THE HEALTH MANAGER Issue 1, 2014

union-imdp.org

The healTh managerthe international management development programme® (imdp)

iSSUe 1, 2014

A DecADe Of InnOvAtIOn In MAnAgeMent trAInIng fOr PublIc HeAltH

ParticiPant Profile: Gokul Mishra innovation, networkinG & PartnershiP

creatinG a Global roadMaP to end childhood tb

eXecutive PersPective: dr ehsan latif director, dePartMent of tobacco control, the union

In thIs Issue:

Health solutions for the poor

weLcome to

The Health ManagerIssue 1, 2014

InnoVAtIVe mAnAgement

The Union's International Management Development Programme (IMDP) has been at the forefront of innovative management train-ings for over a decade In that period, the IMDP has trained over 4,000 public health professionals around the world to become champions of innovation and leadership within their organisa-tions and countries

In this issue of The Health Manager, we refl ect on the IMDP's timeline and legacy, discover the impact of our trainings in Nepal and beyond, speak with an executive about innovative manage-ment, and highlight the success story of creating the Roadmap to End Childhood TB.

José Luis castroInterim executive director

the union

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InsIde thIs Issue

Letter from The IMDP Director 4

The IMDP: A Decade of Innovation in Management Training in Public Health 6

Executive Perspective: Dr Ehsan Latif, Director of Tobacco Control, The Union 12

Participant Profile: Gokul Mishra, Innovation, Networking & Partnership 18

Creating a Global Roadmap to End Childhood TB 22

the health manager is published by the Union’s international manage-ment development programme (imdp). director of publications: José luis Castro, director of the imdp: tom Stuebner, marketing and Busi-ness development manager: Stephan rabimov – © 2014 the Union.

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A messAge from the ImdP dIrector

Dear Colleagues:

This year, the IMDP looks forward to welcoming hundreds of new participants from both the TB-sector and non-TB sectors, such as HIV/AIDS, malaria, child and maternal health, population, na-tional planning commissions, INGOs involved in integrated health and all public health professionals seeking to improve their man-agement capacities

The development of two new core courses on “Monitoring & Evaluation” and “Advanced Project Management” is a tes-tament to the IMDP’s continuous focus on delivering programmes that significantly enhance health systems strengthening and hu-man resource development This year the IMDP will also provide two trainings on “Leading Management Teams” in response to the demand from both experienced and newly assigned pro-gramme managers

At the request of individual country programmes, the IMDP pro-vides “Fast Track Courses” based on both our existing core courses and country-specific needs. We will also offer training and technical consultation on “Health Systems Strengthening,”

“Impact Evaluation” and “Risk Management.”

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With support from the Bloomberg Initiative to Reduce Tobacco Use, the IMDP will continue to train tobacco control managers in some of the most high-burden countries around the world These cours-es will utilise tobacco control case studies and examples; however the management concepts and methods presented are applicable to all public health programme professionals Because “manage-ment is management”, professionals from non-tobacco fields of public health are welcome to enroll in these courses

Reflecting on 2013, we are proud of our achievements: over 400 professionals attended our international core management cours-es; management courses related to tobacco control held in Bangla-desh, China, India, Indonesia and Mexico; a new road safety-re-lated management course; and international seminars, conference workshops and post-graduate courses

Building on the IMDP’s 10-year history we look forward to ongo-ing collaboration with our partners, such as the World Health Or-ganization’s TB TEAM, to develop and deliver relevant and timely management training to public health leaders around the world

tom stuebner director of the ImdP

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the InternAtIonAL mAnAgement deVeLoPment ProgrAmme (ImdP):A decAde of InnoVAtIon In mAnAgement trAInIng for PubLIc heALth

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the International Management Development Programme's (IMDP) innovative approach to management education for

public health professionals has helped more than 4,000 managers from over 30 countries become stronger, more effective leaders.

The IMDP courses are results-driven and take a practical ap-proach to learning Global in scope, the programme is designed to strengthen health systems by developing the management skills of professionals working in TB, HIV, malaria, tobacco control, road safety and other public health programmes

In 2013, the IMDP marked its tenth anniversary – a decade of in-novation and leadership in management training for the interna-tional public health community

sIgnIfIcAnt mILestones of the fIrst 10 yeArs:

2003 Recognising the importance and urgency of strength-ening management capacity among government pro-grammes, NGOs and other providers at both the nation-al and local level, The Union launches the International Management Development Programme. Its first offer-ing: “The Basics of Budgeting” is presented to a small group of physicians in Uganda

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2004 With financial support from TBTCA (USAID) and the US Centers for Disease Control and Prevention (CDC), the IMDP’s first international management course “Management, Finance and Logistics” takes place in Jaipur, India It is hailed as “groundbreaking” due to its peer-to-peer, sharing of management chal-lenges as well as innovative solutions. 35 participants from 13 countries successfully complete the training.

During the fall of the same year, a high-level, NTP-man-agers-only course, “Management of Managers” is held in Bangkok, Thailand; solidifying the IMDP's in-ternational role in health systems strengthening and human resource development

2005 In collaboration with the Tropical Disease Foundation (TDF), the IMDP presents a new “Racing Ahead” course on creating change agents for organisational ef-fectiveness in Manila. For the first time the IMDP of-fers a stand-alone course on the subject of innovation and positive change

photo: Jens Jeske / the Union

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20052006

Recognising the need to address budgeting and project planning challenges in public health as building blocks for successful programme implementation, the IMDP expands its course offerings, with 112 participants in China attending courses in “Budget Planning and Project Management”

2007 With support from the Bloomberg Initiative to Re-duce Tobacco Use, since 2007 the IMDP annually of-fers management training courses for tobacco control managers in countries with a high burden of tobacco use: China, India, Mexico, Russia, Bangladesh, Indo-nesia and many others These courses cover the same content as IMDP core courses, but focus on examples of the challenges faced by managers working in tobac-co control

2008 Due to high demand for the IMDP's training, addition-al programmes on the subjects of change agents and mentoring take place in Manila in collaboration with TDF. In partnership with the World Health Organiza-tion, the IMDP offers “I Make the Difference”, a new 10-day course on building managerial competen-cies, in Geneva – a center for innovative international public health policy-making

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2010 In Johannesburg, 44 health workers take part in back-to-back courses on “Management and Finance” for tuberculosis control. Worldwide a total of 331 par-ticipants attend 17 IMDP courses

2011 378 participants attend 20 IMDP courses.

2012 291 participants attend 15 IMDP courses.

2013 A week-long training in “Management and Finance”

takes place in South Africa for 25 mid- to senior-level gov-

ernment programme managers from that country Partici-

pants from 14 African countries attend other IMDP inter-

national courses

Professionals from non-TB fields, such as child and mater-

nal health, HIV/AIDS, malaria and road safety, increasing-

ly choose the IMDP for their management training needs

11photos: Jens Jeske / the Union

the futureAs new programme priorities and needs develop in the public health community, the IMDP is developing new courses, such as “Moni-toring and Evaluation” and “Advanced Project Manage-ment”, and preparing to introduce them in several countries

the ImdP Is mAkIng An ImPAct. In a survey of IMDP alumni:

• 88% of IMDP participants report receiving more responsibility

in their current job

• 73% report they have been encouraged to obtain additional

qualifications

• 58% have been given an opportunity to present papers at conferences

• 42% have been promoted

• 31% have been transferred to another job with greater responsibilities

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eXecutIVe PersPectIVe: dr. ehsAn LAtIf, dIrector of tobAcco controL the unIon

photo: Courtesy of dr. ehsan latif / the Union

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Innovation, by definition, is the application of solutions that meet new requirements, unarticulated needs, or existing mar-

ket needs The International Union Against Tuberculosis and Lung Disease (The Union) has thrived for nearly a century in part because of its ability to innovate in the face of changing times In-novative management, in turn, is a way to instill better solutions at the human level As Director of Tobacco Control for The Union, Dr Ehsan Latif knows about innovative management, and he puts it to good use in his work overseeing 63 staff members in more than 15 countries. In a recent interview, Dr. Latif commented on his approach to management:

“My staff are brought on board because they are strong ad-vocates of tobacco control and lung health. My first manage-ment principle is that we want to nurture their passion while following the basic management rules. We always need to keep a balance between a well-managed department and an overly-managed one, where outputs are compromised and nothing comes out of it. We don’t want to drown the passion of these people for the cause they’re working for ”

Of course, what Dr Latif is really referring to is his dislike of mi-cro-management. He is also not a big fan of hierarchies. While he emphasises the need to manage the basics of any working organ-isation—budgets, rules, deadlines, and so on—he is emphatic that

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some of his most important roles include listening to, encouraging and collaborating with staff at every level

“Public health demands an innovative management style,” Dr La-tif says, “because what works in one place at one time might not work in another.” It is also a field in which goals can be difficult to measure, at least in the short-term:

“In other organisations you have clear targets In a business you need to meet your sales targets, for example. We have public health targets which are related to human behaviour: the consumption of tobacco products, number of deaths averted, degrees of disability reduced At times you can’t see those effects immediately ”

“Sometimes, for example when working on a piece of legislation, you don’t accomplish what you intended or reach your target goal It may feel as if you have nothing to show for all your hard work,” Dr Latif explains

“This means managers have to concentrate not on monitor-ing employees’ abilities to meet fixed goals, but on motivating them to keep working even in the face of sometimes discour-aging results and challenging environments and also remem-ber to celebrate successes ”

Dr Latif didn’t always have this innovative approach to leadership When he took on his current role in January 2011, he brought to

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the position his expertise in medicine and public health, not man-agement:

“When you are a doctor in a clinical setting you are very pre-scriptive You know what works, which medicine to give But when you move into public health, one size doesn’t fit all. You need to listen to the people, who are based in the coun-try; seek their advice on what works; and what is the best approach to achieving the goals we set for ourselves ”

With the help of José Luis Castro, Interim Executive Director of The Union and formerly Director of the International Management De-velopment Programme, Dr Latif began to adopt a more open, collab-orative style He credits this management style, in part, with creat-ing the atmosphere of creative problem-solving that has recently led to some promising results in Indonesia. When attempts to promote national tobacco control measures there failed, The Union worked together with its partners under the Bloomberg Initiative to seek change at local government levels It was a strategy that worked; many cities and provincial governments passed smoke-free and other tobacco-control-related legislation This opened the door and created momentum for the country’s Minister of Health to move to-wards a national legislative amendment to the current law and rec-ommend that Indonesia accede to the Framework Convention on Tobacco Control, a decision that would pave the way for more com-

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prehensive country-wide tobacco control legislation (The accession is currently awaiting Presidential approval )

“If we had just given up and said, ‘We didn’t achieve our targets for national legislation, let’s move on to another country,’ a lot of people would have missed out on a public health benefit,” comments Dr Latif “It was giving [our staff] the space to inno-vate, to find a Plan B solution that made it work.” And, thanks to the sub-national approach, 20 cities and local jurisdictions have passed tobacco control laws and 35 million people in In-donesia now enjoy smoke-free environments

An important tenet of The Union’s International Management Devel-opment Programme, is that in order to sustain success, good leaders must pass their knowledge and techniques on to their staff Dr Latif is committed to passing on his unorthodox and innovative manage-ment methods and works with his staff to develop their own manage-ment skills through training, coaching and example Once they have mastered the techniques of innovative management, he trusts their own knowledge and passion for the cause will do the rest

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“It was giving [our staff] the space to innovate,

to find a Plan B solution, that made it work.”

dr. ehsan Latif director of tobacco control, the union

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In 2010, when Gokul Mishra became the Focal Person to Ne-pal for Norway’s LHL International Tuberculosis Foundation

(LHLI), one thing was immediately clear: he would need to build a strong network of partners to succeed in his new job Mishra’s role is to provide policy and planning expertise, as well as moni-tor the activities of Nepal’s National TB Programme (NTP), one of seven NTPs in high-burden countries supported by LHLI

He is also in charge of implementing related LHLI projects, in-cluding a country-wide health communication project The abil-ity to collaborate innovatively with both local and international partners working in Nepal is thus an integral part of his job

PArtIcIPAnt ProfILe: gokuL mIshrA InnoVAtIon, networkIng & PArtnershIP

photo: Stephan rabimov / the Union

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Mishra has advanced degrees in sociology and health care man-agement, as well as more than 20 years of experience working as an evaluator, trainer, manager and policy-developer in national and international health and development Nonetheless, the type of network-building required by his LHLI position presented him with a new challenge For example, one of his assignments was to help develop and expand an LHLI-supported job skill devel-opment programme for TB patients run by the Nepal Anti-Tu-berculosis Association (NATA) He hoped to involve other organ-isations in the project, but he wasn’t sure how to bring them on board, so he thought of The Union’s International Management Development Programme

The course he chose – “Influencing, Networking and Part-nership” – covered a variety of techniques for collaborating and negotiating with diverse stakeholders, just what he was looking for Mishra found the mix of lectures and practical exercises, such as role-playing, gave him a chance to increase his knowledge and also test his skills before he had to use them on the job

His newly acquired experience has expanded his understanding of consensus-building and helped him support the Nepal NTP’s efforts to launch a community-based directly observed treatment (CBDOT) programme to expand TB services across the country To pass on his new skills, Mishra developed a workshop on consensus

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development, which the NTP plans to incorporate into local, re-gional and national stakeholder meetings, enabling partners fight-ing TB throughout the country to more successfully implement and sustain CBDOT in their communities

And, as for the NATA job training project, Mishra has begun ex-panding the programme through a new partnership with another TB treatment centre in Nepal; and he is taking steps to find other partners as well Indeed, the programme is becoming such a suc-cess that he recently gave a presentation on it at the 44th Union World Conference on Lung Health in Paris.

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This course teaches participants various negotiating and collaborating techniques to build relationships with diverse stakeholders.

In this five-day course, participants will engage in rigorous practice sessions to demonstrate how to build partnerships and networks. They will receive training on how to reach both consensus and common under-standing to ensure smooth execution of project plans.

Focus is given to developing the interpersonal communication skills to facilitate an enhanced sense of community and cooperation as well as to establish strong partnerships for promoting public health initiatives.

Programme agenda

daY1› Welcome and introduction › leadership tasks and

relationships › psychometric self-tests › Building on key themes

of the day

daY 2› importance of

networking› tasks and relationships › giving and receiving

feedback

daY 3› expanding partnerships › assessing personal

influencing skills › overview of leadership

styles › Focused conversation

method

daY 4› Consensus workshop › method demonstration › practice workshop

daY 5› top action planning

method › preparation for personal

action plan › action plan presentations

date location faculty level fee lanGuaGe

september 29 – october 3, 2014

chicago, usA

dennis Jennings and Judy weddle

middle- to senior-level professionals

euro 2,000

english

“With the knowledge from this course I now know how to set up networking groups from provinces to the county

level and also how to collaborate better with different kinds of organisations and staff in my division.”

dr. Feiying liu Chief of tB division, guangxi Center for disease Control and prevention

InfLuencIng, networkIng And PArtnershIP 2014 courseSeptember 29 – october 3, 2014 • register at union-imdp.org

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Tuberculosis is not a disease of the past, since more than 5,000 people – including at least 200 children – die of TB

every day. Young children under 5 years of age are particularly susceptible if they are exposed to TB, due to their age and other risks factors, such as the immunodeficiency caused by HIV infec-tion or severe malnutrition

creAtIng A gLobAL roAdmAP to end chILdhood tb

photo: hnin Su mon / the Union

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As per international guidelines, young or HIV-infected children in contact with an adult with TB should be offered preventive treatment that can reduce the risk of their developing TB disease However, in many limited-resource settings, this protocol is not followed and, unfortunately, children who do not receive proper diagnosis and preventive therapy often develop TB disease within one or two years – or at any later stage – after exposure. This is precisely why the burden of TB in children must be addressed

To build public awareness and offer a plan of action, in 2013 a group of seven partner organisations worked together to produce a new Roadmap for Childhood Tuberculosis with leadership from the Stop TB Partnership’s Childhood TB Subgroup, the global umbrella that advocates for all TB-related topics

Although there are well-developed systems for managing TB in adults, children most frequently receive health care from clin-ics providing maternal and child services, so their awareness and understanding of TB, as well as their participation, are critical to success The partners were therefore very pleased that The United Nations Children’s Fund (UNICEF) joined their campaign, which, in addition to the Stop TB Partnership, also involved the World Health Organization (WHO), the International Union Against Tu-berculosis and Lung Disease (The Union), Treatment Action Group (TAG), the US Centers for Disease Control and Prevention (CDC) and the US Agency for International Development (USAID)

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“We managed to go beyond the TB community by including maternal and child health organisations, and this will fa-cilitate the scale-up of better coordinated services for chil-dren,” said Dr Anne Detjen, a technical consultant based at The Union North America Office, who served on the Roadmap writing team

The next challenge will be to see that the 10 steps for addressing childhood TB outlined in the Roadmap are implemented

“The Roadmap is more like an advocacy document than a policy statement,” said Detjen “There are lots of policies. We want to see this happening on the ground, so our goal was to set out very clear steps.”

Among the steps are very practical suggestions, including the need to:

• Adapt the Roadmap to country needs

• Develop child-friendly TB diagnostic tools, especially at pe-ripheral levels of the health care systems

• Train the human resources involved at each level, from the laboratory worker to senior management

• Scale up services for efficiency and effectiveness.

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Greater awareness and understanding of childhood TB must be promoted

Crucial research is urgently required

to help END Childhood TB

Collaboration and joint action are

essential to tackling childhood TB

Focused investments are

critical to ending TB deaths among

children

new cases of childhood TB530 000

occur every year

from TB annually*this number only includes HIV uninfected children

74 000children die

is a preventable and treatable diseaseTB

Onlyper year is required to address TB in childrenThis includes US$40 million for ART

US$ million120

Design by Inís Communication – www.iniscommunication.com

TB-FREE FUTURE FOR CHILDREN

infographic: Who / d Schumann, eCdC / t. hofsäss and Who / hm dias

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“Any child who dies from TB is one child too many,” said Dr Ma-rio Raviglione, Director, Global Tuberculosis Programme at WHO in commenting on the importance of this campaign “TB is preventable and treatable, and WHO is working towards trans-lating this roadmap to action in countries to stop children dying ”

Like other public health problems, a successful roll-out of the Road-map is also linked to addressing other broad challenges, including the need to improve coordination among the many local, regional and international players involved in TB control; and avoid the du-plication of efforts and wasted resources

Coordinating the development of the Roadmap took skilful proj-ect management and careful consensus building, especially since childhood TB can only be effectively addressed with greater collab-oration of partners and players beyond the standard TB network, including the maternal and child health community

One of the key concepts of project management is that project plans should focus on prediction and prevention, not reaction and recognition The partners who developed the Roadmap have suc-cessfully demonstrated this principle with their proactive plan to move the world toward a future with zero childhood deaths from TB Although there are many challenges ahead, remaining stuck in ‘reaction and recognition’ will inevitably lead to the unacceptable outcome that thousands of children continue to die from TB

27photos credit: Jens Jeske / the Union

course date location faculty level fee lanGuaGe

Leading management teams

April 7 – 11, 2014

kuala Lumpur, malaysia

rajesh kapoor and gihan el nahas


euro 1,500 english

monitoring and evaluation

may 12 – 16, 2014




euro 1,500 english

Project management

June 16 – 20, 2014

entebbe, uganda


Junior- to middle-level professionals

euro 2,000 english

strategic Planning and Innovation

July 14 – 18, 2014


Viswanath golpalkrishnan and gayatri sriram


euro 1,500 english

budgeting and financial management

August 4 – 8, 2014


frank colella and salil kumar


euro 1,500 english

aPPlication deadline is 45 days Prior to course / uPon accePtance into course, aPPlicants will be invoiced / fee PayMent is due within 30 days of invoicinG

course fee includes accoMModation, breakfast, lunch, tea breaks and course Materials.

uPcomIng 2014 ImdP core coursesregIster At union-imdp.org

The Union, North America61 Broadway, Suite 1720 · 10006 New York, NY, USATel: (+1) 212 500 5736 · Fax: (+1) 347 772 3033email: [email protected] · www.union-imdp.org

Health solutions for the poor union-imdp.org

The healTh manager

Issue 1, 2014

the international management development programme® (imdp)

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THE HEALTH MANAGER Issue 1, 2014