Curriculum

CLP 200. Perspectives on Health Care.

Students will explore the principles behind the forces impacting the dynamic healthcare environment. Building upon topics covered in other core courses, students will be exposed to current issues and strategies regarding population health analysis and decision-making through the use of case studies and interaction with leaders in healthcare planning, financing, and programming. Credit: 2.

CLP 201. Management, Leadership and Team Development.

The course focuses on leading and managing within complex healthcare systems, specifically through the process of developing and managing high performing teams. Within the context of team management and leadership, students will learn about change management strategies, effective communication skills, crisis management and adaptive management techniques. A rotating panel of healthcare and industry leaders will facilitate class discussions. Credit: 2.

CLP 202. Ethical Issues in Leadership.

This course is a framework for examining ethical dilemmas and challenges that clinical leaders encounter. Through the exploration of ethics theory, principles of ethical leadership and the use of case studies, students will deliberate and comment on the character and conduct of individuals in hypothetical scenarios. Students will examine their value judgments in peer group discussions. Credit: 2.

CLP 203. Management of Self.

Students will be challenged to apply the skills and knowledge they have acquired through the program to develop a strategic career management plan. This course is intended to expose students to strategies to delineate personal vision, mission and values statements; determine and achieve career goals; explore existing beliefs and self-management strategies, and seek ways to improve personal strengths and mitigate weaknesses. Credit: 2.

CLP 204. Leading in a Chaotic Environment.

Students will meet with industry leaders to learn perspectives on crisis management in turbulent and complex environments.  Students will learn how to anticipate and plan for crises by analyzing examples of successful crisis management.  Leadership theory and practice will be explored as students examine leadership styles, including their own, and learn to make shifts that help an organization endure and innovate in a changing healthcare environment. Credit: 2.

CLP 205. Clinical Leadership Project. Part I, Part II.

The goal of the Clinical Leadership Project is to help a real client address a problem in health policy, financial planning, or administration. Its aim is to recommend and defend a specific course of action. Students may work as part of a team to complete the project, which is divided into two parts. The first semester (CLP 205a) is devoted to client and problem identification, and to developing and defending a written prospectus. The second semester (CLP 205b) is devoted to the completion and final defense of the project. Credit: 3, 3.

CLP 206. Quality Measurement and Improvement for Clinical Leaders.

This course covers the current status of health and healthcare quality in the U.S.; a review of quality improvement models, tools, metrics, and techniques; applications of Q.I. metrics for provider profiling, patient safety, payment, accreditation, and healthcare transformation; and key skills needed to implement changes.  Leadership models/concepts will be referenced as they relate to quality improvement. Credit: 3.

CLP 207. Contemporary Human Capital Management.

Human capital has been identified as the primary driver across successful organizations. This course will review the core components of human capital management, including workforce planning, total compensation, workforce development, and overall engagement. Throughout the course, relevant employment related legislation and laws will be explored and discussed. Special attention will be given to emerging and contemporary practices, including global human resource initiatives. Credit: 3.

CLP 210. The Successful Clinical Leader.

Primarily taught in a case-based format, this course offers a review and application of the fundamentals of leadership, management, strategy, and finance as they apply to decision making in administrative medicine. Credit: 3.

CLP 211. Fundamentals of Healthcare Finance.

This course provides a background in healthcare finance, including basic corporate finance, financial and cost accounting, and investment. Students will develop sound financial management and budget planning skills. Credit: 4.

CLP 212. Informatics for the Health Professional.

This graduate course provides, for the health professional, an overview of the integration and application of information technology in healthcare settings to support the health professionals’ objectives and medical best practices. The course will focus on concepts and strategies to help the healthcare leader work to deliver healthcare services that are supported by working with other stakeholders on the creation, practical application and maintenance of health-related information systems. Credit: 3.

CLP 213. Health Care Organization and Policy.

This course considers the interplay of various elements of the US healthcare delivery system: finance, reimbursement, legislation, health professional workforce, individual consumers, population and public health. The history, sociology, current trends and projected future of US health and health care are reviewed and imagined in this multidisciplinary course offering. Credit 3.

CLP 214. Population Health Management Approaches.

This course uses a project incubator framework to allow participants to bring to the course an existing population health project or conceptual ideas that they would like to develop or refine.  Sample projects might include practice redesign, quality improvement or community partnership initiatives.  Throughout the semester, learners will gain opportunities to meet and learn from institutional, industry and/or community experts to move their projects forward.  The course will provide an overview of the importance of population health, models of population health management, community and population health improvement, the systems and tools necessary to develop these models and considerations for evaluation of these efforts.  Learners will receive dedicated consultation time to focus on their projects and think through issues and problems in a more systematic way with intellectual and pragmatic resources at their disposal.  Course participants will learn from one another's experiences through weekly discussions, which can prove valuable for their own project process. Credit: 3.

CLP 215. Health Care Operations: Perspectives for Continuous Improvement.

Students will develop a toolkit for continuous improvement within health care organizations and systems and will explore decision making processes, analysis of those decisions, and concepts used to design and execute processes. They will examine the importance and development of appropriate operational goals. Through course content, students also will gain an understanding of lean thinking, potential biases in decision-making and process analysis. Students will apply these concepts and present work on their own projects and/or assignments given by the instructor. Credit: 3.

CLP 216. Fundamentals of Social Media (and More).

Students will learn about internet-based, electronic communications, social media, online reputation management and more. Students will explore how to use Google Analytics, blogging, email, LinkedIn, webinars, Twitter and other media as a part of an effective media and communications plan. Credit: 1.

CLP 217. Community Engaged Approaches to Health Improvement.

This course will provide an introduction to community engagement (CE), particularly community-engaged research (CEnR), as a tool for health improvement. Through course content, students will gain an appreciation for the value of CE and its challenges. Students will gain basic skills in CE and will have an opportunity to strengthen those skills through a hands-on project. The course will provide students with the capacity and resources to continue to assess and develop their practice of community engagement. Credit: 3.