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Objectives: The anticipated results or outcomes of a program, representing changes in the knowledge, attitudes, and behavior of the program’s clients, described in measurable terms and indicating a specific period of time during which these results will be achieved. Objectives should be Specific, Measurable, Appropriate, Realistic, and Time bound (SMART). | Developing Plans and Proposals for New Initiatives (Vol. II, No. 4) "Developing Plans and Proposals for New Initiatives" provides a framework for developing a plan for a new program initiative. It then suggests how to turn this plan into a proposal for funding. It both emphasizes the skills needed to develop an effective plan for a new program initiative and provides guidelines on developing a detailed budget for that initiative. The issue goes on to explain how to take the same plan and turn it into a proposal for funding the initiative. In addition to providing basic guidelines on writing each section of a plan, this issue gives advice on how to create proposals that will improve an organization's chances of securing funding for their new program activities. The case scenario, "A Proposal for Río Blanco Region," presents ideas for a pilot project. Readers are asked to formulate goals and objectives for the project, list proposed activities for the first year of the project, develop a first-year budget, and prepare an overall project summary sheet for submission to the Ministry. | Observation-Study Visits: An organized series of visits to other program sites or organizations for the purpose of studying and learning about the other program and sharing successful experiences for replication or adaptation. Operating Costs (also known as Recurrent Costs): Regular expenses of running programs and providing services which are incurred year after year (as opposed to Capital Costs). Operational Plan: Different from a strategic plan (which sets forth the general strategies a program will use or initiatives it will undertake to achieve its objectives), an operational plan sets forth the specific projects or activities (consistent with the strategic plan) that will be conducted, and the timetable and resources needed for completing those projects or activities. (See also Action Plan.) Order Interval: An established and regular number of months between placing orders for contraceptive supplies. The order interval should be set individually for each method of contraception to correspond to the desired maximum and minimum inventory levels. Organization Type: The structural or legal definition an organization, such as private commercial organization, private non-profit, public agency, non-governmental organization, or affiliate or subsidiary of a larger organization. Organizational Chart (also known as an Organogram): A chart showing the working relationships of all staff positions within an organization or program and the formal supervisory structure and reporting relationships between different functions and positions of the management and staff. Organizational Stability: The ability of an organization to effectively use management controls and systems to prevent any major disruptions in services in spite of unexpected changes in the external environment or turnover of personnel, especially senior personnel. Organizational Structure: The internal lines of authority and communication within an organization which define how programs and departments are managed, which types of activities are carried out by which programs or departments, and the functional and supervisory relationships between the staff and the manager of those departments. (See also Organizational Chart.) Organogram: See Organizational Chart. Output Information: Information concerning the products or accomplishments (in numerical terms) of the activities of an individual or program over a specific period of time. Outreach: Activities related to providing information and services to the community outside of the clinic facility, usually by working with community groups or volunteers. Overhead Costs: See Indirect Costs.
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