The Summer Session offers courses for academic credit in the following concentrations:

• Biostatistics
• Environmental Health
• Epidemiology
• Health Policy and Management
• Society, Human Development, & Health

Anually
Next: July 6 - August 19, 2011
Session 1: July 6 - July 29, 2010
Session 2: August 1 - 19, 2011

Our three-week program will consist of two credit-granting courses and one seminar taught by senior Harvard faculty:
• Epidemiologic Methods for Global Health (2.5 credits): will cover introductory level epidemiology and a biostatistics primer introducing basic principles of statistics, with a specific focus on problems related to global health.
• Seminar on Principles of Management in Global Health: will educate students in the fundamental principles of organizational behavior, strategy, operations management, leadership and financial accounting relevant for work in leading global health programs.
• Studies in Global Health Care Delivery (2.5 credits): will engage students in the analysis of Harvard case studies that describe efforts to improve health care delivery in resource-poor settings.

Classroom discussion of these cases will illuminate principles and frameworks for the design of efficient and effective global health interventions. The program is co-sponsored by the Harvard School of Public Health and Harvard Medical School, under the direction of Harvard faculty on the staff of Brigham and Women\'s Hospital. This program is one of many developed by Harvard\'s Global Health Delivery project, which is dedicated to improving health worldwide through creating and sharing a comprehensive knowledge base on effective design and implementation of health care programs and systems in resource-poor settings.

To supplement classroom learning, GHE students will utilize a private community on GHDonline where they can pursue discussions with fellow students and faculty, access course materials, share resources, and connect with past GHD alumni from all courses and programs thereby linking them to a larger community of global health implementers. Applicants should have a demonstrated commitment to global health and experience in global health organizations, with a background in health care or a related field. International students are encouraged to apply.

July 6-29, 2011

Summer Curriculum: Click here
Core Courses: The two introductory courses in Clinical Biostatistics and Epidemiology are directed at clinical investigators and comprise the core of this program. These courses are inter-related, present the students with exercises in "active learning," and provide experience in many aspects of clinical research. They meet daily during a seven-week period.

Elective Courses: All participants in the Program in Clinical Effectiveness also take two elective courses, each of which lasts for one-half of the summer session. These half-summer courses include, Current Issues in Health Policy, Decision Analysis in Clinical Research, Ethical Basis of the Practice of Public Health, Improving Quality in Health Care, Introduction to Methods and Applications in Health Services Research, Linear and Longitudinal Regression, Measuring and Analyzing the Outcomes of Health Care, Medical Informatics, Research on Social and Behavioral Health: A Practical Guide, and Research with Large Databases.

This program begins with an intensive seven-week, 15-credit summer curriculum, which contains summer-long core courses in Clinical Epidemiology and Biostatistics. All participants also choose two half-summer courses from elective courses.

Barbara C. Rosen, Administrator
Tel: +1 (0)617 732 5648
Fax: +1 (0)617 732 5344
E-mail: brosen@partners.org or ProgClinEffect@partners.org
Internet: http://www.hsph.harvard.edu/academics/clinical-effectiveness/index.html

$37,230 per year (for full-time master's degree students ); $876 per credit

http://www.hsph.harvard.edu/administrative-offices/student-financial-services/

Roberta Gianfortoni, Director for Professional Training, Office for Professional Education,
Tel: +1 (0)617-432-00 90
Fax: +1 (0)617-432-33 65
E-mail: roberta@hsph.harvard.edu or admisofc@hsph.harvard.edu
Internet: http://www.hsph.harvard.edu/mph/

The second year involves a combination of course work and independent study, some linked to the thesis. Individual contracts for independent study with faculty members in the school or the university are encouraged in this second year of study.

Annually in July
Next:
Summer 2011: July 11 - Friday July 29th, 2011.
Academic Year One 2011 - 2012: First year weekend dates are:
* September 16-19, 2011
* November 4-7, 2011
* January 6-9, 2012
* March 2-5, 2012
* May 4-7, 2012
Summer 2012: July - August 2012.To Be Announced
Academic Year Two 2012 - 2013: Second year weekend dates are:
* September 2012
* November 2013
* January 2013
* March 2013
* April - May 2013
To Be Announced

• Medical directors of managed care plans and group practices
• Clinical executives of hospitals, multi-hospital systems, community health centers, pharmaceutical firms
• Clinical leaders from organizations such as physician-hospital organizations, medical service organizations, and independent practice associations
• Applicants accepted into the program must demonstrate, through grades and standardized test scores (MCATs or GREs), the potential to learn effectively in a challenging educational environment. Managerial experience and responsibilities indicating executive leadership potential are required. An applicant's ability to contribute to, as well as draw from, the experiences and education of other program participants is also essential.

Scholarship Information

Colin Fleming, Program Coordinator
M.S. in Health Care Management program
Email: mhcm@hsph.harvard.edu
Tel: +1 (0)617 432 70 75
Internet: http://www.hsph.harvard.edu/mhcm/index.html

KEY TOPICS
• Ethical Guidelines for Research Involving Human Subjects • Proposed Changes to International Guidelines • Cultural Absolutism vs. Cultural Relativism • Individual and Group Rights •Ethical Review Boards/Institutional Review Boards • Informed Consent• Confidentiality • Conflict of Interest and Scientific Misconduct • Standards of Care • Responsibility of Researchers to the Community • Issues in Genetic Research • Research in Disasters and Complex Emergencies • Role of Medical Journal, the Press, and Others in Maintaining Ethical Standards • Stem Cell Research• Innovative Therapy versus Drug Testing.

Department of Global Health and Population, Harvard School of Public Health, Boston

You've recently read about the priority of human resources development in reaching the Millennium Development Goals (MDGs) in such publications as The Lancet and The New York Times (see references below). This suscessful course is specifically designed to address that priority by providing participants with new and innovative ways of addressing human resources policy and management issues. Individuals and country teams will learn from experts as well as peers from other nations and will develop their own draft country Strategic Plans for Human Resources. Until recently human resources training has focused on personnel management and on static models of planning for the public sector. This course, however, has been formulated to incorporate new and innovative strategies that include both the public and private sectors.

Course Topics

• Strategic Planning and Human Resources
• Financing Capacity for Human Resources
• Management Control and Human Resources
• Health Status and Human Resources activities
• Management Capacity and Human Resources
• Leadership and Institutional Change
• Education Capacity and Human Resources
• Conflict Resolution for Human Resources

This course is designed for senior managers and policy makers who might not be able to attend lengthy degree courses in health policy and management. The issues encountered designing, implementing and managing a decentralization transition include: financial, strategic, and quality management, monitoring and evaluation, and teambuilding. Experienced Harvard faculty members have developed this two-week comprehensive workshop to better equip policy makers and managers to meet those challenges. The first week will address the policy level process while the second week will focus on enhancing management skills in the context of decentralization. Participants can elect to attend only the first week, however, everyone is encouraged to attend the entire two-week program if possible.

Participants will be learning from experience gained in the United States, as well as many other countries of the world.

Course Topics

• Health System Decentralization: Policy Options
• Finance and Expenditure Overview
• Introduction to Decentralization Framework
• Human Resources in Decentralized Health Systems
• Policy Maker," Managing the Political Process
• Strategic Management and Quality Management
• Leadership
• Negotiation and Conflict Resolution
• Managing Organizational Change

Around the world governments are trying to assess and improve the quality of health services. These tasks are of even greater importance in those countries where the responsibility for providing health care is being decentralized and the private sector in taking a steadily larger role. This course has been designed to improve the conceptual and practical skills of senior officials.
Content: This two-week course will cover a number of topics related to improving the quality of care in health systems. While both theory and practice will be included, the emphasis will be on practical skill building.

Topics to be addressed:

• Health Sector Reform and Its Relationship to Quality
• Management Reform
• Overview of Quality
• Accreditation
• Strategic Planning for Quality
• Developing and Implementing Clinical Practice Guidelines
• Human Resources
• Organizational Change
• Performance Contracting
• Negotiation and Conflict Resolution

Chairs of clinical departments traditionally have faced complex responsibilities because of their multiple tasks – patient care, teaching, research, and administration. In recent decades, this complexity has increased as many departments have expanded.
The Program for Chiefs of Clinical Services brings together chiefs of major clinical departments in teaching hospitals and health systems and an experienced interdisciplinary faculty for two weeks of intensive and systematic study of some of the critical leadership and management issues facing chiefs, their departments, and teaching hospitals.

The curriculum of the Program is organized around the following interrelated courses taught by a faculty experienced in executive education for physicians and other key decision-makers in the health system:

• Institutional Policy and Strategy
• Health Economics
• Financial Analysis and Control
• Management of Operations
• Organizational Issues
• Legal Issues

A carefully integrated curriculum permits participants to examine fundamental managerial issues from the perspective of several disciplines. A new program initiative or downsizing proposal, for example, may raise managerial problems concerning departmental and institutional strategy; the application and utility of systems analysis and quantitative analytical methods; basic economic trends and legal constraints; financial analysis and control; and organizational behavior, design and development.

Tel: +1 (0)617 384 8692
Fax: +1 (0)617 432 4310
Email: contedu@hsph.harvard.edu
Internet: Click here for PDF or Click here

This is a major year for non-communicable diseases in the developing world. Over the last two decades, many people have worked to make these conditions part of the global health agenda. This year we all see enormous opportunity, with a United Nations high-level assembly meeting on NCDs in September 2011, to get the attention of world leaders.

This is a challenging time. In the midst of this deep recession, funding for global health has plateaued or may actually be declining. At the same time, the range of recognized needs has grown. So in this context, one way to resolve these tensions may be to focus on how NCDs are relevant in poorest countries, and take a measure of what can and should be done.

Putting a spotlight on the NCDs of the bottom billion requires an advanced advocacy effort by global health leaders. Because the prevalence of NCDs is lower in these countries than in middle-income countries, and because the diseases are not linked to tobacco, the lack of physical activity and obesity, NCDs in these settings have not been center stage. Conditions such as rheumatic heart disease, malnutrition-associated diabetes, and Burkitt’s lymphoma are rarely mentioned in general discussions of NCDs in developing countries. We ask you to join the movement to change this.

Program Outcomes: -Advance projects and new initiatives from idea to implementation with actionable strategies for success -Learn how to improve relationships among health care stakeholders -Discuss innovation in patient-centered medical homes and ACOs with clinical leaders -Explore options for process improvement in clinical settings -Learn key steps for successful clinical change from hospital leaders -Overcome the limitations of current approaches to improving patient safety and developing systemic changes to health care services -Gain insight on reform implementation from Massachusetts health care leaders -Consider best practices for implementing health information technology (HIT) -Discuss the critical role of trust in health care and how to build trust for your department or organization

Over one thousand physicians have completed this continually updated Harvard program, consistently rating it excellent for its practicality in the clinical setting, sensitivity to the needs of community health center physicians, and timeliness.

Program overview: Community and migrant health centers face tremendous challenges with the increasing need for services, rising costs, expanding governmental expectations, and stiff competition for physicians and other clinicians. The challenges of the health care environment have put primary care physicians and their administrative leaders in critical positions, but physicians often have less substantial training and experience in management. Physicians must expand their knowledge of management concepts and understand their leadership role to effectively guide their health center through times of uncertainty and change.