The Plan Transleted into Operational Objectives and Budget

INCLEN STRATEGIC PLAN

VII. THE PLAN TRANSLATED INTO OPERATIONAL OBJECTIVES AND BUDGET

The plan that has been outlined calls for moving toward sustainability -- both financial and in terms of impact on health -- over the course of the next few years. Emphases on progressive regionalization and building of funded research and capacity building programs are clear, although the speed and details of their development will depend on the future unfolding of events, and hence can be currently described in less and less detail as one looks further and further into the future.

It is important, however, to describe near-term activities and objectives with some precision and at least to define the target for that time in the future when financial sustainability will (it is hoped and planned) have been achieved. The translation of the plan into budgets and objectives, therefore, involves both the transition period, covering FY99-00 and FY00-01, and a projected sustainable state, represented by FY01-02 (and, by extension, beyond). The operational objectives presented are intermediate steps seen as prerequisite for the success of the organization in attaining its strategic objectives. For the most part each of the operational objectives has an impact on the six themes of the plan described above: Network, Best Prospects, Leadership, Regionalization, Structure, and Development. The matrix in Table A shows how the themes of the plan relate to the four strategic objectives. The matrix in Table B shows how the operational objectives specified below provide the links between the themes of the plan outlined in the prior section and the budget categories to be described subsequently.

The operationalization of the plan proposed by the Strategic Planning Group requires rethinking of the traditional budget categories and activities. For simplicity’s sake, we have attempted to maintain categories as much as possible in this presentation, while indicating which strategic objective or objectives are advanced by individual expenditure lines. In the future, the budget will be reorganized around the strategic objectives.
1. Capacity Building

Strategic Objectives {2,4}

Operational Objective:    By FY01-02, INCLEN CEUs and CERTCs will be self-supporting and their membership will be recognized as credible trainers and researchers in the field of clinical epidemiology and specific focal areas.

Measures:   (1) In FY01-02, 60% of the CEUs active in FY98-99 maintain current structure and members continue to work collaboratively and contribute to the global network.

(2) In FY99-00 CEUs receive 50% of operational budget from sources external to INCLEN. In FY00-01 CEUs receive 75% of operational budget from sources external to INCLEN. In FY01-02 CEUs receive 100% of operational budget from sources external to INCLEN.

(3) By FY01-02 CERTCs are recognized centers of training excellence for which all fellows will pay their own support or find fellowships. (INCLEN will continue to support the CERTCs on a decreasing scale in FY99-00 and FY00-01, by FY01-02 there will be no fellowship support available from INCLEN.

(4) By FY01-02 CEUs and CERTCs are formally integrated entities in their universities and are supported as such. (Currently, only three CERTCs have been formally recognized by their institutions.)

(5) By FY01-02 there is a 50% increase from FY98-99 in research funds awarded to INCLEN researchers.

INCLEN views capacity building as encompassing two major programmatic activities, in addition to regionalization, which is addressed below. The first is the long-term sustainability of the training centers and CEUs. The second is ongoing strengthening of investigative skills within the network. The first relates primarily to the training program and the infrastructural support previously called core support. The second relates to continuing education and development in specific areas.

The Capacity Building Subcommittee will continue to play a critical role in assessing capacity building needs and allocating support for those activities.

A. CEU Sustainability:

The CEU is seen as an essential element to the success of the INCLEN program. Investigators assert that the creation of CEUs provided a necessary environment for the development and nurturing of clinical investigators, without which they may have foundered. The CEU structure allows critical review and quality assurance of research produced by its faculty and furthers dissemination of research methodology tools to the home institution’s faculty.

The training centers and CEUs have been supported financially since their inception. In 1995 INCLEN began reducing decrementally the annual support a unit received with the intention that the units would become financially self-supporting. CEUs that had been receiving $25,000 per annum were gradually reduced to $10,000 per annum (excepting those in Africa). CEUs created through training in the regional CERTCs (R-CERTCs) were guaranteed only two years of support of $20,000 and $10,000, respectively. Support for R-CERTCs was reduced by approximately $25,000 per year. In FY98-99, the time-frame for self-support was compressed because of the changes in the INCLEN budget projections. Instead of a phase down of support for the training programs over a period of seven years, it will be accomplished in four years or, in the cases of Latin America and China, two years. Support for CEUs will no longer be guaranteed, although for FY99-00 some funds may be available upon application. In FY99-00 and FY00-01, USAID support totaling $100,000 annually is available for support of the IndiaCLEN units.

B. CERTCs:

The CERTCs have indicated that their training programs are in need of transitional funding prior to becoming self-sufficient. Many of the CERTCs have opened their training programs to non-INCLEN supported fellows with the intention of decreasing dependence on the INCLEN subsidy. Recognizing the importance of sustainable training programs to further the impact of clinical epidemiology in the regions, $305,000 has been allocated in FY99-00 and $170,000 in FY00-01 for funding of the R-CERTCs supported by INCLEN. Funding is predicated on the ongoing participation in and contribution of the R-CERTCs to the regionalization process as well as to the institutionalization of their training programs. By FY01-02 the CERTCs will no longer receive INCLEN support for training or related activities unless specific donors have been identified. The training programs will be self-supporting.

C. CEU Core Support:

Funds totaling $50,000 are being budgeted for FY99-00 for award to CEUs for activities and purchases traditionally associated with core support. There will be a maximum amount of $10,000 available per CEU. These awards will be competitive and based on a proposal submitted by the CEU which details activities at a local level and at a regional level. The proposals will be reviewed by a panel appointed by the Capacity Building Subcommittee.

All non-training centers will compete equally, including CEUs formed through training in the regions (Phase II CEUs), as well as those CEUs whose members were trained by the original CERTCs (Phase I CEUs). Units for which dedicated funding is raised may compete as well, but their proposals may be weighed against the needs of units without dedicated funds.

The USAID IIDI grant for IndiaCLEN grant distributes annually $100,000 of core support over a number of budget categories (e.g., administrative support, equipment and training), aggregated under Capacity Building Phase I/II CEUs in Table D.

D. Matching Grants:

INCLEN will continue to encourage units to raise outside support. In the event that a unit is able to raise additional funds in FY99-00, INCLEN will match those funds up to a maximum of $10,000 at a ratio of 1:2, i.e., for every $2 a unit raises, INCLEN will match $1, up to a total obligation to INCLEN of $50,000 for FY99-00. All INCLEN-supported units are eligible for matching funds, but there is a maximum of $20,000 that any CEU may receive, or $40,000 that any R-CERTC may receive, as a combination of core support and matching funds. In FY00-01, INCLEN will determine whether to continue the matching grant process based on the availability of funds and the success of the program.

E. Start-up Grants:

As part of the fellowship program, INCLEN committed to a research grant of, generally, $5000 at the completion of in-class training. A number of these grants remain outstanding and are budgeted in FY99-00. Fellows trained at the Chinese training centers in West China University of Medical Sciences and Shanghai Medical University over the last two years (1997-1999) were guaranteed start-up grants of up to $2000 per fellow, subject to a satisfactory proposal.

F. Capacity Building Subcommittee Awards:

Programs for capacity building will be funded in the context of "best prospects": capacity strengthening must be justified as part of undertaking research or programs in the identified areas, or in the other areas for which a convincing case can be made for attracting outside funding.

Innovative awards in the area of capacity building will include support for "prime movers," individuals who might take the lead in developing "best prospect" programs. The form of this support may vary and will be tailored to the individual’s needs for taking on additional responsibilities. The Capacity Building Subcommittee and the Research Subcommittee may work collaboratively in determining means of support of "prime movers."

The Capacity Building Subcommittee also will be responsible for soliciting and assessing proposals for regionalization activities, which may include: the development of a regional office and legal structure; administrative support; regional capacity building activities; regional development; data base development and other activities designed to strengthen regional identity, capacity and sustainability.

$50,000 of the funds allocated under Capacity Building Subcommittee will be used annually for administrative support of the Subcommittee.

2. Meetings: Global and Regional

Strategic Objectives {1,3,4}

Operational Objective: (1) The INCLEN global meeting is recognized as an important international health forum and will draw attendees from all over the globe.

(2) The regional meetings are recognized as important regional health fora and draw attendees from the region.

Measures: (1) The INCLEN global meeting is managed cooperatively by the IEO and regional members in FY00-01 and entirely by the regional members in FY01-02.

(2) The global meeting is an income-generating event by FY01-02 with 75% of its budget met from sources external to INCLEN.

(3) By FY01-02, 35% of attendees for both regional and global meetings are from organizations external to INCLEN.

(4) By FY01-02, the regional meeting will be supported from local and regional sources.

The global and regional meetings are viewed as important fora for meeting other scientists, sharing scientific insights and developing collaborative relationships and for underscoring the themes of efficacy, effectiveness, and equity. The meetings are unique in combining continuing education; scientific presentations in multiple disciplines; ongoing discussions of critical health topics; and mentoring of young researchers by their seniors.

A program of global meetings biennially and regional meetings annually has been proposed. The regional meetings are seen as essential to solidifying regional ties and developing regional profiles. The global meeting is essential to maintaining INCLEN’s presence on the international health scene, but alternatives may exist that are less expensive than managing the global meeting from the IEO. INCLEN proposes transferring responsibility for the global meetings to the regions beginning with the meeting in FY00-01. A transition period will be needed, not unlike the transition between the Rockefeller Foundation’s and INCLEN, Inc.’s running of the meeting, when it will be necessary for IEO staff to assist in the planning of the meeting. A total of $265,000 is available for all meetings in FY99-00. A global meeting is not planned in FY99-00, but the planning necessary for a global meeting begins a full year prior to the event. $50,000 is budgeted in FY99-00 for premeeting planning by the Global Meeting Subcommittee, aided in transition by the IEO, and $130,000 is budgeted from Rockefeller Foundation Funds for regional meetings. $45,000 has been budgeted from USAID funds for IndiaCLEN regional meetings in each of the coming two years. For AfriCLEN, $40,000 is likely to be allocated from the Africa capacity building grant for regional meetings in FY99-00 and FY00-01.

Regional meeting budgets have varied from region to region. The regional CLENs will be asked to submit proposals and justification for budget for the regional meetings, with some general budget guidance from the IEO.

3. Regionalization

Strategic Objectives {1,2,3,4}

Operational Objective: Management of critical elements of the INCLEN program, including the global and regional meetings, database management, and regional development, will be the responsibility of the regions by FY01-02.

Measures: (1) Four of the five regions have established regional offices, a legal identity and a management structure by FY00-01.

(2) Regional offices are able annually to raise $1,600,000 in regional support (primarily research and/or capacity building, but including 25% for administration, management or regionalmeetings) by FY01-02.

(3) The regions are maintaining regional data bases with a common data base structure by FY00-01 and one region assumes the responsibility of global data management by FY01-02.

(4) Global and regional meetings are managed by the regions by FY01-02

In addition to support for the regional meetings, the strategic plan calls for strengthening the regions for eventual assumption of many of the management and development responsibilities currently managed by the IEO. Regionalization will take place within the current CLEN structure, and will reinforce the identity of the CLEN while not losing the INCLEN identity. Each of the CLENs has developed a plan which best addresses its objectives in the area of regionalization. The CLENs have individually stated that there is no template for regionalization. Funds available for regionalization capacity building and activities total $200,000 annually for FY99-00 and FY00-01, excluding the regional meetings. $100,000 of the $200,000 will be in the form of matching grants available to the CLENs in a ratio of $1 in INCLEN grant for every $2 raised. Regionalization activities might include: support for a regional office, administrative support, development of regional management information systems, communications and regional development. CLENs will submit proposals to the Capacity Building Subcommittee for support in regionalization For each of the next two years the total of grants to a given region will not exceed $60,000 per year unless dedicated funds are raised for a given program. Thereafter, funds for regionalization would increase as functions are moved from the IEO to the regions.

4. Research

Strategic Objectives {1,3,4}

Operational Objective: By FY01-02 INCLEN researchers will be established as credible researchers and partners in collaborative and multi-center research activities.

Measures: (1) By end FY99-00 one and by FY00-01 three new collaborative INCLEN initiatives are funded primarily from external sources and the "prime mover" will be an    INCLEN investigator (using FY99-00 as baseline year).

(2) By FY00-01 70% of CEUs (as institutions or through their individual faculty members) have formal consulting relationships with the Ministry of Health or comparable national policy-setting body

(3) By FY99-00 INCLEN members have established new formal working partnerships with 3 organizations involved in international health research and by FY00-01 10. (using FY99-00 as baseline year).

(4) By FY00-01 at least five more papers are published from INCLEN-initiated research in journals with Institute of Scientific Information impact factors greater than in FY99-00.

The support and showcasing of critical research remains a cornerstone of the INCLEN strategy. As discussed in the overview, INCLEN will focus on a number of "best prospect" research themes, chosen by assessing INCLEN’s comparative advantage, importance of issue, potential for funding and overall network capacity.

The Research Subcommittee will continue to play a pivotal role in preparing the network for the future by supporting these activities. Funds disbursed by the subcommittee will promote these "best prospects" in a number of ways. Research support will be targeted to "best prospects" with some funds reserved for extraordinary opportunities. The Research Subcommittee might also collaborate with the Capacity Building Subcommittee to support the development of leadership in the network and to heighten the presence of INCLEN investigators on the international health scene.

$50,000 of the funds allocated under Research Subcommittee will be used annually for administrative support of the Subcommittee.

5. Network Coordination Across Regions

Strategic Objectives {1,2,3}

Operational Objective: (1) In FY 01-02 the Global Network is maintained as a vibrant entity that continues to contribute to the discussion and development of international health agendas in the future.

(2) The Network members are vested in its management and sustainability and in maintaining the INCLEN identity.

Measures: (1) By end FY99-00, INCLEN is a recognized participant in global health fora.

(2) INCLEN has completed restructuring by the end of FY00-01 to facilitate participatory governance and greater ownership by network members.

(3) By FY00-01 regional structures have taken over the planning for the Global Meeting and have begun the process of managing network information regionally.   By beginning FY01-02, the regions share responsibility for global network coordination with whatever central coordination entity exists by taking active responsibility for many of the previously centralized functions, including global meeting, data management, and development.

The strategic planning for the organization stressed the importance of preserving a global network in addition to fostering greater regional presence. The Global Meeting is a key element of the global network, but is dealt with in a separate section related to meetings. Other key network functions include: data base and web page management, grant making, grant management, financial monitoring and reporting, strategic planning, publication of monographs, annual reports, descriptive brochures, participation in international health fora and communications within network. Currently and for FY99-00, these activities are being managed by the IEO. During this period the regions will assess the activities that they will assume in FY00-01 and onward. It is possible that some of these activities may be shifted to the regions within the upcoming fiscal year. In that event, there will be a transition from the IEO to the region(s) providing the coordinating functions.

The Program Committee will be reorganized so as to reinforce the regionalization initiative. Each of the existing CLENs will have one representative member, as will Universit� Claude Bernard, in anticipation of the creation of a CLEN for Europe or the Mediterranean. The chairs of the Capacity Building, Research and Global Meeting Subcommittees will be members. The remaining INCLEN members will be three representative of the IEO. One or two non-INCLEN members would bring additional perspectives. The Program Committee will meet twice a year, instead of the current arrangement of annual meetings of the full committee.

During FY99-00 the appropriateness of a change in the governance structure will be explored. If such a change is indicated, it will be implemented in FY00-01. The Board of Directors and Program Committee currently are coordinated by the IEO. Changes in structure may alter this situation, but for the upcoming fiscal year they remain part of IEO activities.

6. Development

Strategic Objectives {1,2,3,4}

Operational Objective: By FY01-02, INCLEN will have a diversified funding base locally, regionally and globally that generates sufficient funds for regional support and administrative support necessary to maintain the global network.

Measures: (1) By FY99-00, INCLEN, Inc. has submitted 15 new funding proposals and established funding agreements with four new major donors; by FY00-01, an additional five donors.

(2) By FY99-00 CEUs and regional CLENs are raising 35% of their needed support; by FY00-01, 65% and by FY01-02, 100%.

(3) By FY00-01, INCLEN, Inc. is able to raise $450,000 in administrative and management support funds and by FY01-02, $600,000.

Developing new partnerships and raising additional resources to support the Network are essential elements in the strategic plan. There are a number of development strategies that INCLEN proposes to implement. The IEO will continue to seek new resources, identify opportunities, and facilitate partnerships. Specifically, the IEO will concentrate on bilateral and multi-lateral organizations, foundations in the United States and U.S. government agencies. In addition the IEO will produce and distribute publications that showcase the work of INCLEN investigators. However, the regions and the individual CEUs will also undertake development activities targeted at identifying and soliciting donors with specific regional and/or national focus. Budgeted funds allocated to promote regionalization may reasonably be used toward this end. Where appropriate the IEO may identify donors in a region for follow-up by the regional offices. In FY99-00 funds for development will be managed primarily by the IEO, but some may be added to regionalization capacity building funds directed toward development activities in a region. In FY00-01, the situation may merit budgeting additional development support for regional activities.

7. Annual assessment of progress in meeting objectives

The Program Committee will lead an annual assessment of progress in meeting the objectives of the plan. No budget has been allocated for this activity in the belief that it will not entail additional spending. CEUs, CERTCs, CLENs and the IEO will be asked to undertake a self-evaluation of progress against the plan. Their input will allow INCLEN to make mid-course corrections where needed and to fine tune the plan and budget as required.

8. Revenue and expenditure budgets for FY99-00 through FY01-02

The following four tables summarize revenues and expenditures anticipated for FY99-00 through FY01-02 and compare them to the projected figures for FY98-99.

A. Projected statement of revenue and balances, FY98-99 through FY01-02 (see Table C)

Revenues are projected to increase from $3.0 million in FY99-00 to $5.6 million in FY01-02, assuming that the third tranche of the Rockefeller Foundation block grant is received in FY98-99. These figures relate to "above the line" revenue, which generally passes through INCLEN, Inc. and which is in contradistinction to "below the line"revenue, which flows directly to CEUs, CLENs or collaborators. Of the latter, only administrative and management support that funds INCLEN, Inc.’s overhead expenses or which directly provides for administrative and management activities that INCLEN, Inc. would otherwise seek to underwrite (e.g., support for a regional office or for grant management) is counted above the line. It is assumed that CEUs will continue to be at least as successful in future years in raising local support as they were in 1998, when in an annual survey ("Questionnaire A") they reported receiving $6.4 million in below-the-line local support. That base is not "taxed" to provide support for projected programs, management or administration, although new grants received by CEUs, CLENs and collaborators are assumed to provide varying degrees of support in those areas.

Current grantors are specified in Table C. Anticipated grants are indicated either as New Grants or as future-year projections of funds from current grantors. New Grants that are projected to be made to INCLEN, Inc. are categorized as Global. Revenue that has not yet been committed is shown in italics.

Balances at the beginning of each year are increased by revenues received and decreased by expenditures made, thus determining the balance at the end of the year. The balance at the end of FY01-02 is projected to be $64,778.

B. Statement of projected expenditures, FY98-99 through FY01-02 (Table D)

Expenditures are expected to increase on average about 10% per year from FY98-99 to FY01-02 as INCLEN builds its portfolio of externally funded research and capacity building programs. The link between expenditure lines and each of the four strategic objectives is noted in Table D. It is envisioned that in FY01-02 (and beyond), rough equity will be reached between the funding of research and capacity building, although the particular grants that will support those activities cannot be specified at this time. Increasing investments are anticipated in development and regionalization, while cuts are projected in the global meeting costs to INCLEN and in IEO management -- in addition to the discontinuation of a variety of activities (which cost $48,550 in FY98-99) judged lower priority in the current planning process. In recognition of the unresolved question about the appropriate governance structure for the future, funds are reserved in FY99-00 to study the question and in FY00-01 to implement changes, if needed. For FY99-00 and FY00-01 expenditure categories Regionalization, Capacity Building and Research include some items for which funds are dedicated by the donor for specific regions and others for which application can be made by any region. In general, the resources already available to an applicant may be taken into account in making competitive awards.

C. Proposed operating budget by funding source, FY99-00 (Table E)

A crosswalk between funding sources and the expenditures that they are expected to support in FY99-00 shows the increasing linkage of INCLEN’s activities to support from a variety of donors, some already identified and some not. Revenue sources that are basically unrestricted as to use are distinguished from those that are restricted. In this transition period funds from the Rockefeller Foundation block grant continue to support key activities that help to maintain the network, including the expanded development initiative. The line Grants to be Allocated shows the critical role to be played by new grants in funding not only an as-yet-unspecified variety of programs (likely to be largely research and capacity building) but also administrative and management costs at the local, regional and global level. The Grants to be Allocated line includes administrative and management support from grants shown below the line, as well as from New Grants shown above the line.

D. Indicative operating budget by funding source, FY00-01 (Table F)

As the transition proceeds, more and more of the support for programs as well as administration and management will come from newly identified grant sources.

E. Commentary

Assuming that the diversification of funding proceeds as planned, the shortfall of INCLEN’s revenues relative to its expenses will drop progressively from 45% ($2.5 million/$5.5 million) in FY99-00 to 7% ($0.4 million/$6.1 million) in FY01-02 (Table C), leading it toward a financially sustainable position in subsequent years. Critical to that sustainability, however, is success in attracting grants and other funds to maintain the network and support regionalization. By FY01-02, $1,400,000 must be raised from those sources to support Network Coordination Across Regions, Development, Regionalization and the Global Meeting (Table D). Unless major sources can be identified that support these functions explicitly, this support will need to be found largely as direct or indirect costs provided by grants aimed primarily at other program activities. It will be a great challenge to attract such funds at this scale, which represents 23% of the indicative FY01-02 budget. Since it is unlikely that many grantors will provide "overhead" at such a rate, careful attention will be needed to specifying these expenses as direct costs and to attracting support from grants below the line as well as those above the line. Another challenge will be to manage cash flow so as to ensure continuity.

As INCLEN makes the transition to a "soft money" organization, it will need to take care to undertake only those activities for which it has attracted grants, either directly or indirectly. A corollary of that general rule is that a shortfall in funds raised or in the fungibility of those funds, should it occur, would require nimble action in cutting back the scale of anticipated programs and network activities. Below a certain level, the type of network envisioned could not be sustained, which reinforces one key theme of this plan: that an intense investment be made over the next two years to maximize the chances of long-term sustainability.

Measures:	(1)	In FY01-02, 60% of the CEUs active in FY98-99 maintain current structure and members continue to work collaboratively and contribute to the global network.
	(2)	In FY99-00 CEUs receive 50% of operational budget from sources external to INCLEN. In FY00-01 CEUs receive 75% of operational budget from sources external to INCLEN. In FY01-02 CEUs receive 100% of operational budget from sources external to INCLEN.
	(3)	By FY01-02 CERTCs are recognized centers of training excellence for which all fellows will pay their own support or find fellowships. (INCLEN will continue to support the CERTCs on a decreasing scale in FY99-00 and FY00-01, by FY01-02 there will be no fellowship support available from INCLEN.
	(4)	By FY01-02 CEUs and CERTCs are formally integrated entities in their universities and are supported as such. (Currently, only three CERTCs have been formally recognized by their institutions.)
	(5)	By FY01-02 there is a 50% increase from FY98-99 in research funds awarded to INCLEN researchers.

Operational Objective:	(1)	The INCLEN global meeting is recognized as an important international health forum and will draw attendees from all over the globe.
	(2)	The regional meetings are recognized as important regional health fora and draw attendees from the region.
Measures:	(1)	The INCLEN global meeting is managed cooperatively by the IEO and regional members in FY00-01 and entirely by the regional members in FY01-02.
	(2)	The global meeting is an income-generating event by FY01-02 with 75% of its budget met from sources external to INCLEN.
	(3)	By FY01-02, 35% of attendees for both regional and global meetings are from organizations external to INCLEN.
	(4)	By FY01-02, the regional meeting will be supported from local and regional sources.

Operational Objective:		Management of critical elements of the INCLEN program, including the global and regional meetings, database management, and regional development, will be the responsibility of the regions by FY01-02.
Measures:	(1)	Four of the five regions have established regional offices, a legal identity and a management structure by FY00-01.
	(2)	Regional offices are able annually to raise $1,600,000 in regional support (primarily research and/or capacity building, but including 25% for administration, management or regionalmeetings) by FY01-02.
	(3)	The regions are maintaining regional data bases with a common data base structure by FY00-01 and one region assumes the responsibility of global data management by FY01-02.
	(4)	Global and regional meetings are managed by the regions by FY01-02

Operational Objective:		By FY01-02 INCLEN researchers will be established as credible researchers and partners in collaborative and multi-center research activities.
Measures:	(1)	By end FY99-00 one and by FY00-01 three new collaborative INCLEN initiatives are funded primarily from external sources and the "prime mover" will be an INCLEN investigator (using FY99-00 as baseline year).
	(2)	By FY00-01 70% of CEUs (as institutions or through their individual faculty members) have formal consulting relationships with the Ministry of Health or comparable national policy-setting body
	(3)	By FY99-00 INCLEN members have established new formal working partnerships with 3 organizations involved in international health research and by FY00-01 10. (using FY99-00 as baseline year).
	(4)	By FY00-01 at least five more papers are published from INCLEN-initiated research in journals with Institute of Scientific Information impact factors greater than in FY99-00.

Operational Objective:	(1)	In FY 01-02 the Global Network is maintained as a vibrant entity that continues to contribute to the discussion and development of international health agendas in the future.
	(2)	The Network members are vested in its management and sustainability and in maintaining the INCLEN identity.
Measures:	(1)	By end FY99-00, INCLEN is a recognized participant in global health fora.
	(2)	INCLEN has completed restructuring by the end of FY00-01 to facilitate participatory governance and greater ownership by network members.
	(3)	By FY00-01 regional structures have taken over the planning for the Global Meeting and have begun the process of managing network information regionally. By beginning FY01-02, the regions share responsibility for global network coordination with whatever central coordination entity exists by taking active responsibility for many of the previously centralized functions, including global meeting, data management, and development.

Operational Objective:		By FY01-02, INCLEN will have a diversified funding base locally, regionally and globally that generates sufficient funds for regional support and administrative support necessary to maintain the global network.
Measures:	(1)	By FY99-00, INCLEN, Inc. has submitted 15 new funding proposals and established funding agreements with four new major donors; by FY00-01, an additional five donors.
	(2)	By FY99-00 CEUs and regional CLENs are raising 35% of their needed support; by FY00-01, 65% and by FY01-02, 100%.
	(3)	By FY00-01, INCLEN, Inc. is able to raise $450,000 in administrative and management support funds and by FY01-02, $600,000.