Planning Project Resources and Logic Models

Flashcards covering vocabulary, budgeting principles, and logic model components for MGT173 Health Services project management.

Direct costs

Costs specifically for this project that would not exist in the same way if the project did not happen, such as project staff time or program materials.

Indirect costs

Shared or overhead expenses that support the organization but are not tied to only one project, such as general office rent or utilities.

Allowable (Golden Rule of Budgeting)

A budget test to determine if an expense is permitted by the organization and funder.

Allocable (Golden Rule of Budgeting)

A budget test to determine if an expense is clearly connected to the specific project being reviewed.

Reasonable/Necessary (Golden Rule of Budgeting)

A budget test to determine if a cost is essential and not excessive for the project.

Consistent (Golden Rule of Budgeting)

A budget test to ensure that a cost is classified the same way across different projects within the organization.

Business Case

A decision tool that helps move programs from good ideas to funded, feasible, sustainable action by explaining why a program should be approved.

Resource Planning

The process of explaining what it will take to implement a program, covering people, space, materials, technology, partners, and support.

Program Manager (Role Lens)

A perspective used during project review to determine if the proposed resource plan will help implementation.

Finance Reviewer (Role Lens)

A perspective used during project review to assess if the proposed budget is realistic and fundable.

Community Advocate (Role Lens)

A perspective used during project review to ensure the program supports access and equity.

Evaluation Lead (Role Lens)

A perspective used during project review to determine if the team can track whether the program works.

Funder/Executive (Role Lens)

A perspective used during project review to decide if the investment should be approved.

Inputs

The resources in a logic model required for implementation, such as nutrition educators, garden space, curriculum binders, and funding.

Activities

The work processes in a logic model, such as delivering weekly garden lessons, facilitating cooking demonstrations, or training volunteers.

Outputs

The products or measures of program activities, such as the number of lessons delivered or the number of produce kits distributed.

Short-Term Outcomes

Results that reflect changes in knowledge, skill, or awareness, such as children increasing knowledge of healthy eating guidelines.

Intermediate Outcomes

Results that reflect behavior changes, such as children increasing their daily intake of fruits and vegetables.

Long-Term Outcomes

The condition or outcome restated as the SMART Goal, such as increasing the percentage of children eating five or more servings of fruits and vegetables per day.

Rationale

Explanations grounded in Evidence-Based Resource ($EBR$) that describe why a program's activities are expected to lead to change.

Assumptions

Conditions outside of project control that must already be true for a program to succeed, such as community readiness or the continued availability of essential resources.

SMART Goal (Olivewood Gardens Example)

Increase the percentage of North County students aged $5-11$ who consume five or more servings of fruits and vegetables per day from $47.4\%$ to $52.4\%$ between January $1$, $2026$ and December $31$, $2027$.