Lawrence S. Bloomberg Faculty of Nursing

Date to be determined

6 week course

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Delivery Format: Online

Course Description
Course Design
Admission & Evaluation
Contact Us
  • Course Description

    This is the third of four online courses which comprise the Certificate in Leadership & Management.

    This 6-week on-line course focuses on the practical application of theory and evidence for leading/managing effective and efficient clinical teams.  Content will specifically address fiscal and operational needs of high functioning clinical teams.  It is designed to meet the needs of those starting careers in or aspiring towards leadership positions in healthcare. The context within which the leader/manager functions, may include acute care, community, primary health care, and/or long-term care; and the leader/manager’s clients may include frontline health care professionals, unregulated professionals and support staff, and patients and their families. Participants will explore a wide variety of situations, and common issues encountered in these roles.

    The course includes:

    • exploration and application of financial management skills and abilities
    • application of strategies to develop, manage & evaluate clinical team staffing and scheduling needs
    • effectively leading & managing routine clinical operational needs (e.g. patient flow, resources, information systems & equipment, delegation & collaboration etc.)
    • examining situational crisis management practices

    This is the third of four online courses. It has been approved as one component of a (Not-for–Credit) “Certificate in Leadership & Management” for participants successfully completing all four courses within a two year period. The four courses are:

  • Course Design

    This course is a 6 week course delivered through the University of Toronto’s learning management system (Quercus).  It is primarily self-paced, however participants are required to engage in discussions and submit activities/assignments within identified timelines (usually weekly). Participants need to allocate ~8 hours per week to complete the required components of the course.

    On a weekly basis, participants will view an e-learning module, read required readings, and actively engage with the course material by participating in learning activities. The emphasis of learning activities and assignments is on the notion of application of theory to practice and critical reflection.

  • Admission and Evaluation

    There are no pre-requisites or application process for this course. Overall evaluation will be based on:

    • Coherent organization, clarity of writing and presentation
    • Thoughtful selection and integration of relevant ideas from course modules, readings and assignments
    • Depth of discussion and evidence of analytic and critical thinking skills
    • Evidence of new understanding at a personal level in relation to leadership and management

    Participants must obtain a final cumulative minimum average of 70% based on all evaluation methods for a successful completion status.

    International students are eligible to register for this course. Participants are expected to have a good command of oral and written English, as all course material is delivered in the English language.

  • Outline/Schedule

    As of December 2019 — Schedule may be subject to change.

    Section 1
    Week 1 Application of financial management skills and abilities:

    • Funding models – revenue, reimbursement, targets
    • Budgets – processes/methods/tools; monitoring, analyzing, reporting and explaining variance
    • Productivity evaluation metrics; conducting cost benefit analysis; use of care pathways; maximize care efficiency and throughput
    Week 2
    • Resource & supply management; capital equipment; RFP processes
    • Forecasting operational & financial needs
    Section 2
    Week 3 Application of strategic operational management practices

    • Staffing: Models of care; selecting optimum model; understanding staffing needs; Match staff competency with patient acuity; Role definitions/profiles, Evaluate staffing patterns – relationship with care hours, staff mix & quality care
    • Scheduling: types, processes, masters, special schedules; meeting staffing mandates/collective agreement requirements
    Week 4
    • Workload measurement & managing workload complaints
    • Managing staff shortages – fiscal & ethical accountability
    • Patient flow management & decision-making
    Week 5
    • Situation management – crisis, immediate attention
    • Leader/manager role in various policies and procedures for events/codes; facilitating debriefs and workplace investigations
    Week 6
    • Information systems/Informatics
    • Various: Delegating effectively; Time management; Collaboration with other units/services/agencies; intra/interdepartmental communication
  • Contact Us

    Phone: (416) 978-1784
    Address: Centre for Professional Development
    Lawrence S. Bloomberg Faculty of Nursing
    University of Toronto
    Suite 130
    155 College Street
    Toronto, ON, Canada
    M5T 1P8

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