program implementation so far? 90004 90006 Program Direction: Goals and Objectives 90007 90026 Program Goals 90027 Program goal (s) should come from and be closely associated with the organization’s overall strategic goals.Think about what, e.g., three to five major accomplishments must be reached to attain each overall goal. Goals are an overall status to be reached through continued efforts in the program. Goals should be described such that the organization can assess whether it’s reached the goal or not. The goal should establish clear direction for the organization and portray that direction to others. The program’s goal may be to fix a problem or meet a need among customers (internal or external) — not to fix a problem in your organization.90002 For example, if you are just starting out to develop a new program, typical overall goals might include: develop employees, pilot services to one group of customers (internal or external), evaluate the program process and finalize program process based on evaluation results. 90004 90026 Program Objectives 90027 90002 Think about each goal and what sub-goals, or objectives, you need to accomplish to reach that goal. (Depending on your nature, it may work to instead think of how the program process will be carried out and then identify specific milestones, or objectives, in carrying out the process.This approach is somewhat like the reverse of thinking about goals and associating objectives.) Objectives should be worded such that one can rather easily discern if it’s been reached or not. They should specify who is going to do what to whom and when and how much. 90004 90002 For example, referring to the above goals, associated objectives might be: recruit employees, train them, obtain facilities and equipment, install the equipment, develop advertising materials, distribute the materials, recruit customers (internal or external) for the pilot, develop procedures for delivery of products / services, deliver products / services over a fixed period of time, conduct evaluation of the program’s process and results / outcomes, generate recommendations from the evaluation, update policies and procedures in the program’s process, and update the overall program plan.90004 90006 Program Process, Resources and Budget 90007 90026 Program Process 90027 By now, establishing the program’s process should be quite straightforward and depend mostly on the nature of the product / service provided by the program. Program planners ‘thoughts about the processes needed to reach each of the program objectives (above) often culminate in the overall program process as well. After documenting the planned general process for the program, take time to reflect on whether that process will really accomplish the results / outcomes you set out to accomplish for your customers (internal or external).90026 Program Resources and Budget 90027 90002 Examine the program’s process to the extent that you can associate what resources are needed to carry out that process. Consider: personnel costs (salaries and wages, fringe benefits, consultants), training, space, equipment purchase or rental, travel, copier, telephone, general office supplies, etc. 90004 90002 Develop a program budget by estimating the cost for each resource identified above. Note that this budgeting activity is almost always required in a proposal if the organization wants to find an investor for the new program.90004 90006 Program Evaluation 90007 Programs should be evaluated on at least a yearly basis to discern if the programs are reaching their goals, achieving their outcomes and if they are doing so in an efficient manner. Small businesses seldom have the resources to conduct evaluations of a program’s goals, outcomes and process. However, they can think about where they have the most concerns about a program and then gear an evaluation to look at that aspect of the program. 90002 Program evaluation holds numerous advantages.It can verify or increase the results / outcomes on customers (internal or external). It can fine tune delivery of program services, which, in turn, saves costs and time. Evaluations often provide wonderful testimonials that can be used for public relations and credibility of the program. In fact, evaluations are often used by program planners to ensure that the program is indeed carrying out the original process planned for the program in the first place. Often, the program plan ends up changing dramatically over time as program employees are overcome by events.Program processes can naturally deviate from the original plan because program plans were flawed in the first place, the program’s environment changed a great deal or program employees simply found a much better way to deliver products / services to customers (internal or external). For more information about program evaluations, their planning and how to carry them out, see Program Evaluation, including the Program Evaluation Planning Checklist. 90004 90023 90006 Additional Resources 90007 Concept Mapping as a Program Planning Tool 90003 Program Planning for Organizations 90003 90023 90006 For the Category of Program Management: 90007 90002 To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below.Each of the related topics includes free, online resources. 90004 90002 Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature. 90004 90002 Related Library Topics 90004 90002 Recommended Books 90004 90003 .90000 90001 Tips for Program Planning | CYFAR 90002 90003 90004 90005 90006 Identify the Need 90007 90008 90009 90004 90005 What is the compelling issue that the program will address, and how does it relate to the overall mission of the organization? Who else in the community is working to address this need, and what is it about the new or revised program that sets it apart or makes it compelling in the community or larger market that it will serve? 90008 90009 90014 90003 90004 90005 90006 Define the Scope of Work (SOW) 90007 90008 90009 90004 90005 A defined SOW helps the program staff and organizational leadership understand what the program aims to achieve and in what time period.90008 90009 90014 90003 90004 90005 90006 Stakeholder Analysis 90007 90008 90009 90004 90005 This type of analysis is especially useful when implementing services that require community support or partnerships. It can help the program planners understand their allies, neutral parties, and opponents in order to decide the most feasible route to accomplish their goals. 90008 90009 90014 90003 90004 90005 90006 Needs / Resources Assessment 90007 90008 90009 90004 90005 Conducting or accessing an existing community needs / resource assessment enables program planners to identify the context in which they operate and the resources they must leverage to accomplish their goals.This step is especially important when providing community services or working with external partners. Program leaders should also conduct an internal assessment that analyzes the project’s Strengths, Weakness, Opportunities, and Threats (SWOT). Review Module 1 — Preparing for Program Evaluation. 90008 90009 90014 90003 90004 90005 90006 Resource Development Plan 90007 90008 90009 90004 90005 Once the resources needed to accomplish the SOW have been identified, a plan for securing resources should be created.If resources exist currently in the budget to begin the program, how will the program be sustained in the future? How will you attract the funding and additional resources to support achieving the goal and impact? Creating a written development plan that includes diversification of how resources will be secured is an important next step before moving further. During resource development, you may also want to begin to put together your yearly and total project budget. Will funds be spent evenly in all years of the project? Are there any unanticipated costs you might allot funds for? A budget is an essential document for a successful project.90008 90009 90014 90003 90004 90006 Logic Model 90007 90009 90004 90005 Developing a logic model is an essential step in both the planning and monitoring processes. How will you know if your program has achieved success? First, you need to identify the intended outcomes or impacts. Creating and understanding your program’s logic model is one of the first steps in measuring success and creating accountability. Review Module 2 — Planning for Program Evaluation. Use our interactive logic model builder.90008 90009 90014 90003 90004 90006 Timeline / Project Schedule 90007 90009 90004 90005 A timeline or project schedule builds on both the SOW and the logic model. It should outline the activities or tasks required, the expected outcomes, the dates of accomplishment, and who is responsible for execution. There are some specific examples of project schedules such as a GANTT chart or a Network approach. Click here to learn more about GANTT charts and get instructions on creating a chart. A well-constructed timeline links the activities and deliverables directly to the goals and objectives of the program.Below is a basic example of a project timeline. 90008 90009 90014 90083.90000 Program Planning, Evaluation, and Reporting 90001 90002 90003 Program Planning 90004 90005 90006 NDSU Extension provides education to North Dakota citizens in the areas of Agriculture and Natural Resources, Family and Community Wellness, and 4-H Youth Development. 90007 90006 A program development process is used to systematically 90003 plan, implement, evaluate 90004 and 90011 report 90012 educational programs. Programs are coordinated within ten teams. Teams may change as needs and issues emerge.90007 90006 90003 Ten program teams 90004 90007 90018 90019 4-H Youth Development 90020 90019 Crop Management 90020 90019 Farm Business Management 90020 90019 Horticulture and Forestry 90020 90019 Human Development and Family Science 90020 90019 Leadership and Civic Engagement 90020 90019 Livestock Management 90020 90019 Natural Resource Management 90020 90019 Nutrition, Food Safety and Health 90020 90019 Personal and Family Finance 90020 90039 90006 NDSU Extension approaches all educational programs by examining how it fits into the 90003 transformational model.90004 The goal of Extension programs is more than providing current information. Facilitation of learning, content transmission of critical science-based education, and transforming a learner’s behavior are all parts of the model that help to describe the role of Extension. And in the end, a strong program evaluation will help to show that you are making a difference in the lives of your participants. 90007 90006 90007 90046 90003 Planning / Implementing effective programs 90004 90003 requires (1) needs assessment, (2) program review / development, (3) evaluation and (4) reporting.90004 90051 90046 90051 90006 90007 90046 1. Needs Assessment 90051 90006 The concept of ‘needs’ is defined as the difference, or gap, between what is, and what should be or what is reasonably possible. 90007 90006 90007 90006 Needs assessment can be done with formal and informal processes. 90007 90064 90019 Formal needs assessments are done when you want to find out what is going on. An example of a formal needs assessment is the program planning process in Extension. This process takes time to gather information and ideas before making a plan.90020 90019 Informal needs assessments are done «on the fly» or «just in time». Some examples of informal needs assessments include critical incident needs assessment, when the need is immediate and there is not time to conduct a more formal needs assessment. 90020 90069 90006 As an educator, you are responsible for accurately assessing the needs of your clientele in collaboration with targeted audiences and community leaders. In developing your educational strategies, you should take into account both the observed and expressed needs.You can gather input by directly asking stakeholders, or by reviewing secondary data that has already been collected. 90007 90006 What are some examples of secondary data? 90007 90064 90064 90019 The Community Assessment process conducted in 2015 was a broad effort to look at overall program needs of North Dakota citizens. 90020 90019 North Dakota Compass has a community profile for each legislative district and a county profile for each county that provides information to support overall program decisions.90020 90019 A school or hospital produces assessments of their service areas and plans for improvement. Educational programs needed are often identified in these reports. 90020 90019 Commodity groups, crop improvement associations, AARP, youth organizations and other entities in your county / community produce reports and conduct listening sessions to identify needs. As partners with these entities, you will have access to this information. 90020 90069 90069 90046 90051 90046 90011 2.Program Review / Development 90012 90051 90006 When you have determined the program need, the next step is to review existing resources to find materials that can help provide the appropriate educational delivery for the target audience. Is there a ready-to-go lesson available from a specialist or another state’s specialists? Is there an evidence-based curriculum that you can use to design a series of sessions? Is there an online webinar you can use on social media? Can you use a publication as the basis for a radio interview? 90007 90006 Or does the identified issue require a program team to develop a new resource or adapt an existing resource to address the concern? If this is the case, take your ideas to the program team chair and ask for the team to consider this as a priority.90007 90006 Talk to other Extension agents who may have a need to address the same issue. Ask specialists for the best resources available. Others can contribute to the review and you will have a strong justification for a request to make this topic a priority. 90007 90006 90003 Extension programming most often is categorized as follows: Signature, Core or Pilot Programs (defined below) 90004 90007 90006 90003 Signature Programs 90004 are comprehensive programs (lesson plan, delivery tool, participant handout) that address a priority issue.Criteria include: involves collaborative effort between specialists and agents where agents have an active delivery role (beyond hosting event), addresses priority issues, can be offered in multiple locations in the state or targeted areas as appropriate (ie, canola production areas), includes evaluation plan / tool at level 2-3-4 and provides data to produce an Impact Statement posted at completion of program. 90007 90006 90003 Core and Pilot Programs 90004 may serve specific sectors of the state or may reflect statewide mandates such as pesticide training, or state contracts such as nutrition education for limited resource audiences.They may also be the beginning of a future signature program-for example, collecting survey data and crop samples to develop a more comprehensive report and educational program the following year. Pilot programs are emerging programs in targeted sites that require time to test, improve and evaluate before they become core or signature program. 90007 90006 90003 Team membership 90004 is determined between the Extension agent and their district director. During the first year of employment most agents do not serve on a team.When they are ready, they may serve on up to two teams. Membership implies you will contribute to the development of the team programs and evaluations. You may serve as a reviewer for a new publication or be a pilot site for a new program. Specialists are automatically on the teams that relate to their subject expertise. It is their job to find or create the most current, evidence-based materials and programs for agents to use in delivering educational programs for priority needs as identified by each team.90007 90006 90003 Is there a tool to help guide me as I develop a local program with the strongest communications plan possible? Yes 90004 90007 90006 Use the «Steps to Planning Extension Educational Programs» to plan strong and measurable objectives, which leads to strong evaluations and effective programs. 90007 90006 90003 Do not forget to use a 90122 communications approach 90123 that yields strong outcomes. 90004 90007 90006 90003 Watch these videos from Virtual Communications Camp to review key information: 90004 90003 90004 90007 90006 90003 Communication Planning: Goals 90004 (5:50) 90135 https: // www.youtube.com/watch?v=3BeF0T2B9Bg 90007 90006 90003 Communication Planning: Target Audience 90004 (5:36) 90135 https://www.youtube.com/watch?v=whU0L7F2bpQ 90003 90004 90007 90006 90003 Communication Planning: Key Messages 90004 (5:33) 90135 https://www.youtube.com/watch?v=FAzWBadg23Y 90003 90135 90004 90007 90006 90003 Communication Planning: User Scenarios 90004 (9:08) 90135 https://www.youtube.com/watch?v=PZMOpCU2HnI 90007 90046 90003 90135 90004 90011 3. Evaluation 90012 90003 90004 90051 90006 Evaluation is not optional-it is the basis for making strong impact statements.Stakeholders want to know, «What difference are you making?» 90007 90006 Evaluation plans are made as you plan the program. Evaluation is not an after-thought. When good data is collected, you can write an Impact Statement that tells funders what you did, why you did it, and what difference it made in the lives of constituents. All signature programs must have strong evaluation components and plans for reporting results and letting citizens know the private and public value of your programs is the final step.90007 90006 NDSU Extension has adopted the 90003 Kirkpatrick Model 90004 as the framework for evaluating programs. Agents and specialists are required to teach and evaluate at least one educational program during the year. Evaluation can be done using a tool provided with the curriculum or designed using information on this site. 90135 90007 90006 90011 Evaluation — Kirkpatrick Model: 4 levels of Evaluation 90012 90007 90006 90003 Sample Questions for Each Level 90004 90007 90006 90003 As you think about what was accomplished over the course of your program, ask yourself these questions: 90004 90007 90064 90019 What is different because of what was done or what happened as a result of the program delivered? 90020 90019 What did this activity do for the community’s economy? 90020 90019 What anecdotal evidence was collected? 90020 90019 What examples exist of the effects of the program? 90020 90019 What evidence could be or was collected to document impact? 90020 90069 90006 90003 90004 90007 90006 4.Reporting 90003 90004 90007 90006 90003 Everyone 90004 is required to submit QER numbers into PEARS and to submit at least one 90003 Impact Statement 90004 annually, documenting the results of a major program delivered in which you had a teaching role. This Impact Statement should be based on a program that was evaluated at a 2.5 level or above. 90007 90006 90003 90122 You can not write an Impact Statement without evaluation data. 90123 90004 90007 90006 Evaluation plans are made as you plan the program.When good data is collected, you can write an Impact Statement that tells funders what you did, why you did it, and what difference it made in the lives of constituents. All Extension signature programs have evaluation tools available for your use. Reporting results and letting citizens know the private and public value of your programs is very important. 90007 90006 An Impact Statement is a brief summary, in ordinary language, of the economic, environmental or social results of educational efforts.It states accomplishments and their payoff to clientele / society. An impact statement answers the questions: 90003 90122 So what? Who cares? What difference did it make? 90123 90004 90007 90006 90003 As you think about what was accomplished over the course of your program, ask yourself these questions: 90004 90007 90064 90019 What is different because of what was done or what happened as a result of the program delivered? 90020 90019 What did this activity do for the community’s economy? 90020 90019 What anecdotal evidence was collected? 90020 90019 What examples exist of the effects of the program? 90020 90019 What evidence could be or was collected to document impact? 90020 90069 90006 90003 Impact Statements — FAQ and Public and Private Value 90004 90007 90006 90003 90004 90007 90006 90003 County Narratives 90004 90007 90006 Extension agents at the county level are required to submit County Narratives to their County Commissioners.Each county has different quantity and timing expectations, but the format for writing the county narratives remains the same. Specialists based in academic departments should become aware of the departmental reporting expectations. 90007 90006 90003 County Narrative guidelines 90004 90007 .90000 Planning a Program 90001 90002 90003 90002 90003 90006 Looking for Strategies and Activities? Click Here! 90007 90002 90003 90010 90011 90012 90013 90012 90002 Teaching is a profession that deals in large part with planning. Whether it is planning individual lessons, chapters, units, or entire years, teachers are always planning and are always looking ahead. Program planning is the greatest in scope; often program plans cover a 3-year span.Program planning is not an easy task, but rather one that requires time and careful consideration as to what will be taught in a program over the span of several years. In this section we will look at exactly what is a program plan, how it is different from lesson and unit planning, and how program planning can be done effectively. 90003 90013 90018 90019 90020 90021 90022 90023 What is Program Planning? 90024 90025 90021 90027 Program Planning refers to arranging or setting up a second language program for a longer period of time.Typically, program plans cover three years of development in the subject area. For new teachers or experienced teachers starting at new schools, program planning might be a challenging process in the beginning. Let’s use the example of teaching in a junior high school (grades 7-9). By the end of one fully planned program cycle (i.e. by year three) the grade 7 students would have followed / been taught by the teacher for three years. In this way, planning for this group is made easier; as the students progress from one year to the next, the plan can be adapted over time as needed.Initial planning for the grade 8 and 9 classes may be more difficult at first, since they have had a different teacher and perhaps a completely different program, but again over time this will become easier for the teacher. 90003 90029 back to top 90030 90022 90023 How is Program Planning different from lesson or unit planning? 90024 90025 90021 90027 As stated above, program planning involves looking at planning for a 3-year cycle of a language program. Essentially, program planning is looking at the «big picture» or, put another way, the «program» plan is the macro view of the planning process.Unit planning is smaller than program planning and lesson planning is even smaller still, being the most micro view of the planning process. Program planning requires the teacher or teachers involved to look ahead to the future and decide the direction in which the language program will go. In comparison to lesson and unit planning, which deal with meeting the Program of Studies, program planning deals with creating and working towards a vision. 90003 90029 back to top 90030 90022 90023 What does effective Program Planning look like? 90024 90025 90021 90027 In some cases, individuals, such as the language-specific department heads, may plan programs or programs may be planned by groups of people.These groups may be composed of a department head and all teachers teaching the language, for example. If a group is planning the program, it is important for the group members to communicate openly about their ideas for the program. As the program plan deals with and acts on a vision, all parties involved need to be sure they are on the same page when it comes to what the program will look like. An effective program plan will vary from year to year; the teacher (s) involved must change and adapt the program for each year.When it comes to developing an effective and useable program, it is important to remember that the plan is not random, but rather it must be carefully created and followed through. Additionally, in order to ensure that the program is valuable and useful, those involved in its creation must be able to move beyond personal interest and desires and work towards creating a program that best meets the needs of the students. 90003 90027 When it comes to developing a 3-year program, the classroom resources need to be taken into account.Those people involved in the planning need to decide whether or not one series of textbooks will be used for each grade level, or if textbooks from different series should be used to meet the needs of the grades and students involved. For more information on selecting resources, click here. 90003 90049 90011 90051 90013 90051 90027 1. In your opinion, what does effective Program Planning look like? Draw a visual that links your ideas and demonstrates the relationships between everything that is needed to create an effective program.90003 90027 2. Now, let’s see what this teacher has created to explain her idea of ​​effective Program Planning. 90003 90002 90059 90060 90061 90062 90063 90064 90065 90003 90002 90059 90069 90061 90062 90072 90064 90065 90003 90013 90018 90019 90079 back to top 90030 .