BASIC CURRICULUM

Transcription

1 The Commonwealth Fund Mongan Fellowship in Minority Health Policy Harvard T.H. Chan of Public Health Master of Public Health Program (HSPH MPH) BASIC CURRICULUM August 2015

2 Table of Contents A. General Requirements... 2 B. Core Curriculum for Fields of Study: Health Management (HM) and Health Policy (HP)... 3 B.1. Overview... 3 B.2. -Wide Public Health Core MPH Requirements... 3 B.3. Health Management (HM) Field of Study Requirements... 5 B.4. Health Policy (HP) Field of Study Requirements... 5 C. Core Curriculum for the Fellowship... 6 C.1. Overview... 6 C.2. Fellowship Program Required and Recommended Courses... 6 D. MPH Electives for Fields of Study... 8 Health Management... 8 Health Policy... 8 E. Descriptions of Additional Courses Related to Healthcare Delivery System and Healthcare Management across Harvard Graduate s F. The Center for Public Health Leadership: Interdisciplinary Public Health Leadership Concentration G. Advanced Leadership Training Leadership Forums Seminar Series Practicum Shadowing Journal Club Site Visits Annual Meeting and Leadership Development Conference... 21

3 A. General Requirements Fellows of The Commonwealth Fund Mongan Fellowship in Minority Health Policy are required to complete the requirements for a Master of Public Health degree (MPH) from the Harvard T.H. Chan of Public Health (HSPH) in the academic year and to fulfill the requirements of the fellowship. A minimum of 45 credits** is required for graduation, including 1 credits of fellowship requirements and 2 credits of core requirements for the Health Management Field of Study or 20 credits of core requirements for the Health Policy Field of Study. Coursework expected by the HSPH and the Fellowship will be taken at HSPH and the Harvard Kennedy (HKS) and/or other Harvard graduate schools. [** Students may complete an additional 5 credits during their degree program at no extra charge. Students who elect to take any or all of the 5 additional credits must use them during their enrollment in the MPH degree program and may not use the additional credits to extend their expected graduation date.] Fields of Study Health Management (HM) The Health Management (HM) Field of Study prepares students for management careers in the unique environment of health care. Students who choose the Management Field of Study select from courses providing practical management skills, such as accounting, finance, operations, marketing, quality improvement, leadership and management of people, and strategy. Students will be able to analyze and take actions to improve organizational performance using the skills and frameworks learned in coursework and through field experiences. Health Policy (HP) Students in the Health Policy (HP) Field of Study develop skills in applying economic, legal, and political analysis to the design, implementation, and evaluation of health care and public health policies. Through the study of biostatistics, epidemiology, and other quantitative disciplines, they also acquire skill in interpreting and evaluating scientific evidence to inform their policy work. Students are encouraged to choose elective courses that will help them develop an area of interest and expertise, such as access to care, health care quality, pharmaceutical policy, injury prevention, or health care financing. In addition to the completion of the academic training leading to the MPH, Fellows are required to participate in fellowship activities related to leadership and health policy training. Fellows must complete these training components which are designed specifically to help them acquire the skills that will prepare them for leadership positions in health care delivery systems, minority health and health policy. 2

4 B. Core Curriculum for Fields of Study: Health Management (HM) and Health Policy (HP) B.1. Overview -wide public health core requirements include courses in the areas of biostatistics, epidemiology, environmental health, health services administration, social and behavioral sciences, ethics, and the practice of health care management. In addition, there are field of study-specific requirements for Health Management (HM) as well as Health Policy (HP); both sets of requirements are outlined in the sections below. For additional details on the Fields of Study (FoS), please refer to the Harvard Chan MPH Curriculum Guide. -Wide Public Health Core Requirements Minimum Credits Biostatistics 5.0 Epidemiology Environmental Health Sciences Health Services Administration 5.0 (Economics for Policy FoS; Finance for Management FoS) Social and Behavioral Sciences Ethics in Public Health Practice Practice course 2 B.2. -Wide Public Health Core Requirements Biostatistics (minimum 5.0 credits) (In general, Fellows are required to take Biostatistics in the summer term but may, under special circumstances, take the course during the fall. The fall course listed here is an alternative to BIO 202 and BIO 203, which are only offered during the summer.) BIO 202 BIO 203 Summer 1 Summer 2 Principles of Biostatistics (Part I) and Principles of Biostatistics (Part II) ID 201 Fall Core Principles of Biostatistics and Epidemiology for Public Health Practice 7.5 Epidemiology (minimum credits) (In general, Fellows are required to take Epidemiology in the summer term but, under special circumstances, may fulfill the requirement in the fall with ID 201 course as listed above.) EPI 500 Summer 1 Fundamentals of Epidemiology Environmental Health Sciences (minimum credits) Fellows will fulfill this requirement in the fall or spring term. EH 201 Summer 2 or Introduction to Environmental Health 3

5 Fall 2 EH 202 Spring 1 Principles of Environmental Health EH 232 Spring Introduction to Occupational and Environmental Medicine EH 278 Spring 2 Human Health and Global Environmental Change ID 215 Spring Environmental and Occupational Epidemiology Health Services Administration (minimum 5 credits) Economics: Health Policy Field of Study core requirement (The following course also fulfills the Fellowship requirement in Economics.) HPM 206 Fall Economic Analysis 5.0 Finance: Health Management Field of Study core requirements (The following courses also fulfill the Fellowship requirement in Finance.) HPM 219 and HPM 220 Fall 1 Fall 2 Financial Transactions and Analysis Financial Management and Control Social and Behavioral Sciences (minimum credits) SBS 201 Summer 1 or Fall 1 Society and Health SBS 207 Spring 1 Race, Ethnicity, and Health SBS 250 Summer 2 Research on Social and Behavioral Health SBS 281 Fall 2 Principles of Social & Behavioral Research SBS 503 Spring 2 Exploring Health Behavior: Insights from Behavioral Economics SBS 506 Fall 1 Disease Distribution Theory Ethics of Public Health Practice (minimum of credits) ID 250 Fall 1 or Spring 1 Ethical Basis of the Practice of Public Health ID 251 Summer 1 Ethical Basis of the Practice of Public Health ID 292 Spring 2 Justice and Resource Allocation ID 513 Spring 1 Ethics and Health Disparities GHP 293 Fall 2 Individual and Social Responsibility for Health Practice Course (minimum of credits) ID 266 Fall Practice of Health Care Management and Policy

6 (Health Policy) Spring Practice of Health Care Management and Policy 1.25 ID 167 (Health Management) Fall Practice of Health Care Management and Policy 1.25 Spring Practice of Health Care Management and Policy 1.25 B.3. Health Management Field of Study Requirements In addition to the school-wide public health core requirements, students within the Health Management Field of Study must also fulfill the following field-specific requirements Health Management Field of Study Requirements (2 credits) HPM 219 and HPM 220 Fall 1 and Fall 2 Financial Transactions and Analysis Financial Management and Control HPM 231 Fall 2 Competitive Strategy HPM 232 Spring 1 Operations Management in Service Delivery or Organizations HPM 516 Spring 2 Health Care Quality and Safety HPM 233 Spring Strategic Marketing Management in Health Systems HPM 242 Spring 1 Data Analysis for Professionals HPM 539 Spring Health Care Organizations and Organizational Behavior HPM 557 Fall 2 Innovation and Entrepreneurship in Health Care B.4. Health Policy Field of Study Requirements In addition to the school-wide public health core requirements, students within the Health Policy Field of Study must also fulfill the following field-specific requirements Health Policy Field of Study Requirements (20 credits) HPM 210 Fall 2 United States Health Policy HPM 206 Fall Economic Analysis 5.0 HPM 247 Spring Political Analysis and Strategy for U.S. Health 5.0 Policy HPM 543 or RDS 280 Spring 2 Fall 2 Quantitative Methods in Program Evaluation Decision Analysis for Health and Medical Practices Select one of the following options HPM 211 The Health Care Safety Net and Vulnerable Fall 2 or Populations HPM 213 or Spring 2 Public Health Law HPM 520 Organizing Consumer and Community Interests in Fall 2 or the Health System HPM 544 Spring 2 The Law and Clinical Medicine 5

7 C. Core Curriculum for the Fellowship (1 Credits) C.1. Overview In addition to the core curriculum for the MPH programs, it is required by the Fellowship program that fellows acquire 1 credits total in the areas of: leadership, health policy and politics, healthcare delivery and high performance systems, and economics/finance. Please note that Field of Study requirements may overlap with the requirements of the fellowship but may require more credits in Economics and/or Finance. Details on the Field of Study requirements can be found in section B (above) or in the Harvard Chan MPH Curriculum Guide. Requirements Minimum Credits Leadership [SBS 296: Leadership in Minority Health Policy] Health Policy and Politics [SBS 298: Issues in Minority Health Policy] Healthcare Delivery System and High Performance -5.0 System [HPM 253: Improving Quality in Health Care] Economics (if not taken for MPH requirement) Finance (if not taken for MPH requirement 1 C.2. Fellowship Program Required and Recommended Courses What follows is a list of the required and highly recommended courses in the key areas required by the fellowship: Leadership, Health Policy and Politics, Healthcare Delivery and High Performance Systems, and Economics/Finance (minimum 1 credits). Please note that all courses marked with an asterisk (*) are offered by the Harvard Kennedy. Although some courses required by the fellowship program also fulfill Field of Study requirements, this is not the case with SBS 296 and SBS 298. These two courses fulfill the fellowship requirement only. Leadership SBS 296 Fall Leadership in Minority Health Policy MLD- Fall Exercising Leadership: The Politics of Change A* HPM 245 Winter Public Health Leadership Skills Health Policy and Politics SBS 298 Spring Issues in Minority Health Policy HPM 247 Spring Policy Analysis for U.S. Health Policy 5.0 Healthcare Delivery and High Performance Systems (at HSPH)** Field of Study: Management HPM 231 Fall 2 Competitive Strategy 6

8 HPM 232 Spring 1 Operations Management in Service Delivery Organizations HPM 253 Summer 2 Improving Quality in Health Care HPM 255 Spring 2 Payment Systems in Healthcare HPM 516 Spring 2 Health Care Quality and Safety HPM 539 Spring Health Care Organizations and Organizational Behavior Field of Study: Policy HPM 211 Fall 2 The Health Care Safety Net and Vulnerable Populations HPM 235 Fall 2 Managing Health Care Costs HPM 253 Summer 2 Improving Quality in Health Care HPM 255 Spring 2 Payment Systems in Healthcare HPM 520 Fall 2 Organizing Consumer and Community Interests in the Health System HPM 545 Spring 1 Health Care Issues: Public vs. Market Resolutions Economics (please see B.3.) Finance (Please see B.3.) (R)= Required course ** For additional course offerings related to healthcare delivery and high performance systems, please see section E. These courses are offered at Harvard T.H. Chan of Public Health, Harvard Medical, Harvard Kennedy of Government, and Harvard Business. 7

9 D. MPH Electives for Health Management (HM) and Health Policy (HP) Fields of Study Fields of Study electives according to the MPH Curriculum Guide ( ) Guide-August-Version-FINAL.pdf Elective Courses Health Management (7.5 credits) Students are free to choose electives at the Harvard Chan or by cross-registering at other Harvard Graduate s or MIT. Electives that may be of interest to students in the Health Management Field of Study are grouped by areas of focus below: Economics HPM 206 [Fall] Economic Analysis 5.0 Finance HPM 222 [Spring 2] Financial Management of Health Care Organizations Insurance and Payment HPM 255 [Spring 2] Payment Systems in Health Care Leadership HPM 245 [Winter] Public Health Leadership Skills HPM 554 [Fall 2] Marketing HPM 226 [Spring 1] Leadership in Public Health: From Theory to Action Consumers, Corporations, and Public Health Negotiation HPM 252 [Spring 2] Negotiation HPM 278 [Spring 2] Skills & Methods of Health Care Negotiation & Conflict Resolution 1.25 Public Speaking HPM 223 [Fall 2] Public Speaking for Managers 1.25 Quantitative Methods HPM 543 [Spring 2] Social Entrepreneurship HPM 251 [Spring] Quantitative Methods in Program Evaluation Social Entrepreneurship and Innovation Lab (SE Lab) for U.S. and Global Health 5.0 Elective Courses Health Policy (10 credits) Students are free to choose electives at the Harvard Chan or by cross-registering at other Harvard Graduate s or MIT. Electives that may be of interest to students in the Health Policy Field of Study are grouped by areas of focus below: Health Economics HPM 227 [Spring] The Economics of Health Policy 5.0 HPM 545 [Spring 1]** Health Care Issues: Public vs. Market Resolutions Global Health Policy 8

10 GHP 244 [Fall 2] Health Sector Reform: A Worldwide Perspective GHP 269 [Spring 2] Applied Politics and Economics I: Political Econ. of Intl. Health GHP 272 [Fall] Foundations of Global Health and 5.0 Population ID 552 [Fall 2] Innovation and Global Health Systems Health Care Payment and Financing HPM 235 [Fall 2] Managing Health Care Costs HPM 255 [Spring 2] Payment Systems in Health Care Quality and Patient Safety HPM 516 [Spring 2] Health Care Quality and Safety SBS 505 [Spring 2]** Quality Improvement and Child Health Decision Sciences RDS 282 [Spring 2] Economic Evaluation of Health Policy and Program Mgmt. RDS 285 [Spring 1] Decision Analysis Methods in Public Health and Medicine Vulnerable Populations and Disparities HPM 211 [Fall 2] The Health Care Safety Net and Vulnerable Populations HPM 520 [Fall 2] Organizing Consumer and Community Interests in the Health System SBS 207 [Spring 1] Race, Ethnicity, and Health SBS 513 [Spring 2] Measuring and Reporting Health Disparities SBS 514 [Spring 2] Reducing Socioeconomic & Racial/Ethnic Inequalities in Health: Concepts, Models, Effective Strategies Women, Children, Families, and Mental Health SBS 246 [Spring 1] Issues in Maternal and Child Health Programs and Policies WGH 210 [Fall 2] Women, Gender, and Health: Critical 1.25 Issues in Mental Health **Not offered in

11 E. Descriptions of Additional Courses Related to Healthcare Delivery System and Healthcare Management across Harvard Graduate s A. Harvard T.H. Chan of Public Health Health Sector Reform: A Worldwide Perspective (GHP244-01) Harvard T.H. Chan of Public Health Fall Thomas Bossert TR, 1:30 p.m. - 3:20 p.m. Description: This course is designed to help students understand health systems, and processes to reform them, in middle and low income countries. It presents a purposeful framework for the analysis of why health systems are not able to achieve broad objectives such as health status improvement, financial risk protection and patient satisfaction, as well as greater access to services with better quality and more efficiency. It introduces the concept of control knobs for developing appropriate options to reform the systems in policy areas of financing (including tax and insurance based systems), payments to providers, organizational changes like centralization and use of private sector, regulations and persuasion through social marketing. It also includes attention to ethical choices and to political feasibility of reform options. The course involves case studies, class discussion and lectures and mid-term and final papers that apply the framework concepts of a country chosen by each student. Leadership Development in Global Health (GHP552) Harvard T.H. Chan of Public Health TBD Fall or Spring Wednesdays 3:30 5:20 P.M. Description: Leadership has several dimensions. These include vision, passion, flexibility, risktaking, connectedness, and the ability to inspire. One key attribute of effective leaders is that they are able to recognize common patterns across varied situations. In seeking to resolve complex problems, leaders are able bring to bear innovative solutions drawn from seemingly different sectors. A complex and pervasive problem in public health is: How to scale up the delivery of often well-known solutions Excellent interventions often achieve too limited a reach to have major health impact. For example, Coca Cola reaches far-flung villages in India, while a common measles vaccine does not. This course postulates that approaches and methods drawn from the world of business are the key to scale up of delivery, with speed and quality. The aim is to build an understanding of the various dimensions of leadership in the delivery of public health, from the top to the frontline. We will examine the leadership experiences of the instructor, who with no background in public health, envisioned and worked to build the largest private HIV prevention program in the world. Leadership, scale, and the business model, are the three interrelated components of the course The course will primarily examine Avahan (2003-), the Bill and Melinda Gates Foundation s India HIV prevention program. Inferences will also be drawn from other public health and business delivery situations. The issues and critical choices involved in each stage of developing a large public health delivery program to achieve impact will be explored. The business analogies will be depicted in the design of strategy, creation of a fluid organization, speedy and flexible execution, and the building of sustainability, backed by 10

12 dynamic advocacy at every stage. Leadership will function as the common thread highlighted throughout the sessions. We seek to give students new insights and a toolkit for building personal leadership and approaching challenges of scale up, which they will likely encounter in a career in public health. The content of the course should be especially relevant to people who are interested in becoming leaders in public health policy, program design and implementation, and government. Students will have the opportunity to engage and interact with and discover from the experiences of a diverse set of leaders from the field such as a community leader of a sex worker organization, a business entrepreneur who advised large-scale public health programs, and a program implementer from the field. By the end of the course, we hope that students will have a deep appreciation of the knowledge and critical thinking required to lead large-scale public health delivery. Eligible for cross-registration with permission of instructor/subject to availability Consumers, Corporations and Public Health (HPM 226) Harvard T.H. Chan of Public Health (class located at the Business campus) John A. Quelch Spring MTuW 8:30 a.m. - 9:50 a.m Description: Jointly listed at the Business (course 1965) With 18 percent of U.S. GDP now allocated to health care, it is essential for all businesspeople to have some familiarity with the health care system. This half-credit course examines how corporations aid and, in some cases, impede the solving of public health challenges. Targeting MPH and MBA students, the course aims to promote dialogue and understanding between public health and business professionals. Common ground can be found when we use a deep understanding of consumer behavior as the starting point for debate and collaboration. The course is organized in six modules: a? Corporate Strategy and Public Health a? Employee Safety, Wellness and Productivity a? Prevention and Adherence a? Consumer Access and Affordability a? Consumerism and Paternalism a? Emerging Markets, Consumer Behavior and Public Health All classes include recently-written case studies as the basis for learning. Accordingly, grades will be based 50 percent on class participation (attendance, punctuality, participation and performance). The remaining 50 percent of the grade will be a take-home exam. Classes will be held January 25, 2016 through March 8, 2016, Mondays, Tuesdays and two Wednesdays, January 26 and February 17 at 8:30-9:50 AM on the Harvard Business campus. The Economics of Health Care Policy (HPM 227) Harvard T.H. Chan of Public Health Joseph Newhouse Spring 2016 MW 8:30 a.m. - 10:20 a.m. Description: Policy issues related to the following topics are considered in the course: demand for medical care services, especially as a function of insurance; demand for insurance and issues of selection; reimbursement policies of Medicare toward both hospitals and physicians; effects of health maintenance organizations and their reimbursement by Medicare; quality of care and 11

13 malpractice. The perspective will generally be that of American federal policy, although state and local perspectives will receive some attention. International students are welcome. Course Prerequisites: HPM205 or HPM206 Health Policy and Access to Dental Services (HPM 275) Harvard T.H. Chan of Public Health Fall Chester Douglass Wednesdays, 5:30 7:30 p.m. Description: This course uses examples and issues such as access to dental care as a strategy for understanding health policy and public health program development and management at the local, state, and national levels. The objectives are: to understand the market for health services and the process of health policy development; to apply the health policy process and community health program planning methods to dental services program development; and to identify possible linkages between the public health system and the (dental) health services delivery system. Skills & Methods of Health Care Negotiation & Conflict Resolution (HPM ) Harvard T.H. Chan of Public Health Barry Charles Dorn and Leonard J. Marcus Spring Th 8:30 a.m. - 10:20 a.m. Description: This course introduces students to the theory and practice of negotiation and conflict resolution. Particular emphasis is placed on integrating analytic skills, negotiation techniques and conflict resolution methods into the practice of public health. The course is built around the concepts and methods of "The Walk in the Woods" - a four step method of interestbased negotiation model developed by the instructors. A portion of the class is devoted to simulation exercise in which general concepts and methods are demonstrated and practiced. These exercises model disputes typical of health care settings and public health problems. The debriefing which follows each exercise offers individual feedback, as well as the opportunity to examine applied issues of organizational communication, system design, and conflict. By the end of the course, students will have knowledge of the overt and covert causes of conflict, concepts for analyzing disputes and a variety of methods useful for preventing, resolving and when necessary, initiating a conflict. Leadership in Public Health: From Theory to Action (HPM 554) Harvard T.H. Chan of Public Health Fawn Alyce Phelps and Michael McCormack Spring MW, 10:30 am 12:20 pm Description: Public health and the health care industry are in an era of increasingly rapid change and growing complexity. New policy development, rapid advances in research and science, new technology and social media, growing community activism and steep budget cuts 12

14 are calling for breakthrough thinking and new leadership skills. Now more than ever, public health practitioners need to develop leadership skills that enable them to work across programmatic and systematic silos while engaging and working with policy-makers, diverse communities, funders, and other key stakeholders. Innovative ways to lead and apply models of public health are required, and translating classroom learning to a hands-on practice is crucial. This course sets out to help students develop leadership skills that will enable them to foster and implement cross-sectoral collaborations while challenging students perceptions of leadership for the 21st century. The course will focus on three key areas of skill development: 1) working effectively in teams, 2) action-oriented cross-sectoral collaboration, and 3) working effectively with diverse and vulnerable populations. Decision Analysis for Health/Medical Practices (RDS280-01) Harvard T.H. Chan of Public Health Ankur Pandya Fall Th, 1:30 p.m. - 3:20 p.m. Description: This course is designed to introduce the student to the methods and growing range of applications of decision analysis and cost-effectiveness analysis in health technology assessment, medical and public health decision making, and health resource allocation. The objectives of the course are: (1) to provide a basic technical understanding of the methods used, (2) to give the student an appreciation of the practical problems in applying these methods to the evaluation of clinical interventions and public health policies, and (3) to give the student an appreciation of the uses and limitations of these methods in decision making at the individual, organizational, and policy level both in developed and developing countries. Course Note: Introductory economics is recommended but not required. Course Prerequisites: ID538 or BIO200 or BIO201 or BIO202&203 or BIO206&207 or BIO206&208 or BIO206&209 (all courses may be taken concurrently) Economic Evaluation of Health Policy & Program Management (RDS282-01) Harvard T.H. Chan of Public Health Stephen C Resch Spring MW 1:30 p.m. - 3:20 p.m. Description: This course features case studies in the application of health decision science to policymaking and program management at various levels of the health system. Both developed and developing country contexts will be covered. Topics include: [1] theoretical foundations of cost-effectiveness analysis (CEA); [2] controversies and limitations of CEA in practice; [3] design and implementation of tools and protocols for measurement and valuation of cost and benefit of health programs; [4] integration of evidence of economic value into strategic planning and resource allocation decisions, performance monitoring and program evaluation; [5] the role of evidence of economic value in the context of other stakeholder criteria and political motivations. Course Prerequisites: Students must have taken RDS280 or RDS286. Prior coursework in Microeconomics is recommended. 13

15 B. Harvard Kennedy of Government Core Course in Health Policy I (SUP-957) Harvard Kennedy Fall 2015 Richard Frank, Joseph Newhouse, Alan Zaslavsky TuTh 4:15 p.m. - 6:00 p.m. Description: This seminar is required for doctoral candidates in health policy and is open to others by permission of the instructor. Topics covered will include the financing and organization of health care, medical manpower, medical malpractice, technology assessment, prevention, mental health, long-term care, and quality of care. Prerequisite: API-101 at the Z level, Econ 2140, or equivalent. This course is required for SUP-958. In general, masters students should take SUP-572 and not this course. Permission of instructor required. Also offered by the of Arts and Sciences as Health Policy 2000 and by the of Public Health as HPM 246. Note: Course conflicts with Leadership in Minority Health Policy seminar (SBS296) in school year C. Harvard Medical Health and Social Justice: Reshaping the Delivery of Health (HC731) Harvard Medical Paul Farmer, Amartya Sen TBD TBD Description: Across the world, remarkable improvements in life expectancy have occurred over the past few decades. But global and regional disparities of health outcomes have also surged, and this widening "outcome gap" does not always move in parallel with economic progress, or even with the commonly identified social determinants. The causal influences on the differences are subject to critical examination, including the role that recent innovations in prevention and therapeutics, health-care systems and social safety-nets, play or might play in promoting or retarding health and wellbeing. The seminar will also explore case studies from India, China, Rwanda, Haiti, Thailand and elsewhere. Health systems across North America and Europe will also be explored for comparative perspectives. Offered jointly with the GSAS; Economics Health and Social Justice: Reshaping the Delivery of Health Learning Goals: 1. Critical and comparative evaluation of health care delivery systems with varied models of financing in India, China, Rwanda, Haiti, Thailand, North America, and Europe 2. Struggle with health care financing models for the poor and sick; analyze the impact of catastrophic illness in the presence and absence of health insurance systems on those rendered poor and vulnerable by exclusion, errors associated with the targeting process, screening of 14

16 potential clients by insurance companies, the obstacles (powerlessness, low education, social discrimination, among others) that poor people face in using the health insurance system, and the persistence of a large, unsubsidized component in the health system where access to health care is linked with the ability to pay insurance premiums 3. Interrogate the above arenas with a social justice perspective (this is not a course about the social determinants of health and wellbeing, but we do want students to be able to evaluate causal claims regarding the impact of health care delivery on health and wellbeing) Navigating the Complex Seas of the Health System: The Physician as Leader (LM600 Section 18300) Harvard Medical S. N. Finkelstein TBD March Description: This month-long Harvard Medical block elective will offer advanced medical students exposure to a portfolio of concepts and skills that will contribute to their professional development as managers and leaders. Health care delivery and the roles of health professionals are evolving rapidly; there is now a greater need than ever for physicians to function effectively in complex organizations. This class will be organized around a set of interrelated themes: leadership, innovation, quality/safety improvement, operations and systems redesign. These themes will be illustrated in a number of different contexts, including primary care, clinical specialty practice, product development and global health. Instructors will utilize multiple teaching formats to link underlying concepts to practical skills. Course participants will spend mornings in didactic sessions led by a mix of HMS and Harvard Business faculty, and invited guests who are experienced managers. Students will spend afternoons working in teams on mentored field projects in Boston area health care organizations. Course Directors: 1. Meghan Dierks MD, HMS and Beth Israel Deaconess Medical Center; 2. Andrew Ellner MD MSc, HMS Center for Primary Care and Brigham and Women s Hospital; 3. Stan Finkelstein MD SM, HMS and Harvard MD/MBA Joint Degree Program 4. Soma Stout MD, MSc, HMS and Cambridge Health Alliance. Eligible for cross-registration with permission of instructor/subject to availability E. Harvard Business Innovating in Health Care Intensive Course (2180) Harvard Business Regina Herzlinger Fall 2015 M,Tu,W 1:15 p.m. 2:35 p.m. Description: Educational Objectives Innovating in Health Care (IHC) helps students to create successful entrepreneurial health care ventures by enabling them to: 15

17 Identify the alignment between an entrepreneurial health care venture and the Six Forces that shape health care - structure, financing, technology, consumers, accountability, and public policy. Create a business model that responds appropriately to any misalignments. Innovating in Health Care embraces every part of the health care sector, including insurance, services, IT, medical devices, biotechnology, diagnostics, and pharmaceuticals. The course has a global focus with case studies set in Brazil, India, Spain, the U.K., and the U.S., among other countries. Content and Organization The course is organized into four modules (see syllabus): In the first, Innovating in Health Care introduces students, through case studies, to the analytic framework of the Six Forces that critically shape new health care ventures and their impact on business models for three different kinds of health care innovations: consumer-focused, technology-driven, and consolidations. The next module uses case studies to discuss each of the Six Forces in detail. The third module discusses case studies of firms that succeeded or floundered in response to their alignment with the Six Forces, typically with the case protagonists present. In the last module, selected students present their business plans to the class. For more information, see: Field Course: Innovating in Health Care (6345) Harvard Business Regina Herzlinger Fall 2015 M,Tu,W 1:15 p.m. 2:35 p.m. Description: Prerequisite: Students must also be enrolled in Innovating in Health Care (2180) in fall term. Career Focus Students interested in careers in health care services, health insurance, health IT or medical technology. Educational Objectives Additional field based experience in innovating new health care ventures on topics chosen by the students or from those made available by the faculty. Course Content and Organization Students will meet as a whole on selected dates: 1st Session - Professor Herzlinger discusses research strategies and the course overview 2nd Session - students present their research ideas and plans to their classmates Last two sessions - students present their results to their classmates. Students are required to their presentations to Professor Herzlinger and their fellow classmates four business days before their presentation. 16

18 In addition, student teams meet with Prof. Herzlinger at a time which will be determined on the first or second session of the course. These meetings will occur on a weekly basis. Students must complete a business plan. Consumers, Corporations, and Public Health (1965) Harvard Business Professor John Quelch Spring M, T, W 8:30 a.m. 9:50 a.m. Description: Jointly-listed at Harvard of Public Health (HPM 226) Enrollment: Limited to 40 students The course will focus on the role and responsibility of corporations in addressing public health problems, both to make a profit and/or to deliver corporate social responsibility. Not all of the cases will be in the health care sector; public health issues such as workplace safety, employee wellness and environmental impact are relevant to the productivity and sustainable growth of all companies. Four themes will pervade the course: a. Prevention (which reduces total health care costs) is central to public health. b. Understanding consumer behavior is central to designing effective prevention programs. c. The opinions of regulators and public health officials are equally critical to the design and effective implementation of prevention programs. d. Corporations have a responsibility to address their public health footprint as they do their environmental footprint. The cases in the course will be written in a balanced way, such that MBA students will learn the public health perspective and the MPH students will learn the business perspective. The course is intended to be jointly offered at both HBS and HSPH with a balanced enrollment. U.S. Healthcare Strategy (2105) Harvard Business MBA Program Visiting Professor Leemore Dafny Fall 2015 Th, 1:15 pm 3:15 pm Description: The U.S. healthcare sector absorbs 17 percent of GDP, encompassing a diverse set of industries with public, nonprofit, and for-profit buyers and sellers. There are substantial opportunities to enhance efficiency and quality, and serious fiscal challenges ahead if spending growth is not permanently curtailed. This course will introduce participants to the key strategic problems facing healthcare organizations, and will illustrate how strategic principles can be applied in healthcare settings to identify sources 17

19 of competitive advantage (and, more commonly, disadvantage). Participants will learn about several key healthcare sectors. Our emphasis will be on payers and providers, but we will also devote 15-20% of our case discussions to drugs and devices (which comprise about that share of healthcare spending). Throughout, we will discuss U.S. healthcare reform and its implications for the various industry sectors. 18

20 F. The Center for Public Health Leadership: Interdisciplinary Public Health Leadership Concentration The Interdisciplinary Concentration in Public Health Leadership improves the leadership skills of students to meet the public health challenges facing society in the 21st century. This interdisciplinary concentration is geared toward students who desire careers in leading and implementing transformative public health initiatives. The curriculum focuses on theories, models, and skills that will enable students to enter or reenter the public health profession and assume positions of responsibility with confidence and authority. Students explore areas of leadership development through coursework, experiential workshops, hands-on experience, and reflection. Interdisciplinary PHL Concentration Requirements Leadership Development Courses: 10 Credits Leadership Role within Harvard Chan Community Self-Assessment and One Non-credit Leadership Workshop PHL Concentration Portfolio Meetings with PHL Concentration Coach Contact Information Web: 19

21 G. Advanced Leadership Training Beyond the academic work leading to the MPH degree, the Commonwealth Fund Mongan Fellowship in Minority Health Policy also incorporates the following training components. Leadership Forums Three one to two-day leadership forums are held per year. These forums are designed to provide an opportunity for fellows to interact with key physician leaders from the public, private and academic sectors. Leaders in healthcare delivery systems will be invited as well. The goal is to expose fellows to the ways in which nationally recognized leaders solve problems in the real world. These visits typically include lecture, one-onone meetings with fellows, an informal group dinner and reception & discussion. The lecture and reception are open to a larger audience. Seminar Series The seminar series is designed to help fellows acquire sophisticated skills required to perform good leadership in public health management, with the emphasis on policy analysis, leadership skills, problem identification, program planning and formation, and strategies for career development. The seminar includes a course in the fall and one in the spring, each worth credits and offered jointly with Harvard T.H. Chan of Public Health. Both the fall course, Leadership in Minority Health Policy, and the spring course, Issues in Minority Health Policy are held Tuesday afternoons. The seminars take various forms including lecture, informal discussion, and lunch/dinner with presenters. Practicum The practicum of the Commonwealth Fund Mongan Fellowship in Minority Health Policy could be either a public policy or management study completed for a client organization in government, the non-profit sector or private industry. The practicum is a problemsolving exercise during which the fellows will define and structure the problem with the client, gather relevant information, identify, evaluate and present various courses of action and develop recommendations for the client. Fellows will work closely with a faculty advisor/fellowship director who will be expected to provide guidance and consultation on the content, structure and presentation of the final project. Shadowing The shadowing experience provides fellows a unique opportunity to interact more directly with nationally recognized public health leaders in health care delivery and health policy and to expose them to the central issues and challenges encountered by public health leaders. Fellows spend 1-2 days working directly for the assigned public health leaders, attending senior staff meetings, participating in the actual policy-making process, and observing how they address real-world problems. 20

22 Journal Club Journal club meetings are held monthly to discuss current articles related to public policy and public health, particularly articles related to health care reform and minority health issues. Fellows are responsible for presenting and leading discussions related to these articles. Site Visits Site visits enable fellows to obtain first-hand experiences of problem-solving and policymaking processes in health care delivery and health care management and afford them the opportunity to network directly with key administrators from both the public and private sectors. These site visits will be arranged over the course of the fellowship year. Annual Meeting and Leadership Development Conference The annual meeting is held in May each year. Alumni fellows as well as current fellows are invited. The alumni are expected to assess the relevance of the fellowship program in terms of their professional experiences of the post-fellowship years, and the current fellows present their practicum project at the meeting. This annual gathering also provides the opportunity for both current and former fellows to share professional and academic experiences. The Annual Meeting will be held in conjunction with the Leadership and Development Conference that focuses on leadership and career development training. 21