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 June 2017

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. Public Health Leadership Lab 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 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. Expected Coursework will be taken at Harvard Chan and the Harvard Kennedy and/or other Harvard graduate schools. [**For students who begin their degree program in July 2016 and after: MPH-45 students will be assessed a flat tuition charge per semester based on degree program and full- or part-time status that will include all registration for that semester. Students may elect to complete additional credits beyond the required 45, but 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 a practice course for each field of study. 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 Social and Behavioral Sciences Ethics in Public Health Practice 17.5 ID 216 Critical Thinking and Action for Public Health Professionals is a 5-credit course that will be offered as to 120 MPH students. ID 216 integrates the core competencies of Environmental Health, Health Services Administration (which includes both health management and health policy), Social and Behavioral Sciences, and Ethics, as well as exploring issues in Life Sciences, Communication, and Global Health. Important Course Notes MPH students will be selected to participate in ID 216 via randomized lottery ID 216 satisfies four MPH core requirements: Environmental Health, Health Services Administration, Social & Behavioral Sciences, and Ethics 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 3

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) ID 216 Fall Critical Thinking and Action for Public Health Professionals (please see page 3) 5.0 EH 201 Summer 2 or Fall 2 Introduction to Environmental Health 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 credits) Please consult field of study requirements for details on mandatory courses. 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 216 Fall Critical Thinking and Action for Public Health Professionals (please see page 3) 5.0 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 GHP 293 Fall 2 Individual and Social Responsibility for Health 4

6 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* Fall 1 Financial Transactions and Analysis and and [both courses fulfill the Health Services Administration core requirement] HPM 220* Fall 2 Financial Management and Control HPM 231 Fall 2 Competitive Strategy Spring 1 HPM 232 or HPM 516 Operations Management in Service Delivery Organizations Health Care Quality and Safety Spring 2 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 ID 267 Fall Practice of Health Care Management and Policy 1.25 Spring Practice of Health Care Management and Policy 1.25 *HPM 219 and HPM 220 also fulfill the Fellowship requirement in Finance. 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 206* Fall Economic Analysis [fulfills the Health Services Administration core requirement] 5.0 HPM 210 Fall 2 United States Health Policy 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 ID 266 Fall Practice of Health Care Management and Policy 1.25 Spring Practice of Health Care Management and Policy 1.25 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 *HPM206 also fulfills the Fellowship requirement in Economics 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 Healthcare Delivery System and High Performance -5.0 System 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. This course fulfills the fellowship requirement only. Leadership SBS 296 Fall Leadership in Minority Health Policy MLD-201* Fall Exercising Leadership: The Politics of Change 5.0 HPM 245 Winter Public Health Leadership Skills Health Policy and Politics HPM 247 Spring Policy Analysis for U.S. Health Policy 5.0 Healthcare Delivery and High Performance Systems** Field of Study: Management HPM 222 Spring 2 Financial Management of Health Care Organizations HPM 231 Fall 2 Competitive Strategy HPM 232 Spring 2 Operations Management in Service Delivery Organizations 6

8 HPM 251 Spring Social Entrepreneurship and Innovation Lab (SE Lab 5.0 for U.S. and Global Health HPM 252 Spring 2 Negotiation 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 Spring 1 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 Economics (please see B.4.) 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 ( ) Curriculum-Guide-August-Version-FINAL1.pdf Elective Courses Health Management (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 Management Field of Study are grouped by areas of focus below: 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 [Spring 1] Marketing HPM 226 [Spring 1] Leadership in Public Health: From Theory to Action Consumers, Corporations, and Public Health (may not be offered in ) 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] or [Spring 2] Social Entrepreneurship HPM 251 [Spring] Public Speaking for Managers 1.25 Social Entrepreneurship and Innovation Lab (SE Lab) for U.S. and Global Health 5.0 Elective Courses Health Policy (10 1 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: Decision Sciences RDS 282 [Spring 2] Economic Evaluation of Health Policy and Program Mgmt. RDS 284 [Fall] Decision Theory 5.0 RDS 285 [Spring 1] Decision Analysis Methods in Public Health and Medicine Global Health Policy GHP 244 [Fall 2] Health Sector Reform: A Worldwide Perspective 8

10 GHP 269 [Spring 2] The Political Economy of Global 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 [Spring 1] Managing Health Care Costs HPM 255 [Spring 2] Payment Systems in Health Care Health Economics HPM 227 [Fall] The Economics of Health Policy 5.0 Mental Health EPI 217 [Fall 1] Epidemiology of Adult Psychiatric Disorders SBS 219 [Spring 2] High-Risk Behavior: Epidemiology and Prevention Strategies SBS 504 [Fall 1] Substance Abuse and Public Health WGH 210 [Fall 2] Women, Gender, and Health: Critical 1.25 WGH 304 [Fall 2] Quality and Patient Safety EPI 209 [Winter] Issues in Mental Health Issues in Mental Health Independent Study [also requires enrollment in WGH 210] 1.25 Epidemiologic Methods for Patient 1.25 Safety and Quality HPM 516 [Spring 2] Health Care Quality and Safety SBS 505 [Spring 2] Quality Improvement and Child Health (not offered in ) 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 [Fall 2] Reducing Socioeconomic & Racial/Ethnic Inequalities in Health: Concepts, Models, Effective Strategies Women, Children, Families SBS 246 [Fall 2] WGH 207 [Spring 2] WGH 250 [Winter] Issues in Maternal and Child Health Programs and Policies Advanced Topics in Women, Gender, and Health Embodying Gender: Public Health, Biology, and the Body Politic

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 T,Th, 2:00 p.m. - 3:30 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 Fall TBD W, 8:00 a.m. - 9:30 a.m. Description: The Richard L. and Ronay A. Menschel Senior Leadership Fellows Program offers a rare opportunity for those who have recently served in senior top-level positions in government, multilateral institutions, and non-profit organizations to spend three months at the Harvard T. H. Chan of Public Health to share leadership vision and experiences, by mentoring and teaching of students who aspire to take on similar roles. These courses, taught by a Senior Leadership Fellow, will focus on various leadership challenges in areas such as, politics and public health; health equity; policy implementation; poverty and access to health care, and universal health coverage. Current fellows will offer a half-semester course that is unique and reflects the individual fellows career and leadership experiences. Examples of past fellows include: Gabriel Jaramillo, General Manager of the Global Fund to Fight AIDS, TB and Malaria; Recep Akdag, Minister of Health of Turkey ( ); Ashok Alexander, Bill & Melinda Gates Foundations India office ( ); Sujatha Rao, Union Secretary, Ministry of Health and Family Welfare, Government of India. The Economics of Health Policy (HPM 227) 10

12 Harvard T.H. Chan of Public Health Fall 2017 Joseph Newhouse MW 8:40 a.m. - 10:00 a.m. 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 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. Course Note: There is an optional session with Teaching Fellow's on Fridays from 10:10 am 11:30 am. Registration Note: Priority goes to HPM-SM1, HPM-SM2, and MPH45-HP students Skills & Methods of Health Care Negotiation & Conflict Resolution (HPM ) Harvard T.H. Chan of Public Health Barry Dorn, Leonard Marcus, Eric McNulty Spring Th 8:00 a.m. 9:30 a.m. Description: This course introduces students to the theories and practices of interestbased negotiation and conflict resolution. Particular emphasis is placed on integrating analytic skills, negotiation techniques and conflict resolution methods into students' public health practice took kit. The course builds upon the book compiled by the instructors, "Renegotiating Health Care: Resolving Conflict to Build Collaboration, Second Edition." Based upon examples of conflict and negotiation facing health systems, students learn how to apply the concepts and methods of "The Walk in the Woods" - a four step process of interest-based negotiation. A portion of the class is devoted to health care and public health simulation exercises in which negotiation concepts and methods are demonstrated and practiced. These exercises model disputes typical of the challenges and problem solving now facing health leaders. 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, constructively raising conflict. Leadership in Public Health: From Theory to Action (HPM 554) Harvard T.H. Chan of Public Health Michael McCormack and Fawn Phelps Spring MW, 9:45 am 11:15 am 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 call for breakthrough thinking and new leadership skills. 11

13 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 "hands-on" practice is crucial. Working with an external organization, 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 with diverse populations.registration Note: Priority given to HPM students (MPH-HP, MPH-HM, HPM-SM1) Decision Analysis for Health and Medical Practices (RDS280-01) Harvard T.H. Chan of Public Health Ankur Pandya Fall Th, 2:00 p.m. - 3:30 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: BST201 or BST202&203 or BST206&207 or BST206&208 (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 2:00 p.m. - 3:30 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 12

14 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. Concurrent enrollment is allowed. Prior coursework in Microeconomics is recommended. B. Harvard Kennedy of Government Core Course in Health Policy I (SUP-957) Harvard Kennedy Fall 2017 Richard Frank, Joseph Newhouse, Alan Zaslavsky TBD 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. Core Course in Health Policy II (SUP-958) Joseph Newhouse, Richard Frank, Alan Harvard Kennedy Zaslavsky Spring 2018 T-Th, 4:15 6:00 pm Description: Topics include the financing and organization of health care, public health, political analysis, medical manpower, health law and ethics, technology assessment, prevention, mental health, long-term care, and quality of care. Part two of a two-part series. Course Notes: Required of doctoral candidates in Health Policy and open to others by permission of the instructor. Offered jointly with the Kennedy as SUP-958 and with Public Health as HPM 246. C. Harvard Medical Navigating the Complex Seas of the Health System: The Physician as Leader (LM600 Section 18300) Harvard Medical S. N. Finkelstein Spring 2018 TBA 13

15 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 inter-related themes: leadership, innovation, entrepreneurship, quality/safety improvement, technology, operations and systems redesign and management. These themes will be illustrated in a number of different contexts, including primary care, medical, surgery, and behavioral health specialties, product development, and global health. Instructors will utilize multiple teaching formats to link underlying concepts to practical skills including Harvard Business style cases. 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 projects aimed at building creative solutions to contemporary issues in health care. 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. Erin E. Sullivan PhD, HMS Center for Primary Care and HMS Department of Global Health and Social Medicine Value-Based Management in Global Health Delivery (GH703 Section 18324) Harvard Medical R. L. Weintraub July 2017 TBD Description: Value-Based Management in Global Health Delivery educates students in the fundamental principles of strategy and management in leading global health programs. This course is designed to train current and future managers how to apply, test, and refine current frameworks in health care delivery. Global health delivery is complex and context-dependent and requires an interdisciplinary effort including the application of strategic and management principles. Furthermore, delivery is necessary to ensure that the investments in discovery and development generate value for patients and populations. This course discusses the application of value-based delivery to global health. It provides a revue of key principles in strategy and management and students are challenged to apply the value-based delivery framework to current programs in global health. This course is designed around three specific learning objectives: 1. Understanding the Value Chain: How can a vertical intervention be designed to generate the most value for patients? For the population? 2. Understanding the Shared Delivery Infrastructure: How can different components of a health system be aligned to effectively and efficiently provide care? What services can be bundled? How can patients, health care providers, industry and donors be incentivized to contribute to an aligned health care system? 3. Understanding how research can inform delivery: How can different types of research methodologies inform the design, processes and implementation of health care delivery? The course consists of four modules which engage multiple disciplines and draw on leading experts to help us explore each module. The course highlights the array of relationships which characterize global health, including relationships with purchasers, insurers, providers and patients. Principles addressed in 14

16 the seminar supplement and complement the case studies discussed in Introduction to Global Health Care Delivery (GHP532). Students will complete exercises pulling data from the global health delivery case library including relationships with purchasers, insurers, providers and patients. Principles addressed in the seminar supplement and complement the case studies discussed in Introduction to Global Health Care Delivery (GHP532). Students will complete exercises pulling data from the global health delivery case library. Not eligible for cross-registration Health Management For Older Adults: Developing An Interdisciplinary Approach (GR705) Harvard Medical D.G. Satin Spring 2018 TBD Description Health management for older adults is a major issue in contemporary society. Policy, economics, organizational structure, and clinical care intermingle in responding on societal, institutional, and clinical levels. This course challenges the inquisitive, creative student to address these complex issues. It will focus on effective outcomes and understanding the range of roles professionals may adopt. It will provide the knowledge base and skill set necessary for interdisciplinary professional practice. An interdisciplinary student body, faculty and curriculum teach the context of health care and professional practice in modules that focus on societal, institutional, and health team perspectives. (Administration, dentistry, medicine, ministry, nursing, occupational therapy, physical therapy, pharmacy, policy-making, psychology, public health, social work, and other disciplines participate.) Interdisciplinary student teams learn and demonstrate learning through preparing seminars on an issue important in their work. Students evaluate their progress and the course continuously. Cross registration is encouraged. E. Harvard Business Innovating in Health Care Intensive Course (2180) Harvard Business Regina Herzlinger Fall 2017 TBD Description: Educational Objectives Innovating in Health Care (IHC) helps students to create successful entrepreneurial health care ventures by enabling them to: 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. 15

17 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: Transforming Health Care Delivery (6219) Harvard Business : MBA Program Robert Huckman Fall 2017; Q1Q2 1:15 pm 3:15 pm Description: At the root of the transformation occurring in the health care industry - both in the United States and internationally - is the fundamental challenge of improving clinical outcomes while controlling costs. Addressing this challenge will require dramatic improvements in the process by which care is delivered to patients. This will, in turn, involve changing the organization of delivery, approaches to measuring performance, and the way in which providers are paid. This course will equip students with the tools required to design and implement these improvements. Career Focus This course is appropriate for students interested in understanding and addressing the challenges facing health care delivery. These students may have career interests in organizations that provide health care or in firms that partner with, supply, consult to, or invest in such organizations. Educational Objectives This course will help students develop the managerial skills required to identify and implement change. It will draw upon a range of approaches for improving health care delivery, including the value-based health care framework, continuous improvement, organizational redesign, population health management, precision medicine, patient engagement, and payment reform. For each of these approaches, the course will 16

18 emphasize the importance of identifying improvement targets, implementing relevant changes, and measuring their effects on performance. The field component of the course will allow students to apply course concepts and frameworks to a current challenge facing a Boston-based delivery organization. Consumers, Corporations, and Public Health (1965) Harvard Business Spring 2108 Professor John Quelch M, Tu, 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 Leemore Dafny Spring 2018 TBD DescriptionThe 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 17

19 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 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. Public Health Leadership Lab Public health leaders understand systemic problems, set new directions, lead change and learn quickly from mistakes. Public health leaders connect with and inspire others to join them in addressing the most intractable population health challenges. The Public Health Leadership Lab is a year-long, theory-based leadership development program that provides students the opportunity to develop a greater understanding of themselves as leader and learner. Through workshops, applied-learning, coaching and reflection, students change how they view themselves and how they view and engage with others. All Harvard Chan students are welcomed to participate in the programming regardless of degree program. This program includes students who are working towards the Interdisciplinary Public Health Leadership Concentration. Students who complete the entire PHL Lab program will receive a Letter of Participation. Students who complete the entire PHL Lab program and take 10 credit hours of approved leadership courses will also qualify for the Interdisciplinary Public Health Leadership Concentration and receive a second Letter of Completion from the Concentration. Contact Information PHL@hsph.harvard.edu 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 course in the fall, entitled Leadership in Minority Health Policy is worth credits and is offered jointly with Harvard T.H. Chan of Public Health. 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