Program for Chiefs of Clinical Services by RichieMcCaw


School of Public Health

program for chiefs of
clinical services
January 10 - 22, 2010

       D e pa rt ment of Health Policy and Management
       Department of Health Policy and Management
       C e n t e r for Continuing Professional        Education
       Center for Continuing Professional Education
P ro gram for c hiefs of clinic a l s e rv i c e s
J a n uary 10 – 22, 2010

purpose                                        par ticipant s
Chairs of clinical departments                 The Program is designed for chairs of         Program is to understand their
traditionally have faced complex               major clinical departments in teaching        managerial use and limitations. For
responsibilities because of their multiple     hospitals, whose responsibilities require     example, the course in financial analysis
tasks – patient care, teaching, research,      them to allocate resources, develop           and control does not aim to develop
and administration. In recent decades,         policies, and provide leadership.             expert accountants or to provide
this complexity has increased as many          Potential participants include heads          accounting skills, per se. The purpose in
departments have expanded.                     of departments of medicine, surgery,          learning to analyze the cost and financial
As a result of the effects of                  obstetrics-gynecology, pediatrics,            implications of program decisions, for
environmental and financial pressures          family medicine, psychiatry, neurology,       instance, is: (a) to better understand
and resource constraints, many chiefs          anesthesiology, pathology, and radiology.     the fundamental methodological issues
are being asked by their institutions          Chairs of other major departments with        involved, the driving factors behind any
to become more extensively involved            residency programs are also eligible.         particular analysis, the limits of such
in institutional decision-making with          Participants will be selected with a view     analysis, and the need to blend this with
regard to programs, staffing, operating        to ensuring an appropriate mix and            clinical, strategic, and other non-financial
and capital budgets, and other issues.         balance in the class.                         judgements; and (b) to improve the
These responsibilities are in addition                                                       ability of a participant both to manage
                                               curriculum                                    staff and to interact more effectively
to their traditional concerns within
their own departments. At the same             The curriculum of the Program                 with the fiscal affairs personnel in their
time, chiefs have to consider to a             is organized around the following             hospital, health system, or medical
greater degree the relationship between        interrelated courses taught by a faculty      school.
institutional priorities, departmental         experienced in executive education for
                                               physicians and other key decision-            upon completion of the
decisions, and collaboration with other
                                               makers in the health system:                  program, par ticipant s
services. These new tasks call for new
                                                                                             will have gained:
leadership and managerial skills.              • Institutional Policy and Strategy
                                               • Health Economics                           • Increased understanding of their
The Program for Chiefs of Clinical
                                               • Financial Analysis and Control               responsibilities and tasks as leaders of
Services brings together chiefs of
                                               • Management of Operations                     clinical departments and members of
major clinical departments in teaching
                                               • Organizational Issues                        the leadership group of their institution
hospitals and health systems and an
                                               • Legal Issues                               • A broader appreciation of and insight
experienced interdisciplinary faculty for
                                                                                              into: the external challenges facing,
two weeks of intensive and systematic          A carefully integrated curriculum              and changes occurring in, academic
study of some of the critical leadership       permits participants to examine                medical centers; the range of options
and management issues facing chiefs,           fundamental managerial issues from the         and responses available; and the impli-
their departments, and teaching                perspective of several disciplines. A new      cations for their own institution, clinical
hospitals.                                     program initiative or downsizing proposal, service, and academic program
                                               for example, may raise managerial            • New perspectives on issues they face
                                               problems concerning departmental and           currently and on those which arise in
The Program’s overall objective is             institutional strategy; the application and    the future
to enhance and develop participants’           utility of systems analysis and quantitative • Knowledge of relevant concepts and
leadership abilities and effectiveness. This   analytical methods; basic economic trends techniques in several key management
is accomplished by providing: broader          and legal constraints; financial analysis      disciplines
understanding of their responsibilities        and control; and organizational behavior, • New methods to analyze problems and
as leaders; perspective on some of the         design, and development.                       an enhanced capacity to identify the
critical leadership and management                                                            critical questions
issues they face; and understanding and        The overriding purpose for learning
                                               concepts, techniques, and skills in any      • Greater effectiveness as departmental
awareness of concepts and techniques                                                          and institutional leaders in formulating
relevant to management.                        of the management disciplines in this
                                                                                              and implementing new initiatives and
                                                                                              managing change
P ro gram l eader                             facult y

EOIN W. TrEvELyAN, D.B.A.                     rOBErT J. BLENDON, Sc.D.                       MArC J. rOBErTS, Ph.D.
Lecturer in Management                        Professor of Health Policy and                 Professor of Political Economy
Harvard School of Public Health                 Political Analysis                           Harvard School of Public Health
                                              Harvard School of Public Health
                                                                                             vINOD K. SAHNEy, Ph.D.
                                              MArTIN P. CHArNS, D.B.A.                       Senior Vice President and Chief
                                              Director, Center for Organization,               Strategy Officer
                                                Leadership, and Management Research          Blue Cross Blue Shield of Massachusetts
                                              U.S. Department of Veterans Affairs            Adjunct Professor of Health Policy and
                                              MICHELLE MELLO, J.D., Ph.D.                    Harvard School of Public Health
                                              Professor of Law and Public Health
                                              Harvard School of Public Health                DAvID W. yOuNG, D.B.A.
                                                                                             Professor of Accounting and Control, Emeritus
                                                                                             Boston University School of Management

teaching methods
The principal method of instruction           decisions must be made, and forces the          finally, summarizes the discussion and
in the Program is the case method, a          participant to choose a course of action.       draws out the major lessons it has taught.
technique pioneered and refined at the        Participants go through a three-step            Assigned readings and guest lecturers
Harvard Business School. Most of the          study process. First, participants study        supplement and augment the use of
cases present actual problem situations       each case independently. Participants           cases. In addition, an important part
familiar to chairs of clinical departments.   then meet in small discussion groups to         of the learning process occurs during
Special case materials based on field         test their individual analyses against those    the informal exchange of insights and
studies of specific issues faced by service   of their peers. Finally, the entire class       experience among participants
chiefs have been and continue to be           discusses the case, with the professor          and faculty.
prepared by the faculty.                      as catalyst and guide. The professor
The case method confronts the                 points out considerations the class has
participant with an actual management         overlooked; elicits from participants the
problem, halted at a point where              lessons of experience; pursues each line
                                              of investigation to its conclusion; and

program advisory committee

HArvEy J. COHEN, M.D., Ph.D.                  LyNNE M. rEID, M.D.                            WArrEN M. zAPOL, M.D.
Chair Emeritus                                Chief Emeritus                                 Anesthetist-in-Chief, Emeritus
  Department of Pediatrics                     Department of Pathology                       Massachusetts General Hospital
Stanford University Medical Center            The Children’s Hospital, Boston
                                                                                             ELIAS A. zErHOuNI, M.D.
vICTOr J. DzAu, M.D.                          MILES F. SHOrE, M.D.                           Director
Chancellor for Health Affairs                 Bullard Professor of Psychiatry                National Institutes of Health
Duke University                               Harvard Medical School
PAuL r. LAWrENCE, D.C.S.                      ANDrEW L. WArSHAW, M.D.
Wallace Brett Donham Professor of             Chairman
 Organizational Behavior, Emeritus             Department of Surgery
Harvard Business School                       Massachusetts General Hospital
pa s t pa r t i c i pa n t s h av e at t e n d e d
from these institutions

Albert Einstein College of Medicine, Bronx, Ny       uMass Medical School, Worcester, MA
Baylor College of Medicine, Houston, TX              university Children's Hospital, zurich, Switzerland
Brigham and Women’s Hospital, Boston, MA             university Health Network, Toronto, Canada
Case Western reserve university, Cleveland, OH       university of Alabama at Birmingham, AL
Children’s Hospital Medical Center, Boston, MA       university of Alberta, Edmonton, Alberta, Canada
Children’s Hospital Medical Center, Cincinnati, OH   university of British Columbia, vancouver
Children’s Hospital of Los Angeles, CA               university of California, Davis, CA
Dartmouth Medical School, NH                         university of California, Irvine, CA
Duke university Medical Center, NC                   university of California, San Diego, CA
Emory university School of Medicine, Atlanta, GA     university of California, San Francisco, CA
George Washington university Medical Center, DC      university of Cincinnati, OH
Houston vA Medical Center, Houston, TX               university of Connecticut School of Medicine, CT
Howard university Hospital, Washington, DC           university of Florida, Gainesville, FL
Johns Hopkins Medical Institutions, MD               university of Hawaii, Honolulu, HI
Loyola university Medical Center, IL                 university of Iowa Hospitals and Clinics, IA
Massachusetts General Hospital, Boston, MA           university of Kansas Medical Center, Kansas City, KS
Mayo Medical School, rochester, MN                   university of Kentucky College of Medicine, Ky
McGill university Health Center, Montreal, Canada    university of Maastricht, The Netherlands
Medical College of Georgia, Augusta, GA              university of Maryland, Baltimore, MD
Medical university of South Carolina, SC             university of Minnesota, MN
Meharry Medical College, Nashville, TN               university of Missouri, Columbia, MO
Memorial Sloan-Kettering Cancer Center, Ny           university of North Carolina, Chapel Hill, NC
Morehouse School of Medicine, Atlanta, GA            university of Pennsylvania Health System, PA
Mount Sinai School of Medicine, New york, Ny         university of Pittsburgh School of Medicine, PA
National Institutes of Health, Bethesda, MD          university of rochester Medical Center, Ny
New york university Medical Center, Ny               university of utah School of Medicine, uT
Northwestern university Medical Center, IL           university of vermont College of Medicine, vT
Ohio State university Medical Center, OH             university of virginia Health System, Charlottesville, vA
Oregon Health Sciences university, Portland, Or      university of Washington, Seattle, WA
Penn State university College of Medicine, PA        university of Wisconsin Medical School, WI
robert Wood Johnson Medical School, NJ               uT Southwestern Medical Center at Dallas, TX
roswell Park Cancer Institute, Buffalo, Ny           vA Medical Center, New Orleans, LA
royal Prince Alfred Hospital, Sydney, Australia      vA Medical Center, Seattle, WA
Saint Louis university School of Medicine, MO        vanderbilt university Medical Center, Nashville, TN
San Francisco General Hospital, CA                   Wake Forest university Medical School, NC
Stanford university Medical Center, CA               Walter reed Army Medical Center, Washington, DC
SuNy at Stony Brook, Ny                              Washington university School of Medicine, St. Louis, MO
SuNy at Buffalo, Ny                                  Weill Medical College of Cornell university, Ny
The Children’s Hospital of Philadelphia, PA          yale university School of Medicine, CT
The New york Hospital, New york, Ny
         Program for c hiefs of cl i n i c a l s e rv i c e s
         January 10 – 22, 2010

G e n e r a l I n f o r m at I o n

a p p l i c at i o n & a d m i s s i o n                                  f e e s a n d c a n c e l l at i o n p o l i c y
Completed applications should be submitted by August                      The program fee of $5,400 covers tuition, lunches, coffee breaks
19th, 2009. Applications received after that date will only be            and teaching materials. Dinner will be provided to participants
considered subject to space availability. No payment is due at            on January 10th, 15th, and 21st. For budgeting purposes,
the time of application. Applicants who are admitted to the               approximately $300 of this fee covers teaching materials.
program are required to pay the program fee to reserve their              Cancellations must be made in writing. An administrative fee of
place. you may apply either by mail, by fax, or online at                 $150 will be charged for cancellations received by November                             23, 2009. Cancellations received between November 24, 2009
                                                                          and December 10, 2009 will result in forfeiture of 50 percent
p ro g r a m o rg a n i z at i o n
                                                                          of the program fee. Cancellations received after December 10,
Classes and discussion groups are scheduled six days a week.              2009 will result in forfeiture of 100 percent of the program
Preparation for classes averages six hours a day. Sunday,                 fee. In the unlikely case of course cancellation by the Harvard
January 17th is free except for cases to be prepared for                  School of Public Health, the School is not responsible for non-
Monday’s classes. registration is scheduled for 3:00 - 4:00 pm            refundable travel arrangements.
on Sunday, January 10th. The program concludes on Friday,
January 22nd at 2:00 pm. Participants should free themselves              c o n t i n u i n g e d u c at i o n c r e d i t
of professional and family responsibilities for the period                The Harvard School of Public Health is accredited by the
of the program so that full attention can be devoted to the               Accreditation Council for Continuing Medical Education
educational experience.                                                   to provide continuing medical education for physicians. The
                                                                          Harvard School of Public Health designates this educational
ac c o m m o dat i o n s
                                                                          activity for a maximum of 55 AMA PRA Category 1 Credit(s)™.
upon acceptance to the Program, the Center for Continuing                 Physicians should only claim credit commensurate with the
Professional Education will arrange accommodations for                    extent of their participation in the activity.
participants at the Taj Hotel in Boston, at the rate of $229              Every effort has been made to ensure that the information printed in this brochure is
(plus 12.45% tax). Accommodations include daily continental               accurate. The Harvard School of Public Health, however, reserves the right to make
                                                                          changes without prior notice.
breakfasts, use of a private lounge, and evening refreshments.
All classes will be held at Harvard School of Public Health.

2 0 1 1 p r o g r a m d a t e : Program for Chiefs of Clinical Services, January 9 – 21, 2011

Please also note:

l e a d e r s h i p d e v e lo p m e n t f o r p h y s i c i a n s i n ac a d e m i c h e a lt h c e n t e r s
october 18–30, 2009
This program is designed for physicians in administrative positions in academic health centers, who are not chairs of clinical
departments. Participants include individuals in positions such as: chief of a clinical division or section within a clinical department;
vice chair of a clinical department; medical director; vice president of medical affairs, as well as other titles.
l e a d e r s h i p s t r at e g i e s f o r e vo lv i n g h e a lt h c a r e e x e c u t i v e s
november 1–6, 2009

                      HARVARD SCHOOL OF PUBLIC HEALTH David A.Shore, PhD, Associate Dean and Executive Director
                      Center for Continuing Professional Education                Lynn Fitzgerald, Associate Director of Programming
                      Where theory informs practice and practice informs theory ®

                                                                            CCPE - Dept. A, 677 Huntington Avenue
                                                                            Boston, MA 02115-6096 (no overnight delivery)
              phone: 617.384.8692 • fax: 617.384.8690 • email: • web:

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