Master Certificate in Healthcare Leadership SLNMC01

7/23/2019 Master Certificate in Healthcare Leadership SLNMC01

1/22

eCornell Online ProfessionDevelopment Progra

Certif icate Progra

Master Certif icate in Healthca

Leadersh

866-326-7635

+1-607-330-3200

enterprise.ecornell.com

powe


2/22

Certi f ic ate Progra

Master Certi ficate in Healthcare Leaders

ertificate Information

his certificate program is comprised of thellowing 3 online courses, plus 16 elective

ourses:LN551: Transformational Excellence:hange Leadership in Healthcare

LN552: Strategic Planning for Healthcarerganizations

LN553: Revising and Implementing Yourtrategic Plan

ective CoursesAME509HC: Risk and Return: How to Identify,easure, and Incorporate Into Capital Budgetingecisions

AME510: Raising Capital: The Process, theayers, and Strategic Considerations

AME511: Managing Strategic Change

RHR505: Organizational Culture and Work/Lifealance

RHR506: Communicating and Coaching and Counselingr Improved Performance

RMD509: The Impact of Personality Styles onommunication

RMD510: Managing Communication Challenges

RSM509: Developing an Agenda for Change

RSM510: Mapping the Political Terrain of Allies and ResistorsRSM511: Negotiating Support and Buy-In for Your Agenda

RSM512: Mobilizing the Coalition for Action

RSM517: The Coaching Mindset for Engaging and Developing Others

RSM518: The Coaching Process for Engaging and Developing Others

SM506: Executive Decision Making

LN561: Planning and Designing a Healing Environment

LN562: Basic Tools for Facility Planning

ccreditat ion

earners who successfully complete this program receive a Master Certificate

Healthcare Leadership Certificate from Cornell University

wered by

Certi ficate OverviewThis 11-course comprehensive online certificate program in healthcare leadership from Corn

Universitys College of Human Ecology will provide you with the strategic planning and decisi

making tools required to lead a healthcare facility.

Description

Healthcare administrators, physicians and medical professionals tend to focus their efforts o

managing and providing care for people, often leaving little time for the development of

leadership skills and strategic thinking.

Are you seeking greater job fulfillment or looking to advance your career in healthcare? T

five-course online program prepares you for a high-level management role and elevates

potential for leadership at your organization.

This accelerated program can be completed in just 2-3 months. Gain valuable handsexperience developing core leadership competencies central to the healthcare indus

Learn to identify areas for improvement or potential for growth in your organization

design strategic plans to set and meet goals. Upon completion, youll be able to m

an impact by putting your newly acquired skills and Ivy League credential into

practice.

Who Should Enroll in This Certificate?

Hospital and healthcare facility administrators, VP level and C-suite execut

chiefs of staff, hospital board members, chief nursing officers, departmen

directors and other healthcare professionals with supervisory, managem

executive-level responsibilities.

This certificate is also appropriate for clinicians, medical personnel a

staff who are transitioning upward into administrative, managementdirector or executive leadership roles.


3/22

Requi red Cou

Transformational Excellen

Change Leadership in Health c

SLN

uthor ing Facul tyck A. Fabrizio, PhD

ponsoring Schoolornell Universitys College of Humancology

otal Learning Timepproximately 3 1/2 hours over a period of 2eeks for each course.

wered by

Description

This course,the first in the six-course certificate program, Healthcare Facilities Design: StrateInnovation, outlines important problems facing the healthcare industry, citing them as reason

enacting transformational change. The course teaches healthcare leaders and managers how

gather data related to improvement strategies and then implement corrective actions design

improve outcomes and service delivery. A real-world course project challenges students to

explore how and why such a transformation occurs by inviting them to identify and impleme

transformational change in their own healthcare organization.

Who Should Take This Course?

This course is intended for those currently working in a supervisory or managerial capac

the healthcare industry, as well as those who want to move from positions in general

administration to positions in healthcare leadership and administration. The course is a

appropriate for professionals with a background in business and management who are

to the healthcare setting. Administrative directors, department heads, program directoproject leaders of key initiatives, clinical directors, and chiefs of staff and service will

this course appropriate to their needs.

Benefits to the Learner

After completing this course participants will be able to:

Describe key areas in the U.S. healthcare system in need of improvement

Define transformational excellence and how it relates to a systems

approach to change

Discuss the role of leadership in implementing change in

healthcare organizations

Outline strategies for involving stakeholders in the change process

and communication progress

Identify at least one change to work on in their own organization

begin to develop a strategy for doing so


4/22

Requi red Cou

Strategic Planning fo r Healthcare Organizati

SLN



otal Learning Timepproximately 6 hours over a period of 2eeks for each course.

wered by

Description

Healthcare organizations and the professionals who run them often approach the task ofmanagement much as a service provider approaches a patient: quickly identifying the sympto

or problems, making a diagnosis or analysis, and developing a treatment plan or solution. W

this technique may work when making decisions about day-to-day operations, it is often

inadequate to the task of evaluating the overall health of the organization and making long-te

plans for its survival. Effective strategic planning requires healthcare managers to shift their

perspective from being part of a service organization to being part of a business.

This course, the second in the six-course certificate program Healthcare Facilities Design

Strategy & Innovation, introduces students to a strategic planning process tailored to the

specific needs and concerns of healthcare organizations. Participants learn how to gaug

organization's readiness to undertake a strategic planning process; how to develop strat

specific to their organization's core mission, vision and values; and how to involve both

internal and external stakeholders in the planning process. Participant will also learn

use a variety of tools and techniques to collect and analyze data and identify areas ineed of improvement.


This course is intended for those currently working in a managerial capacity in t

healthcare industry as well as those who want to move from positions in gener

administration to positions in healthcare leadership and administration. High-

healthcare administrators, non-physician executives, physician executives,

chief medical officers will find this course appropriate to their needs.



Create a strategic vision for their organization

Collect and analyze data to inform their strategic planning proce

Identify areas for improvement and potential growth


5/22

Requi red Cou

Revi sin g and Implementin g Your Strategic P

SLN




wered by

Description

Many medical groups develop strategic plans that are never fully implemented or woven into fabric of the organization?s mission, vision and operating plans. Other medical groups develo

plans without articulating how their achievement will strengthen the organization, who is

responsible for implementing them, or how progress will be monitored, measured and report

This course, the third in the six-course certificate program "Healthcare Facilities Design: Str

& Innovation" outlines how to plan and conduct a strategic retreat designed to identify the g

critical to your organization's growth and to construct and implement a plan for achieving th

Learn how to gain the buy-in of important stakeholders and decision makers; explore how

internal and external environments affect strategic plans; and develop the skills to evalua

refine them continuously based on changes to these environments, to ensure their succe


This course is intended for those currently working in a supervisory or managerial cap

in the healthcare industry, as well as those who want to move from positions in gene

administration to positions in healthcare leadership and administration. High-level

healthcare administrators, non-physician executives, physician executives and ch

medical officers will find this course appropriate to their needs.


Learners who complete this course will be able to:

Develop goals and objectives related to a strategic initiative and an

action to realize them

Involve stakeholders in planning and implementing strategic plans

Monitor progress and refine the strategic plan based on results


6/22

Elective Cou

Risk and Ret

How to Identify, Measur e, and Incor po

Into Capital Bud geting Decis i

HAME50

uthor ing Facul tyteven Carvell, PhD, Associate Professornd Associate Dean for Academic Affairscott Gibson, PhD, Assistant Professor

ponsoring Schoolornell Universitys School of Hoteldministration


wered by

Description

Managers, directors and administrators in today's healthcare environment must have the righto identify relevant project risks and weigh those risks against expected returns in a competit

market. They must understand how the risk-return relationship is incorporated into capital-

budgeting decisions.

This two-week course provides non-financial management and staff with an understanding

key factors that enter into capital budgeting decisions so they are better able to engage in

meaningful dialogue with the healthcare facility's finance team.

Discover how the risk-return relationship is measured and incorporated into capital-budge

decisions. Explain why risk is a critical component of the capital-budgeting decision and

its impact is on the ultimate value of the investment under consideration.


This course is designed for non-financial managers who are responsible for makingintegrated financial decisions and need to be able to understand the interrelationsh

risk and return in making capital budgeting decisions


After completing this course, participants will be able to:

Explain how risk enters into the capital budgeting decision and the

impact it will have on the ultimate value of the investment

under consideration.

Interpret what you read in the Wall Street Journal.


7/22

Elective Cou

Raisi ng Cap

The Proc ess, the Players,

Strategic Considerat i

HAME

uthor ing Facul tyteven Carvell, Ph.D., Associate Professornd Associate Dean for Academic Affairs

cott Gibson, Ph.D., Assistant Professor

ponsoring Schoolornell University's School of Hoteldministration

otal Learning Timepproximately six hours over a period of twoeeks for each course.

wered by

Description

Firms routinely require access to external capital markets in order to fund capital and operatininvestments. Making complete, well-informed financing decisions at the corporate level requi

thorough understanding of capital markets. This course provides an introduction to the issue

surrounding the debt-equity decision. It explains how decisions at the department or division

are influenced by capital structuring decisions at the company level and why changes in the

industry and in the economy are important to investment and financing decisions in your

organization.

This course goes beyond a standard theoretical treatment of capital structure to explain fu

how characteristics of capital markets impact the process and prospects of raising capita

Through an exploration of the strategic considerations involved in creating an optimal m

debt and equity, this course addresses questions about the process of raising funds an

appropriate amounts of debt and equity to raise.

Through it, you gain the insight you need to contribute to decisions in your own firm

obtain a more complete understanding of corporate restructuring, mergers, acquis

and bankruptcy.


This course is designed for non-financial managers who are responsible for m

integrated financial decisions and need a fundamental understanding of the

process, players, and strategic considerations of raising capital.



View the process of raising capital in a broad context of

capital-related decisions regarding the mix of capital and the

process of entering into capital markets

Explain how decisions in your department or division are

influenced by capital structuring decisions

Explain why changes in the industry and in the economy are

important to capital budgeting decisions in your organization

Contribute to decisions in your own firm more meaningfully

with a good understanding of corporate restructuring,

mergers, acquisitions, and bankruptcy

Prerequisites We recommend completing Risk and Return:

to Identify, Measure, and Incorporate Into Capital Budgeting

Decisions (HAME509) prior to enrolling in this course.

Other Requirements We recommend completing Risk and

Return: How to Identify, Measure, and Incorporate Into Capit

Budgeting Decisions (HAME509) prior to enrolling in this cou


8/22

Elective Cou

Managing Strategic Cha

HAME

uthor ing Facul tyathy A. Enz, Ph.D., Professor


otal Learning Timepproximately five to six hours over a periodtwo weeks for each course.

wered by

Description

With emerging technologies and expanding global marketplaces, it is imperative that organizbecome highly proficient in driving their change agenda. Whether diversifying, downsizing,

merging, reorienting business, or developing new management structures, organizations mu

able to effectively carry out change initiatives to remain productive and competitive.

In this course, participants learn to assess organizational readiness and their own ability to

facilitate change. Working with a comprehensive organizational change scenario, this expe

exercise provides an opportunity for participants to learn by doing and to assess their own

effectiveness in facilitating change.


This course is fundamental for managers, supervisors, and team leaders in any organiz

who want to learn how to successfully initiate organizational or departmental change.



Evaluate an organization's level of readiness and willingness to change and

use techniques to bring it to an acceptable level

Identify and minimize a manager's frustrations in implementing change initi

Develop and implement an effective methodology for carrying out a

successful change initiative


9/22

Elective Cou

Organizational Cultur e and Work /Life Bala

ILRHR

uthor ing Facul tyary S. Rudder, Adjunct Instructor

ponsoring Schoolornell University's School of Industrial andabor Relations

otal Learning Timepproximately 5-6 hours over a period of twoeeks for each course.

wered by

Description

This course covers how to develop a strong employee relations program that inspires peopledeliver maximum levels of performance, models the company culture, and carries out your

corporate strategy.

The course uses an interactive case study simulation to address many of these topics.


HR professionals who have responsibility for employee relations in their organizations, and

employees who have recently assumed this function in addition to other duties.


After completing this course, you will be able to:

Identify and analyze factors within the organization--including behaviors,

lack of harmony between organizational and personal values, and others--thatmay give rise to employee relations issues and concerns

Assess the impact of organizational culture on employee relations

Identify and implement components of effective ER strategies and practices


10/22

Elective Cou

Communic at ing and Coachin g and Counse

for Impro ved Perform a

ILRHR

uthor ing Facul tyary S. Rudder, Adjunct Instructor



wered by

Description

This course covers the relationship between effective communication and coaching and counto employee relations. The course uses an interactive case study simulation to address man

the topics.

Participants will examine the ways communication occurs in an organization, communicatio

styles, and techniques for gathering information. The second part of the course explores

appropriate uses of coaching and counseling, and also addresses workplace violence, a re

topic that must be addressed by HR professionals.


Human Resources professionals who have responsibility for employee relations in their

organizations. Employees who have recently assumed this function in addition to other

duties.



Utilize effective communication strategies to evaluate and resolve employee

concerns and issues

Utilize effective coaching and counseling techniques and discipline

strategies for improved performance

Discuss measures for preventing violence in the workplace


11/22

Elective Cou

The Impact of Person ality St

on Communica

ILRMD

uthor ing Facul tyancy Lampen, Director, Internationalrograms



wered by

Description

Interpersonal communication is one of the most challenging and important aspects of a succcareer. It is essential for leaders and managers to understand the basics of communications,

own communication styles, the critical role of emotional intelligence, and the impact of all of t

their co-workers and their organization. In this course, participants will learn why good

interpersonal communication skills are so important, how personality styles affect personal

communication styles, and how this understanding can improve ones ability to work with an

manage employees.


Employees with supervisory responsibilities, entry-level managers and supervisors, and

supervisors. Members of revolving project teams with no direct reports.



Increase awareness of, and ability to manage, workplace communication behavio

Understand the influence of personality type on communication

Develop strategies for effective listening

Sustain positive rapport during difficult discussions

Manage nonverbal messages

Give constructive feedback


12/22

Elective Cou

Managing Communication Challen

ILRMD

uthor ing Facul tyancy Lampen, Director, Internationalrograms



wered by

Description

Interpersonal communication is often one of the most challenging aspects of a career. Tocommunicate successfully, professionals need to find a balanced approach to dealing with di

people or conversations. One must be assertive enough to avoid being taken advantage of,

not so aggressive that he or she alienates or upsets co-workers. In this course, participants

learn how to be assertive and professional when dealing with challenging conversations and

people. They will also learn how to analyze and make use of criticism to improve their skills

abilities.


Employees with supervisory responsibilities, entry-level managers and supervisors, and

supervisors. Members of revolving project teams with no direct reports.



Demonstrate the skills needed to communicate in an assertive manner in

all situations

Identify how to manage and cope with criticism

Identify how to manage and cope with communication anxiety

Use feedback to improve professionalism

Identify skills for clearly communicating ideas, thoughts, and feelings

in challenging conversations

Create a plan for conducting a challenging conversation

Demonstrate an understanding of how non-verbal behavior can

be used effectively in a challenging conversation

Identify effective methods for dealing with difficult people and

situations


13/22

Elective Cou

Developi ng an Agenda for Cha

ILRSM

uthor ing Facul tyamuel B. Bacharach, Ph.D.,cKelvey-Grant Professor


otal Learning Timepproximately five to six hours over a period ofwo weeks for each course.

wered by

Description

The many economic, competitive, and global factors that influence how organizations conducbusiness are constantly changing and evolving. The ability of organizations to understand the

influences on their organizations and to respond to and adapt to these changes is critical for

long-term growth and survival.

This course discusses change as a political process driven by individuals and leaders withi

organization who emerge as change agents. To be effective, individuals must recognize the

areas within the organization over which they can exercise control and the areas over whic

they cannot.


This course is essential for department heads, team leaders, and managers working at

levels of organizations in virtually any industry sector who wish to understand the proc

organizational analysis and change.



Evaluate their organization's environment

Identify opportunities for change

Understand change as a process of negotiation

Develop an agenda for action based on the goals, culture, design,

and work structure of the organization


14/22

Elective Cou

Mappi ng t he Poli t ic al Terrai

Al l ies an d Resis

ILRSM




wered by

Description

Implementing an agenda for action is a political process driven by individuals within theorganization who emerge as change agents. Essential to their success is the understanding t

all new initiatives attract both allies and resistors.

This course, the second in a four-course series, "Getting Things Done in Organizations: Cre

Change and Building Support", teaches leaders how to frame their agenda in a way that he

them identify and assess potential allies and resistors to their initiatives. With this understan

participants will be able to anticipate and prepare for arguments resistors may use in their

attempts to derail the initiative.


This course is essential for department heads, team leaders, and managers working at

levels of organizations in virtually any industry sector who wish to understand the proc

organizational analysis and change.



Map the allies, potential allies, and the resistors to their initiative

Assess the attitude toward change of various actors in the organization

Identify various agendas and styles

Anticipate arguments against the agenda for action

Explain the need for a coalition of support

Prerequisites * Please take Developing an Agenda for Change

(ILRSM509) prior to enrolling in this course.


15/22

Elective Cou

Negotiat ing Support and Bu y-In fo r Your Age

ILRSM




wered by

Description

In these highly uncertain and turbulent times, going it alone is no longer a route to success; aresult, effective leaders build coalitions of support for their agenda and change initiatives. Lea

develop such coalitions by establishing their own credibility and the credibility of their agenda

This course, the third in the series, "Getting Things Done in Organizations: Creating Change

Building Support," is designed to:

Help learners develop a "roadmap" for negotiating support for their action agenda

Convey an understanding of the principles of bargaining power and influence in the

process of negotiating a strategic initiative

Help learners apply this conceptual model to their action agenda in their organization

Help learners analyze the political agendas of others in the organization, identify

sources of support for their agenda, and develop a strategy for building supportfor their initiative


This course is essential for department heads, team leaders, and managers wo

at all levels of organizations in virtually any industry sector who wish to unders

the process of organizational analysis and change.



Describe why coalitions are critical to taking effective action

Describe how coalitions increase your bargaining power

Analyze the types of initial support you can build

Develop strategies for getting initial support for your agenda

Identify communications approaches that will be most effective

Outline a strategy for getting others to buy-in to your agenda

Prerequisites * Please takeMapping the Political Terrain of A

and Resistors (ILRSM510) prior to enrolling in this course.


16/22

Elective Cou

Mobil izing the Coal i t ion for Ac

ILRSM




wered by

Description

In most organizations, it is no longer sufficient to identify what needs to get done, and how it get done. A leader must have the skills to implement his or her initiative and to overcome the

dynamics of opposition and resistance that exist in every organization.

This course, the fourth in the series, "Getting Things Done in Organizations: Creating Chang

Building Support," is designed to help learners:

Apply the leadership style appropriate to the situation

Put a change coalition into place

React to changing conditions in the organization to ensure successful implementation

Anticipate and prepare for the future

Who Should Take This Course?This course is essential for department heads, team leaders, and managers working

levels of organizations in virtually any industry sector who wish to understand the

process of organizational analysis and change.



Solidify their coalition

Map differences among coalition members

Propagate ideas and diversify their network

Identify the two dimensions of coalition leadership

Avoid traps of insular coalitions

Recognize and respond to changing conditions within the

organization

Employ a Change Outcome Matrix and respond to

different outcomes

Effect ongoing and proactive change

Prerequisites * Please takeNegotiating Support and Buy-In

Your Agenda (ILRSM511) prior to enrolling in this course.


17/22

Elective Cou

The Coaching Mind set for Engagin g

Develop ing Oth

ILRSM




wered by

Description

Being a proactive coach is a fundamental component being a good leader in the workplace.Coaching implies that leaders not only supervise, but develop the capacities and skills of allemployees. A coaching mindset implies that leaders approach employees not simply assubordinates, but protgs, resources to be developed and expanded. Coaching is critical to

workplace leadership. In developing this course, Samuel Bacharach, McKelvey-Grant Profeat Cornell University, and Yael Bacharach, MA, LCSW, appreciate that not all styles of coac

are suitable for the workplace, and distill three decades of academic and business researccoaching best practices most appropriate for organizational leaders. The course emphasizimportance of supplementing the traditional supervisory mindset with the coaching mindse

The course draws upon a variety of examples to illustrate coaching in an organizationalcontext, and details the four functions of coaching in an easy-to-understand and practic

context. The course takes a step-by-step approach through the five rules of the coachidialogue and illuminates effective techniques for listening, asking questions, and prov

feedback. The course provides a wealth of tools and processes, including instructionhow to recognize and use the language of coaching and balance the different funct

coaching.

Through coaching, leaders are able to support and encourage their team memblearn skills and acquire knowledge that helps improve job performance. Coach

works laterally too, in that a leader can apply coaching techniques when workwith colleagues. The organization as a whole benefits from a solid coachingculture. Without the right coaching principles in place, employees may not

their full proactive capacity, rendering the organization less able to executgoals. This course goes beyond the basics and offers detailed instructiomaximizing the proactive capacity of employees by showing leaders ho

integrate the coaching mindset into their leadership style.


This course is essential for executives, managers, department heateam leaders, and others working at all levels of organizations invirtually any industry sector who need to be able to coach

subordinates and peers to achieve their potential.



Define coaching in terms of the organizational context,

differentiating the coaching mindset from thesupervisory mindset

Apply the listening, questioning, and feedback skillsnecessary to facilitate the coaching dialogue

Assist others in building their proactive capacities


18/22

Elective Cou

The Coaching Process

Engaging and Developi ng Oth

ILRSM




wered by

Description

Leaders who have learned to develop a coaching mindset, studied coaching functions, andpracticed the coaching dialogue in The Coaching Mindset, can continue their studies here by

examining the coaching process. This course, developed by Samuel Bacharach, McKelvey-G

Professor at Cornell University, and Yael Bacharach, MA, LCSW, teaches the essential step

coaching. As in The Coaching Mindset, the authors realize that in the workplace not all coac

approaches are appropriate, and have developed a model process which is uniquely applica

for organizational settings.

The course walks through the process of goal setting in each of the four arenas of coachi

helps you to understand the framing, prioritization, and execution of goals for your

subordinates; and addresses roadblocks that appear throughout the coaching process. A

taking this course, leaders will understand everything from how to help their proteges wi

specific work and personal issues to how to leverage coaching to become a

high-performance leader within the organization. Leaders will come away with a deep

understanding of how to work with their proteges on overcoming blocks and obstaclproviding their proteges appropriate feedback, and helping their proteges with goal

setting and skill development.

The coaching process specified in this course will enhance not only the leadersh

capacity of the coach, but also the proactive capacity of the protege. Coaching

longer a luxury. It is a tool that leaders must have when trying to get top

performance from everyone in the organization. Successful organizations a

those that make coaching part and parcel of their organizational culture.

This second course in the coaching series and tenth course in Professo

Bacharachs management series will give leaders additional tools for w

effectively within their organizational culture and building the proactive

capacity of individuals and the organization alike.


This course is essential for executives, managers, department he

team leaders, and others working at all levels of organizations in

virtually any industry sector who need to be able to coach

subordinates and peers to achieve their potential.



Use the coaching process successfully in a

workplace relationship

Work with a protege to cultivate a vision of the future,while working effectively with the immediate situation


19/22

Elective Cou

Executi ve Decis ion Mak

LSM

uthor ing Facul tyorence Berger, Ph.D., Professor Emeritus

udi Brownell, Ph.D., Professor



wered by

Description

In today's competitive business climate, it is imperative that executives know how to make kedecisions quickly and decisively. Strategic decisions often entail considerable risks and can h

long-range implications for the organization. In this course, learners will learn how to apply fo

decision-making processes in order to reduce risk and choose the best course of action for t

organization. They will learn methods and techniques for making critical decisions in a challe

environment with limited time and resources. This course focuses on how to maximize avai

assets, identify risks and obstacles, and gather the necessary data for an informed decision

making process.

Learners who complete this course will be able to:

Gather crucial data and resources to inform the decision-making process

Identify appropriate situations for involving others in a decision-making process

Ascertain risks, uncertainties and ambiguities in an executivedecision-making environment

Overcome organizational factors that complicate decision-making

Apply formal methods such as decision trees and Bayesian analysis to

arrive at appropriate decisions


This course is a priority for executives, managers, and team leaders respo

for their organizations' strategic and operational decisions.



Gather crucial data and resources to inform the

decision-making process

Identify appropriate situations for involving others in a

decision-making process

Ascertain risks, uncertainties, and ambiguities in an executiv

decision-making environment

Overcome organizational factors that complicate

decision-making

Apply formal methods such as decision trees and

Bayesian analysis to arrive at appropriate decisions


20/22

Elective Cou

Planning and Designi ng a Heal ing Enviro nm

SLN

uthor ing Facul tyanklin Becker, PhD



wered by

Description

Nearly every major regional healthcare facility in the United States is in the midst of or plannicapital improvement project. How can you be sure that such projects in your organization

incorporate best practices and achieve their intended goals? The answer is to look at the

evidence: what are the approaches that other healthcare facilities undertaking similar projec

have used that have worked?

This course, the fourth in the six-course certificate program, Healthcare Facilities Design:

Strategy & Innovation explores the use of Evidence-Based Design (EBD) to guide the plan

design and management of healthcare facilities and systems. After this course you will be

more intelligent and discerning consumers of research evidence and related information,

be more a productive participant in the planning and design process. You'll learn the key

in the planning and design process with a focus on how the facility affects quality of car

the experience of patients and care-giving staff. Case studies illustrate design approac

that lend themselves to patient-centered care and that lead to greater operational effi

and effectiveness. A course project provides students with the opportunity to apply wthey're learning to the creation of an outline of a facility plan for their own organizati


This course is intended for those involved in the conceptual planning of capital

improvement projects in the healthcare environment, including hospital

administrators, chiefs of medicine, chiefs of nursing, architects and facilities

planners.



Apply some of the key evidence pertaining to major issues in

healthcare today

Participate in planning and design projects effectively as an

informed consumer

Ask informed questions as a participant in these projects,

leading the team to make better decisions

Recommend ways to use scarce resources available for

renovation and design projects to the best advantage


21/22

Elective Cou

Basic Tools for Faci l i ty Plann

SLN

uthor ing Facul tyrooke Hollis



wered by

Description

The process of designing a healthcare facility has a special mission: to have a positive impacits many usersincluding patients, families, visitors, nurses, physicians, and other clinical an

non-clinical staffwhile simultaneously fostering cost-effective operations. To achieve the be

outcomes, it is important to involve a variety of stakeholders. An informed group can help to

ensure a more efficient working process with architects and engineers, and can contribute to

stronger, more broadly-based and more cost-effective decisions.

This coursethe fifth in the six-course certificate program Healthcare Facilities Design:

Strategy & Innovationintroduces the must-know concepts and related terminology of

healthcare facility planning. The course touches on those aspects of capital improvemen

projects that a manager or stakeholder might encounter in a healthcare setting, including

working from a budget to estimate potential sizing of facilities, estimating costs, and

recognizing key features of architectural and engineering drawings. At the conclusion o

course, you will be a more intelligent consumer of information and a more effective

participant in the healthcare facility planning and design process.


This course will be beneficial to current or prospective hospital board members,

physicians, medical directors, hospital and healthcare executives, nurse manag

and others healthcare mangers and leaders expecting to play crucial roles in

facility-planning project.



Participate constructively in a facility planning project by being

conversant in the basic planning and design process

Use practical, hands-on skills for reading symbols, measuring

dimensions and interpreting plans and blueprints

Develop early conceptual-level cost estimates and estimates

on the amount of space that could potentially be built with a

given budget

Make more informed recommendations and feedback

regarding building and renovation projects


22/22

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Discussion ForumsForums are central to collaborativee-learning. Engage in thought-provoking discussions with studentsand instructors across the eCornellnetwork. Browsing is quick and easywith simple forum navigation.

Live ChatGet tasks done and questionsanswered instantly by chattingwith colleagues and instructorsin real time.

CommentingComment on course assets, articles,images, videos and much more. View

comments from students past andpresent as you share in the ongoingconversation.

Powerful Search EngineSearch the eCornell network bykeyword for people, articles,classmates, course content and more

Downloadable Audio & VideoFrom MP3 podcasts to videolectures, a growing library of mediais available at your ngertips.

News FeedStay part of the conversation, keeptabs on your community and receiveimportant up-to-date notications

from across the eCornell network.

eCornell continues to set the standard in social learning by deliveringaward-winning online instruction in a collaborative environment

helping students maximize their potential, bothpersonally and professionally

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Master Certificate in Healthcare Leadership SLNMC01

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