Epidemiology of Chronic Disease Seminar

EPI OF CHRONIC DISEASE SE

The primary objectives in this course are to learn to systematically review and summarize primary research in chronic disease epidemiology, to synthesize scientific evidence to establish causal inference, and to understand how this evidence relates to scientific decision making for improving health outcomes. In this course, we will evaluate 4 topics in the epidemiology of chronic diseases. By the end of the semester, students will improve their ability to interpret the literature on current topics in chronic disease epidemiology and will be able to evaluate how the evidence can inform health decision making and causal inference. Readings will be based upon publications highlighted in the Dean’s Seminar Series on Chronic Disease and the Department of Epidemiology’s Chronic Disease Cluster seminars.

• Department: Epidemiology
• Instructor: Lauren C Houghton
  Info
• 0.5 points

Epi Modeling for Infectious Diseases

EPIDEMIC MODEL MTHD-INFEC

This course is an intro to intermediate level infectious disease mathematical modeling methodological class. It will introduce the fundamental principles of infectious disease modeling. Emphasis will be given to compartmental meta-population models. Over the course, we will learn a variety of mathematical models for infectious diseases, starting from simple compartmental models to more complex compartmental models with various structures, including multiple risk groups, age groups, spatial network, and multiple hosts. In addition to these models, we will also discuss how key epidemiological parameters (e.g. the basic reproductive number) can be estimated from real disease data. Other topics will include vaccination/antiviral efficacy assessment, survival analysis, and agent based models. Half of the course will be devoted to hands-on computer lab excises, using the R Studio open source program (if students are familiar with Python or Matlab, these programs can be used instead).

• Department: Epidemiology
• W 1 p.m.-3:50 p.m.
• Instructor: Wan Yang
  h-index: 25 Info
• 3 points

Intrapartum: Didactic

INTRAPARTUM DIDACTIC

Didactic presents an understanding of the process of labor, birthing, and immediate postpartum and how this impacts on the mother and baby from a midwifery perspective. Specific focus centers on the midwifery management process, particularly for the normal, with differential diagnosis to determine when intervention/consultation is necessary. Birthing management will be viewed in a variety of settings and cultures. Practical skills for assessment and management will be taught. The course will provide mastery of the core competencies required by ACNM.

• Department: Nursing
• T 9:30 a.m.-12:20 p.m.
• 3 points

Seminar in Social Determinants of Health

SEMINAR IN SOCIAL DETERM

Seminar for students in the Social Determinants certificate program

• Department: Epidemiology
• F 11:30 a.m.-12:50 p.m.
• Instructor: Lisa Bates
  Info
• 0-1 points

Intrapartum: Clinical

INTRAPARTUM CLINICAL

Clinical practice includes nurse-midwifery management of the care of the normal intrapartum woman/ newborn/ family and collaboration and/or referral for complex management. Experience on the postpartum ward and in newborn care is obtained in this clinical rotation when intrapartum patients are not available.

• Department: Nursing
• 4 points

INTRO TO COMPARATIVE MEDIA

Comparative media is an emergent approach intended to draw upon and interrupt canonical ideas in film and media theory. It adopts a comparative approach to media as machines and aesthetic practices by examining contemporary media in relation to the introduction of earlier technologies. The class also extends our focus beyond the U.S. and Europe by examining other cultural locations of media innovation and appropriation. In doing so, it decenters normative assumptions about media and media theory while introducing students to a range of media practices past and present.

• Department: East Asian Languages and Cultures
• T 2:10 p.m.-4 p.m.
• 4 points

Applications of Epidemiologic Research M

APPL OF EPIDEMIOLOGC RES

The course is intended to teach students how to apply basic epidemiological and statistical methods and concepts. The material builds on concepts introduced in epidemiology and biostatistics core courses (or the Quant core module), and serves as a bridge to the methods presented in more advanced epidemiology courses. Each session is a combination of didactic lecture and hands-on practice. Students conduct epidemiological analyses on actual data sets, and learn the importance of data preparation and cleaning, descriptive analyses, as well as how to conduct categorical analyses, ANOVA, and linear regression in SAS.

• Department: Epidemiology
• T 5:30 p.m.-6:50 p.m.
• Instructor: Matthew R Lamb
  Info
• 3 points

APPL OF EPI RESEARCH METHODS

• Department: ONLINE MS IN EPIDEMIOLOGY
• U 9 a.m.-5 p.m.
• Instructor: Amelia Boehme
  h-index: 21 Info
• 3 points

Midwifery Clinical Competency Skills II

MIDWIFE CLIN COMPETNCY SK

Clinical skills preparation is essential before a student enters clinical practicum. A variety of skills relevant to intrapartum, newborn, and postpartum care are taught and then practiced in simulation settings and peer practice.

• Department: Nursing
• 2 points

S. Perspectives on the Presidency

S. Perspectives on Presid

• Department: Law
• 2 points

Primary Care in Midwifery: Diagnosis & M

PC IN MIDWIFERY: D&M

This diagnosis and management course will focus on each physiologic system and include unique characteristics relevant to midwifery care throughout the lifespan. Complex health concerns will be included in the context of consultation, collaborative management and/or referral to specialists. The course will reinforce appropriate standards and scope of midwifery practice with a critical analysis of social and political influences on health care including the effects of racism and gender bias on a person’s health.

• Department: Nursing
• W 10 a.m.-12:50 p.m.
• 3 points

Independent Study in Nurse-Midwifery

IND STUDY NURSE MIDWIFERY

• Department: Nursing
• Instructor: Rebekah L Ruppe
  Info
• 1-8 points

Generative AI for Epidemiologists

Generative AI tools, such as Large Language Models (LLMs), represent a subset of artificial intelligence technologies capable of generating new content, including text, images, audio, and video, that mimic human-generated content. Unlike earlier AI approaches, such as machine learning, which are designed to recognize or classify data, generative AI can create novel data outputs by leveraging the patterns, styles, or information it has learned during its training process. This ability to recognize and generate patterns shares many similarities with the goals of Epidemiology, which focuses on identifying patterns of health and disease in populations.

Although these generative AI models are relatively new, their adoption in the research environment, including in Epidemiology, is rapidly increasing. The introduction of LLMs has the potential to revolutionize scientific research by providing unprecedented speed, innovation, and efficiency. This is achieved by enabling novel and compelling ways to explore data. However, the complexity of the neural networks behind these models' decision-making processes and lack of transparency in data training sources can make it challenging to understand how they arrive at specific outcomes and biases. The opacity of these models, coupled with the necessity of training them on potentially biased data sets, underscores the need for responsible use. Therefore, epidemiologists face the challenge of ensuring that research findings generated by AI are real, ethical, and reliable.

This course is designed to introduce LLMs and other AI approaches, highlighting their potential to enhance epidemiological research. It aims to explore innovative ways AI/LLMs can be utilized, understand the ethical considerations involved, investigate the potential public health concerns raised by AI, and examine firsthand applications of AI within the field of public health. The class will include informational lectures on-line and in person, with in-class applied discussions and learning exercises.

• Department: Epidemiology
• R 1 p.m.-3:50 p.m.
• Instructor: Allison E Aiello
  Info
• 3 points

Art History and the Archive

This graduate seminar explores the role of archives and “the archive” in the history and making of art history. How has the discipline defined its archives in the past, and how is it doing so now? How does one identify, navigate, and mine repositories of information for the purpose of art historical study? And what challenges or problems—theoretical, methodological, ethical—does such work raise? Our investigation will be grounded in and guided by readings drawn from a range of fields, including history, anthropology, critical theory, and queer, feminist, postcolonial, Indigenous, and critical race studies. Over the course of the semester, seminar members will also design and undertake an independent research project using one or more archives in the New York City area.

• Department: Art History and Archaeology
• W 2:10 p.m.-4 p.m.
• Instructor: Meredith Gamer
  CULPA: 1 Info
• 4 points

Mergers & Acquisitions in Medi

The course is an advanced Mergers & Acquisitions Seminar that focuses on current trends and recent developments in the media industry. The course will be divided into two parts. Each week during Part I will be devoted to the analysis of a different recent media transaction. The pedagogic framework is not structurally different from traditional M&A analysis. The overlay of mediaspecific commercial, strategic and regulatory issues will provide additional insight into a particularly dynamic segment of the economy. Each week will focus on a different transaction type (e.g., cash divesture, cash acquisition, stock merger etc.) different media industry sub-sector (e.g., cable, newspapers, broadcasting etc.) and different aspects of the analytical framework (e.g., financial analysis, corporate governance etc.) Part II will be devoted to group board presentations of hypothetical transactions. Groups must be formed and have their hypothetical transaction approved by the instructor by week 4 of the course. Course grades will be primarily based on the quality of written materials and presentations by the group. Each group member will receive the same grade on their project. 20% of the course grade will be on based on individual weekly homework assignments. Outside speakers/board members with first-hand knowledge of the industries and transactions considered will participate during both Part I and Part II of the course.

• Department: Business Economics
• T 2:20 p.m.-5:35 p.m.
• Instructor: Jonathan A Knee
  h-index: 5 Info
• 3 points

DNP Clinical Seminar in Midwifery II

DNP CLINICAL SEM IN MIDWI

This course is a continuation of Seminar I. Using the DNP Competencies in Comprehensive Care as the framework, students will analyze clinical decision-making and utilization of evidence for best clinical practices in the inpatient setting. Clinical appraisal and critique of challenging cases from the practice environment will facilitate the students’ application of the knowledge base and skills essential to the role of the nurse midwife.

• Department: Nursing
• T 1:30 p.m.-3:20 p.m.
• 1 points

Dissertation Proposal Seminar II

Interdisciplinary group work as part of Dissertation Proposal Seminar series.

• Department: Music
• M 2:10 p.m.-4 p.m.
• Instructor: Knar Abrahamyan
  Info
• 3 points

Empirical Analysis for Health Policy

Empirical Analysis Hlth P

This course introduces students to basic research methods used in health policy research. After providing an introduction to regression analysis, the class will focus on developing the skills to enable students to analyze the effect of a government program (or a variable that can be affected by a government program) on health outcomes. Specific learning objectives include: developing data management skills, computing descriptive statistics, and performing regression analysis using Stata, a simple yet powerful and widely-used statistical software package; critically evaluating empirical research conducted by others; and applying skills to evaluate the effect of a publicly provided government program.

• Department: Health Policy & Management
• T 4 p.m.-5:20 p.m.
• Instructor: Nuannuan Xiang
  Info
• 3 points

MS Strategy Formulation

This course provides an introduction to strategic management. Strategy Formulation" has two broad goals. The first is to understand why some companies are financially much more successful than others. Second, we will analyze how managers can devise a set of actions ("the strategy") and design processes that allow their company to obtain a financial advantage. To gain a better understanding of strategic issues and begin to master the analytic tools that strategists use, we will study the strategic decisions of companies in many different industries and countries, ranging from U.S. technology firms to a Spanish fashion retailer and a Danish shipping company. The primary objective of Strategy Formulation is for you to analyze the sources of companies competitive advantage. This skill is not only critical for positions in general management but also for those who aspire to careers in banking, consulting, non-profit, social enterprise, and start-up environments. The course will provide the analytic tools to analyze competitors, predict competitor behavior, and understand how firms can develop and sustain advantages over time. "

• Department: Auditing
• W 9 a.m.-12:15 p.m.
• Instructor: Dongil Keum
  Info
• 0 points

Reading Group on Trauma-Informed Lawyeri

Reading Group Trauma-Info

• Department: Law
• 1 points

Cognitive Basis of Function & Decision

• Department: Rehabilitation Medicine (RMED)
• Instructor: Daniel L Geller
  Info
• 4 points

DISSERTATION SEMINAR

Discussion of problem formulation and research design on topics suggested by participants, in order to help doctoral candidates formulate dissertation proposals.

• Department: Social Work
• T 2 p.m.-3:50 p.m.
• Instructor: Heidi L Allen
  Info
• 3 points

QUALITATIVE RESEARCH METHODS

QUANLITATIVE RESEARCH METHODS

• Department: Social Work
• W 10 a.m.-11:50 a.m.
• Instructor: Brooke S West
  h-index: 14 Info
• 3 points

STRATEGIC ISSUES IN HEALTHCARE QUALITY

• Department: Executive Classes in HPM
• Instructor: Catherine Foster
  Info
• 1.5 points

GOVERNANCE,HEALTH LAW & ETHICS

• Department: Executive Classes in HPM
• Instructor: Tamar Halpern
  Info
• 1.5 points

HEALTHCARE MARKETING STRATEGY

• Department: Executive Classes in HPM
• Instructor: John Winkleman
  Info
• 1.5 points

Health Care Marketing

HEALTHCARE MARKETING

This course covers marketing strategy for all players, from biotech startups to pharmaceutical firms and service providers. It has two objectives: Present methods and models used in the life sciences sector, and demonstrate how they are successfully used in current business situations. Key learnings include how to segment consumer and medical markets, brand a new product/service, create a marketing plan for a startup, decide on a pricing approach and integrate online/offline communications. Students customize the course to their needs with a term paper (instead of final exam) based on a consulting assignment for a company.

• Department: Health Policy & Management
• W 8:30 a.m.-11:20 a.m.
• Instructor: John Winkleman
  Info
• 1.5 points

Health Care Marketing

HEALTHCARE MARKETING

This course covers marketing strategy for all players, from biotech startups to pharmaceutical firms and service providers. It has two objectives: Present methods and models used in the life sciences sector, and demonstrate how they are successfully used in current business situations. Key learnings include how to segment consumer and medical markets, brand a new product/service, create a marketing plan for a startup, decide on a pricing approach and integrate online/offline communications. Students customize the course to their needs with a term paper (instead of final exam) based on a consulting assignment for a company.

• Department: Health Policy & Management
• W 8:30 a.m.-11:20 a.m.
• Instructor: John Winkleman
  Info
• 1.5 points

S. Election Law for Civil Rights Lawyers

S ELECTION LAW FOR CIV RI

See CLS Curriculum Guide.

• Department: Law
• Instructor: Myrna Perez
  Wikipedia Info
• 2 points

Workshop on Facilitating Meaningful Reen

WRKSHP:FACILITATING REENT

See CLS Curriculum Guide

• Department: Law
• Instructor: Ilene Strauss
  Info
• 2-3 points

PLAYWRITING IV

• Department: Theatre Arts
• R 2:10 p.m.-5 p.m.
• Instructor: Charles Mee
  Info
• 3 points

Post-Acute and Long Term Care Delivery S

POST-ACUTE & LTC DELIVERY

The goal of Post-Acute and Long-Term Care Delivery Systems is to provide students with an understanding of the continuum of post-acute and long-term care. Three perspectives or approaches are used to describe and discuss the structure and function of the continuum of care. First, the continuum is examined as a “system” - that is, a cluster of interrelated components. Next, the continuum is explored from the point of view of public policy - that is, from the perspective of various courses of action open to government to address the financial and care delivery challenges that are present in the continuum and that exists for stakeholders and consumers. Finally, the continuum is analyzed as a market for providers of health care, social services and housing to an expanding population of individuals with chronic care needs.

• Department: Health Policy & Management
• T 5:30 p.m.-8:20 p.m.
• Instructor: Ari J Markenson
  Info
• 1.5 points

HUMAN RESOURCES MANAGEMENT

• Department: Executive Classes in HPM
• Instructor: Steven B Katz
  Wikipedia Info
• 1.5 points

Managing Human Capital in Health Systems

Manage Hum Capital in Hlt

Managing professionals is crucial to the success (or failure) of health care organizations because the provision of services primarily relies on human decision-making and interaction. Health care professionals determine the level of quality as well as the costs associated with health care services directly or indirectly. The goal of this course is to introduce students to the functions and issues associated with managing human resources in health care organizations through in class exercises and outside of class assignment that demonstrate the human resource challenges that graduates may face as health care executives in the future. Significant attention is given to: 1) workforce issues, 2) understanding legal issues related to the employment setting, 3) selection and retention of employees, 4) establishing performance standards and evaluating performance, and compensation, and 5) understanding the use and effects of monetary and non-monetary incentives in human resources management in the United States and globally.

• Department: Health Policy & Management
• W 8:30 a.m.-11:20 a.m.
• Instructor: Audrey Wathen
  Info
• 1.5 points

Family Enterprise and Wealth

This course introduces students to the complex topics of family enterprise and family wealth. Wealth in the United States and globally has become increasingly concentrated in the hands of a small number of families, which is having a major impact on business, financial, and philanthropic sectors. These families often start with an entrepreneur who creates an operating business, that later evolves into trusts, holding companies, investment vehicles, a family office, and charitable foundations. This conglomeration of holdings is referred to as a complex "family enterprise" and all the assets of the family comprise its "wealth." Given the magnitude of this trend, it is almost inevitable that each MBA student will own, work for, invest in, or otherwise interact with family enterprises after graduation.
Students will be exposed to a variety of perspectives, including in-depth research, analysis, and insider's views on family dynamics, governance, business, investments, and philanthropy. The course will proceed from the perspective of family first and particular emphasis will be given the fact that the family’s “human capital” is its most important resource to foster a successful family enterprise and optimize its important role in society. Technical issues, including legal concepts and structures applicable to family enterprises, will also be examined. Guest lecturers from industry and family enterprises will provide real-life context to class discussions.
Students will leave the course prepared to more effectively own, manage, and work with family enterprises, and with a more nuanced understanding of family wealth as it is now understood by leading global families. This will have a direct impact on future success, both personally and professionally. While the course will be especially relevant for students who come from family enterprises, it will also provide insights and tools for students who intend to work in private wealth management, privately held companies, management consulting, private equity/ venture capital, and social enterprises. This is not just an investment, finance, or family business management course, as those subjects are covered in more detail elsewhere in the curriculum but is a multi-disciplinary approach to this complex set of issues.
The course has the following objectives:
- Increase awareness of the role and importance of family enterprises globally.
- Expand understanding of “family wealth” as it is defined and developed by leading

• Department: Finance
• R 9 a.m.-1 p.m.
• Instructor: Patricia M Angus
  Info
• 1.5 points

Analytics & Managerial Decision Making I

ANLYTC&MNGR DECISION MAKI

This is a course about analytical thinking and skills for managers. Our aim is to further develop statistical skills, while emphasizing practical applications, translation to policy, and communicating results. We will spend the first half of the course building technical skills on fundamental and some advanced analytical methods, where each session will be a combination of teaching and practice. Next, we will apply all skills into interactive challenges (including presentation of results), where we will focus on written and visual communication of insights. We will close the class by covering the principles of survey design and analysis, plus utilizing insights for decision-making. We will develop these skills not only through directed challenges, but also through more practical examples, where only general guidance is provided and participants will utilize their own creativity and experience.

• Department: Health Policy & Management
• M 1 p.m.-3:50 p.m.
• Instructor: Kai Ruggeri
  h-index: 22 Info
• 3 points

S. Negotiating International Agreements:

S. Neg Intl Agt Climate C

• Department: Law
• 2 points

Health Policy and Political Analysis

HEALTH POLICY & POLITICAL

Resolving seemingly intractable policy issues depends on harnessing an array of strategies used by political actors. These strategies may include reframing an issue or bringing new evidence to light that stimulates new coalitions, persuading legislators that supporting a controversial measure is actually beneficial for their political career, or getting the media excited about an important, but very dry, technical policy issue. Another strategy is to change the venue in which the policy debate takes place – perhaps for example, by filing a lawsuit in state or federal courts, or bringing legislation before city government or state legislatures. As this course shows, the venue in which policy debates take place will structure the kinds of debates that are likely to occur.

• Department: Health Policy & Management
• R 1 p.m.-3:50 p.m.
• Instructor: Miriam J Laugesen
  h-index: 20 Info
• 3 points

Mental Health Policy

MENTAL HEALTH POLICY

Mental health policy is both a field of study and an area of advocacy in which you can engage, no matter where your career takes you. We will grapple with fundamental questions about what mental health is, how we can impact it, and where policy fits in a rapidly changing world. We will build a foundation in current directions and debates in mental health policy as well as explore emerging and frontier issues. You will also gain practical knowledge and skills to bridge theory and practice day-to-day, setting you up to have impact on one of the most foundational issues in public health across your career.

• Department: Health Policy & Management
• T 5:30 p.m.-8:20 p.m.
• Instructor: Nathaniel Counts
  Info
• 1.5 points

Healthcare Financial Management

HEALTHCARE FINANCE

How do unique characteristics of the healthcare industry influence financial management in this sector? What techniques are effective in this field? How can we uses cases to avoid mistakes and to maximize efficiency and ultimately patient health? The goal of this class is to teach the principles necessary for effective financial management in healthcare to individuals who are not experienced financial executives. It is intended to make administrators comfortable in managing the finances of the department or other entity for which they have responsibility.

• Department: Health Policy & Management
• M 5:30 p.m.-8:20 p.m.
• Instructor: Benjamin M Rossi
  Info
• 3 points

HEALTH, INNOVATION and TECHNOLOGY

HEALTH INNOVATION & TECHN

• Department: Executive Classes in HPM
• Instructor: Yulia Kogan
  Info
• 1.5 points

Health Innovation & Technology

HEALTH INNOVATION & TECHN

Information technology and the management of this technology is increasingly critical in healthcare. Healthcare represents a new frontier for information management. This class explores the promises and challenges of health information technology in today's environment. Readings and lectures will focus on the nature and uses of health care information systems in a variety of health care settings. Students will learn fundamental IT terminology, understand how IT fits into the organizational structure in terms of quality of care, financing, and strategic organizational issues as well as project management. They will also learn about opportunities and challenges for IT in healthcare in the future.

• Department: Health Policy & Management
• F 1 p.m.-3:50 p.m.
• Instructor: Darryl S Hollar
  Info
• 1.5 points

S. Sustainability in Big Business and Bi

S. Sustainability Busines

• Department: Law
• 2 points

DIRECTED STUDIES IN PLAYWRITING

DIRECTED STUDIES - PLAYWR

.

• Department: Theatre Arts
• F 2:10 p.m.-5 p.m.
• Instructor: Lynn Nottage
  Wikipedia Info
• 3 points

S. Outdated Laws & New Technologies in C

S.Outdated Laws & New Tec

• Department: Law
• 1 points

Environmental Health Economics

ENVIRONMENTAL HEALTH ECON

The primary goal of environmental regulation is to protect human health, but there are a wide range of options available to policy makers and considerable disagreement over how to best implement regulation. This class focuses on understanding environmental health policy from an economic perspective. After reviewing basic economic concepts relevant for this course, we discuss an economic viewpoint of environmental issues, including when and how to intervene with markets. Since all environmental regulation requires knowledge of the threats posed by environmental exposure, we then focus on measuring the health benefits from environmental policies, recognizing we omit several important non-health benefits. We also briefly discuss the costs posed to society from environmental regulation, an important component of regulatory impact analysis often required by federal rules. We discuss the main approaches to environmental policy in the US, including incentive based approaches, such as tradeable discharge permits, emission taxes and subsidies, and voluntary programs, and the more traditional ‘command and control’ approach. After highlighting the strengths and weaknesses of each approach, we apply these concepts to current environmental policy on such topics as air quality, toxic and hazardous waste, climate change, and ozone depletion.

• Department: Health Policy & Management
• T 1 p.m.-3:50 p.m.
• Instructor: Matthew J Neidell
  Info
• 1.5 points

S. State Attorney General Enforcement an

• Department: Law
• 2 points

High Performing Nonprofits

The nonprofit sector is full of organizations, many of which are operating below peak performance. With unlimited ideas, low barriers to entry and decidedly limited funding, we have a sector with enormous volume and an overall lack of effectiveness. While the overall problem definition is accurate, well trod and unlikely to change, there are worthwhile remedies. The goal of the course is to study the solutions that work. We start by exploring all of the external and internal forces that cause weakness in nonprofit strategy and execution. Then we determine what factors can lead to high performance. Well review case studies and other real world examples to learn how the best nonprofits surmount significant barriers to produce great results.The course is six sessions. The first three sessions focus on the nonprofit operating environment and the central strategic issues facing nonprofits today. The next two sessions deal with finances - the over-emphasized keys to smart revenue generation and the under-emphasized importance of effective spending. The last session rivets on talent - both at the board level as well as senior staff - and how you should think about crafting a path with high impact both during and after your business education. As a newly minted MBA, your skill set will be in high demand in the sector. That said, the direct application of for profit strategies to nonprofit work has limits. Well look at where and how to take the best of private thinking, adjust it and apply it to nonprofit performance. Well question many commonly held assumptions on the sector. The course will touch on theory, but will be grounded in current practice.Whether you have past experience, current involvement or future aspirations, you should take this course if youre interested in pushing changes as an: 1.) institutional or individual donor; 2.) board member; 3.) executive director or senior leader; or 4.) management consultant. The goal is to give you the knowledge and skills to work from either inside or outside to drive nonprofits to achieve.

• Department: Auditing
• R 6 p.m.-9:15 p.m.
• Instructor: Anne Eidelman
  Info
• 0 points

Advanced Seminar on Legal Considerations

Advanced S. Distressed Li

• Department: Law
• 2 points

Public Health Law

PUBLIC HEALTH LAW

In this course we explore constitutional law through the lens of public health policy. We examine the relationships and tensions between individual and collective concerns. We evaluate public health issues from an American legal perspective to determine the constitutional soundness of the health promotion objective. In this course we consider multi-disciplinary factors and how they interact with issues of federalism, morality, economics and the politics of science. Readings include case law and related legal materials, in addition to writings by public health practitioners, historians, sociologists, economists and philosophers. Core topics include, among others, constitutional law and major constitutional cases relating to public health, economic analysis in law, tort litigation in public health, historical public health law perspectives, health promotion campaigns, property regulation, privacy protection, various case studies including immunization, civil commitment, infectious disease, tobacco policy and abortion law. Guest speakers provide additional current perspectives from practitioners.

• Department: Health Policy & Management
• W 8:30 a.m.-11:20 a.m.
• Instructor: Magda Schaler-Haynes
  Info
• 3 points

ETHICS AND OCCUPATIONAL JUSTICE

• Department: Rehabilitation Medicine (RMED)
• Instructor: Janet Falk-Kessler
  h-index: 9 Info
• 2 points

Public Health Concepts for Managers

PUB HLTH CONCEPTS FOR MAN

This course exposes students to many of the core concepts and principles of public health required for them to work as administrators in healthcare settings. As managers and administrators, an understanding of these concepts is critically important if they are going to be in positions where they can influence the creation of innovative programs, deliver services, develop policies and ultimately impact the health of local, national and global communities. Students will be asked to learn concepts from a variety of disciplines and how to translate that information into practice. The translation process will occur as they apply their learning to cases that will allow them to discuss the applicability of those concepts in an ever changing public health world and healthcare system.

• Department: Health Policy & Management
• W 5:30 p.m.-8:20 p.m.
• R 1 p.m.-3:50 p.m.
• Instructor: Thalia Porteny
  Info
• 3 points

Competitive Health Strategy

COMPETITIVE HEALTH STRATE

The Course is the integrating exercise for the Management curriculum and provides students with the opportunity to experience the challenges of executive leadership and strategic decision-making in a realistic exercise that effectively emulates or simulates the full breadth and complexity of organizational decision-making in a complex, competitive marketplace. Using the HealthSquare Simulation and working in teams of 6-7 members, students will act as the executive leadership of a community hospital participating in a multi-hospital market. As hospital executives, they will be required to analyze the position of their institution and to make all decisions central to the successful management of the hospital, including such elements as service line mix, capacity, investment in quality professional/clinical, systems, etc., patient/payer mix, marketing, staffing, financial structure, and so on. Participation in this complex experiential learning experience is supported by group/team work session, readings, lecture/discussions, and presentations. As indicated above, all students are expected to take an active role in each session; the level of class participation will have a major effect on the quality of the Course.

• Department: Health Policy & Management
• Instructor: John Winkleman
  Info
• 1.5 points

Competitive Health Strategy

COMPETITIVE HEALTH STRATE

The Course is the integrating exercise for the Management curriculum and provides students with the opportunity to experience the challenges of executive leadership and strategic decision-making in a realistic exercise that effectively emulates or simulates the full breadth and complexity of organizational decision-making in a complex, competitive marketplace. Using the HealthSquare Simulation and working in teams of 6-7 members, students will act as the executive leadership of a community hospital participating in a multi-hospital market. As hospital executives, they will be required to analyze the position of their institution and to make all decisions central to the successful management of the hospital, including such elements as service line mix, capacity, investment in quality professional/clinical, systems, etc., patient/payer mix, marketing, staffing, financial structure, and so on. Participation in this complex experiential learning experience is supported by group/team work session, readings, lecture/discussions, and presentations. As indicated above, all students are expected to take an active role in each session; the level of class participation will have a major effect on the quality of the Course.

• Department: Health Policy & Management
• Instructor: John Winkleman
  Info
• 1.5 points

Competitive Health Strategy

COMPETITIVE HEALTH STRATE

The Course is the integrating exercise for the Management curriculum and provides students with the opportunity to experience the challenges of executive leadership and strategic decision-making in a realistic exercise that effectively emulates or simulates the full breadth and complexity of organizational decision-making in a complex, competitive marketplace. Using the HealthSquare Simulation and working in teams of 6-7 members, students will act as the executive leadership of a community hospital participating in a multi-hospital market. As hospital executives, they will be required to analyze the position of their institution and to make all decisions central to the successful management of the hospital, including such elements as service line mix, capacity, investment in quality professional/clinical, systems, etc., patient/payer mix, marketing, staffing, financial structure, and so on. Participation in this complex experiential learning experience is supported by group/team work session, readings, lecture/discussions, and presentations. As indicated above, all students are expected to take an active role in each session; the level of class participation will have a major effect on the quality of the Course.

• Department: Health Policy & Management
• Instructor: John Winkleman
  Info
• 1.5 points

Competitive Health Strategy

COMPETITIVE HEALTH STRATE

The Course is the integrating exercise for the Management curriculum and provides students with the opportunity to experience the challenges of executive leadership and strategic decision-making in a realistic exercise that effectively emulates or simulates the full breadth and complexity of organizational decision-making in a complex, competitive marketplace. Using the HealthSquare Simulation and working in teams of 6-7 members, students will act as the executive leadership of a community hospital participating in a multi-hospital market. As hospital executives, they will be required to analyze the position of their institution and to make all decisions central to the successful management of the hospital, including such elements as service line mix, capacity, investment in quality professional/clinical, systems, etc., patient/payer mix, marketing, staffing, financial structure, and so on. Participation in this complex experiential learning experience is supported by group/team work session, readings, lecture/discussions, and presentations. As indicated above, all students are expected to take an active role in each session; the level of class participation will have a major effect on the quality of the Course.

• Department: Health Policy & Management
• Instructor: John Winkleman
  Info
• 1.5 points

PT Management of the Running Athlete

This course is designed to prepare students for evaluating and treating the running athlete. This course includes an overview of foot and ankle mechanics, lower quarter strength and flexibility examination, application of the Functional Movement ScreenTM, and use of Video Analysis to identify relevant pathomechanics observed during running. Students are introduced to the clinical setting by evaluating patients in the context of a simulated running clinic, prior to participating in the student-led, Columbia RunLabTM clinic. Here they engage in clinical reason discussions and advise runners on exercise programs and improvements to running form. Students participate in training sessions required for the clinic including HIPPA and Blood-borne Pathogens training.

• Department: Physical Therapy
• 1 points

PT Management of the Running Athlete

This course is designed to prepare students for evaluating and treating the running athlete. This course includes an overview of foot and ankle mechanics, lower quarter strength and flexibility examination, application of the Functional Movement ScreenTM, and use of Video Analysis to identify relevant pathomechanics observed during running. Students are introduced to the clinical setting by evaluating patients in the context of a simulated running clinic, prior to participating in the student-led, Columbia RunLabTM clinic. Here they engage in clinical reason discussions and advise runners on exercise programs and improvements to running form. Students participate in training sessions required for the clinic including HIPPA and Blood-borne Pathogens training.

• Department: Physical Therapy
• 1 points

Strategic Management

STRATEGIC MANAGEMENT

Over the semester, the course considers questions of Mission and Vision (What areas, activities, or business(es) should we be in?") and questions of Strategy and Operations ("How can we perform or compete effectively in this area?"). It covers both strategy formulation ("What should our strategy be?") as well as strategy implementation ("What do we need to do to make this strategy work?"). The course also addresses several additional issues that are critical to the strategic management "process" (e.g.. designing planning systems, managing contention). The course emphasizes the multiple, related requirements of the leader/manager's job: analysis, creativity, and action.

• Department: Health Policy & Management
• W 1 p.m.-3:50 p.m.
• Instructor: Mitchell Tang
  Info
• 3 points

Professional Leadership & Practice III

LEADERSHIP

This 14-week course, during the second year of the DPT curriculum, is the third in a series of four courses designed to educate students about the multiple dimensions of professional practice in contemporary physical therapy. These courses will explore the required interpersonal, ethical, and leadership skills required for as a physical therapist. Additionally, the course will address trans-curricular themes including leadership, service, health promotion, advocacy, teaching & learning, interprofessional teamwork, and self-reflection, culminating in the creation of a digital portfolio. The course series will include broad exposure to various professional and personal development experiences and expect more in-depth engagement in the student’s chosen area of focus.

PLP III will cover many intersecting areas focused on the development of clinical leadership skills including ethics and jurisprudent practice, communication, conflict management, cultural humility, mental health awareness and management, self-reflection, and self-care. Throughout these content areas, a strong focus will be on self-reflection, self-awareness, and self-care as a healthcare worker. These areas are organized into four focus areas for the course: 1) Leadership in Practice, 2) Cultural Humility, 3) Mental Health in Physical Therapy, and 4) Your Clinical Practice. Participants will add to their professional digital portfolio that allows for reflection on the three-year educational journey and participate in a leadership and service role. The assignments are distributed among the three content areas.

• Department: Physical Therapy
• 2 points

Consulting Practice

CONSULTING WORKSHOP

• Department: Health Policy & Management
• M 8:30 a.m.-11:20 a.m.
• T 8:30 a.m.-11:20 a.m.
• T 1 p.m.-3:50 p.m.
• W 1 p.m.-3:50 p.m.
• R 8:30 a.m.-11:20 a.m.
• 3 points

Clinical Practice and Supervision with F

CLIN PRAC SUPERVISION FAM

This clinical practice course is designed for students to develop clinical skills in family therapy based on Structural, Bowenian and Multicontextual Family Therapy models. It consists of clinical practice and supervision.

• Department: Nursing
• M 10 a.m.-11:50 a.m.
• W 4 p.m.-5:50 p.m.
• T 7 p.m.-8:50 p.m.
• M 5 p.m.-6:50 p.m.
• Instructor: Latisha M Hanson
  Info
• Instructor: Julie Durand
  Info
• 1 points

Measurement and Instrument Development

MEASUREMENT

• Department: Rehabilitation Medicine (RMED)
• Instructor: Cristin Holland
  Info
• 3 points

Decision Analysis for Clinical and Publi

DECIS ANALYS-CLIN/PUB HLT

This course is designed to provide an introduction to the methods and growing range of applications of decision analysis and cost-effectiveness analysis in health care technology assessment, medical decision making, and health resource allocation. Course requirements:
1. Class attendance and participation
2. Case assignments
3. A brief essay (research article critique)
4. Final examination

• Department: Health Policy & Management
• M 1 p.m.-3:50 p.m.
• Instructor: Elena Elkin
  Info
• 3 points

DRAMATURGY OF MUSICAL THEATRE

The purpose of this course would be to familiarize its students with the form and function of musicals, and teach them how to work with writers of musicals. I would begin with a fundamental building block of the musical structure: the song. We would look at examples of songs both from musicals and not in order to analyze how songs contain information pertinent to both plot and emotional arcs. After this we would look at examples of classic musical structures. This might include shows and structures like Oklahoma! (for a classic structural template), Guys and Dolls (musical comedy), Gypsy (a dominant singular character), A Chorus Line (a superstructure), Assassins (a show that probably shouldn’t work but does) and A Strange Loop (a show that references many other shows and structures to build its engine.) We would also look at a new musical currently in process in order to determine which notes might be useful, and how to give them. We would also speak with current musical theater writers about the shows they are writing, their inspirations, methods, and various storytelling tools. Lastly, we would discuss the musical theatre industry, and how musicals are made and produced in the current theatrical ecosystem.

• Department: Theatre Arts
• M 10 a.m.-12:50 p.m.
• Instructor: Anika S Chapin
  Info
• 3 points

Pivot: Professional Strategic Communicat

PIVOT: PROFESS STRAT COMM

The Pivot_Professional Development is required for full-time MHA and MPH degrees in the Health Policy & Management (HPM) department. It is one component of the Professional Development Program (PDP), a comprehensive, co-curricular effort aimed at developing personal and professional skills to prepare students to enter the workforce successfully and to begin to develop necessary skills to be successful in their careers. The course will meet over three semesters for a total of 1.5 credits. Semester one will focus on self-discovery and personal branding, semester two will hone in on building skills to get your practicum and succeed in your practicum, and the third semester will largely focus on the full-time job search and the first 90 days on the job. Pivot will be complemented by Practicum Day, mock interviers, data software workshops and Career Service seminars.

The two main goals of this course are to develop skills needed to shape your professional self and develop the skills to find and thrive in a job. This course will help you achieve these goals by providing the tools to: (1) develop a professional persona (2) sharpen professional communication (3) collaborate effectively as a team member and (4) clarify career objectives.

• Department: Health Policy & Management
• R 6 p.m.-7:20 p.m.
• Instructor: Jc Alejaldre
  Info
• 0.5 points

Seminar in Family Therapy and Technique

SEM-FAMILY THERAPY & TECH

This course focuses on an integrated systems approach, including Structural, Bowenian, and the Multicontextual Frameworks and is designed to assist the student in integrating the theoretical and practical aspects of the systems approach to treating families. The course will review the basic issues involved in psychiatric diagnosis and abnormal psychopathology from a systems perspective. Videotape review, didactic materials, class presentation, and discussion will provide a comprehensive theoretical basis for the understanding and development of more advanced clinical skills.

• Department: Nursing
• M 1 p.m.-3:50 p.m.
• Instructor: Fatima M Ramos
  Info
• 2 points

Pivot: Professional Strategic Communicat

PIVOT: PROFESS STRAT COMM

The Pivot_Professional Development is required for full-time MHA and MPH degrees in the Health Policy & Management (HPM) department. It is one component of the Professional Development Program (PDP), a comprehensive, co-curricular effort aimed at developing personal and professional skills to prepare students to enter the workforce successfully and to begin to develop necessary skills to be successful in their careers. The course will meet over three semesters for a total of 1.5 credits. Semester one will focus on self-discovery and personal branding, semester two will hone in on building skills to get your practicum and succeed in your practicum, and the third semester will largely focus on the full-time job search and the first 90 days on the job. Pivot will be complemented by Practicum Day, mock interviers, data software workshops and Career Service seminars.
The two main goals of this course are to develop skills needed to shape your professional self and develop the skills to find and thrive in a job. This course will help you achieve these goals by providing the tools to: (1) develop a professional persona (2) sharpen professional communication (3) collaborate effectively as a team member and (4) clarify career objectives.

• Department: Health Policy & Management
• T 9:30 a.m.-11:20 a.m.
• 0.5 points

Global Philanthropy

Global philanthropy has become a significant force in recent years, including both funding from developed countries to create change in the developing world as well as the growth of philanthropy in the developing world. The funds available for global philanthropy, forecasts for its future, media attention, levels of involvement, innovative approaches, expectations, and potential - all have grown and changed tremendously in recent years. Importantly, a global culture of philanthropy has begun emerging. Thus, its important for any business school student to understand how innovations in philanthropy around the world are having an impact on social, economic and environmental developments.With this growth has come a set of important questions and challenges that this course will explore: * Given its small size compared with the for-profit and public sectors, can private philanthropy make a difference? * What gives private philanthropy its "license to operate," and should it be seeking to change government policy? * How can success in tackling complex challenges and systems be defined and measured? * Do traditional models of giving actually work? Have newer models proved themselves? * What is the best path for philanthropy in developing/emerging markets?Using research, case studies and expert guests, this class will review current issues and approaches to important issues in global philanthropy, including education, livelihoods, public health and human rights. This class is intended to give MBA students the tools they need to assess opportunities and solutions as well as to become thoughtful, effective philanthropists. Specifically, students will learn to: 1. Analyze complex challenges in the developing world; 2. Evaluate the effectiveness of current programs to address these challenges; 3. Develop strategic options; and 4. Create a plan for funding and assessing results.

• Department: Auditing
• T 9 a.m.-12:15 p.m.
• Instructor: Melissa A Berman
  Info
• 0 points

Cross-National Health Policy and Managem

CROSS-NATIONAL HEALTH POL

Modern industrial democracies face a range of common problems in their health care systems. These include demographic and technological pressures on costs, rising expectations of consumers, the assimilation into medical and policy practice of rapidly growing knowledge about the system's performance, and the tensions that arise when swollen public budgets, slow economic growth, and rising health care costs converge. These nations face these common pressures in quite diverse ways, however. Their responses vary with the historical, cultural, legal, social, and political character of individual countries, and embody significant strategic differences in decisions about coverage, provider payment, funding, and more.
In this course we survey the policy responses of a range of nations to the strains imposed by the evolution of modern health care systems. We isolate the most salient pressures for policy change, trace the debates over and emergence of major strategic options, seek to explain why nations differ in their policy choices, explore the pros and cons of some of these approaches, and draw implications for U.S. policy debates. Students should leave the course with an enhanced understanding of the range of strategic responses to the major policy problems facing modern societies, and this understanding should help them to comprehend more fully both the dynamic environment in which they work and the complexities of health care reform.

• Department: Health Policy & Management
• T 1 p.m.-3:50 p.m.
• Instructor: Lawrence D Brown
  Info
• 3 points

GLOBALIZATION & HEALTH POLICY

• Department: Executive Classes in HPM
• Instructor: Anoop M Raman
  Info
• 1.5 points

Seminar in Advanced Practice in Psychiat

SEM IN ADV PRC PMH NURSIN

This course is a continuation of Seminar I. Using the DNP Competencies in Comprehensive Care as the framework, students will analyze clinical decision-making and utilization of evidence for best clinical practices in a variety of mental health settings. Clinical appraisal and critique of challenging cases from the practice environment will facilitate the students’ application of the knowledge base and skills essential to the role of the psychiatric nurse practitioner.

• Department: Nursing
• M noon-1:50 p.m.
• Instructor: Beth J Maletz
  Info
• 2 points

Global Health Governance

GLOBAL HEALTH GOVERNANCE

Global health is not something that happens to people elsewhere – it is a shared context in which we all are born, lead our lives and die (cheery beginning). Recognizing a shared context in no way implies it is not a context rife with inequities, inequalities, and inefficiencies; it is. In the aftermath of the recent Ebola and Zika outbreaks and against a decades-long fight confronting HIV/AIDS and a millennia-long fight against tuberculosis and malaria, these fissures have been repeatedly exposed, and at times addressed. In the past decade alone, the world has invested billions of dollars in fighting these and other diseases but substantially less to help strengthen developing country health systems, expand health insurance coverage or combat the so-called neglected diseases, such as sleeping sickness, that continue to cause untold suffering. The institutions charged with ‘governing’ global health arguably do not have the requisite mandates, authorities or budgets to meet their respective missions, despite increasing amounts of pressure from donor governments, developing country governments and other constituents to do so. In this course, we will explore questions such as: Which entities govern and finance global health? What is on and off the global health agenda? Who determines what is on the global health agenda? What are recent ‘innovations’ in global health governance and financing? Have various ‘innovations’ worked or not? What are current significant debates in global health governance (e.g., what should World Health Organization reform entail)?

• Department: Health Policy & Management
• R 8:30 a.m.-11:20 a.m.
• Instructor: Erin K Ferenchick
  Info
• 1.5 points

Mixed Methods in Health Systems Research

MIXED METHODS IN HEALTH S

Due to technology and globalization, current problems we face in health systems research are more complex and require new techniques to assess them. This course will examine why health systems research requires multiple methods. Students will formulate a good research question, evaluate which method(s) could study this question, and provide recommendations to address the question. Class sessions will be interactive and provide opportunities to engage with various approaches to problem solve. The class complements the foundational quantitative methods learned to date with qualitative and mixed methods. Some topics will include interviewing, text analysis, and case studies. The strengths and weaknesses of various methodologies will be considered.

• Department: Health Policy & Management
• R 1 p.m.-3:50 p.m.
• Instructor: Nuannuan Xiang
  Info
• 1.5 points

Applied Methods in Health Services and O

APPL MTHDS-HLTH SERV&OUTC

The purpose of this course is to introduce students to applied health services research. Specifically, students will be exposed to real world problems faced by health services researchers and learn how to address these problems. The course will have two major focuses. First, students will be exposed to the basic analytic and biostatistical concepts utilized in health services research. Much of this work is directed at addressing bias and confounding in study design and application. Second, students will be grounded in applied health services research. Specifically, topics addressed will include common problems in health services research across a variety of disciplines, methods to address these problems, and an exploration of policy initiatives that have resulted from health services research. The course will consider a variety of study designs, methodological approaches and concepts that are germane to health services researchers. Further, during the course students will be tasked to implement these concepts in the conduct of a team-oriented project.

• Department: Health Policy & Management
• W 8:30 a.m.-11:20 a.m.
• 3 points

Advanced Health Policy Seminar

ADV HEALTH POLICY SEMINAR

The U.S. is one of the only developed countries in the world without a universal health system. Even though the Patient Protection and Affordable Care Act (ACA) expanded public and private insurance coverage, millions of Americans will remain uninsured for the foreseeable future. Many patients without insurance – and many other patients with public insurance – rely on health care safety-net institutions to provide affordable health care. The U.S. health care safety-net is made up of hospitals, community health centers, and private, office-based medical professionals who offer free or subsidized care to poor and other vulnerable patients.

This course will provide an overview of the U.S. health care safety-net and evaluate how health care policies have shaped the evolution and performance of this system. In particular, we will explore the impact of the ACA on the health care safety-net and its future. Students should leave the course with an enhanced understanding of the health care safety-net, its implications for access to health care, and policy challenges associated with maintaining this system.

• Department: Health Policy & Management
• M 8:30 a.m.-11:20 a.m.
• Instructor: Donna Lynne
  Wikipedia Info
• 1.5 points

Business Strategies for Solvin

Business will be a primary contributor to solving the big social problems of the 21st century. While business strategy analyzes competition and markets, firms also pursue non-market strategies to influence politicians, and politicians seek to benefit from firms. Governments pursue not only political goals, but often pro-market strategies. This course takes a realistic variation on these themes to ask: when do firms, markets, and politics work to resolve the big social challenges of this century. These challenges are the consequences of inequality, corruption, climate change, immigration, and inclusion. The course is organized around these major challenges, ranging from income equality to immigration to the quality of work life. Our approach is to set out the argument why firms should be engaged in contributing to social and political solutions and more importantly to identifying what can be done.

• Department: Auditing
• TR 10:50 a.m.-12:20 p.m.
• Instructor: Bruce Kogut
  Wikipedia h-index: 65 Info
• 0 points

Group Theory

GROUP THEORY

This seminar course is designed to increase the student's understanding of the key concepts, the dynamics, and development of psychotherapy groups. Students are encouraged to explore the theoretical issues inherent in group practice and their relationship to psychiatric nursing theory and practice. Finally, students will address the developmental needs of clients as they relate to the group experience.

• Department: Nursing
• M 8 a.m.-9:50 a.m.
• Instructor: Michelle M Charles
  Info
• 2 points

Supervision and Practice in Individual P

SUP & PRAC IN INDIV PSYCH

Patients are assigned according to the student's needs for a learning experience. Students arrange for clinical contact with the assigned patients at least weekly and more often if required. The student is responsible for assessing the biophysical, psychosocial, cultural, cognitive, and spiritual dimensions of the patients and planning appropriate interventions.

• Department: Nursing
• W 10 a.m.-11:50 a.m.
• W 6 p.m.-7:50 p.m.
• Instructor: Erin M Shindle
  Info
• Instructor: Ashlie D Butler
  Info
• Instructor: Michelle M Charles
  Info
• Instructor: Jennifer Furst
  Info
• 2 points

Tutorial in Health Policy and Management

TUTORIAL HEALTH POLICY &

For students who wish to acquire further knowledge and research skills in areas of special interest. Tailored to the particular needs and interests of individual students, they can take many forms - literature reviews, research projects, field experiences, other special studies, or learning experiences. The objective is to enrich the students program.

• Department: Health Policy & Management
• MWR 11:30 a.m.-12:50 p.m.
• WR 4 p.m.-5:20 p.m.
• None None-None
• Instructor: Jeanne M Stellman
  h-index: 34 Info
• Instructor: Rebecca R Sale
  Info
• Instructor: Kai Ruggeri
  h-index: 22 Info
• 0-6 points

Supervision and Practice in Group Psycho

SUPERVISION/PRACTICE GROU

The student participates as a leader or co-leader in a psychotherapeutic group of 10-12 sessions. Weekly clinical supervision is focused on group dynamics and development.

• Department: Nursing
• W 10 a.m.-11:50 a.m.
• W 1 p.m.-2:50 p.m.
• W 2 p.m.-3:50 p.m.
• T 5 p.m.-6:50 p.m.
• Instructor: Penelope R Buschman
  Info
• 1 points

Strategic Investment in Healthcare

The type of capital investment used by a healthcare entity can have a profound impact on the financial viability of a healthcare organization. At one end of the spectrum, it can contribute to growth of the company and income generating potential. At the other end of the spectrum, it can create a crushing financial burden on the organization, as it tries to serve its debt obligations or repay its equity investors. It can also hamstring the management of the organization if investors sitting on the board have a different vision from the founders about the strategic direction of the company.
Capital finance therefore has short, medium and long-term consequences for the business opportunities and risks of healthcare organizations that go well beyond the capital investment itself.
Through a mixture of lectures, discussions, case studies and guest lecturers, students will be provided with the tools to understand the raising and allocation of investment capital for strategic and/or investment gain. The course will span the healthcare continuum from product makers (biotech, pharmaceuticals, medical devices,) supply (distributors, PBMs, pharmacies, CROs), payors (HMOs, government) and providers (hospitals, SNFs, Healthcare IT, diagnostics, practioners) and consumers. The course is for students who are interested in seeing how their healthcare management skills can be used in an applied setting.

• Department: Health Policy & Management
• R 5:30 p.m.-8:20 p.m.
• Instructor: Leslie D Funtleyder
  Info
• 1.5 points

Addressing the Opioid Crisis

ADDRESSING THE OPIOID CRI

Over the past three decades, the United States has faced one of the most devastating — and preventable — public health crises in its history. Opioid addiction has fueled record high overdose deaths, increased heroin and fentanyl use, and reshaped communities across the country.

This course dives deeply into how we got here — and what it will take to change course. We’ll examine the historical roots and structural drivers of the epidemic, including how medical practice, industry influence, regulation, stigma, and health systems all intersected to create a perfect storm.

Together, we will explore:


Earlier opioid addiction epidemics — and what we failed to learn

How Purdue Pharma and other opioid manufacturers reshaped opioid prescribing practices

Trends in opioid-related overdose deaths and what they reveal about the crisis

The increasing use of kratom and implications for policy and practice

What effective treatment for opioid use disorder looks like — including the expanding role of harm reduction strategies — and why access remains limited


Students will critically analyze public health responses — asking not only what happened, but what should have happened and what still can be done.

You’ll also step into the role of a state health official responding to the crisis. You will design a targeted intervention, explain it to your governor in a policy memo, and communicate it to the public through an Op-Ed. Along the way, we’ll use the framework of primary, secondary, and tertiary prevention to evaluate impact, feasibility, and ethics.

By the end of the course, students will leave with a sharper understanding of opioid use disorder as a public health issue — and practical tools to design policy and program responses grounded in science, compassion, and equity.

• Department: Health Policy & Management
• W 1 p.m.-3:50 p.m.
• Instructor: Andrew Kolodny
  Info
• 1.5 points

Emerging Markets in Health Care: Public

EMERGING MARKTS IN HEALTH

The course will focus on the challenges of providing healthcare in emerging markets in each of the major socio economic regions of the world that have developing countries.

Like in western countries, the health sector is one of the fasted growing and dynamic segments of the economy in many emerging economies, with a total annual revenue flow of over US$7 trillion in 2012. Particularly pressing are issues related to changing epidemiology of aging populations, the lack of funding and resources, poor governance, corruption and shifting demographic and epidemiological trends such as the HIV/AIDS epidemic and drug resistant malaria.

Today there are known and affordable interventions to deal with many of the most difficult public health challenges in developing countries. But the cost to individual households is unpredictable and can impoverish even middle-income families without access to effective health financing instruments. And many interventions are ineffective. Additional resources could be mobilized by increasing the share of government funding allocated to the health sector. Expanding fiscal space could have negative macro economic repercussions in many low-income countries and increasing the relative share allocated to the health sector means giving up public expenditure on other programs, some of which may also contribute to overall gains in health. Both are difficult to achieve politically.

In this context developing countries are increasingly looking at partnerships between the public and private sector to provide needed healthcare for their populations.

• Department: Health Policy & Management
• T 5:30 p.m.-8:20 p.m.
• Instructor: Alexander Preker
  Info
• 1.5 points