Strathmore Business School (SBS)

Transcription

1 Private Sector Perspectives for HRH: Strathmore Business School Experience George Njenga: Dean, SBS Speke Resort Kampala, Uganda 7 March 2008

2 Strathmore Business School (SBS) SBS established in 2005 Why: Business schools represent a key capacitybuilding tool for both private and public sector development enhancing products and services delivery to society. Provide executive leadership and management capability for dynamic and focused economic growth. Strathmore Business School 2

3 SBS s purpose - Mission service to society through; Developing International business leadership and management capacity by providing world-class executive business education in a local setting 3 April SU Strategy

4 SBS s vision To become a top business school in Africa able to transform managers and their institutions, and through them, the societies in which they operate. 4 April SU Strategy

5 SBS s values Innovation/Research - Innovative Learning Dynamic Culture - Bridging local and international Cultures Transformative - We transform managers into great leaders based on sound ethical principles Relevance - We maintain relevance to the needs of our student body, of organisations and of society Excellence - We work with a passion for excellence 5 April SU Strategy

6 Our Value Proposition Trans I L EA P - Transformation and Growth - Interdisciplinary Research - Nurturing Leadership Potential - Life-long Education Partnerships - Industry orientation Pragmatic TransiLeap 6 April SU Strategy

7 Dynamic Model SBS Research Academia Industry Strathmore Business School 7

8 The AHMP Initiative Support healthcare management and leadership to; Develop results based management Integrate knowledge Develop tools Manage finance Integrate some private sector models that work for the health care sector Strathmore Business School 8

9 AHMP Advisory Board An advisory organ for the Program and to assist in promoting the foundational and Program educational aims Representation and diversity in the Advisory Board Government NGOs FBOs Academia HMOs Insurance Pharmaceutical Industry Strathmore Business School 9

10 Role of Advisory Board Promote the aims, objectives and funding of the Program. Assist in the development of the Program quality and integrity. Mentor the faculty and participants. Carry out regular reviews of the Program strategy Strathmore Business School 10

11 Current AHMP AB Members Dr. Bernhards Ogutu Kenya Medical Research Institute Dr. Majid Twahir Aga Khan University Hospital Dr. Judith Bwonya Ministry of Health (DSRS) Dr. Peter Mugwe School of Medicine, University of Nairobi Dr. J. C. Munene Kenyatta National Hospital Dr. Caroline Gichuru Avenue Healthcare Strathmore Business School 11

12 Current AHMP AB Members Dr. Paul Odula University of Nairobi Dr. Peter Ngatia African Medical & Research Foundation Mr. Paschal Manyuru MEDS Strathmore Business School 12

13 Need for AHMP Most healthcare workers lack specific healthcare leadership and management skills Medical/Nursing/Pharmacy schools in Kenya do not offer training to prepare professionals for management responsibilities Traditional business courses do not provide health specific training Gaps in integrated management training for health workers Strathmore Business School 13

14 Need for AHMP Evidence of poor efficiencies in the Health Sector Review of NHSSPI identified poor management as a contributor to the poor implementation of the plan Reversal of negative trends requires competent leaders and managers Government freeze on employment Strathmore Business School 14

15 Need for AHMP Specialized training is crucial, given the unique challenges of administering a healthcare organization Legal Regulatory Ethical Strathmore Business School 15

16 MoH Needs Professional management training of All executives in the health care field (short-courses) All future decision-makers (master-course in health care management) Medical doctors and academic nurses during their basic training Researchers in order to develop the health care system further Therefore, needed Short-courses in the country At least one masters-course in the country 1-2 PhD students in health care management Reversing the Trends

17 QUESTIONS?

18 SBS/MOH Collaboration

19 Identifying business capabilities Valuable to MOH programs and staff Maureen Nafula: AHMP Director

20 Curriculum Development Extensive research and review of Health Management curricula in Europe and the US AHMP Advisory Board Stake holder involvement MOH 60% of health service provided by public sector Guided by NHSSPII NHSSP II identifies management as one of key strategies for improving HR performance GTZ Medical Practitioners and Dentist Board Pharmaceutical Society of Kenya Nursing Council of Kenya Strathmore Business School 20

21 Target Dervied from the Draft National Training Policy Doctors, pharmacists, nurses, clinical officers Graduates working in health facilities in areas such as administration, finance, supply chain management and human resources Managers of health programs in public, private, nongovernmental, faith based and civil based organisations and development partners/agencies Managers in health insurance companies and health management organisation Strathmore Business School 21

22 AHMP Courses Analysis of Business Problems Communication Financial Management Health Economics and National Health Accounting Health Management Information Systems Health Policy Planning and Development Health Systems and Managed Healthcare Issues Healthcare Law and Ethics Human Resources Management Leadership, Organisational Behaviour & Change Management Managerial Accounting Managerial Decision Making Monitoring and Evaluation Operations Management Overview of Public Procurement Performance Management in the Public Sector Project Management Public Sector Financial Management Quality Management in Healthcare Research Design and Proposal Writing Service and Client Management Strategic Health Care Management Supply Chain Management Project

23 Identifying a business school partner

24 Relevance of the program to MOH s priority Practical Capacity of partner to carry out training Faculty Facilities Existence of Quality Assurance mechanisms Location Responsiveness Criteria Strathmore Business School 24

25 Developing interest and commitment to a business school/moh partnership

26 Developing Interest and Commitment Proactive Involvement of MOH in training program HPPD Health Systems & Managed Care Issues Strategic Healthcare Management Buy in from departmental heads AHMP Lecture Series 2 lectures held so far with 170 participants Project Strathmore Business School 26

27 Developing Interest and Commitment Mentoring program for AHMP alumni Alumni will be encouraged to work in teams to find solutions to problems Experiences will be shared at seminars/workshops Partnerships Strathmore Business School 27

28 Partnerships AHMP is delivered in collaboration with AMREF IESE Business School Kenya Institute of Administration MOH GTZ Negotiation of MOU to facilitate collaboration between partners and to establish the arrangements necessary for the implementation. Strathmore Business School 28

29 AMREF Advantage Fifty years experience providing essential health services and infrastructure Fifty years experience of providing capacity development to healthcare workers in Africa Support over 105 healthcare delivery sites in Africa

30 IESE Advantage Proven track record of innovation One of the top business schools in the world Has linkages with other top leading schools including Harvard Business School 14 other schools on four continents.

31 KIA Advantage Has been providing training, research and consultancy to the Public, Private sector and the Non-governmental Organizations since Current focus is in the public sector.

32 Role of MoH Development of National Health Training Policy for Health workers Identify needs for post basic training and CPD Review of training curricula Establish standards for accreditation of CPD providers Maintain a list of accredited CPD providers Strathmore Business School 32

33 Program Delivery

34 Day Program Program Format Modular. Classes held six days every five weeks Timing Mondays to Fridays: 8:15-17:15 Saturdays: 8:15 13:30 Strathmore Business School 34

35 Faculty Use both local and international faculty. International faculty will be provided by IESE Business School. Faculty has an extensive experience in academic training and research Faculty has practical experience in a number of healthcare settings.

36 Program Methodology Personalized approach to management education. Students and program participants are given priority attention Case-based: Participants will develop solutions for actual healthcare problems. Team-based: Participants will form, lead and participate in teams made up of individuals from across the healthcare spectrum. Instructor and fellow-student feedback as well as guidance in the dissertation projects

37 Course Evaluation Course Content Relevance Coverage Trainer Knowledge Communication Use of relevant case studies Strathmore Business School 37

38 Challenges

39 Challenges Getting local faculty to teach specific healthcare courses- (Health Policy, Managed Care Issues, Health Economics) Acceptance from medical personnel on need for management training Appropriate schedule to fit into participant s schedule Funding/Training Budget Keeping participants engaged in between modules Strathmore Business School 39

40 Next Steps

41 Next Steps Accreditation of AHMP Development of MBA in Healthcare Management MERC GTZ Develop PhDs in Healthcare Management Strathmore Business School 41

42 Testimonials Emily Nguu: AHMP Participant

43 Feedback on AHMP I have explored various health care management courses offered in Kenya; this one looks focused and very comprehensive. The mix of the modules is excellent and reflects the professional needs in Kenya as regards the health sector. The course facilitators indicated are also credible. HENNET Member Strathmore Business School 43

44 Feedback on AHMP The course is very similar to the hospital management course that we did in Germany though are quite a number of additional topics that are very relevant. It s very recommendable. I wish we could get people who are high up in the Healthcare management to undertake the course e.g. Director Kenyatta hospital and those in the MoH, as are the ones who should first see the importance of Healthcare management and are also in decision making positions, though on the other hand they may not have the time. - Dr. Salome Ngata, GTZ Strathmore Business School 44

45 Feedback on AHMP Informative, methodological, applicable Interactive, practical It has met my expectations Practical and relevant to work place SBS has a very systematic way of assessing management gaps in the market Strathmore Business School 45

46 Feedback on AHMP Program will produce managers who will address the core problems facing the healthcare sector in this country Content was well thought out and is quite relevant to the group Operations management course was an eye opener Now I understand what the CEO means when he talks about performance metrics Strathmore Business School 46

47 Discussion

48 Discussion What are the management gaps in health in your country? What are the critical steps to be considered in the design and implementation of healthcare management training program? Would MOH/SBS s approach be transferrable to your country? What improvements can SBS make to its program? Strathmore Business School 48

49 SBS Contacts Strathmore Business School. Ole Sangale Road, Madaraka Estate P O Box 59857, City Square, Nairobi, Kenya Tel: +254 (20) Fax: +254 (20) Mobile: / info@sbs.ac.ke Website:

50 Thank You

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