The Complexity of Non-profit Administration in Global Development: A Case-Study on Neonatal Mortality

<p>In 2015, 5.9 million children died with 44% of those deaths occurring in the most vulnerable period of life: the neonatal period (first 28 days of life). Because this is such a pervasive problem, in order to meet the United Nation’s third Sustainable Development Goal of reducing the global neonatal mortality rate down from 27 to 12 deaths per 1,000 live births, there needs to be more evidence-based, effective interventions. Thrive Networks addresses newborn mortality by improving facility-based care in low-resource settings via intensive training and lifesaving medical equipment built to operate in these conditions. Despite all of the evidence Thrive has depicting the success of their programs, they have decided to close down the Health Program due to a litany of moving parts ultimately forcing their hand to refocus and re-strategize their resources away from providing newborn interventions. Since this circumstance does not occur in a vacuum, it is important to understand why nonprofits like Thrive struggle to sustain their programs when they have potential to address the world’s direst problems. A systematic review of academic literature attempts to find qualitative and quantitative measurements to understand nonprofit program closure and continuation. Thrive operates as a case-study in how these measurements can make sense of the closure of its Health Program.</p>

Name thesis:degree_name

Master of Public Health (MPH)

Level thesis:degree_level

Project/Capstone - Global access

Year dc:date.available

2016

Author dc:creator

• Glantz, Paul D

Contributors dc:contributor

• Courtney Keeler
• Dru Bhattacharya

• neonatal mortality
• Case-study
• global development
• morbidity
• International Public Health
• Maternal and Child Health

Repository record dc:identifier

https://repository.usfca.edu/capstone/396

OAI identifier oai:identifier

oai:repository.usfca.edu:capstone-1418