Courses of Instruction
CLP-200. Perspectives on Health Care.
Under the direction of a senior faculty leader, students will explore the principles behind the forces impacting the dynamic health care environment. Building upon topics covered in the complementary core course, "Population-Based Approaches to Health Care," students will be exposed to current issues and strategies regarding population analysis and decision-making through the use of case studies and interaction with leaders in health care planning, financing, and programming. Credit: 2. TBA
CLP-201. Health Care Finance: Barriers and Opportunities for Change.
This seminar will focus on leadership skills for effecting change while demonstrating sound fiscal judgment. Students will apply financial management and budget planning skills gleaned from the complementary core course, "Fundamentals of Healthcare Finance," as well as management theory covered in "Managing Complex Health Care Systems," to case studies and current situations of various health care settings. Duke Health System leaders will expose students to examples from the evolution of and current issues facing health systems as a basis for exploring management principles and leadership skills for effecting change that reflects fiscal responsibility. Credit: 2. TBA
CLP-202. Organizational Structure and Use of Data to Support and Manage Change.
Through interaction with leaders from the private and public health care sectors, students will analyze the current state of health care delivery in the United States with a focus on the impact of changing organizational structures and rapidly advancing technologies. To provide further exploration of specific topics covered in the core courses, "Introduction to Health Care Policy" and "Introduction to Medical Informatics," discussion leaders will focus on the health care workforce, the economic framework of the health care industry, changing private and public responsibilities, and opportunities for entrepreneurial endeavors. Credit: 2. TBA
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. The plan will include statements of a personal vision, mission, and values; a description of identified strengths and weaknesses; and strategies to achieve goals, including strategies to overcome weaknesses that would impede the student's professional performance. Credit: 2. TBA
CLP-204. Leading in a Chaotic Environment.
Students will meet with industry experts on health care law and policy to work through case studies in risk, regulation, and antitrust. Credit: 2. TBA
CLP-205. Clinical Leadership Project.
The Clinical Leadership Project helps a real client decide what to do about a problem in health policy, financial planning, or administration. Its purpose is to recommend and defend a specific course of action. Students work as part of a team to complete the project. The project is divided into two parts, with the first semester being devoted to client and problem identification and developing and defending a written prospectus. The second semester is devoted to the completion and final defense of the project in its entirety. Credit: 3, 3. TBA
CLP-206. Quality Measurement and Management.
The course provides a survey of all related aspects of quality management including a review of HEDIS, NCQA, JCAHO structures and guidelines. Special emphasis is placed on outcomes, clinical guidelines, evidence-based medicine, disease management, interdisciplinary team care, CQI/TQM, role of purchaser, and patient satisfaction. Credit: 3. Bradley
CLP-207. Operational Management.
The course covers the practical aspects of communication, meeting management, and human resource management. Topics include performance appraisal, conflict management, demand management, aligning incentives, labor substitution/consolidation, role of extenders, analytical decision-making, project management, and process (systems) analysis. Credit: 3. Michener
CLP-210. Strategy and Strategy
Implementation in Healthcare.
The course offers a comprehensive application of the fundamentals of strategy by examining new and previously discussed concepts and techniques in the Masters in Clinical Leadership curriculum as they apply to recognizing core competencies, serving customers, managing competition, and facilitating growth. Credit: 3. Sangvai and Michener
CLP-211. Fundamentals of Healthcare Finance.
This course provides a background to health care finance including basic corporate finance, financial and cost accounting, and investment. Students will develop sound financial management and budget planning skills. Credit: 4. Sangvai and Lyn
MEDINFO-333B. Introduction to
Medical Informatics.
An in-depth study of the use of computers in biomedical applications. Important concepts related to hardware, software, and applications development are studied through analysis of state-of-the-art systems involving clinical decision support, computer-based interviewing, computer-based medical records, departmental/ancillary systems, instructional information systems, management systems, national data bases, physiological monitoring, and research systems. Credit: 3. TBA
NUR-301. Population-Based Approaches
to Health Care.
Provides an overview of population-based approaches to assessment and evaluation of health needs. Selected theories are the foundation for using scientific evidence for the management of population-based care. Enables the health care professional to make judgments about services or approaches in prevention, early detection and intervention, correction or prevention of deterioration, and the provision of palliative care. Credit: 3. TBA
NUR-401. Managing Complex Health
Care Systems.
This course is an in-depth analysis of selected organizational behavior topics and management practices related to patient care systems administration within a larger, integrated health care system. From a well developed theoretical orientation, students will critically identify issues, formulate questions, and pursue managerial interventions that will result in high quality, aggregate patient care, and organizational outcomes that are socially relevant and clinically cost-effective. Spring. Prerequisite: NUR 400 or consent of instructor. Credit: 3. Nevidjon
NUR-405. Health Care Operations: Human Resources, Quality, Law and Ethics.
Students develop a toolkit for continuous improvement within health care organizations and systems and explore selected health law, ethical, and human resources issues. Students will apply concepts to practice using relevant theory, quality improvement parameters, ethics modeling, and analysis of landmark legal cases. Spring. Credit: 3. Short
PHYASST-450. Introduction to Health Care Policy.
An introduction to the U.S. health care system. A lecture series taught by an interdisciplinary faculty and by community experts in health care policy and organization. Topics include major determinants of health disparities, how health care is organized, delivered and financed in the U.S., health law and regulation, international comparisons and future trends. Credit: 3. Conover, Strand
