In order to elaborate cooperation projects, it is necessary to have a broad knowledge of the region in which we are going to act, so that we can know its most immediate needs in order to solve them" 

Make the most of this opportunity to learn about the latest advances in this subject to apply it to your daily practice"

The doctor's vision in International Cooperation projects is of great value, since they are multidisciplinary professionals with a broad knowledge of different areas, beyond health care. Therefore, their participation in this type of events is also essential to educate the population in different areas so that they can improve their lifestyle and, therefore, achieve an effective development for their community and living conditions. 

In this context, it is necessary for physicians to be able to carry out the design, follow-up and assessment of international cooperation projects, since without a good project, it is practically impossible to meet the objectives of cooperation. To this end, at TECH we have prepared, together with the leading experts in the field, this very complete program that aims to train you and offer you global information on this field, so that you will be able to intervene in other regions with total guarantees of success. 

This program combines basic knowledge in international development cooperation applied to the field of medicine, tools that allow the development worker to seek to improve the performance of their work in those areas that people and communities demand, guide them to change and focus them on the present situation through the tools and resources of cooperation.  

In addition, as it is a 100% online program, the physician will be able to combine the study of this very complete Postgraduate certificate with the rest of their daily obligations, choosing at all times where and when to study. A high-level qualification that will take the medical professional to the highest level in their field of practice.

Get a TECH qualification and you will expand your job options"

This Postgraduate certificate in Design, Monitoring and Assessment of International Development Cooperation Projects contains the most complete and up-to-date scientific program on the market. Its most notable features are: 

• The development of case studies presented by experts in international cooperation of peoples
• The graphic, schematic, and practical contents with which they are created provide scientific and practical information on the disciplines that are essential for professional practice
• Latest developments in Design, Monitoring and Assessment of International Development Cooperation Projects
• Practical exercises where self-assessment can be used to improve learning
• Emphasis on innovative methodologies in International Development Cooperation
• Theoretical lessons, questions to the expert, debate forums on controversial topics, and individual reflection assignments
• Content that is accessible from any fixed or portable device with an Internet connection

The program’s teaching staff includes professionals from the sector who contribute their work experience to this training program, as well as renowned specialists from leading societies and prestigious universities.

The multimedia content, developed with the latest educational technology, will provide the professional with situated and contextual learning, i.e., a simulated environment that will provide immersive training programmed to train in real situations.

This program is designed around Problem-Based Learning, whereby the professional must try to solve the different professional practice situations that arise throughout the program. For this purpose, the student will be assisted by an innovative interactive video system created by renowned and experienced experts. 

Get noticed. Boost your medical skills in the field of International Cooperation through successful projects"

Increase your knowledge in the design of cooperation projects and help the most disadvantaged localities to improve their current situation"

The syllabus of this program has been designed based on the knowledge and needs of medicine applied to international development cooperation projects. Thus, a curriculum has been developed with modules that offer a broad approach to the profession from a global point of view due to its application at international level, incorporating all the agents involved in the development of its functions. A challenge that will raise the student's capabilities in this subject, turning them into a professional dedicated to their vocation. 

The structure of this Postgraduate certificate adapts to your way of life, since you can consult it 24/7 when it suits you best" 

Module 1. Design, Monitoring and Assessment of International Development Cooperation Projects

1.1. Fundamental Knowledge for the Design of International Development Cooperation Projects

1.1.1. Introduction
1.1.2. Project

1.1.2.1. Basic Project Concepts

1.1.3. Types of Projects

1.1.3.1. Social, Development, Economic and Cultural Projects, etc.

1.1.4. Factors that Guarantee the Success of a Project
1.1.5. The Project Cycle

1.1.5.1. Previous Analysis

1.1.6. Definition of the Issue or Problem
1.1.7. Project Formulation and Planning
1.1.8. Phases of a Project

1.1.8.1. Name

1.1.9. Identification Phase
1.1.10. Design Phase

1.1.10.1. Development Phase

1.1.11. Follow-Up and Execution Phase
1.1.12. Evaluation phase

1.2. The Logical Framework Approach

1.2.1. Introduction
1.2.2. Management Methods of International Cooperation for the Development
1.2.3. What Is the Logical Framework?
1.2.3.1. Logical Frameworks Approach (LFA)
1.2.4. Definition and Concept
1.2.5. Evolution of LFA
1.2.6. What is it for?

1.2.6.1. Purpose:

1.2.7. Who Uses It?
1.2.8. A Family of Methods
1.2.9. Main Features of the Method

1.2.9.1. Features

1.2.10. Steps of the Method

1.2.10.1. Types of Steps

1.3. Project Identification According to LFA

1.3.1. Introduction
1.3.2. Identification

1.3.2.1. Concept

1.3.3. Participation Analysis

1.3.3.1. What Is Participation Analysis??

1.3.4. Objectives/Purpose of Participation Analysis
1.3.5. Stages/ Phases of Participation Analysis
1.3.6. Difficulties in the Participation Analysis Stage

1.3.6.1. Types of Difficulties or Problems Encountered

1.3.7. How Participation Analysis Is Performed

1.3.7.1. Stages

1.3.8. Selection of Beneficiaries
1.3.9. Key Questions for Beneficiary Selection
1.3.10. Conclusions

1.4. Project Identification According to LFA II

1.4.1. Analysis of the Problems

1.4.1.1. Introduction

1.4.2. What Is Problem Analysis?
1.4.3. What Is Problem Analysis For?
1.4.4. How to Identify Problems?

1.4.1.1. What Should Be the Identified Problems?

1.4.5. How to Avoid Confusion When Identifying Problems?
1.4.6. Causes Leading to Alleged Problems
1.4.7. How to Identify the Causes of Problems?
1.4.8. The Problem Tree
1.4.9. What Is a Problem Tree?
1.4.10. How to Make a Problem Tree?

1.5. Project Identification According to LFA III

1.5.1. Analysis of objectives

1.5.1.1. Introduction

1.5.2. What Are the Objectives?
1.5.3. Types of Objectives

1.5.3.1. Specific Objectives
1.5.3.2. General Objectives
1.5.3.3. Main Objective

1.5.4. What is Objective Analysis?
1.5.5. What Is Objective Analysis For?
1.5.6. The Objectives Tree

1.5.6.1. What Is It?

1.5.7. Purpose of the Objectives Tree
1.5.8. How to Elaborate an Objectives Tree?

1.5.8.1. Steps to Elaborate an Objectives Tree

1.5.9. Follow-Up Questions

1.5.9.1. What Are They?
1.5.9.2. Why Do We Need Them?

1.5.10. Conclusions

1.6. Project Identification According to LFA IV

1.6.1. Analysis of Alternatives

1.6.1.1. Introduction

1.6.2. What Is Alternative Analysis?
1.6.3. What is it for?

1.6.3.1. Objectives

1.6.4. How to Analyze Alternatives?
1.6.5. Theories of Decision

1.6.5.1. Evolution

1.6.6. Purpose of Alternative Analysis
1.6.7. Foreseeable Risks in Which the Project May Be Involved
1.6.8. Expected Impacts

1.6.8.1. What Are the Expected Impacts?

1.6.9. Expected Feasibility of Each Intervention
1.6.10. How Alternative Analysis Is Performed

1.6.10.1. Steps to Follow

1.7. The Logical Framework Approach to Project Design I

1.7.1. Introduction
1.7.2. Planning Matrix

1.7.2.1. Concepts of Planning Matrix

1.7.3. Objectives/Purpose of the Planning Matrix
1.7.4. How to Prepare a Planning Matrix?
1.7.5. Intervention Logic

1.7.5.1. Simple Vertical Logic

1.7.6. The Hypotheses

1.7.6.1. What Are Hypotheses?

1.7.7. How to Write Hypotheses?
1.7.8. Role of the Hypotheses
1.7.9. Problems that May Arise in the Fulfillment of the Assumptions
1.7.10. Conclusions

1.8. The Logical Framework Approach to Project Design IIII

1.8.1. Objectively Verifiable Indicators

1.8.1.1. Steps to Complete the LFA

1.8.2. Indicators

1.8.2.1. What Are They?

1.8.3. Characteristics of the Indicators
1.8.4. Types of Indicators: Operational and Indirect
1.8.5. Indirect Indicators

1.8.5.1. What Are Indirect Indicators?

1.8.6. Purpose of Indirect Indicators
1.8.7. Problems That May Be Posed by Indirect Indicators
1.8.8. Sources of Verification of the Indicators

1.8.8.1. What Are They?

1.8.9. Types of Verification Sources

1.8.9.1. Internal or External

1.8.10. Horizontal Logic of the Planning Matrix

1.9. The Logical Framework Approach to Project Design III

1.9.1. Scheduling of Activities and Resources

1.9.1.1. Introduction

1.9.2. Purpose of the Scheduling of Activities and Resources
1.9.3. How to Fill in the Planning Matrix with Activities and Resources
1.9.4. Scheduling Activities
1.9.5. When Is the Activity Scheduling Done?
1.9.6. How Is the Activity Scheduling Done?

1.9.6.1. Tools Used

1.9.7. Objectives of Scheduling Activities
1.9.8. Resource Scheduling

1.9.8.1. What Is It?

1.9.9. Purpose of Resource Scheduling
1.9.10. Conclusion

1.10. Assessment of International Development Cooperation Projects 

1.10.1. Introduction
1.10.2. Methodological Elements
1.10.3. Assessment Criteria

1.10.3.1. Types of Criteria

1.10.4. Assessment Approach

1.10.4.1. Factors

1.10.5. Types of Assessment According to the Phase of the Project Cycle in Which It Is Carried Out
1.10.6. Types of Assessment Most Appropriate According to the Element to Be Assessed
1.10.7. Assessment Management
1.10.8. The Assessment Cycle

1.10.8.1. Phases of the Assessment Cycle

1.10.9. Stakeholders Involved in the Assessment Cycle
1.10.10. Conclusions

Module 2. Humanitarian Action and International Development Cooperation

2.1. Humanitarian Action

2.1.1. Introduction
2.1.2. What Is Humanitarian Action?

2.1.2.1. Concepts/Definition

2.1.3. Definition of Humanitarian
2.1.4. What Is Humanitarian Aid for?

2.1.4.1. Objectives

2.1.5. Purpose of Humanitarian Action
2.1.6. The Concept of Aid
2.1.7. Beneficiaries of Humanitarian Action
2.1.8. Differences between Humanitarian Aid and Humanitarian Action

2.1.8.1. Highlights

2.1.9. Emergency Aid

2.1.9.1. Definition

2.1.10. Lines of Action for Emergency Aid

2.2. Humanitarian Action and International Development Cooperation

2.2.1. Introduction
2.2.2. History of Humanitarian Action

2.2.2.1. Evolution

2.2.3. Ethical and Operational Principles of Humanitarian Action
2.2.4. Crisis on the Ethical and Operational Principles of Humanitarian Action
2.2.5. Humanitarian Principles

2.2.5.1. Dilemmas that Contribute

2.2.6. Humanity

2.2.6.1. Definitions and Dilemmas

2.2.7. Neutrality

2.2.7.1. Definitions and Dilemmas

2.2.8. Impartiality

2.2.8.1. Definitions and Dilemmas

2.2.9. Independence

2.2.9.1. Definitions and Dilemmas

2.2.10. Universality

2.2.10.1. Definitions and Dilemmas

2.3. Contents and Specific Objectives of Humanitarian Action I

2.3.1. Introduction
2.3.2. Provision of Basic Goods and Services

2.3.2.1. Shelter, Drinking Water, Healthcare, Food, etc.

2.3.3. Stop the Process of Increased Vulnerability and Socioeconomic Destruction of Families and Communities
2.3.4. Stop the Collapse of Incomes and Purchasing Power of the Most Vulnerable
2.3.5. Avoid the Total Decapitalization of Those Affected by the Disaster

2.3.5.1. Support System

2.3.6. Discouraging the Exodus
2.3.7. Generate Capacities
2.3.8. Preparedness for Potential Natural Disasters and Rehabilitation Activities 

2.3.8.1. Rehabilitation Activities

2.3.9. Ensure Natural Disaster Risk Preparedness

2.4. Contents and Specific Objectives of Humanitarian Action II

2.4.1. Protection of War Victims

2.4.1.1. Social Conflicts

2.4.2. European Union Council Regulation on Humanitarian Aid of1996
2.4.3. Protection-Oriented Tasks

2.4.3.1. International Supervision/Follow-Up of Compliance
2.4.3.2. Witnessing and Reporting Human Rights Violations
2.4.3.3. Lobbying of NGOs
2.4.3.4. International Accompaniment and Presence

2.4.4. High-Level Political Action

2.4.4.1. Who Does It Belong to?

2.4.5. The Role of NGOs in Humanitarian Action
2.4.6. Code of Conduct
2.4.7. ESFERA Project
2.4.8. Assessment of Humanitarian Action

2.4.8.1. Is It Necessary? Why?

2.4.9. Significant Assessments to Date
2.4.10. Conclusion

2.5. Stakeholders in Humanitarian Action

2.5.1. Introduction
2.5.2. What Are the Stakeholders in Humanitarian Action?
2.5.3. National NGOs
2.5.4. International Red Cross and Red Crescent Movement
2.5.5. Donors
2.5.6. Affected Governments
2.5.7. Humanitarian Departments of Regional Intergovernmental Organizations
2.5.8. INGO
2.5.9. UN Humanitarian Agencies
2.5.10. Other Stakeholders:

2.5.10.1. Private Sector Entities
2.5.10.2. Religious Institutions
2.5.10.3. Military Forces

2.6. Main Challenges for Stakeholders and Humanitarian Action

2.6.1. Introduction
2.6.2. Goald for1030

2.6.2.1. Main Research

2.6.3. Anticipate and Prepare for the Future

2.6.3.1. Main Needs

2.6.4. Increase the Weight and Capacity of Local Stakeholders
2.6.5. Incorporate Other Civil Society Stakeholders in Humanitarian Action

2.6.5.1. Awareness-Raising Tasks
2.6.5.2. Initiatives Towards Other Institutions

2.6.6. Organizational Challenges for NGOs at the International Level
2.6.7. The Need for the United Nations to Consider Humanitarian Issues as a Global Issue
2.6.8. Strengthen Regional Organizations
2.6.9. Media and Humanitarian Organizations
2.6.10. Challenges for Humanitarian Action in Decentralized Cooperation

2.7. OCHA The Office for the Coordination of Humanitarian Affairs

2.7.1. Introduction
2.7.2. Definition of OCHA
2.7.3. History

2.7.3.1. Evolution

2.7.4. Purpose of OCHA
2.7.5. United Nations

2.7.5.1. DHA

2.7.6. Functions of OCHA
2.7.7. OCHA's Coordination Tools
2.7.8. Areas of Action

2.7.8.1. Main 3 Areas of Action

2.7.9. OCHA's Roles and Responsibilities
2.7.10. Conclusions

2.8. The Office for Humanitarian Action OHA

2.8.1. Introduction
2.8.2. What is OAH?
2.8.3. Who Composes the OAH?
2.8.4.  OAH Goals
2.8.5. Humanitarian Aid Managed by OAH
2.8.6. The AECID and OAH

2.8.6.1. What is AECID?

2.8.7. The AECID and Humanitarian Action
2.8.8. OAH Emergency Response

2.8.8.1. Intervention Approaches

2.8.9. START Project

2.8.9.1. Objectives and Purpose of the START Project

2.8.10. OHA Financing

2.9. Humanitarian Action Strategy of the Spanish Development Cooperation

2.9.1. Introduction

2.9.1.1. What Is the HA Strategy of the Spanish Development Cooperation?

2.9.2. Stretegy Presentation
2.9.3. Justification
2.9.4. Frame of Reference

2.9.4.1. Institutional Framework
2.9.4.2. Frame of Reference

2.9.5. Intervention Framework

2.9.5.1. Objectives

2.9.6. Crossing Priorities
2.9.7. Geographic Framework
2.9.8. Strategy Dissemination and Implementation Process
2.9.9. Supervision and evaluation
2.9.10. Conclusion

You will deepen your knowledge of the functioning of the humanitarian departments of regional Intergovernmental Organizations"