Spring 2009 Thursday 6:00-8:30 pm Room: CPH 202

Contact information

Instructor: Raymond E. Hill, Dr.P.H.
Office: College of Public Health 121 Washington St., Room 118c
Phone: 218-2017
Office Hours: By appointment

Course Description

The mission of public health is to “fulfill society’s interest in assuring conditions in which people can be healthy.” (Institute of Medicine, 1988)

Public health carries out its mission through organized, interdisciplinary efforts that address the physical, mental and environmental health concerns of communities and populations at risk for disease and injury. This mission is achieved through the application of health promotion and disease prevention technologies and interventions designed to improve and enhance quality of life. Emphasis in this course will be on developing the skills to manage the operational processes in the delivery of public health services primarily directed to improving the effectiveness, efficiency, performance, and quality of public health services.

 

Course objectives

At the conclusion of satisfactory participation in this course, the student will be able to accomplish the following.

1. Define the characteristics of a well managed public health organization.
2. Apply effective management concepts to leadership and governances in public health organizations.
3. Apply effective management concepts to measuring performance in a public health organization.
4. Apply effective management concepts to planning future directions in a public health organization.
5. Describe and explain the application of the five management functions of an organization.

“In this culture, objective facts are regarded as pure, while subjective feelings are suspect and sullied. We turn every question we face into objective an objective problem to be solved and we believe that for every objective problem there is some sort of technical fix. That is why we train doctors to repair the body but not to honor the sprit; clergy to be CEOs but not spiritual guides; teachers to master techniques but not to engage their students’ souls” Parker J. Palmer, The Courage to Teach.

Public Health Competencies

This course is designed to introduce the student to the cross cutting competencies as established by Association of Schools of Public Health. Specifically the student will gain knowledge in the following areas.

1. Formulate measureable program objectives in line with the organization’s mission and vision.
2. Articulate clear organizational priorities and actions.
3. Evaluate community health needs.
4. Set strategic priorities within the context of internal and external conditions.
5. Apply management theory to public health.
6. Organize the work environment with defined lines of responsibility, author, and communication.
7. Apply the principles of strategic planning, program development, and the management of change in an organization.
8. Apply basic strategic thinking, and management concepts and tools.
9. Motivate others for collective problem solving, team building, and conflict management.
10. Prepare budgets and resource plans that reflect the strategic direction of the organization.
11. Evaluate information to make evidence – based program decisions.
12. Develop measurable, evidence – based objectives in order to achieve the mission of a health care organization.
13. Demonstrate accountability for management’s actions.
14. Assess organizational financial and operational status within the context of the organization’s goals.
15. Maintain effective organizational structure.
16. Evaluate organizational performance and capabilities.
17. Ensure the organization’s programs and services reflect cultural diversity and norms.

Required Textbooks

Evidence-Based Public Health; Brownson, Baker, Leet, and Gillespie ISB 0-19-514376-0

Blink; Malcolm Gladwell ISBN 0-316-17232-4

Strategic Planning for Public and Nonprofit Organizations; Bryson J. ISBN 0-7879-6755-6

Course requirements and learner evaluation

Your final course grade will be assigned according to the following

• 100-90=A
• 89-80=B
• 79-70=C
• 69-60=D
• 59-0=F

Course grades will be based upon evaluation of the following activities:

Presentations	25%
Mid-term	25%
Final	25%
Class participation	25%
Total	100%

Presentations

At the beginning of the course, each student will be place in a group. The group is responsible for presenting and leading class discussion on their assigned topic. The presentations should be between 45 and 60 minutes. Group presentations will account for 25% of the total grade.

Instructor expectations

1. I expect you to attend every class session. The components are highly interrelated; missing a class will detract from the learning potential of subsequent sessions.
2. I expect you to be in the classroom and prepared to begin work at the scheduled starting time for each session.
3. I expect you to actively participate in the discussions. This is not the type of class where you can “sit back and listen.”
4. I expect you to submit papers using proper English grammar, syntax, and spelling. You are encouraged to use spell check and grammar check prior to submitting your written work. The Writing Laboratory is available to anyone who may need assistance. Grammar, syntax, and spelling will account for 10% of the grade for written work.
5. I expect (and encourage) you to provide honest and timely feedback regarding the content and process of this course throughout the semester.
6. I expect you to share in the responsibility for making this course an enjoyable and beneficial learning experience.
7. Wikipedia cannot be used as a cited reference as noted by a co-founder of Wikipedia! You may use Wikipedia to identify appropriate source material. Remember Wikipedia is not peer reviewed!
8. I require that each leaner will utilize the APA Publication Manual as a guide for writing papers for this course and the grading rubric will be based on its precepts.

Academic honesty

Academic honesty is highly valued at the University. You must always submit work that represents your original words or ideas. If any words or ideas used in a class assignment submission do not represent your original words or ideas, you must cite all relevant sources and make clear the extent to which such sources were used. Words or ideas that require citation include, but are not limited to, all hard copy or electronic publications, whether copyrighted or not, and all verbal or visual communication when the content of such communication clearly originates from an identifiable sources. Please see the University’s policies concerning the consequences for plagiarism.

Accommodations

If you have a documented disability that requires academic accommodations, please see me as soon as possible during scheduled office hours. In order to receive accommodations in this course, submit to me a Letter of Accommodation from the Disability Resource Center (www.uky.edu/TLC/grants/uk_ed/services/drc.html). If you have not already done so, please register with the Disability Resource Center for coordination of campus disability services available to students with disabilities.

Inclement weather

The University of Kentucky has a detailed policy for decisions to close in inclement weather. The snow policy is described in detail at http://www.uky.edu/MicroLabs/documents/p-weather.pdf or you can call (859) 257-5684.

Course schedule and topics

Date	Topic
Jan. 15	Course Orientation/Introductions
Jan. 22	The Five Functions of Management Part 1
Jan. 29	The Five Functions of Management Part 2
Feb. 5	Introduction to Financial Management 101
Feb. 12	What is Evidence Based Public Health: Brownson Chapter 1 Assessing Scientific Evidence; Brownson Chapter 2 Group # 1 Presentation on Organizational Structures
Feb. 19	Applying Analytic Tools; Brownson Chapter 3 Developing an Initial Statement of the Issue; Brownson Chapter 4 Group # 2 Presentation on Staffing
Feb. 26	Quatigying the Issue; Brownson Chapter 5 Developing and Prioritizing Program Interventions; Brownson Chapter 6 Group # 3 Presentation on Directing
Mar. 5	Discussion on Blink (Handout take home mid-term)
Mar. 15	Mid-term (Due Fri March 6; 5:00 pm)
Mar. 19	Spring Break
Mar. 26	Why Strategic Planning is More Important Than Ever/The Strategy Change Cycle/Initiating and Agreeing on a Strategic Planning Process; Bryson Chapters 1, 2, and 3 Group # 4 Presentation on Directing
Apr. 2	Clarifying Organizational Mandates and Mission; Bryson Chapter 4 Assessing the Environment; Bryson Chapter 5 Group # 5 Presentation on Controlling
Apr. 9	Identifying Strategic Issues Facing the Organization; Bryson Chapter 6 Formulating and Adopting Strategies and Plans to Manage the Issues; Bryson Chapter 7 Case Study
Apr. 16	Establishing an Effective Organisational Vission for the Future; Bryson Chapter 8 Implementing Stragegies and Plans Successfully; Bryson Chapter 9
Apr. 23	Reassessing and Revising Strategies and Planning; Bryson Chapter 10 Leadership Roles for Making Strategic Planning Work; Bryson Chapter 11 Case Study
Apr. 30	Review, Catch-up, Whatever (hand out take home final)
May 7	Final Exam (due by 5:00 pm)