1. Relationships between planners and managers
2. Organizational and legislative framework
3. Documentation
4. Time tables

(1) Relationships between planners and managers
At the programming and implementation stages, a planner should act as a coordinator of a team made up of members with very different sets of skills. It is necessary to remember that in the majority of cases, the planning implementers are service managers. Their involvement, as well as the involvement of professionals who will operate the service in the planning process helps to ensure commitment to the plan, feasibility of the planned services, appropriate use of resources and proper management of organizational requirements.

(2) Organizational and legislative framework
Some plans require legislative changes before a plan can be realized. In some cases, modifications to the organizational framework of the health service may also be needed.

(3) Documentation
Project or program documents are the formal documents outlining the precise nature of a new development activity. They have three functions: (a) act as a checklist to ensure that all aspects have been considered; (b) provide documentation for donors (each funding body is likely to have its own standard format); and (c) provide a document which can form the basis for the monitoring and eventually for the evaluation of the activity.

Below is an example of the format of a project document, (information that a project document may require).

Example of a format of a project document

1. Name of a project
2. Budget number of a project
3. Summary of scope of project objectives
4. Summary of project costs

Details:

• Aims and objectives of a project
• Quantifiable targets
• Background documentation (consultancy reports, feasibility studies)
• Relationship to National Development Plan and Ministry of Health Plans
• Description of the project
• Inputs required, quantified and specified (personnel, other recurrent items, equipment, transport, buildings)
• Cost by year by item, recurrent and capital
• Funding source (donor funds, loan, community, central government, etc)
• Future expected arrangements for the activities of the project (where relevant) at the end of the funding period
• Potential difficulties in procuring inputs
• Training requirements
• Building requirement details (has a site been identified/procured)
• Legislative requirements
• Organizational and management arrangements for the project
• Relationship with other ministries
• Negative effects (environmental, cultural, gender)
• Timetable for implementation and critical points
• Process for monitoring and evaluation
• Flexibility to respond to change
• Sustainability

Some countries may in addition have specific questions reflecting particular problems or policies (women's participation, foreign exchange costs, etc.).

(4) Time tables
To ensure effective implementation even in the case of a well-resourced plan with strong policy commitment, it is necessary to ensure good coordination of real resources, bringing together at the same place and time the resources of personnel, buildings, equipment, and supplies. Realistic timetables are essential as means of accurate costing and maintenance for planning credibility.