||Global health organizations and programme management
Team-work (incl. interdisciplinary, inter-professional)
Resource management (in general)
Planning and programming (incl.. budgeting and evaluation)
Spain - Barcelona Institute for Global Health - University of Barcelona
|About duration and dates:
||15 face to face sessions (2 h each) First assignment to be presented and discussed in class in the last face to face session (February 14thh 2017) Final assignment to be submitted to the course coordinator one week after completion of the face-to-face sessions (February 21st 2017)
|Mode of delivery:
Face to face
University of Barcelona
Faculty of Medicine (room to be confirmed)
C/ Casanova, 143
08036 Barcelona, Spain
|ECTS credit points:
3 ECTS credits
TOTAL SIT: 75 h
- Face to face hours: 30 h
- Self study hours: 30 h
- Tutored work hours: 15 h
On completing the course, students should be able to:
1 Develop strategic thinking and apply essential management tools to build coherent and efficient global health organizations and programmes.
2 Use the logical framework approach and international standards (OECD, UN, EuropeAid) to design, plan, monitor and evaluate global health programmes.
3 Use basic communication and fundraising tools to promote and sustain global health organizations.
4 Interpret financial data and financial tools to assess organisational feasibility and risks and to budget health interventions.
5 Recognise key issues to build and manage teams in international and multicultural environments.
The evaluation activity is based on the “Rural Health Care Foundation (RHCF) case; Reaching primary health care to the bottom of the pyramid”. The case will be distributed to students on the first session of the course and will be used as a reference for class discussions and examples. The RHCF case depicts a real-life situation where students need to apply concepts and tools discussed during the course. The questions to be addressed combine elements of strategic management (eg: implementation of RHCF mission and vision, establishment of partnerships and alliances) and operational management (eg: break-even point calculation and financial sustainability of RHCF health centres, analysis of RHCF team management policy and team performance indicators; healthcare demand analysis, RHCF communication objectives).
The assignment questions allow putting into practice the learning objectives. Analysis of the pertinence and consistency of the RHCF mission and vision and the use of the Business Model Canvas place the student in a situation where the business model and the overall strategy of the foundation need to be clarified and refined. Strategic choices regarding, among others, the eventual expansion of RHCF services or new potential partnerships need to be made and explained. From an operational point of view, the use of some elements of the logical framework tool helps to consistently identify and formulate clear objectives, expected results and SMART indicators for the new projects to be developed by the RHCF or discussed with potential donors. One major element of the RHCF business model is the self-sustainability analysis of health centres, implying making students familiar with the calculation of fixed and variable costs, estimates of outpatient demand and identification of the break – even point. Other functional management areas of the RHCF are briefly analysed; RHCF website, promotional material and accountability reports are part of the discussion about target audiences of RHCF and communication and fundraising strategy. Finally, the complexities of staffing in contexts with scarcity of health professionals, or motivating teams in high workload health services are addressed.
Two assignments (individual independent work) will be required for assessment of student’s performance.
o Assignment 1: Business Model Canvas of RHCF (40% of the final grade - individual assignment). Based on the case, students will apply the Business Model Canvas tool (developing each one of its nine components - value proposition; customer relationships; channels; customer segments; key activities; key resources; key partners; cost structure; revenues stream) to the RHCF. Two additional questions about the RHCF will have to be addressed.
Assignment 1 is due on session 15th. The individual assignments will be presented and discussed in class. The Business Model Canvas, together with a an essay with the rationale explaining the choices made and student’s recommendations (1.000 – 1.500 words), will be submitted to the Instructor via email.
o Assignment 2: RHCF case management questions (60% of the final grade - individual assignment). Several questions about strategic management, financial sustainability, communication strategy and team building, shaping the future of the foundation will be addressed by the students.
Assignment 2 is due one week after the end of the face-to-face sessions of the course. The assignment will have and extension of 3.000 – 4.000 words and will be submitted to the instructor via email.
Plagiarism will be checked through Internet search and available plagiarism control tools at the University of Barcelona.
Students need to successfully pass both assignments; no compensation among assignments is envisaged.
The final grade will be notified to students within ten days after the submission of the Assignment 2.
Resit: A written exam will be proposed for unsuccessful students or those wishing to improve their grades. Resit exam dates and timetables will be informed in-advance
This course provides an overall vision of basic management principles and tools and discusses the role and contributions of management to build excellent global health organizations and to develop effective global health programmes. The course combines a strategic and a functional approach to the management practice, with emphasis in non-profit organizations, as distinctive trait of the majority of relevant global health organizations (international agencies, governments, public-private partnerships, foundations and philanthropy, NGOs). This comprehensive approach allows students to outline the interactions between strategic and operational management decisions, and put into practice a few but essential concepts and tools of managing resources (financial, human skills, goods, knowledge) in healthcare organisations. Due to the limited duration of the course, topics are succinctly addressed.
S1- INTRODUCTION TO ORGANIZATIONS AND MANAGEMENT CHALLENGES
• Contribution of management tools and concepts to health interventions.
• Definition and key components of organizations (systems, structures and processes); trends in organizational models.
• For-profit and not-for-profit organizations; common ground and differences.
• Major challenges for global health not-for-profit organizations; legitimacy, governance, accountability, impact measure and sustainability.
S2 - STRATEGIC PLANNING I
• The role of general management.
• Definition of strategy, value creation, capture and sustainability.
• Perception of value by different actors / stakeholders.
• Mission, vision and values of health organizations.
S3 - STRATEGIC PLANNING II
• Value creation in the health sector and analysis of market forces.
• Product definition and essential business objectives in the health sector
• The strategic planning process and relevant tools.
S4 - ENTREPRENEURSHIP IN THE HEALTH SECTOR
• The entrepreneurial process, from the idea to the results.
• Health as a leading field in social innovation and entrepreneurial spirit.
• Success stories of health ventures to address problems of availability, accessibility affordability and quality of health services in low and middle income countries.
• The Business Model Canvas as a tool to plan and evaluate social venture initiatives.
S5 - ENTREPRENEURSHIP AND THE BUSINESS MODEL CANVAS; THE MANHIÇA HEALTH RESEARCH CENTRE CASE
• Case study: the Business Model Canvas applied to the Manhiça Health Research Centre. Focus on the center’s value proposition, revenue stream and key partners, especially the international strategic partnership with ISGlobal.
S6 - PROJECT MANAGEMENT I: PROJECT DESIGN
• Introduction to the Logical Framework Approach as a project management tool.
• Context and stakeholders analysis.
• Problem tree analysis and objectives tree analysis.
• Selection of strategies of intervention.
• Logical framework structure (objectives, results, activities, results, indicators, sources of verification, resources and timeline).
S7 - PROJECT MANAGEMENT II – PROJECT MONITORING AND EVALUATION
• The role of monitoring and evaluation in health and development programmes.
• Monitoring and evaluation international principles, standards and tools.
• Evaluation criteria (relevance, effectiveness, efficacy, impact, sustainability); the Paris declaration on aid effectiveness.
• Identifying lessons learnt and defining capitalization approaches.
S8 - FUNDAMENTALS OF NON-PROFIT FINANCES I: BASIC CONCEPTS
• Measuring value creation and capture in financial statements; the Profit and Loss statement.
• Fixed and variable costs; Depreciation.
• Operating profit (EBITDA) and the Net profit.
• The Balance sheet; Assets and Liabilities.
• Funding strategies; NGOs code of ethics.
S9 - FUNDAMENTALS OF NON-PROFIT FINANCES II: CONFRONTING FINANCIAL RISKS IN GLOBAL HEALTH ORGANIZATIONS
• Doing the organization growth; productivity and efficiency.
• The break-even point.
• Cash-flow, liquidity, and solvency.
• Major financial variables of non-profit-organizations.
S10 - FUNDAMENTALS OF NON-PROFIT FINANCES III: PLANNING & BUDGETING
• Project planning and budgeting: purposes and uses.
• Budget direct and indirect costs (overheads), main budget lines and co-funding requirements.
• Foreign currency, exchange rates fluctuations.
• Budget tracking, reporting and auditing.
S11 - INTRODUCTION TO MARKETING AND COMMUNICATION IN NON-PROFITS
• Principles of strategic marketing and communication.
• Strategic planning and the marketing plan.
• Social marketing and public health.
S12 - FUNDRAISING
• Funding sources for international ONGs in Global Health.
• Fundraising mission and tools.
• Fundraising strategies.
• Awareness & information; Acquisition and Cultivation activities.
• Case presentation: Fundraising for Ebola.
S13 - DIGITAL MARKETING AND ONLINE COMMUNICATION (BASIC CONCEPTS)
• Defining digital marketing, social media and web 2.0; basic concepts.
• Trends in mass media; mass communication and the information revolution.
• Social Media; finding and engaging your target audience.
• Online marketing and communication strategies.
• Internet social networks.
S14 - MANAGING TEAMS IN GLOBAL HEALTH ORGANISATIONS
• Team building and team management in unstable and multicultural contexts; Life Long Learning, career planning and professional development.
• Assessing personnel needs and recruiting personnel.
• Screening personnel and deciding compensation issues.
S15 - REVIEW AND EVALUATION SESSION - RHFC CASE
• RHCF Case Business Model Canvas; presentation and discussion
• RHCF Case assignment – tutorial
The face-to-face sessions (30 h) include presentations by experts, class discussions and debates, and individual and group presentations. Global health management case studies and real-world management issues are used as the framework for problem solving activities, with students in the role of managers and decision-makers.
As part of the independent study and research work (30 h), students should analyse readings and audio-visual materials prior to each session that will be discussed in class.
During the course, students will work independently on a case study (15 h), coached by the Course coordinator. Students will present assignment 1 on the case study during the last session of the course. Students will have a tutorial for the completion of the Assignment 2 in the last session.
tropEd candidates must accredit an English language level TOEFL test 550 or 213 computer-based or 79/80 internet-based or IELTS band 6.0 or equivalent, and an intermediate
Maximum of 35 students per course
Based on CV and motivation letter
480 € plus university taxes
Accredited in May 2016. This accreditation is valid until May 2021.
All reference materials are freely accessible on the website and links are cited or available in University of Barcelona libraries.
ESSENTIAL READINGS FOR THE ENTIRE COURSE
• ACCENTURE (2014). Global non-profits: To achieve greater impact, develop an effective leadership ensemble.
• Delivering World-Class Health Care, Affordably
• Minnesota Council of Nonprofits (2014) Principles & Practices for Nonprofit Excellence. A guide for nonprofit board members, managers and staff
• EuropeAID. (2004). Aid Delivery Options Project Cycle Management (PCM) - Project Approach Guidelines, Project Cycle Management Guidelines (Vol. 1, pp. 158). Brussels: EuropeAid Cooperation Office, European Commission.
• Know How Nonprofits
Specific recommending readings covering each one of the management areas (strategy, project management, finances, marketing and communication, human resources) will be provided in each session.
Monday to Thursday from 9:00 to 11:00 and from 11:30 to 13:30
Final assignment to be submitted on February 21st 2017 (Please take this into account to estimate the time needed for this assignment and planning for other full-time activities)
|Date Of Record Creation:
||2016-06-07 18:51:45 (W3C-DTF)
|Date Of Record Release:
||2016-06-07 23:04:39 (W3C-DTF)
|Date Record Checked:
|Date Last Modified:
||2018-06-10 16:07:02 (W3C-DTF)