| Title: |
Global health organizations and programme management |
| Keywords: |
Resource management
Project Management
Planning and programming
Organisation
Financing
|
| Country: |
Spain
|
| Institution: |
Spain - Barcelona Institute for Global Health - University of Barcelona
|
| Course coordinator: |
Marina Espriu
Enric Grau
|
| Date start: |
2024-02-07 |
| Date end: |
2024-02-16 |
| About duration and dates: |
Starts: Tuesday, 09/02/2021* Ends: Friday, 26/02/2021 * We add one extra day prior to the initial date of the course start for pre-course readings. Last day for assignment submission is 26/02/2021 |
| Classification: |
advanced optional
|
| Mode of delivery: |
Face to face
|
Course location:
Barcelona Institute for Global Health – University of Barcelona
School of Medicine and Health Sciences
Campus Clínic August Pi i Sunyer
Casanova, 143
08036 Barcelona |
|
| ECTS credit points: |
3 ECTS credits
|
SIT:
TOTAL SIT: 75 h
- Face to face hours: 30 h
- Self-study hours, including tutored work: 45 h |
|
| Language: |
English
|
Description:
At the end of the module the student should be able to:
1. Develop strategic thinking and apply essential management and communication tools to build coherent and efficient global health organizations and programmes.
2. Critically assess innovative management approaches to global health challenges.
3. Apply the logical framework approach and international standards to design, plan, monitor and evaluate global health programmes.
4. Apply entrepreneurship tools like the business model canvas to global health interventions |
|
Assessment Procedures:
The final assessment procedure includes two group-based assignments.
The assessment activity is based on the “Rural Health Care Foundation (RHCF) case; Reaching primary health care to the bottom of the pyramid”. This case will be distributed to students the first day of the course and will be used as a reference for class discussions and examples. Two assignments will be required and used to assess students’ performance.
Assignment 1: RHCF Business Model Canvas & Strategy/Innovation (40% of the final grade - group assignment). Based on the case, students will apply the Business Model Canvas tool (developing each one of its nine blocks: value proposition; customer relationships; channels; customer segments; key activities; key resources; key partners; cost structure; revenues stream) to the Rural Health Care Foundation. Three additional questions about RHCF strategic challenges, potential of innovation and digital health will have to be addressed.
Each group will have to submit 2 documents via the Campus Virtual that will be jointly scored:
1) Full assignment 1 in Word or PDF format
2) PowerPoint presentation with the full business model canvas represented in one slide and two to four additional slides developing the specific part of the business model canvas appointed to be presented in class by each group.
Assignment 1 will be presented by teams and discussed in class on session 15. Instructions will be further explained in class.
Assignment 2: RHCF Management questions (60% of the final grade - group assignment). Questions about financial viability, partnership, communication and fundraising strategy and HR performance, shaping the future of the Foundation will have to be addressed by the students.
Assignment 2 will be submitted to the Coordinators via the Campus Virtual 7 days after the last day of the course. The assignment will have a maximum extension of 8 pages.
Note: Please see Annex 1 and 2 for examples of the to assignments questions and the corresponding rubrics.
Evaluation grades will be communicated within 15 days after the submission of the Assignment 2.
The score of the 2 assignments will be compensated in the final grade. All students in a same group will receive the same grade
Resit: Resit for those groups of students that failed the final assessment will be based on the two same assignments. Resit dates and details will be informed in advance. Students will have one week to complete the final assessment and send it by email to the course coordinators. Students can work on the assessment in group remotely (online). |
|
Content:
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, not-for-profit and social business organizations; common ground and differences.
• Major challenges for global health not-for-profit organizations; legitimacy, governance, accountability, impact measure and sustainability.
S2 – STRATEGIC MANAGEMENT
▪ Competitive Strategy: Creation of Value – Definition of the mission of a company. Definition of value. For different actors / stakeholders. Creation of value. Measuring value. Differentiation. Are social businesses different?
▪ Different Strategy Dimensions and how to use them - Ten Schools of Thought about Strategy Formation (Mintzberg). The external environment (opportunities, threats, competition), the internal organisation (resources, capabilities, core competencies and competitive advantage). Review of different tools of analysis, impact on strategy definition.
▪ Public Strategy: Policy Making and Implementation – How is value created in the health sector? Do market forces apply? Definition of health strategies and policies. Impact of global policies on national health policy making.
▪ Corporate Social Responsibility - “Doing Good and Doing Well” – Linking corporate strategy and corporate entrepreneurship in a global business context. Managerial Implications. Review the notion of value creation and business objective.
S3 – OPERATIONS MANAGEMENT I
▪ Fundamental characteristics of process management and their application to the healthcare sector, putting the emphasis in describing, understanding, analysing, and improving them.
S4 – OPERATIONS MANAGEMENT II
▪ Managing variability in processes. Explore the impact of variability on the performance of processes and what can be done to control it.
▪ Lean management and its impact on improving the performance of processes in the health sector. The application of lean concepts originating in manufacturing back in the 1970’s has had a major impact in recent years in services in general and healthcare processes in particular. In this session we will review basic lean techniques in practice and how they can improve performance. The class will then discuss how the concepts can be transferred to other settings.
S5 & S6 – ENTREPRENEURSHIP & INNOVATION I & II
Acquire innovation and social business concepts.
Apply entrepreneurship tools like the Business Model Canvas to Global Health interventions.
Analyse business model innovation
S7 – 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, indicators, sources of verification, resources and timeline).
S8 – 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.
S9 – INTRODUCTION TO MARKETING COMMUNICATIONS IN NON-PROFIT ORGANISATIONS
The Brandraising Framework
Ethics in communications
Create an Elevator Pitch
S10 – FUNDRAISING
• What is Fundraising?
• Fundraising today
• The Fundraising Funnel
• How we will fundraise tomorrow
• The real campaign
S11 – FINANCES I. FUNDAMENTALS: HOW TO READ FINANCIAL STATEMENTS
▪ The profit and loss statement (P&L).
▪ Fixed and variable costs. Depreciation.
▪ Operating profit (EBITDA) and the net profit.
▪ The balance sheet. Assets and liabilities.
S12 – FINANCES II. CONFRONTING FINANCIAL RISKS OF GLOBAL HEALTH ORGANISATIONS
▪ Profit generation. Profitability ratio and break-even point.
▪ Meet financial obligations. Cash-flow, liquidity and solvency.
▪ Non-profit organizations financial statements.
S13 – FINANCES III. PLANNING & BUDGETING
▪ Project planning and budgeting: purposes and uses.
▪ Total project budget and activity budget
▪ Budget direct and indirect costs (overheads) and main budget lines
▪ Co-funding requirements.
▪ Foreign currency, exchange rates fluctuations.
▪ Budget tracking, reporting and auditing.
S14 – MANAGING TEAMS IN GLOBAL HEALTH ORGANISATIONS
• Team building and team management in unstable and multicultural contexts; Lifelong Learning, career planning and professional development.
• COVID-19 pandemic as turning point for human resources and team management.
• Assessing personnel needs and recruiting personnel;
• Screening personnel and deciding compensation issues.
S15 – REVIEW AND EVALUATION SESSION; MANAGEMENT PROJECT
▪ RHCF Case study -Assignment 1; presentation and discussion
▪ RHCF Case study assignment 2 – questions and tutorial |
|
Methods:
Face-to-face sessions (30 h) include presentations by experts, class discussions and debates, 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 in teams on a case study (20h) as the course evaluation, coached by the course coordinators. Students will submit and present assignment 1 on the case study during the last session of the course. Students will have one extra week for the completion of assignment 2. |
|
Prerequisites:
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. |
|
Attendance:
Maximum of 35 students per course |
|
Selection:
For tropEd students: First come, first served |
|
Fees:
525 € plus 90 € university taxes |
|
|
|
Major changes since initial accreditation:
Major changes include:
- Increase in hands-on / experiential sessions with teamwork to improve acquisition of managerial knowledge and skills across the course and for the final evaluation
- Entrepeneurship & innovation content has been expanded within this course
- Multidisciplinary management approach facilitated by specialized experts and accompanied by course coordinators to facilitate students flow among the different topics |
|
|
Student evaluation:
This course has been consistently highly scored by students through anonymous feedback with an average score of 4.4 out of 5 in the last editions. |
|
Lessons learned:
- Students highly value hands-on / experiential sessions with teamwork
- Students have a great interest in Entrepreneurship & Innovation. In fact, this has made us to increase the content on these topics in this course and also to create a new independent course on this topic (ENERGHY course – Energising Global Health Innovation & Entrepreneurship – launched in September 2020) that is also presented for tropEd accreditation
- Multidisciplinary management approach (strategy, innovation, project management, finance, operations, marketing, fundraising, human resources) also requires more attention |
|
tropEd accreditation:
Accredited in June 2016, Heidelberg (Germany; Re-accredited Online GA Feb 2021 |
|
Remarks:
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.
http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture-Global-Nonprofits-Develop-Effective-Leadership.pdf
• Delivering World-Class Health Care, Affordably
https://hbr.org/2013/11/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
http://www.minnesotanonprofits.org/PrinciplesPractices.pdf
• 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.
http://ec.europa.eu/europeaid/sites/devco/files/methodology-aid-delivery-methods-project-cycle-management-200403_en_2.pdf
• Know How Nonprofits
https://knowhownonprofit.org/
RECOMMENDED READINGS
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) |
|
| Email Address: |
nuria.casamitjana@isglobal.org |
| 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: |
2021-03-02 (W3C-DTF) |
| Date Last Modified: |
2023-07-16 16:02:24 (W3C-DTF) |
