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Leadership Track

Leadership Track

This track is designed for fellows with an aim of holding leadership positions in hospitals or health care institutions. In addition to the core curriculum content, fellows complete two programs unique to this track (listed below) and attend SHM’s leadership academies.

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I. Certificate in Health Finance and Management

A minimum of 18 credits is required for certification. 

Course Learning Objectives:

  • Describe the organization and primary financial systems of the U.S. health care delivery system.
  • Describe current key policy and programmatic health care payment methodologies and the impact of evolving value-based models.
  • Describe and apply key models (e.g., ACO) to optimize health care organization and delivery.
  • Evaluate various models of management and leadership as well as leadership traits and characteristics necessary to meet the needs of complex and collaborative health care delivery systems.

Required Courses:

  • Fundamentals of Budgeting and Financial Management (3 credits)

In addition to the course above, one of the two courses below are also required.

  • Applications in Managing Health Organizations in Llow and Middle Income Countries (3 credits)
  • Managing Health Services Organizations (4 credits)

Elective Courses (credits for each course range from two to four):

  • Case Studies in Management and Decision Making
  • Managing Non-governmental Organizations in the Health Sector
  • Systems Thinking in Public Health: Applications of Key Methods and Approaches
  • Quality Assurance Management Methods for Developing Countries
  • Crisis and Response in Public Health Policy and Practice
  • Introduction to the U.S. Health Care System
  • Evaluating Quality Improvement and Patient Safety Programs
  • Population Health Informatics
  • Managed Care and Health Insurance
  • Patient Safety and Medical Errors
  • Quality of Medical Care
  • Quantitative Tools for Managers
  • Foundations of Organizational Leadership
  • Performance Measurement in Health Care
  • Fundamentals of Financial Accounting
  • Strategic Planning
  • Financial Management in Health Care I and II
  • Health Management Information Systems
  • Human Resources in Health Organizations
  • Supply Chain Management
  • Organizational Behavior and Management
  • Marketing in Health Care Organizations
  • Negotiations in a Health Care Setting
  • Introduction to Comparative Effectiveness and Ooutcomes Rresearch
  • Health Economics for Managers
  • Introduction to Health Economics
  • Economic Evaluation I
  • Introduction to Health Care Quality and Patient Safety: A Management Perspective
  • Human Factors in Patient Safety

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II. Clinical Hospital Advanced Management Program

The Clinical Hospital Advanced Management Program (CHAMP) is a training program for hospital teams, specifically physician directors, nurse managers and associated administrators. The premise of the program is to bring together expertise from schools that focus on healthcare management. This is a nine-month longitudinal program during which didactics are coupled with active field activities expose learners to contemporary situations within clinical operations through sharing and discussing the real issues they face and participating in site visits.

Course Learning Objectives:

As a result of participation in this program, the learner will be able to:

  • Apply fundamental LEAN methodologies to their clinical environment.
  • Create inter-professional teams to facilitate strategic initiatives and change management.
  • Use measurements of performance to enhance quality and innovation.
  • Apply and enhance best practices within their health care delivery environment.
  • Understand operational processes and prioritization strategies in an era of limited resources.

Required Courses and Activities:

  • Lean Processes (12 hours)
    • Understand lean philosophies and how they apply to health care.
    • Know when, where and how to apply value stream mapping techniques to your internal processes.
    • Apply problem solving techniques and lean tools to internal situations to obtain better results and increase efficiencies.
    • Apply lean tools to health care processes to improve quality, cost and delivery of health care services.
    • Demonstrate lean leadership techniques to help your organization make the cultural transition to lean.
  • Innovation and Leadership (9 hours) – Hospital CEOs and CFOs
    • Module 1 – Hospital Leadership and Innovation
      • Hospital Survival and Success: A View From the CEOs
      • ROI and the Value Equation: Avoiding Open Warfare with the CFO
      • Staffing Models, Expectations, Metrics and Compensation
    • Module 2 – Innovations in Team Effectiveness
      • Teams: Myths and Magic
      • Communication: Simple and Complex
      • Developing Leaders Among Your Staff
    • Module 3 – Innovations in Care Models
      • Incentive Plans: Quality, Outcomes, Publications and Productivity
      • Hospital Based Clinical Integration and Research Opportunities
      • Academic Advancement
  • Change Leadership and Transition Management (3 hours)
    • Eight step approaches to change leadership
    • Create an organizational climate that encourages teamwork.
    • Create an organizational culture that values and supports diversity.
    • Knowledge of own and others’ cultural norms
    • Assess the organization, including corporate values and culture, business processes and impact of systems on operations
  • Finance (3hours)
    • Module 1 – Finance 101: Accounting Pprocess and Revenue Cycle
    • Module 2 – Negotiation: Beyond Basics
    • Module 3 – Finance 202: Budget Pprocess
    • Team and Talent Management (3 hours)
      • Module 1 – Setting Expectations of Staff, Employee Eengagement and Performance Rreviews
      • Module 2 – Managing Conflict and Strategies for Hhaving Ccrucial Cconversations
      • Module 3 – Service Excellence, Guest Rrelations and Patient Complaints
  • Internal Audit, Billing, Compliance and Supply Chain (3 hours)
    • Module 1 – Requirements in Clinic Ooperations
    • Module 2 – Hospital and Clinical Research Bbilling Ccompliance
    • Module 3 – Supply Chain
  • Safety, Quality and the Joint Commission (TJC) (3 hours)
    • Module 1 –  Methodology for Prioritizing and Analyzing Safety and Quality Concerns 
    • Module 2 – Quality Research: Approach and Execution
    • Module 3 – TJC: Strategic Readiness
  • Final Project: The final project will provide learners with the opportunity to explore a real issue in their clinical environment and to address that issue through focused study and applied research under the direction of a faculty member.  Management teams will submit a one-page description of the issue during the first-class session and refer to it throughout the course, creating an action plan to address the issue. The project should demonstrate the team’s ability to synthesize and to apply the knowledge and skills acquired in this academic program to real-world issues and problems.  This final project should affirm learners’' ability to think critically and creatively, to solve practical problems, to make reasoned and ethical decisions and to communicate effectively. Each team will also consult with at least one other team in the program regarding this project to discuss constructive criticism and alternative points of view.

III. SHM Leadership: Influential Management (4 days, October)

This is a four-day course during which participants engage in an interactive learning environment and gain leadership skills in driving culture change, financial storytelling, effective professional negotiation and much more.

Course Learning Objectives:

After this course, participants will be better prepared to do the following in practice:

  • Drive cultural change in their institution through specific leadership behaviors and actions.
  • Use financial reports to drive clinical/operational practice decision making.
  • Use advanced communication skills to recruit and retain physicians for their groups, build physician satisfaction, and communicate effectively with other high-level hospital leaders.
  • Engage in effective professional negotiation activities using proven techniques.
  • Use evidence-based techniques in everyday hospitalist group management.
  • Identify and employ personal meta-leadership tactics to develop action plans for their organization/group.

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IV. Armstrong Institute Patient Safety and Quality Leadership Academy

Course learning objectives:

By the end of this nine-month longitudinal course, fellows will formulate, implement, and evaluate a quality and patient safety project and demonstrate capacity to:

  • Discuss the role of event reporting in improving safety and building a safety culture, and the process for reviewing reported events and learning from these events
  • Discuss and apply the science of safety, patient safety culture and principles of safe design and other relevant topics
  • Apply fundamental patient safety principles, such as human factors, safe design and high reliability, to resolve significant system problems
  • Appropriately scope and outline a quality and safety project, including writing a problem statement, aim statement and metrics for evaluation
  • Conduct a stakeholder analysis, discuss the multidisciplinary nature of systems change and engage stakeholder groups for change management
  • Promote strong teamwork and communication skills in advancing patient safety and team performance
  • Summarize lessons learned from development and improvement efforts in a manuscript or thought piece
  • Understand rigorous safety culture measurement and how to analyze results to improve

Educational methods consist of:

  • Nine months of didactic training in quality and safety, held Friday mornings, every other week, 9 AM to noon
  • Completing a QI project
  • Two-day lean six sigma training course
  • Online patient safety certificate program (available through myLearning upon enrollment)

The topics for the didactic sessions are:

  • Scoping a project, using an A3, and gap analysis
  • Translating research into practice
  • Safety culture measurement
  • Quality Improvement and public reporting
  • Design thinking
  • Coaching teams
  • Measurement in quality and patient safety/second victims
  • Just culture and adverse event reporting
  • Patient experience and patient engagement
  • Regulatory compliance in health care
  • Meyers-Briggs

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