THE INTERNATIONAL MANAGEMENT DEVELOPMENT PROGRAMME® (IMDP)
THE HEALTH MANAGER IN THIS ISSUE ON
ISSUE 6, 2014
MASS MEDIA AND COMMUNICATIONS EXECUTIVE PERSPECTIVE: SANDRA MULLIN SENIOR VICE PRESIDENT POLICY AND COMMUNICATIONS WORLD LUNG FOUNDATION EXECUTIVE PERSPECTIVE: KATIE DAIN EXECUTIVE DIRECTOR THE NCD ALLIANCE
NEW EVIDENCE, NEW PRACTICES: SOCIAL MEDIA IN HEALTH COMMUNICATION MEASURING THE EFFECTIVENESS OF MASS MEDIA CAMPAIGNS
International Union Against Tuberculosis and Lung Disease Health solutions for the poor
COVER IMAGE FEATURES THE “SPONGE” CAMPAIGN, ORIGINALLY PRODUCED BY CANCER INSTITUTE, NEW SOUTH WALES; IT HAS BEEN USED IN MASS MEDIA MARKETING IN COUNTRIES ACROSS THE WORLD TO COMBAT TOBACCO USE.
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The Health Manager ISSUE 6, 2014 MASS MEDIA AND COMMUNICATIONS Dear Reader, From promoting health programs and disseminating important health messages to the public, to influencing stakeholders' opinions and behavior, mass media and communications play vital roles in health organizations. In this issue of The Health Manager, our colleagues from World Lung Foundation examine the three Es of communications: Educate, Evaluate and Evolve. Sandra Mullin, Senior Vice President, Policy and Communications, educates us via executive insight on how strategic mass media campaigns can be critical components of helping people change their behavior; Dr. Nandita Murukutla, Director, Research and Evaluation, shares lessons on how to evaluate the effectiveness of mass media campaigns; and Stephen Hamill, Director, Communication and Advocacy, advocates for evolution in public health approaches and attitudes toward new and social media. The tools of public health communications and mass media campaigns have advanced rapidly in recent years, and the upcoming IMDP course on Mass Media and Communications will train health and communication professionals to best utilize these tools for their programmes' success. We conclude the issue with a comprehensive executive perspective on partnerships from Katie Dain, Executive Director of the NCD Alliance, an organization that The Union co-founded with four other federations to address the growing epidemic of non-communicable diseases. In her interview, Katie highlights the importance of nurturing diversity of thought and how that can lead to innovation.
JosĂŠ Luis Castro Executive Director, The Union International Union Against Tuberculosis and Lung Disease Health solutions for the poor
INSIDE THIS ISSUE Executive Perspective: Sandra Mullin . . . . . . . . . . . . 4 Executive Perspective: Katie Dain . . . . . . . . . . . . . . 10 New Evidence, New Practices: Social Media in Health Communication . . . . . . . . . . 16 Measuring the Effectiveness of Mass Media Campaigns . . . . . . . . . . . . . . . . . . 20
The Health Manager is published by The Union’s International Management Development Programme (IMDP). Director of Publications: José Luis Castro, Marketing and Business Development Manager: Stephan Rabimov. © 2014 The Union. 3
EXECUTIVE PERSPECTIVE: SANDRA MULLIN
SENIOR VICE PRESIDENT, POLICY AND COMMUNICATIONS WORLD LUNG FOUNDATION, IMDP FACULTY
World Lung Foundation (WLF) fights the causes of lung disease, focusing primarily on tobacco control but also on tuberculosis and non-communicable diseases. Sandra Mullin, WLF’s senior vice president for policy and communications, is a veteran of two decades of communications initiatives for government and NGOs. Through her effective leadership in developing and consulting on mass media campaigns, and the IMDP course on mass media she teaches, Ms. Mullin has enhanced public health outreach efforts in more than 30 countries. 4
Photo: Courtesy of World Lung Foundation
STRATEGIC MASS MEDIA CAMPAIGNS CAN BE CRITICAL COMPONENTS OF HELPING PEOPLE CHANGE THEIR BEHAVIOR. Many public health programme leaders and managers, mistakenly thinking that it is too complex and costly to influence healthrelated behaviours through a modern mass media campaign, assume they have no alternative to the old standbys of posters and leaflets. Sandra Mullin and her team show them it is feasible, and more effective – even with limited resources in a low-income country – to tap into the power of mass media. Her team of 18 communications experts based in 10 countries help programmes all over the world develop and implement social marketing and mass media campaigns. One of the first things she tells programme leaders is that nothing rivals the power of mass media: “Strategic mass media campaigns can be critical components of helping people change their behavior. They can also radically Photo: Courtesy of World Lung Foundation
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alter social norms and have strong influence on the demand or support for protective health policies.” Many programme leaders agree, but fear the cost will be prohibitive. Mullin and her team have two responses to this. First, they explain that while the cost of advertising can be considerable, the cost per person reached – given the large numbers that can be reached instantaneously – is more cost efficient than other methods of communication. They also explain how an earned media campaign – encouraging and assisting journalists – is low cost and can be extremely effective. But the coup de grace, as Mullin sees it, is this: “These campaigns can literally help change behaviors and save lives. The cost of them is arguably a lot less than the cost of the illnesses a society would otherwise have to bear.” When television advertising is too costly, Mullin recommends a radio-led campaign: “There is usually good reach for radio even in rural areas,” she notes. Posters and leaflets can supplement a radio effort, but she points out the downside of relying totally on these low-tech methods: “They may be inexpensive to create, but distribution and placement are labor and time intensive – and ultimately fewer people are reached.” Increasingly, in countries of all income levels, social media is catch6
ing fire with the public. Mullin and her team are riding the wave and encouraging country programmes to do the same, because of the reach, popularity and effectiveness in mobilising and motivating individuals. The entry barrier is low, but the main cost factor she notes is “the human investment required to properly manage social media efforts.”
TO OPTIMIZE IMPACT, IT IS IMPORTANT TO USE ONE CORE CREATIVE APPROACH WITH A STRONG MESSAGE – AND DEPLOY THIS CORE CAMPAIGN AND MESSAGE OVER ALL THE MEDIA PLATFORMS YOU USE. THIS SYNERGY REINFORCES AND AMPLIFIES WHAT’S BEING COMMUNICATED. Some programmes use a mix of media platforms like TV, radio, billboards and online efforts. They wonder if this requires multiple Photo: Courtesy of World Lung Foundation
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creative approaches. Mullin advocates consistency and simplicity: “To optimize impact, it is important to use one core creative approach with a strong message – and deploy this core campaign and message over all the media platforms you use. This synergy reinforces and amplifies what’s being communicated.” WLF has shown that it can be effective to borrow strong and proven creative approaches from one place, and adapt them for use in another: “Language and voice, cultural milieu and geographic settings may have to change, but it is much easier to produce materials based on proven ones than to start from scratch.” Many of the strategies and techniques that Mullin’s WLF team use are shared in the IMDP course on mass media. In it, she says, “We try to demystify the skills needed to put together a mass media campaign – and break it down into its component parts.” The course covers such essentials as goals and strategic objectives, determining the target audience, core messages, identifying the best dissemination channels, and evaluation and measurement. The class is heavy on group discussion and exercises, and every student leaves with a detailed communications plan that they can put into action. “We love teaching this course – and we try to make it fun as well as useful!” she says with enthusiasm. 8
MASS MEDIA AND COMMUNICATIONS 2014 COURSE September 15 – 19, 2014 • Istanbul, Turkey • Register at union-imdp.org REGISTRATION DEADLINE: AUGUST 4th, 2014 PROGRAMME AGENDA Gain a greater understanding of effective communications strategies for promoting health programmes and disseminating important health messages to the public. Learning directly from experts working in mass communications, participants in this five-day course will engage in exercises and real-world simulations that demonstrate how skillful use of media and communications can propel any health programme to excellence. Participants will create effective communications plans that can help in establishing useful connections with journalists and news agencies for highlighting health projects and promoting public health messages. BENEFITS OF TRAINING 1) Create powerful health education messages
4) Learn how to manage communications during a public health crisis
2) Write professional press releases for public health projects
5) Prepare a communications plan for a health organisation
3) Improve skills at public health advocacy for community mobilisation
6) Explore how to use brochures, newsletters, activity reports and other promotional tools to build awareness of health issues WHO SHOULD ATTEND This course is designed for middle- to senior- level managers working in public health with management responsibilities in programme implementation, such as public relations and communications officers or anyone involved with organisational promotion and internal or external outreach.
DATE
LOCATION
FACULTY
LEVEL
FEE
LANGUAGE
September 15–19, 2014
Istanbul, Turkey
Sandra Mullin and Stephen Hamill
Middle- to seniorlevel professionals
Euro 2,000 Course fee includes accommodation, breakfast, lunch, tea breaks, and course materials
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.
Contact IMDP: imdp@theunion.org
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EXECUTIVE PERSPECTIVE: KATIE DAIN EXECUTIVE DIRECTOR, THE NCD ALLIANCE
When NCD Alliance Executive Director, Katie Dain, says: “Partnerships lie at the core of everything we do,” she’s not exaggerating. The NCD Alliance is a global network of 2,000 organisations in 170 countries that works to combat the epidemic of noncommunicable diseases (NCDs), including cardio-vascular disease, diabetes, cancer and chronic respiratory diseases. In low and middle-income countries, 14 million people under the age of 60 die each year of NCDs. They are responsible for 60 percent of 10
Photo: Courtesy of Katie Dain
deaths worldwide and are a leading global cause of disability. Yet few aid agencies fund programs to combat such diseases, in large part because to-date they have not been recognized as a priority by the United Nations. The NCD Alliance was created from the alliance of four different international federations of advocacy groups, each with its own separate health-related focus: The International Diabetes Federation, the World Heart Federation, the Union for International Cancer Control and the International Union Against Tuberculosis and Lung Disease. (A fifth, Alzheimer’s Disease International, was added in 2012.) Each of these federations, in turn, has hundreds of organisational partners working on the ground in countries around the world. Creating successful partnerships, networking with, and influencing such a vast array of organisations with so many disparate cultures and goals is not easy, but over the last few years NCD Alliance has played a major role in holding governments accountable and shaping global, national and regional responses to non-communicable diseases. How has it managed this? According to Dain, there are many keys to developing and sustaining effective partnerships. For one thing, it’s important to recognize and accept that the various local advocacy groups and international federations she works with will continue to have their own agendas, focused on their par11
ticular missions and goals. The key is to work together to agree on specific alliance objectives that benefit all groups and that all can agree to support. Even so, Dain has discovered that all the partners won’t always agree on everything, and that’s not necessarily a bad thing. While diversity of thought can sometimes make it difficult to move forward, it can also lead to innovation, challenging the group to explore ideas and strategies they might not have considered otherwise. Trust—both having trust in the leadership capabilities of the people you are partnering with and ensuring that they trust you—is another vital key to successful partnerships, according to Dain. Finding the right people to work with is an important first step. The next is building a relationship, and that can take time. Among other things, it requires having solid information channels and being transparent about the work of the alliance. Even for a global organisation in a digitally-connected world, Dain stresses the importance of in-person meetings.
TRUST—BOTH HAVING TRUST IN THE LEADERSHIP CAPABILITIES OF THE PEOPLE YOU ARE PARTNERING WITH AND ENSURING THAT THEY TRUST YOU—IS VITAL TO SUCCESSFUL PARTNERSHIPS. 12
“You can build a relationship on the phone and email but that’s nothing compared to having face-to face meetings where you establish a much higher level of trust,” she says. Yet another important factor in making a partnership like the NCD Alliance work is ensuring there is a value-added for all organisations involved—in other words, each individual group gets something out of the partnership that it couldn’t get on its own. The Alliance’s partners benefit from having greater visibility as a combined force, as well as being able to share resources and strategies for advocacy. “We needed to ensure that as an alliance we were adding to the agenda, rather than just duplicating efforts or being seen as competition,” explains Dain. For example, the Alliance has been very involved in advocating for NCDs to be included in the United Nations’ Post-2015 Development Agenda. The agenda is the plan for new goals that UN member nations can sign on to once the Millennium Development Goals initiative, a set of eight goals to fight worldwide poverty and disease, hits its target date of 2015. NCDs were not mentioned in the Millennium Development Goals and the NCD Alliance has been working hard for many years to ensure they are recognized in the Post-2015 Development Agenda. In order to do so, it has played on its strength as a global partnership. “What we’ve been doing is providing the evidence on why NCDs are 13
a human sustainable development issue,” says Dain. “We’ve provided the tools to advocates on the ground, so while we’re working at the global level with the UN, we’ve got members on the ground advocating, with the same messages, to their own ministries of health and foreign affairs. It creates a bridge between the national and global efforts. That’s the unique advantage of an alliance based around federations.”
THE ALLIANCE’S PARTNERS BENEFIT FROM HAVING GREATER VISIBILITY AS A COMBINED FORCE, AS WELL AS BEING ABLE TO SHARE RESOURCES AND STRATEGIES FOR ADVOCACY. This method has worked in part because the NCD Alliance has been able to provide members with toolkits of policy briefs, talking points and a wealth of other information contributed to individual groups’ ability to raise awareness about the dangers of NCDs and the importance of prioritizing them as a public health issue. In this way, partners working on local and national levels have been able to share information that has led to global progress. And progress it is, according to Dain. Over the last two years, in regions ranging from Brazil to South Africa, local institutions have adopted NCD toolkits, setting the stage for the fight against NCDs to become a priority in countries around the world. 14
ADVANCED PROJECT MANAGEMENT 2014 COURSE October 13 – 17, 2014 • Kuala Lumpur, Malaysia • Register at union-imdp.org REGISTRATION DEADLINE: SEPTEMBER 1st, 2014 PROGRAMME AGENDA Project management is a fundamental component of successful programmes. The objective of this five-day intensive course is to familiarize participants with the Log Frame Analysis (LFA), a tool used during project planning to develop the overall design of a project. It is proven to improve participatory approaches to project planning, implementation, monitoring and evaluation. The IMDP course on Advanced Project Management provides participants with valuable learning, support and guidance from experienced trainers and practitioners, a rich cross-functional environment for exchanging experience with others working in the health sector internationally. The training is participatory, using a variety of methods based on action learning principles such as group work, peer support and case studies. This is complimented by presentations on relevant theoretical frameworks, emergent thinking and trends. BENEFITS OF TRAINING 1)
Understand the link between Strategic Plans, Pro-
5)
Do risk analysis and work out risk mitigation plans
grammes and Projects and different approaches to
6)
Successfully link activity schedule plans to resource
project management 2)
provisioning for greater cost effectiveness
Balance the variable equation of project manage-
7)
ment in regards to time, cost and performance 3)
Understand how to use LFA tools for the identification
analysis 8)
4)
Develop a broad perspective on monitoring and evaluation
of problems and correct solutions as per needs of the 9)
stakeholders
Design a model project using the logical framework
Learn how to define the various hierarchical levels of
Apply the above for sending proposals to funding agencies
a project from inputs to goals.
WHO SHOULD ATTEND Senior-level programme managers who oversee project managers working across multiple levels, divisions and locations as well as experienced project managers interested in advanced project management skills enhancement. DATE
LOCATION
FACULTY
LEVEL
October 13 – 14, 2014
Kuala Lumpur, Malaysia
Rajesh Kapoor and Ahkil Kapoor
Senior- level professionals (advanced)
FEE
LANGUAGE
Euro 1,500 English Course fee includes accommodation, breakfast, lunch, tea breaks, and course materials 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.
Contact IMDP: imdp@theunion.org
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NEW EVIDENCE, NEW PRACTICES: SOCIAL MEDIA IN HEALTH COMMUNICATION STEPHEN HAMILL
DIRECTOR, COMMUNICATIONS AND ADVOCACY WORLD LUNG FOUNDATION, IMDP FACULTY
Facebook, WhatsApp, mobile SMS, television – today’s public health practitioners are presented with a dizzying array of options to reach out and influence the health of their communities. “How and when should I use new media?” is the most frequent question World Lung Foundation receives in our health communications training courses. It’s no wonder there is confusion. The last decade has brought out the most radical shifts in the communications landscape in human history. Powered by satellite and digital technology, the way people 16
Photo: Courtesy of World Lung Foundation
receive and use information is transforming rapidly. Newly connected populations, new channels and new behaviours: as health professionals who need to reach our audiences wherever they are, we have to face these new realities. Increasingly, social media is where those audiences are. While some think of social media as a tool for high-income countries, the data tells another story. Social media may have a limited reach on a per capita basis, but we still see large populations online. Of the top eight Facebook countries, six are low- or middle-income. Taken alone, the population of 65 million Indians on Facebook would be the world’s 20th largest country! Clearly there are new opportunities – and new pitfalls – to be found.
NEWLY CONNECTED POPULATIONS, NEW CHANNELS AND NEW BEHAVIOURS: AS HEALTH PROFESSIONALS WHO NEED TO REACH OUR AUDIENCES WHEREVER THEY ARE, WE HAVE TO FACE THESE NEW REALITIES.
Unfortunately, the novelty of social media means that good evidence and best practices are just emerging. But we don’t have to reinvent the wheel or wait to use these channels. We have a useful foundaPhotos: Courtesy of World Lung Foundation
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tion: decades of social marketing theory and practice in traditional mass media like TV and radio Some of the best evidence on how media messages work is found in tobacco control. In this arena, we have demonstrated that strategic media campaigns can cause behaviour changes, reinforce or change social norms, build support for existing policies, and create a supportive environment for policy change. How? Successful messages use emotionally charged content to connect with viewers. They impart new knowledge and shift attitudes. Ultimately, they can prompt new, healthier behaviours like hand washing or quitting smoking. Over time, sustained campaigns can also create new social norms. Since 2008, World Lung Foundation has been strategically investing in pilot projects using social media, testing different strategies, content and channels. Some of these have succeeded; some failed terribly. But we strived to measure the impact of each, to improve our understanding of what works. Combining this with other emerging evidence, we’re building a clearer picture. One key finding is that many social media channels lack the emotional power to be truly persuasive. Can a 140 character Twitter update make you tear up? The absence of video and sound appears to limit the effectiveness of many text- or even pictoral-based social media for persuasive or behaviour-change campaigns. Compounding this, social media and online social networks are “opt18
in:� by their very nature they are unlikely to present a reader with new kinds of messages or information. TV advertising, by contrast, works because it is incidental – you are forced to watch content you didn’t ask for, so you can see the programme that follows. On the other hand, social media is an excellent mobiliser. It works as an effective prompt for people who already agree with your goals to take action. Frequent mobile SMS with supportive messages have been shown to double effective quit smoking rates. Social media is also highly targetable, scalable and affordable. Tools like Facebook provide instant community building. This can reduce the cost of future messaging and build efficiencies. In the end, despite a challenging new landscape of tools, the key to successful social marketing has not changed. A rigorous commitment to campaign development and understanding your campaign goals and target audience will yield the best results. Need to motivate millions of low-income urban men to change their attitudes about a health issue? Traditional mass media will provide the reach and emotional impact to change hearts and minds. Want to motivate educated women to speak up for domestic violence legislation? Social media can be an affordable, effective mobilisation tool. There are many excellent opportunities to learn more about strategic campaign development. One will be offered this fall in beautiful Istanbul, through the IMDP programme. We would love to see you there and help you enhance your effectiveness in using social media. 19
MEASURING THE EFFECTIVENESS OF MASS MEDIA CAMPAIGNS NANDITA MURUKUTLA, PHD DIRECTOR, RESEARCH AND EVALUATION WORLD LUNG FOUNDATION
Mass media campaigns are an increasingly important tool in a public health manager’s arsenal. Educating the public and influencing social practices is a critical part of combatting disease and death, be it by encouraging the washing of hands, safer sexual practices, or vaccinating children. This is especially critical for public health managers tackling non-communicable diseases and the preventable life-style factors driving their spread. It is also important in low- and middle-income countries, where the growing reach of mass media now makes it possible to reach millions with crucial public health information. 20
Photo: Courtesy of World Lung Foundation
Data-conscious leaders in public health have embraced the dictum, “If you can’t measure it, you can’t manage it.” This is now even more critical as development aid budgets fluctuate and dollars are stretched. But the act of measurement is simpler said than done, especially when it comes to more diffuse social interventions with wide reach. Unlike a pill administered to a person, mass media campaigns are literally in the air. How do we know that they have reached their intended audience? How do we know that they have worked?
IF YOU CAN’T MEASURE IT, YOU CAN’T MANAGE IT. Through the evolution of health communication science over the recent decades has come a new understanding of how mass media campaigns work and influence behaviour. Some of the more important lessons learnt are as follows. • Lesson 1: Prevalence is critical, but it’s not just about prevalence. Reductions in prevalence rates – of disease, risky behaviors – are the ultimate benchmarks of a program’s success. Mass media campaign evaluations, like other program evaluations, must track prevalence rates. However, when it comes to influencing human behavior, there are a number of important antecedents, as articulated below, which must also be impacted to reach this ultimate goal. A mass media campaign should be evaluated by the prevalence rates it changes, and the antecedents that it influences. 21
• Lesson 2: Imparting knowledge is good; changing social attitudes and tapping into underlying motivations is critical. Traditionally, mass communication has been used to inform the public. This is an important function, and evaluations of mass media campaigns must measure whether information has transferred appropriately. However, when it comes to behavior change, simple changes in knowledge are not enough. A metaphor describes the process of influence as akin to the experience of a rider on an elephant seeking to move down a path: the rider, representing the cognitive functions of a person, must have the knowledge to move down the path; the path, representing the ecology, must be paved. But ultimately, the elephant, representing the emotional engine underlying human behavior, must be moved. Thus, mass media campaigns must be designed to trigger health-promoting desires and must change underlying attitudes and values that drive human behavior. Campaign evaluations must measure whether or not these attitudes, values and motivations were appropriately triggered and moved. • Lesson 3: Mass media campaigns can create public demand for good policy and supportive environments. Mass media campaigns can influence social attitudes and norms. For instance, tobacco control campaigns can not only reduce or prevent tobacco use; they can also reduce the 22
social acceptability of tobacco and increase support for tobacco control policies, such as smoking bans. Campaign evaluations should therefore measure perceived social acceptability of the risky/unhealthy behavior and changes in support for health promoting policies. In a related vein, mass media campaigns also tend to increase news reporting on the related issues. These reports – “earned media” – can influence the public and policy makers. Calculating the extent and reach of reportage, and its general slant, can provide a proxy indicator of whether or not the paid mass media campaign achieved its objectives of generating the right discussions.
WELL-DESIGNED CAMPAIGN EVALUATIONS ARE CRITICAL TO IDENTIFYING SUCCESSES AND FAILURES, AND TO GUIDING FUTURE CAMPAIGNS. Mass media campaigns have great potential for public good. Welldesigned campaign evaluations are critical to identifying successes and failures, and to guiding future campaigns. The subject matter of campaigns can vary significantly, as can the context of their implementation; however, some of the basic principles outlined here will hold. Through careful programmatic design and incorporation of evaluation within the campaign cycle, public health managers can ensure that program results reflect their intentions. 23
SUPPLY CHAIN MANAGEMENT 2014 COURSE November 10 – 14, 2014 • Kuala Lumpur, Malaysia • Register at union-imdp.org REGISTRATION DEADLINE: SEPTEMBER 26th, 2014 PROGRAMME AGENDA The objective of this five-day course is to provide participants with the practical knowledge and skills to effectively manage the antituberculosis medicines and laboratory commodities needed in today’s TB programmes. There is increasing collaboration and coordination with TB programmes and many of the topics covered in this course can also be applied to the management of antiretroviral drugs and HIV diagnostics. The techniques presented in lectures will be applied during realistic case exercises and simulations related to pharmaceutical supply management (PSM). BENEFITS OF TRAINING 1) Discover the key global actors in the production, financing and distribution of TB drugs and supplies
3) Become familiar with laboratory requirements, including those needed for latest diagnostic techniques such as GenXpert
2) Gather technical knowledge about first- and second-line TB medicines
4) Write better PSM plans for grants 5) Strengthen procurement skills 6) Achieve better prices and supply management
WHO SHOULD ATTEND This course is designed for middle- to senior- level procurement specialists, doctors, pharmacists, warehouse managers and consultants managing drugs and/or laboratory supplies. Participants involved in HIV/AIDS programmes or the forecasting, procurement, storage and distribution of TB-related commodities will all benefit from this training. DATE
LOCATION
FACULTY
LEVEL
FEE
LANGUAGE
November 10–14, 2014
Kuala Lumpur, Malaysia
Ron Wehrens and Miranda Brouwer
Middle- to seniorlevel professionals
Euro 1,500 Course fee includes accommodation, breakfast, lunch, tea breaks, and course materials
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.
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Contact IMDP: imdp@theunion.org
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THE INTERNATIONAL MANAGEMENT DEVELOPMENT PROGRAMME庐 (IMDP)
THE HEALTH MANAGER ISSUE 6, 2014
The Union, North America 61 Broadway, Suite 1720 路 10006 New York, NY, USA Tel: (+1) 212 500 5736 路 Fax: (+1) 347 772 3033 email: imdp@theunion.org 路 www.union-imdp.org
International Union Against Tuberculosis and Lung Disease Health solutions for the poor
union-imdp.org