Systems Thinking in Health Care Environments (MHA/505) WEEK 1:

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ACHE HEALTHCARE EXECUTIVE 2022 COMPETENCIES ASSESSMENT TOOL

The American College of Healthcare Executives’ Healthcare Executive Competencies Assessment Tool is offered as an instrument for healthcare leaders

to use in assessing their expertise in critical areas of healthcare management.

How to Use This Tool This tool can be used in several different ways to identify areas of strength and areas that may need professional skill development as well as formulating a development plan. Some examples of how this tool can be used are listed below.

• Self or organizational assessment. The tool is designed to help you identify strengths and areas for development in relation to ACHE’s competencies. It may provide valuable information in your performance planning and review.

• Team or group development. The tool may help link individual performance to the goals of the organization. Integrating knowledge and skills needed for effective leadership will allow team members to achieve corporate goals, objectives and values.

• Employee selection or job descriptions. The tool may provide the ability to look beyond the individual and understand the composition of the entire workforce by exploring the strengths, weaknesses and gaps across the organization. You can make more informed decisions regarding training initiatives, allocate resources more effectively and align development opportunities with organizational goals.

• Academic or professional development programs. The tool may help uncover knowledge and skills you may wish to update or improve. Once you have completed the ratings, you will get results that point to the competencies you should focus on when choosing professional development opportunities.

This tool is self-scored with no right or wrong answers. Use the results to make a development plan, and complete the ACHE Competencies Assessment Tool at desired intervals to measure growth over time.

To assess expertise in the five domains of this tool, consider where you, the person, or the team you are assessing would fall on the scale of skill acquisition.

• Novice (1)–An individual’s primary focus is understanding and gaining information in order to comprehend the skills needed. You have the level of experience gained in a classroom setting or on-the- job training. You are expected to need help when performing this skill.

• Competent (3)–People with considerable experience develop competence in solving problems within the learned guidelines and rules. You are able to successfully complete the competency as requested. Help from experts may be required from time to time, but you can usually perform the skill independently.

• Expert (5)–Experts work intuitively analyzing, recognizing patterns, critiquing and solving problems with ideas and expertise. You are known as the expert in this area. You can provide guidance, troubleshoot and answer questions related to this competency.

For your convenience, a complete list of ACHE resources, including readings, programs, assessments, and self-study courses are included in the back of the directory and referenced by number in each section of the assessment.

About This Tool The competencies are derived from job analysis surveys of healthcare leaders across various management and administration disciplines. They are aligned with the challenges and opportunities experienced by leaders today. The tool is reviewed and updated annually.

Professionalism

Leadership

Knowledge of the

Healthcare Environment

Business Skills and

Knowledge

Communication and Relationship

Management

*derived from HLA Model

Within the ACHE Healthcare Executive Competencies Assessment Tool, the competencies are categorized into five critical domains: Communication and Relationship Management, Leadership, Professionalism, Knowledge of the Healthcare Environment and Business Skills and Knowledge. The definitions for the domains are as follows:

1. Communication and Relationship Management The ability to communicate clearly and concisely with internal and external customers, establish and maintain relationships and facilitate constructive interactions with individuals and groups. This domain includes:

A. Relationship Management B. Communication Skills C. Facilitation and Negotiation

2. Leadership The ability to inspire individual and organizational excellence, create a shared vision and successfully manage change to attain the organization’s strategic ends and successful performance. Leadership intersects with each of the other four domains. This domain includes:

A. Leadership Skills and Behavior B. Organizational Climate and Culture C. Communicating Vision D. Managing Change

3. Professionalism The ability to align personal and organizational conduct with ethical and professional standards that include a responsibility to the patient and community, a service orientation, and a commitment to lifelong learning and improvement. This domain includes:

A. Personal and Professional Accountability B. Professional Development and Lifelong Learning C. Contributions to the Community and Profession

4. Knowledge of the Healthcare Environment The understanding of the healthcare system and the environment in which healthcare managers and providers function. This domain includes:

A. Healthcare Systems and Organizations B. Healthcare Personnel C. The Patient’s Perspective D. The Community and the Environment

5. Business Skills and Knowledge The ability to apply business principles, including systems thinking, to the healthcare environment. This domain includes:

A. General Management B. Financial Management C. Human Resource Management D. Organizational Dynamics and Governance E. Strategic Planning and Marketing F. Information Management G. Risk Management H. Quality Improvement I. Patient Safety

Healthcare leaders should demonstrate competence in aspects of all five of these domain areas. As you work your way through the ACHE Competencies Assessment Tool, we hope you will find it valuable and that it provides guidance along your path of lifelong professional education as you face the ongoing challenges of management and leadership. We have made it available as a PDF file at ache.org/CareerResources and hope you will share it with other healthcare leaders.

About the Competencies The competencies were derived from job analysis surveys conducted by Healthcare Leadership Alliance associations. In addition to the American College of Healthcare Executives, members of the Healthcare Leadership Alliance are American Association of Physician Leadership, American Organization of Nurse Executives, Healthcare Financial Management Association, Healthcare Information and Management Systems Society and Medical Group Management Association.

COMPETENCY LEVEL

Novice Competent Expert

1. Communication and Relationship Management

A. Relationship Management

Organizational structure and relationships 1 2 3 4 5

Build collaborative relationships 1 2 3 4 5

Demonstrate effective interpersonal relations 1 2 3 4 5

Develop and maintain medical staff relationships 1 2 3 4 5

Develop and maintain supplier relationships 1 2 3 4 5

Identify stakeholder needs/expectations 1 2 3 4 5

Provide internal customer service 1 2 3 4 5

Practice and value shared decision making 1 2 3 4 5

Other professional norms and standards of behaviors as defined by professions such as AHA, physician’s oaths and other professional pledges 1 2 3 4 5

Creating an ethical culture in an organization 1 2 3 4 5

Readings: 3, 4, 11, 18, 21, 23, 33, 36, 60, 62, 69, 76, 87, 89, 92, 96, 109, 116, 121 Programs: 6, 11, 14, 15, 17, 19, 20, 32, 42, 49, 55, 57, 59, 67 Leadership Assessments: 1, 5, 6, 7 Self-Study Courses: 2, 3, 18

B. Communication Skills

Public relations 1 2 3 4 5

Principles of communication and their specific applications 1 2 3 4 5

Sensitivity to what is correct behavior when communicating with diverse cultures, internal and external 1 2 3 4 5

Communicate organizational mission, vision, objectives and priorities 1 2 3 4 5

Identify and use human and technical resources to develop and deliver communications 1 2 3 4 5

Prepare and deliver business communications, including meeting agendas, presentations, business reports and project communications plans 1 2 3 4 5

Present results of data analysis to decision makers 1 2 3 4 5

Provide and receive constructive feedback 1 2 3 4 5

Use factual data to produce and deliver credible and understandable reports 1 2 3 4 5

COMPETENCY LEVEL

Novice Competent Expert

Readings: 11, 21, 23, 25, 58, 74, 89, 123 Programs: 11, 14, 18, 40, 43, 47, 55 Leadership Assessments: 6, 7

C. Facilitation and Negotiation

Mediation, negotiation and dispute resolution techniques 1 2 3 4 5

Team building techniques 1 2 3 4 5

Labor relations strategies 1 2 3 4 5

Build effective physician and administrator leadership teams 1 2 3 4 5

Create, participate in and lead teams 1 2 3 4 5

Facilitate conflict and alternative dispute resolution 1 2 3 4 5

Facilitate group dynamics, process, meetings and discussions 1 2 3 4 5

Readings: 3, 4, 11, 22, 30, 31, 38, 71, 76, 87, 90, 105, 108, 114, 116, 121 Programs: 5, 40, 43, 54, 55, 67 Leadership Assessments: 4, 6, 7 Self-Study Courses: 2, 18, 23

COMMUNICATION AND RELATIONSHIP MANAGEMENT DEVELOPMENT PLAN

COMPETENCY LEVEL

Novice Competent Expert

2. LEADERSHIP

A. Leadership Skills and Behavior

Leadership styles/techniques 1 2 3 4 5

Leadership theory and situational applications 1 2 3 4 5

Potential impacts and consequences of decision making in situations both internal and external 1 2 3 4 5

Adhere to legal and regulatory standards 1 2 3 4 5

Champion solutions and encourage decision making 1 2 3 4 5

Develop external relationships 1 2 3 4 5

Collaborative techniques for engaging and working with physicians 1 2 3 4 5

Incorporate and apply management techniques and theories into leadership activities 1 2 3 4 5

Foster an environment of mutual trust 1 2 3 4 5

Support and mentor high-potential talent within the organization 1 2 3 4 5

Advocate and participate in healthcare policy initiatives 1 2 3 4 5

Readings: 3, 4, 6, 16, 19, 22, 23, 38, 40, 53, 56, 58, 60, 62, 74, 78, 83, 85, 86, 88, 89, 92, 113, 114 Programs: 1, 5, 14, 24, 36, 38, 39, 41, 43, 46, 55, 57, 58, 67 Leadership Assessments: 1, 3, 6, 7 Self-Study Courses: 1, 3, 5, 7, 13

B. Organizational Climate and Culture

Create an organizational climate that encourages teamwork 1 2 3 4 5

Create an organizational culture that values and supports diversity 1 2 3 4 5

Knowledge of own and others’ cultural norms 1 2 3 4 5

Assess the organization, including corporate values and culture, business processes and impact of systems on operations 1 2 3 4 5

Readings: 21, 23, 33, 39, 48, 60, 85, 90, 95, 102, 109, 114 Programs: 15, 21, 32, 37, 40, 55, 57, 60, 67 Leadership Assessments: 7 Other: 3

C. Communicating Vision

Establish a compelling organizational vision and goals 1 2 3 4 5

Create an organizational climate that facilitates individual motivation 1 2 3 4 5

COMPETENCY LEVEL

Novice Competent Expert

Encourage a high level of commitment to the purpose and values of the organization 1 2 3 4 5

Hold self and others accountable for organizational goal attainment 1 2 3 4 5

Gain physician buy-in to accept risk and support new business ventures 1 2 3 4 5

Readings: 4, 22, 23, 38, 76, 85, 87, 88, 90, 92, 114, 121, 133 Programs: 15, 18, 40, 42, 55 Leadership Assessments: 7 Self-Study Courses: 1, 13

D. Managing Change

Promote and manage change 1 2 3 4 5

Explore opportunities for the growth and development of the organization on a continuous basis 1 2 3 4 5

Promote continuous organizational learning/improvement 1 2 3 4 5

Anticipate and plan strategies for overcoming obstacles 1 2 3 4 5

Anticipate the need for resources to carry out initiatives 1 2 3 4 5

Develop effective medical staff relationships in support of the organization’s mission, vision and strategic plan 1 2 3 4 5

Readings: 1, 2, 3, 6, 11, 18, 21, 22, 23, 26, 37, 38, 41, 60, 64, 69, 76, 85, 87, 88, 90, 92, 95, 108, 109, 112, 116, 121 Programs: 28, 36, 39, 40, 42, 43, 55, 58, 67 Leadership Assessments: 3, 5 Self-Study Courses: 2, 13, 18

LEADERSHIP DEVELOPMENT PLAN

COMPETENCY LEVEL

Novice Competent Expert 3. PROFESSIONALISM

A. Personal and Professional Accountability

Patient rights and responsibilities 1 2 3 4 5

Ethics committee’s roles, structure and functions 1 2 3 4 5

Consequences of unethical actions 1 2 3 4 5

Organizational business and personal ethics 1 2 3 4 5

Cultural and spiritual diversity for patients and staff as they relate to healthcare needs 1 2 3 4 5

Conflict of interest situations as defined by organizational bylaws, policies and procedures 1 2 3 4 5

Professional roles, responsibility and accountability 1 2 3 4 5

Professional standards and codes of ethical behavior 1 2 3 4 5

Balance professional and personal pursuits 1 2 3 4 5

Uphold and act upon ethical and professional standards 1 2 3 4 5

Adhere to ethical business principles 1 2 3 4 5

Other professional norms and standards of behaviors as defined by professions such as AHA, physician’s oaths and other professional pledges 1 2 3 4 5

Creating an ethical culture in an organization 1 2 3 4 5

Readings: 35, 36, 38, 69, 87, 89, 98, 99, 100, 101, 129 Programs: 39, 55, 59 Leadership Assessments: 9 Other: 1, 2, 4, 5, 6, 8

B. Professional Development and Lifelong Learning

Professional norms and behaviors 1 2 3 4 5

Professional societies and memberships 1 2 3 4 5

Contribute to professional knowledge and evidence 1 2 3 4 5

Time and stress management techniques 1 2 3 4 5

Conduct self-assessments 1 2 3 4 5

Network with colleagues 1 2 3 4 5

Participate in continuing education and career planning 1 2 3 4 5

Acquire and stay current with the professional body of knowledge 1 2 3 4 5

Readings: 13, 28, 38, 52, 58, 74, 89, 102, 127, 131, 135 Programs: 10, 15, 36, 41, 47, 57, 67 Leadership Assessments: 2, 6, 8 Self-Study Course: 5

COMPETENCY LEVEL

Novice Competent Expert

C. Contributions to the Community and Profession

Ethical implications of human subject research 1 2 3 4 5

Serve as the ethical guide for the organization 1 2 3 4 5

Practice due diligence to carry out fiduciary responsibilities 1 2 3 4 5

Mentor, advise and coach 1 2 3 4 5

Advocate for patients, families and communities 1 2 3 4 5

Advocate with physicians for the importance of hiring professionally trained and certified administrators and supporting their professional development 1 2 3 4 5

Participate in community service 1 2 3 4 5

Readings: 2, 21, 53, 60, 77 Programs: 14, 30 Self-Study Courses: 1, 7 Other: 7, 8

PROFESSIONALISM DEVELOPMENT PLAN

COMPETENCY LEVEL

Novice Competent Expert

4. KNOWLEDGE OF THE HEALTHCARE ENVIRONMENT

A. Healthcare Systems and Organizations

Healthcare and medical terminology 1 2 3 4 5

Managed care models, structures and environment 1 2 3 4 5

The interdependency, integration and competition among healthcare sectors 1 2 3 4 5

Levels of healthcare along the continuum of care 1 2 3 4 5

Levels of service from a business perspective 1 2 3 4 5

Evidence-based management practice 1 2 3 4 5

Healthcare economics 1 2 3 4 5

Requirements for nonprofit healthcare organizations 1 2 3 4 5

The interrelationships among access, quality, cost, resource allocation, accountability and community 1 2 3 4 5

Readings: 1, 5, 20, 21, 24, 25, 33, 37, 57, 60, 65, 66, 67, 106, 112, 115, 132 Programs: 10, 15, 24, 25, 29, 36, 42, 48, 54, 57

B. Healthcare Personnel

Ancillary services 1 2 3 4 5

Physician roles 1 2 3 4 5

The healthcare sectors 1 2 3 4 5

Staff perspective in organizational settings 1 2 3 4 5

Nurse and allied health professionals’ scope of practice 1 2 3 4 5

Support services 1 2 3 4 5

Role of nonclinical professionals in the healthcare system 1 2 3 4 5

Educational funding for healthcare personnel 1 2 3 4 5

Workforce issues 1 2 3 4 5

Readings: 21, 22, 29, 42, 62, 68, 73, 89, 91, 102, 107, 114, 117, 133 Programs: 23, 50, 57, 59 Self-Study Courses: 3

COMPETENCY LEVEL

Novice Competent Expert

C. The Patient’s Perspective

The patient’s perspective (e.g., cultural differences, expectations) 1 2 3 4 5

Readings: 2, 7, 49, 111 Program: 33 Self-Study Course: 12

D. The Community and the Environment

Socioeconomic environment in which the organization functions 1 2 3 4 5

Healthcare trends 1 2 3 4 5

Implications of community standards of care 1 2 3 4 5

Healthcare technological research and advancements 1 2 3 4 5

Organization and delivery of healthcare 1 2 3 4 5

Community standards of care 1 2 3 4 5

Corporate compliance laws and regulations 1 2 3 4 5

Regulatory and administrative environment in which the organization functions 1 2 3 4 5

Governmental, regulatory, professional and accreditation agencies 1 2 3 4 5

Legislative issues and advocacy 1 2 3 4 5

Readings: 1, 15, 36, 44, 49, 50, 60, 72, 83, 86, 97, 112, 134 Programs: 14, 30, 42, 51 Self-Study Course: 12 Other: 8

KNOWLEDGE OF THE HEALTHCARE ENVIRONMENT DEVELOPMENT PLAN

COMPETENCY LEVEL

Novice Competent Expert

5. BUSINESS SKILLS AND KNOWLEDGE

A. General Management

Ability to analyze and evaluate information to support a decision or recommendation 1 2 3 4 5

Ability to distinguish relevant from irrelevant information 1 2 3 4 5

Ability to integrate information from various sources to make decisions or recommendations 1 2 3 4 5

Collect and analyze data from internal and external sources relevant to each situation 1 2 3 4 5

Basic business contracts 1 2 3 4 5

Techniques for business plan development, implementation and assessment 1 2 3 4 5

Justify a new business model or business plan 1 2 3 4 5

Principles of public affairs and community relations 1 2 3 4 5

The functions of organizational policies and procedures 1 2 3 4 5

Analyze the current way of doing business and clinical processes 1 2 3 4 5

Anticipate cause-and-effect relationships 1 2 3 4 5

Conduct needs analysis, identify and prioritize requirements 1 2 3 4 5

Define problems or opportunities 1 2 3 4 5

Distinguish between important and unimportant aspects of business and clinical situations as a basis for sound decision making 1 2 3 4 5

Identify alternate processes and potential solutions 1 2 3 4 5

Promote and apply problem-solving philosophies 1 2 3 4 5

Utilize comparative analysis strategies 1 2 3 4 5

Demonstrate critical thinking and analysis 1 2 3 4 5

Prioritize or triage as necessary to ensure critical functions are repaired, maintained or enhanced 1 2 3 4 5

Broad systems connections—potential impacts and consequences of decisions in a wide variety of situations both internal and external 1 2 3 4 5

Systems theory 1 2 3 4 5

Systems thinking 1 2 3 4 5

Champion systems thinking 1 2 3 4 5

COMPETENCY LEVEL

Novice Competent Expert

Identify how a system design accommodates business processes 1 2 3 4 5

Seek information from a variety of sources 1 2 3 4 5

Evidence-based practice 1 2 3 4 5

Facilities planning 1 2 3 4 5

Inventory control systems 1 2 3 4 5

Project management 1 2 3 4 5

Purchasing procurement 1 2 3 4 5

Develop work plans 1 2 3 4 5

Perform audits of systems and operations 1 2 3 4 5

Management functions 1 2 3 4 5

Assess organizational perception of systems effectiveness and departmental effectiveness 1 2 3 4 5

Develop requests for information and requests for proposals 1 2 3 4 5

Manage vendor contracts 1 2 3 4 5

Measure quantitative dimensions of systems and departmental effectiveness 1 2 3 4 5

Organize and manage the human and physical resources of the organization to achieve input, buy-in and optimal performance 1 2 3 4 5

Readings: 5, 14, 20, 21, 22, 23, 33, 37, 43, 60, 61, 65, 69, 73, 81, 82, 84, 89, 96, 105, 106, 109, 126, 133 Programs: 2, 17, 48, 53 Leadership Assessments: 1, 2, 6 Self-Study Courses: 4, 5, 9, 17, 19, 22

B. Financial Management

Basic accounting principles 1 2 3 4 5

Financial management and analysis principles 1 2 3 4 5

Financial planning methodologies 1 2 3 4 5

Financial statements 1 2 3 4 5

Outcomes measures and management 1 2 3 4 5

Reimbursement principles, ramifications and techniques, including rate setting and contracts 1 2 3 4 5

Principles of operating, project and capital budgeting 1 2 3 4 5

Fundamental productivity measures 1 2 3 4 5

COMPETENCY LEVEL

Novice Competent Expert

Financial controls and auditing principles 1 2 3 4 5

Revenue generation 1 2 3 4 5

Asset management, including depreciation schedule, facilities, equipment, etc. 1 2 3 4 5

Analyze financial reward versus risk 1 2 3 4 5

Apply financial planning methodologies to organizational objectives 1 2 3 4 5

Develop accounting and financial control systems 1 2 3 4 5

Develop and use performance monitoring metrics 1 2 3 4 5

Develop coding and reimbursement policies and procedures 1 2 3 4 5

Establish business relationships with financial advisors 1 2 3 4 5

Maintain compliance with tax laws and filing procedures 1 2 3 4 5

Negotiate third-party contracts 1 2 3 4 5

Provide stewardship of financial resources 1 2 3 4 5

Potential impacts and consequences of financial decision making on operations, healthcare, human resources and quality of care 1 2 3 4 5

Financing including funding sources, the process of obtaining credit and bond ratings, and issuing bonds 1 2 3 4 5

Philanthropy and foundation work, including source of funding for non-profit organizations or to target for-profit organizations’ activities 1 2 3 4 5

Supply chain systems, structures and processes 1 2 3 4 5

Readings: 10, 14, 15, 17, 26, 33, 43, 45, 46, 47, 48, 51, 55, 60, 79, 95, 124 Programs: 5, 8, 19, 26, 27, 28, 34, 35 Self-Study Courses: 14, 19, 21, 22

C. Human Resource Management

Human resources laws and regulations 1 2 3 4 5

Performance management systems 1 2 3 4 5

Recruitment and retention techniques 1 2 3 4 5

Staffing methodologies and productivity management 1 2 3 4 5

Employee satisfaction measurement and improvement techniques 1 2 3 4 5

Employee motivational techniques 1 2 3 4 5

Compensation and benefits practices 1 2 3 4 5

COMPETENCY LEVEL

Novice Competent Expert

Worker safety, security and employee health issues 1 2 3 4 5

Conflict resolution and grievance procedures 1 2 3 4 5

Organizational policies and procedures and their functions 1 2 3 4 5

The need for and/or desirability of outsourcing 1 2 3 4 5

The varying work environments in which staff work 1 2 3 4 5

Define staff roles, responsibilities and job descriptions 1 2 3 4 5

Manage departmental personnel processes, including performance appraisals; incentives; staff recruitment, selection and retention; training and education; coaching and mentoring 1 2 3 4 5

Job classification systems 1 2 3 4 5

Develop and implement policies and procedures with physicians to address physician behavioral and burnout issues 1 2 3 4 5

Develop and manage employee performance management systems 1 2 3 4 5

Develop effective physician recruitment and retention programs 1 2 3 4 5

Develop employee benefit and assistance plans 1 2 3 4 5

Engage in workforce planning 1 2 3 4 5

Evaluate and manage employee efficiency and productivity 1 2 3 4 5

Potential impacts and consequences of human resources 1 2 3 4 5

Decision making on operations, finances, healthcare and quality of care 1 2 3 4 5

Selection techniques, including commonly available assessments and relative benefits 1 2 3 4 5

Labor relations practices and strategies 1 2 3 4 5

Job design processes 1 2 3 4 5

Succession planning models 1 2 3 4 5

Readings: 5, 11, 22, 29, 33, 42, 43, 53, 54, 71, 73, 89, 98, 116 Programs: 15, 40, 45, 50, 57, 60 Self-Study Courses: 1, 7, 18

D. Organizational Dynamics and Governance

Organization systems theories and structures 1 2 3 4 5

How an organization’s culture impacts its effectiveness 1 2 3 4 5

COMPETENCY LEVEL

Novice Competent Expert

Governance theory 1 2 3 4 5

Governance structure 1 2 3 4 5

Medical staff structure and its relationship to the governing body and facility operation 1 2 3 4 5

Public policy matters and legislative and advocacy processes 1 2 3 4 5

Organizational dynamics, political realities and culture 1 2 3 4 5

Principles and practices of management and organizational behavior 1 2 3 4 5

Build trust and cooperation between/among stakeholders 1 2 3 4 5

Construct and maintain governance systems 1 2 3 4 5

Document and implement policies and procedures 1 2 3 4 5

Evaluate and improve governing bylaws, policies and processes 1 2 3 4 5

Facilitate physician understanding and acceptance of good business management 1 2 3 4 5

Manage the performance of subsystems in a manner that optimizes the whole synergy 1 2 3 4 5

Interpret and integrate federal, state and local laws and regulation 1 2 3 4 5

Readings: 3, 21, 22, 29, 32, 38, 43, 56, 60, 94, 104, 108, 110, 116, 133 Programs: 4, 15, 20, 39, 55 Other: 8

E. Strategic Planning and Marketing

Business plan development and implementation process 1 2 3 4 5

Business planning, including business case and exit- strategy development 1 2 3 4 5

Evaluate whether a proposed solution aligns with the organizational business plan 1 2 3 4 5

Marketing principles and tools 1 2 3 4 5

Marketing plan development 1 2 3 4 5

Manage projects and/or resources 1 2 3 4 5

Healthcare system services 1 2 3 4 5

Implementation planning 1 2 3 4 5

Crisis and disaster planning 1 2 3 4 5

Characteristics of strategic decision support 1 2 3 4 5

COMPETENCY LEVEL

Novice Competent Expert

Strategic planning processes development and implementation 1 2 3 4 5

Develop and monitor departmental strategic and tactical objectives 1 2 3 4 5

Develop a benefits realization model that measures product or service performance to ensure that strategic goals are met 1 2 3 4 5

Organizational mission, vision, objectives and priorities 1 2 3 4 5

Plan for business continuance in the face of potential disasters that could disrupt service delivery 1 2 3 4 5

Pursuing and establishing partnerships and strategic alliances 1 2 3 4 5

Readings: 34, 41, 43, 55, 59, 60, 64, 71, 103, 94, 106, 112, 114, 124, 125, 126, 130 Programs: 7, 39, 42, 43, 55, 65 Self-Study Courses: 8, 10, 11, 16

F. Information Management

Application software 1 2 3 4 5

Characteristics of administrative systems/programs 1 2 3 4 5

Characteristics of clinical systems/programs 1 2 3 4 5

Confidentiality principles and laws 1 2 3 4 5

Data analysis, including manipulation, understanding of and ability to explain data 1 2 3 4 5

Electronic education and information resources and systems 1 2 3 4 5

Health informatics 1 2 3 4 5

Information systems planning and implementation 1 2 3 4 5

Technology trends and clinical applications 1 2 3 4 5

Principles of database and file management 1 2 3 4 5

Technology privacy, confidentiality and security requirements 1 2 3 4 5

Role and function of information technology in operations 1 2 3 4 5

Testing and evaluation activities of IT systems 1 2 3 4 5

Information systems continuity 1 2 3 4 5

Analyze problem reports for trends 1 2 3 4 5

Conduct demonstrations, evaluate and select healthcare IT systems 1 2 3 4 5

Ensure accuracy and integrity of data 1 2 3 4 5

Compatibility of software, hardware and network components to facilitate business operations 1 2 3 4 5

COMPETENCY LEVEL

Novice Competent Expert

Ensure staff members are trained to use information systems 1 2 3 4 5

Evaluate results of a system security/privacy effectiveness assessment 1 2 3 4 5

Integrate IT systems that support decision making 1 2 3 4 5

Link the IT plan to the business plan 1 2 3 4 5

Monitor IT systems’ sustainability, reliability and maintainability 1 2 3 4 5

Monitor and adjust IT system capacity 1 2 3 4 5

Recommend policies and procedures for information management systems 1 2 3 4 5

Information systems continuity, including disaster planning, recovery, backup, security, sabotage and natural disasters 1 2 3 4 5

Factors that influence selection, acquisition, and maintenance of IT systems, including upgrades and conversions, and technology lifecycles 1 2 3 4 5

Healthcare analytics 1 2 3 4 5

Readings: 12, 17, 27, 33, 37, 43, 51, 61, 75 Programs: 12, 66

G. Risk Management

Risk management principles and programs 1 2 3 4 5

Confidentiality principles and laws 1 2 3 4 5

Corporate compliance laws and regulations 1 2 3 4 5

Medicare/Medicaid/third-party payment regulations 1 2 3 4 5

Inspection and accrediting standards, regulations and organizations 1 2 3 4 5

Patients’ rights, laws and regulations 1 2 3 4 5

Compliance with regulatory agencies and tax status requirements 1 2 3 4 5

Contingency planning 1 2 3 4 5

Corporate history and record-keeping procedures 1 2 3 4 5

Credentialing, medical malpractice and professional liability 1 2 3 4 5

Personnel and property security plans and policies 1 2 3 4 5

Professional resource networks for risk-related activities 1 2 3 4 5

Risk assessments and analyses 1 2 3 4 5

COMPETENCY LEVEL

Novice Competent Expert

Risk mitigation 1 2 3 4 5

Risks related to personnel management 1 2 3 4 5

Risks related to quality management and patient safety 1 2 3 4 5

Conflict resolution and grievance procedures 1 2 3 4 5

Establish patient, staff and organizational confidentiality policies 1 2 3 4 5

Maintain compliance with government contractual mandates 1 2 3 4 5

Plan for business continuance in the face of potential disasters that could disrupt service delivery 1 2 3 4 5

Readings: 6, 16, 39, 73, 82, 83, 112, 118, 119, 120 Programs: 42 Self-Study Courses: 4, 11, 17

H. Quality Improvement

Benchmarking techniques 1 2 3 4 5

Medical staff peer review 1 2 3 4 5

Clinical methodologies 1 2 3 4 5

Utilization review and management regulations 1 2 3 4 5

Clinical pathways and disease management 1 2 3 4 5

National quality initiatives, including patient safety 1 2 3 4 5

Knowledge of tools for improving patient safety 1 2 3 4 5

Customer satisfaction principles and tools 1 2 3 4 5

Data collection, measurement and analysis tools and techniques 1 2 3 4 5

Patient communication systems 1 2 3 4 5

Quality improvement theories and frameworks 1 2 3 4 5

Quality planning and management 1 2 3 4 5

Recognition of quality as a strategic initiative 1 2 3 4 5

Training and certification 1 2 3 4 5

Develop and implement performance and process improvement programs 1 2 3 4 5

COMPETENCY LEVEL

Novice Competent Expert

Develop and implement quality assurance and patient satisfaction programs 1 2 3 4 5

Develop clinical pathway structure and function 1 2 3 4 5

Readings: 2, 7, 8, 9, 17, 33, 39, 43, 63, 77, 80, 93, 112, 120, 122, 128 Programs: 8, 34, 43, 44, 49, 63 Self-Study Courses: 6, 10

BUSINESS SKILLS AND KNOWLEDGE DEVELOPMENT PLAN

COMPETENCY LEVEL

Novice Competent Expert

I. Patient Safety*

Establish and sustain a safety culture 1 2 3 4 5

Collaborate with public agencies and private organizations to support patient safety 1 2 3 4 5

Create a common set of safety metrics that reflect meaningful outcomes 1 2 3 4 5

Funding for research in patient safety and implementation science 1 2 3 4 5

Address patient safety across the care continuum 1 2 3 4 5

Support the healthcare workforce by providing a safe and healthy work environment to optimize safe patient care 1 2 3 4 5

Partner with patients and families for the safest care 1 2 3 4 5

Ensure that technology is secure and optimized to improve patient safety 1 2 3 4 5

* These competencies were adapted from original source material from the Institute for Healthcare Improvement at www.IHI.org with its permission, ©NPSF 2015.

Readings: 39, 70, 120 Programs: 3, 57 Other: 9, 10

PATIENT SAFETY DEVELOPMENT PLAN

ACHE RESOURCE LISTINGS

Readings: 1. Accountable Care Organizations: Your Guide to Strategy, Design, and Implementation by Marc Bard, MD, and Mike Nugent 2. Achieving Service Excellence: Strategies for Healthcare, Second Edition, by Myron D. Fottler, PhD; Robert C. Ford, PhD; and

Cherill P. Heaton, PhD 3. A New Compact: Aligning Physician-Organization Expectations to Transform Patient Care by Mary Jane Kornacki, with Jack Silversin 4. An Insider’s Guide to Physician Engagement by Andrew C. Agwunobi, MD 5. An Insider’s Guide to Working with Healthcare Consultants by Andrew Agwunobi, MD 6. Anticipate, Respond, Recover: Healthcare Leadership and Catastrophic Events by K. Joanne McGlown, PhD, RN, FACHE, and

Phillip D. Robinson, FACHE, editors 7. A Physician Guidebook to The Best Patient Experience by Bo Snyder, FACHE 8. Applying Quality Management in Healthcare: A Systems Approach, Fifth Edition, by Patrice L. Spath 9. The Best Patient Experience: Helping Physicians Improve Care, Satisfaction, and Scores by Robert M. Snyder Jr., FACHE 10. Best Practice Financial Management: Six Key Concepts for Healthcare Leaders, Third Edition, by Kenneth Kaufman 11. Better Communication for Better Care: Mastering Physician-Administrator Collaboration by Kenneth H. Cohn, MD, FACS 12. Big Data in Healthcare: Statistical Analysis of the Electronic Health Record by Farrokh Alemi, PhD 13. Boost Your Nursing Leadership Career: 50 Lessons that Drive Success by Kenneth R. White, PhD, RN, FACHE, and

Dorrie Fontaine, PhD, RN 14. Capital Projects and Healthcare Reform: Navigating Design and Delivery in an Era of Disruption by Robert D. Levine and

Georgeann B. Burns 15. Cases in Healthcare Finance, Seventh Edition, by George H. Pink, PhD and Paula H. Song, PhD 16. Contemporary Issues in Healthcare Law and Ethics, Fourth Edition, by Dean M. Harris, JD 17. The Core Elements of Value in Healthcare by Paveljit S. Bindra, MD 18. Creating the Hospital Group Practice: The Advantage of Employing or Affiliating with Physicians by Eric Lister, MD, and

Todd Sagin, MD, JD 19. Developing Physician Leaders for Successful Clinical Integration by Carson F. Dye, FACHE, and Jacque J. Sokolov, MD 20. Dimensions of Long-Term Care Management: An Introduction, Second Edition, by Mary Helen McSweeney-Feld, PhD;

Carol Molinari, PhD; and Reid Oetjen, PhD, editors 21. Diversity on the Executive Path: Wisdom and Insights for Navigating to the Highest Levels of Healthcare Leadership by Diane Dixon, EdD 22. Dunn and Haimann’s Healthcare Management, Eleventh Edition, by Rose T. Dunn, CPA, FACHE, FHFMA 23. Dyad Leadership and Clinical Integration: Driving Change, Aligning Strategies by Alan Belasen, PhD 24. Economics for Healthcare Managers, Fourth Edition, by Robert H. Lee, PhD 25. The Economics of Health Reconsidered, Fourth Edition, by Thomas Rice, PhD, and Lynn Unruh, PhD, RN 26. 18 Levers for High-Impact Performance Improvement: How Healthcare Organizations Can Accelerate Change and Sustain Results

by Gary Auton 27. Electronic Health Records: Strategies for Long-Term Success by Michael Fossel, MD, and Susan Dorfman, DHA 28. The Emerging Healthcare Leader: A Field Guide, Second Edition, by Laurie K. Baedke, FACHE, FACMPE, and

Natalie D. Lamberton, FACHE 29. Employed Physician Networks: A Guide to Building Strategic Advantage, Value, and Financial Sustainability by David W. Miller,

FACHE; Terrence R. McWilliams, MD; and Travis C. Ansel 30. Enhanced Physician Engagement: Volume 1, What It Is, Why You Need It, and Where to Begin by Carson Dye, FACHE, editor 31. Enhanced Physician Engagement: Volume 2, Tools and Tactics for Success by Carson Dye, FACHE, editor 32. Essential Operational Components for High-Performing Healthcare Enterprises by Jon Burroughs, MD, FACHE 33. Essentials of Healthcare Management: Cases, Concepts, and Skills, Second Edition, by Leigh Cellucci, PhD; Michael R. Meacham, JD;

and Tracy J. Farnsworth, EdD 34. Essentials of Strategic Planning in Healthcare, Third Edition, by Jeffrey P. Harrison, PhD, FACHE 35. Ethics and Professionalism for Healthcare Managers by Elizabeth J. Forrestal, PhD, FAHIMA, and Leigh W. Cellucci, PhD 36. Evaluating the Healthcare System: Effectiveness, Efficiency, and Equity, Fourth Edition, by Charles E. Begley, David R. Lairson,

Robert O. Morgan, Paul J. Rowan and Rajesh Balkrishnan, PhD

37. Evidence-Based Management in Healthcare: Principles, Cases and Perspectives, Second Edition, by Anthony R. Kovner, PhD, and Thomas D’Aunno, PhD, editors

38. Exceptional Leadership: 16 Critical Competencies for Healthcare Executives, Second Edition, by Carson F. Dye, FACHE, and Andrew N. Garman, PsyD

39. Five Disciplines for Zero Patient Harm: How High Reliability Happens by Charles Mowll, LFACHE 40. Followership: A Practical Guide to Aligning Leaders and Followers by Tom Atchison, EdD 41. From Competition to Collaboration: How Leaders Cultivate Partnerships to Drive Value and Transform Health by

Tracy L. Duberman, PhD, FACHE, and Robert H. Sachs, PhD 42. Fundamentals of Human Resources in Healthcare, Second Edition, by Bruce J. Fried, PhD, and Myron D. Fottler, PhD, editors 43. Fundamentals of Medical Practice Management by Stephen L. Wagner, PhD, FACHE, FACMPE, FACEM, FACHT 44. Futurescan 2022–2027: Health Care Trends and Implications, copublished with the Society for Healthcare Strategy &

Market Development 45. Gapenski’s Fundamentals of Healthcare Finance, Third Edition, by Kristin L. Reiter, PhD, and Paula Song, PhD 46. Gapenski’s Healthcare Finance: An Introduction to Accounting and Financial Management, Seventh Edition, by Kristin L.

Reiter, PhD, and Paula H. Song, PhD 47. Gapenski’s Understanding Healthcare Financial Management, Eighth Edition, by George H. Pink, PhD, and Paula H. Song, PhD 48. Getting It Done: Experienced Healthcare Leaders Reveal Field-Tested Strategies for Clinical and Financial Success by Kenneth H.

Cohn, MD, FACS, and Steven A. Fellows, FACHE 49. The Global Healthcare Manager: Competencies, Concepts, and Skills by Michael Counte, PhD; Bernardo Ramirez, MD;

Daniel J. West Jr., PhD; FACHE, FACMPE; and William Aaronson, PhD 50. The Guide to Healthcare Reform: Readings and Commentary by Daniel B. McLaughlin 51. Healthcare Applications: A Casebook in Accounting and Financial Management by Thomas E. McKee, PhD, and Linda J. B.

McKee, PhD 52. The Healthcare Consultant’s Handbook: Career Opportunities and Best Practices by Scott A. Mason, DPA, FACHE 53. The Healthcare C-Suite: Leadership Development at the Top by Andrew N. Garman, PsyD, and Carson F. Dye, FACHE 54. Healthcare Executive Compensation: A Guide for Leaders and Trustees by David A. Bjork, PhD 55. Healthcare Facility Planning: Thinking Strategically, Second Edition, by Cynthia Hayward, FA AHC 56. Healthcare Governance: A Guide for Effective Boards, Second Edition, by Errol L. Biggs, PhD, FACHE 57. Healthcare in the United States: Clinical, Financial, and Operational Dimensions by Stephen L. Walston, PhD, and Kenneth L.

Johnson, PhD, FACHE 58. The Healthcare Leader’s Guide to Actions, Awareness, and Perception, Third Edition, Carson F. Dye, FACHE, and Brett D. Lee, FACHE 59. Healthcare Marketing: A Case Study Approach by Leigh Cellucci, PhD; Carla Wiggins, PhD; and Tracy Farnsworth, EdD 60. The Healthcare Nonprofit: Keys to Effective Management by Stephen F. Gambescia, PhD; Sylvia V. Bastani; and Bruce Melgary 61. Healthcare Operations Management, Third Edition, by Daniel B. McLaughlin and John R. Olson, PhD 62. Healthcare Philanthropy: Advance Charitable Giving to Your Organization’s Mission by Betsy Chapin Taylor 63. The Healthcare Quality Book: Vision, Strategy, and Tools, Fourth Edition, by David Nash, MD; Maulik Joshi, DrPH; Elizabeth

Ransom, MD; and Scott Ransom, DO 64. Healthcare Strategic Planning, Fourth Edition, by John M. Harris 65. Health Economics: Core Concepts and Essential Tools by Steph Bernell, PhD 66. Health Informatics: A Systems Perspective, Second Edition, by Gordon D. Brown, PhD; Kalyan S. Pasupathy, PhD; and

Timothy B. Patrick, PhD 67. Health Insurance, Third Edition, by Michael A. Morrisey, PhD 68. Health Policy Issues: An Economic Perspective, Seventh Edition, by Paul J. Feldstein, PhD 69. Health Services Management: A Case Study Approach, Eleventh Edition, by Ann Scheck McAlearney, ScD, and Anthony Kovner, PhD 70. High-Reliability Healthcare: Improving Patient Safety and Outcomes with Six Sigma, Second Edition, by Robert Barry, PhD;

Amy C. Smith, DNP, FACHE; and Clifford E. Brubaker, PhD 71. Hospitalists: A Guide to Building and Sustaining a Successful Program by Joseph A. Miller; John Nelson, MD; and Winthrop F.

Whitecomb, MD 72. Hospitals and Community Benefit: New Demands, New Approaches by Connie J. Evashwick, ScD, LFACHE 73. Human Resources in Healthcare: Managing for Success, Fifth Edition, by Bruce J. Fried, PhD, and Myron D. Fottler, PhD, editors

74. Influential Leadership: Change Your Behavior, Change Your Organization, Change Health Care by Michael E. Frisina, PhD 75. Information Technology for Healthcare Managers, Ninth Edition, by Gerald L. Glandon, PhD; Detlev H. Smaltz, PhD, LFACHE,

FHIMSS; and Donna J. Slovensky, PhD, RHIA, FAHIMA 76. Inside the Physician Mind: Finding Common Ground with Doctors by Joseph S. Bujak, MD, FACP 77. Inspired to Change: Improving Patient Care One Story at a Time by Linda Larin 78. Intangibles: The Unexpected Traits of High-Performing Healthcare Leaders by Amer Kaissi, PhD 79. Introduction to the Financial Management of Healthcare Organizations, Eighth Edition, by Michael Nowicki, EdD, FACHE, FHFMA 80. Introduction to Healthcare Quality Management, Third Edition, by Patrice L. Spath 81. Introduction to Health Policy, Second Edition, by Leiyu Shi, DrPH 82. Launching a Capital Facility Project: A Guide for Healthcare Leaders, Second Edition, by John E. Kemper 83. The Law of Healthcare Administration, Ninth Edition, by J. Stuart Showalter, JD 84. Lead the Way in Five Minutes a Day by Jo Anne Preston 85. Leadership for Great Customer Service: Satisfied Employees, Satisfied Patients, Second Edition, by Thom A. Mayer, MD, FACEP,

FAAP, and Robert J. Cates, MD 86. Leadership for Public Health: Theory and Practice by James W. Holsinger Jr., MD, PhD, and Erik L. Carlton, DrPH 87. Leadership in Healthcare: Essential Values and Skills, Third Edition, by Carson F. Dye, FACHE 88. Leadership’s Deeper Dimensions: Building Blocks to Superior Performance by Tom Atchison, EdD 89. The Leaders Within: Engagement, Leadership Development, and Succession Planning by Stephen Mason, LFACHE; Kathryn

Dies, PhD; and Larry Morgan 90. Leading a Hospital Turnaround: A Practical Guide by Anthony K. Jones, FACHE 91. Leading Ancillary and Support Departments to Higher Performance: The New Service Imperative for Patient Care edited by

Frank R. Tortorella, JD, FACHE 92. Leading Transformational Change: The Physician-Executive Partnership by Tom Atchison, EdD, and Joseph S. Bujak, MD, FACP 93. Lean Done Right: Achieve and Maintain Reform in Your Healthcare Organization by Thomas G. Zidel 94. Longest’s Health Policymaking in the United States, Seventh Edition, by Michael R. Meacham, JD 95. Make it Happen: Effective Execution in Healthcare Leadership by Daniel B. McLaughlin 96. Management of Healthcare Organizations: An Introduction, Third Edition, by Peter C. Olden, PhD 97. Managerial Epidemiology: Cases and Concepts, Fourth Edition, by Steven T. Fleming, PhD 98. Managerial Ethics in Healthcare: A New Perspective by Gary L. Filerman, PhD; Ann E. Mills; and Paul M. Schyve, MD 99. Managing Healthcare Ethically: Volume 1, Leadership Roles and Responsibilities, Third Edition, by Paul B. Hofmann, DrPH, FACHE,

and William A. Nelson, PhD, HFACHE, editors 100. Managing Healthcare Ethically: Volume 2, Organizational Concerns, Third Edition, by Paul B. Hofmann, DrPH, FACHE, and

William A. Nelson, PhD, HFACHE, editors 101. Managing Healthcare Ethically: Volume 3, Clinical Challenges, Third Edition, by Paul B. Hofmann, DrPH, FACHE, and

William A. Nelson, PhD, HFACHE, editors 102. Managing Stress and Preventing Burnout in the Healthcare Workplace by Jonathon R.B. Halbesleben, PhD 103. Marketing Health Services, Fourth Edition, by Richard K. Thomas, PhD 104. Marketing Matters: A Guide for Healthcare Executives by Richard K. Thomas, PhD, and Michael Calhoun 105. Mastering the Negotiation Process: A Practical Guide for the Healthcare Executive by Christopher L. Laubach 106. The Middleboro Casebook: Healthcare Strategy and Operations, Second Edition, by Lee F. Seidel, PhD, and James B. Lewis, ScD 107. Navigating the Healthcare Workforce Shortage: How to Safeguard Your Organization’s Most Important Asset by Tresha Moreland

and Lori Wightman 108. The New Hospital–Physician Enterprise: Meeting the Challenges of Value-Based Care by David A. Wofford and Stephen F. Messinger 109. Organizational Behavior and Theory in Healthcare: Leadership Perspectives and Management Applications, Second Edition, by

Stephen L. Walston, PhD and Kenneth L. Johnson 110. Partnership of Equals: Practical Strategies for Healthcare CEOs and Their Boards by Peter McGinn, PhD 111. Patient No Longer: Why Healthcare Must Deliver the Care Experience That Consumers Want and Expect by Ryan Donohue and

Stephen Klasko, MD 112. Population Health: Principles and Applications for Management, Second Edition, by Rosemary Caron, PhD 113. Principles of Healthcare Leadership by Bernard J. Healey, PhD 114. Reaching Excellence in Healthcare Management by John R. Griffith, LFACHE, and Kenneth R. White, PhD, RN, FACHE

115. Readmission Prevention: Solutions Across the Provider Continuum by Josh D. Luke, PhD, FACHE 116. Redesign the Medical Staff Model: A Guide to Collaborative Change by Jonathan Burroughs, MD, FACHE 117. Reigniting Employee Engagement: A Guide to Rediscovering Purpose and Meaning in Healthcare by Tom Atchison 118. Risk Adjustment for Measuring Health Care Outcomes, Fourth Edition, by Lisa I. Iezzoni, MD, editor 119. Risk Management and the Emergency Department: Executive Leadership for Protecting Patients and Hospitals by Shari J. Welch,

MD, FACHE, FACEP; Kevin Klauer, DO, EJD, FACEP; and Sarah Freymann Fontenot, JD 120. The Safety Playbook: A Healthcare Leader’s Guide to Building a High-Reliability Organization by John Byrnes, MD and

Susan Teman, RN, CPPS 121. Separately Together: A New Path to Healthy Hospital–Physician Relations by C. Marlena Fiol, PhD, and Edward J. O’Connor, PhD 122. Smash the Bottleneck: Improving Patient Flow for Better Care (and a Better Bottom Line) by Christopher Strear, MD, and Danilo Sirias 123. Social Media in Healthcare: Connect, Communicate, Collaborate, Second Edition, by Christina Beach Thielst, FACHE 124. Strategic Allocation and Management of Capital in Healthcare: A Guide to Decision Making, Second Edition, by Jason H.

Sussman, CPA, FACHE 125. Strategic Analysis for Healthcare: Concepts and Practical Applications, Second Edition, by Michael S. Wayland and Warren G.

McDonald, PhD 126. Strategic Healthcare Management: Planning and Execution, Second Edition, by Stephen L. Walston, PhD 127. Take Charge of Your Healthcare Management Career: 50 Lessons That Drive Success by Kenneth R. White, PhD, RN, FACHE,

and J. Stephen Lindsey, FACHE 128. The Toyota Way to Healthcare Excellence: Increase Efficiency and Improve Quality with Lean, Second Edition, by John Black,

with David Miller and Joni Sensel 129. The Tracks We Leave: Ethics and Management Dilemmas in Healthcare, Third Edition, by Frankie Perry, RN, LFACHE 130. Transformative Planning: How Your Healthcare Organization Can Strategize for an Uncertain Future by Jim Austin 131. Tyler’s Guide: The Healthcare Executive’s Job Search, Fourth Edition, by J. Larry Tyler, FACHE, FA AHC, FHFMA 132. The United States Healthcare System: Overview, Driving Forces, and Outlook for the Future by Stephen L. Wagner, PhD, FACHE 133. The Well-Managed Healthcare Organization, Ninth Edition, by Kenneth R. White, PhD, RN, FACHE, and John R. Griffith, LFACHE 134. World Health Systems: Challenges and Perspectives, Second Edition, by Bruce J. Fried, PhD, and Laura M. Gaydos, PhD, editors 135. Your Healthcare Job Hunt: How Your Digital Presence Can Make or Break Your Career by Donna Malvey, PhD, and Jessica Sapp, DrPH

Programs: 1. A Field Guide for the Emerging Healthcare Leader 2. A Proven Formula for Achieving Enterprise Operational Excellence 3. Achieve High Reliability: Gain a Blueprint for Zero Harm Care 4. Achieving a Strategic Partnership with Your Board: Thrive in the Midst of Accountability 5. Achieving Speed, Spread, Scalability and Sustainability for Health Systems 6. Achieving Superior Outcomes Through Executive-Physician Partnerships 7. Advanced Strategic Planning to Transform Your Organization 8. Aggressively Improve Margin and Market Growth: 2021 National Research for C-Suite 9. Agility and Resilience in Healthcare Leadership: Key Behaviors for Leading Change 10. Applying Design Thinking to Healthcare’s Most Pressing Challenges 11. The Art and Principles of Physician Leadership and Engagement 12. Artificial Intelligence for Leaders: Beyond Big Data 13. The Basics of Grassroots Advocacy 14. Behavioral Health Challenges, Strategies and Solutions: The Business Case for Meeting Community Needs 15. Behavior Smarts: Increasing Healthcare Leadership Performance 16. Board of Governors Exam Review Course 17. Breakthrough Physician Alignment: Creating a Win-Win for Optimizing Organizational Performance 18. Compelling Communication: Creating Engagement, Understanding and Results 19. The Courage to Lead: Critical Skills for Healthcare Leaders 20. Creating Successful Physician Integration and Engagement Strategies for Long Term Success 21. Culture: The Force Behind Strategy 22. Direct Contracting with Employer Groups: What Healthcare Leaders Should Know

23. Drive Physician Engagement Today for Aligned Leaders Tomorrow 24. Effective Leadership for High-Reliability Healthcare 25. Epidemiology Meets Strategy: Leading Healthcare Organizations in a New Reality 26. Executive Program 27. Fundamental Financial Skills for Healthcare Organization Success 28. Growth in the Reform Era 29. Health System Simulation 30. Health Systems as Stewards of Health: A Construct for Leading Transformation 31. Hospitals and Health Systems of the Future: Transforming to Thrive 32. Improving Results through Better Team Engagement and Accountability 33. Improving the Patient Experience to Build Customer Loyalty 34. Integrating Quality and Cost in a Pay-for-Value Era 35. Key Financial Principles for the Nonfinancial Healthcare Executive 36. Leaders Conference 37. Leadership and Accountability in Project Management and Programs 38. Leadership Development Program 39. Leading and Managing in Changing Times 40. Leading for Success: Creating a Committed Workforce 41. Leading from Your Upper Brain: A Neuroscience Approach to Driving Performance 42. Leading in a Changing Environment: Focus on Population Health 43. Leading Strategic Change 44. Making the Business Case for Quality 45. Managing Conflict, Confrontations and Disputes 46. Mentor, Coach, Lead to Peak Professional Performance 47. Never Be Boring: Present Like a Pro 48. Optimizing Ambulatory Management for the 21st Century 49. Optimizing Business and Clinical Outcomes Through Physician-Executive Collaboration 50. Optimizing the Roles of Physician Assistants and Nurse Practitioners 51. An Overview of Health Law: Liabilities, Compliance, and Leadership 52. Physician Executive Program 53. Possibilities, Probabilities and Creative Solutions: Breakthrough Thinking for Complex Environments 54. Leadership Power Levers and Influence Tactics: The Path Toward Trustworthiness 55. Practical Leadership Strategies in an Age of Change 56. Process and Technique of Negotiating 57. Professional Burnout in Healthcare: Lead Your Organization to Wellness 58. Proven Strategies and Leadership Methods for Effectively Leading Change in Today’s Environment 59. Redesign and Operationalize Your Medical Staff for Health Reform 60. Resilient Leadership: The Role of Well-Being in Individual and Organizational Performance 61. Retooling for the Future in Healthcare Operations: The Changing Roles of Leaders 62. Senior Executive Program 63. Service Line Planning: Developing a Consumer Based Approach to Providing Quality Care 64. Solving the Enigma of Medical Group Performance: Methods to Identify and Add Meaningful Value 65. Strategic Planning: From Formulation to Action 66. The Strategic Use of Healthcare Analytics 67. Taking an Emotionally Intelligent Leadership Approach to Change Management 68. Transitioning From the Military to Civilian Healthcare

Leadership Assessments: 1. Benchmarks® (A 360° Assessment) 2. Career Anchors Assessment 3. Change Management Leadership Assessment 4. Conflict Management Assessment 5. Emotional Intelligence Assessment 6. Extended DISC Assessment 7. Leadership Assessment 8. Power/Influence Assessment 9. Work/Life

Self-Study Courses: 1. Accelerating Leadership Development in Yourself and Your Organization 2. Achieving the Group Practice Advantage 3. Advancing the CEO’s Role in Healthcare Philanthropy 4. Building Clinical Systems That Produce Excellent Outcomes 5. Building Self Awareness to Prevent Career Derailment 6. Coordinated Care: Improving Clinical and Financial Performance 7. Creating Readiness for Change: Preparing Physicians and Administrators for Collaboration 8. Effective Strategy Execution 9. Healthcare Leadership That Makes a Difference: Creating Your Legacy 10. Improve the Experience of Care in Your Emergency Department 11. Integrating Global Trends into Your Organization’s Strategic Planning 12. The Law and Patient Confidentiality: A Commonsense Guide to HIPAA and Beyond 13. Leading with Meaning: Tapping the Deeper Dimensions 14. Making Better Capital Investment Decisions 15. Managing the Risks of Social Media 16. Marketing Your Healthcare Organization 17. Reducing Burnout by Developing a Participative Culture 18. Tools and Techniques for Physician Engagement 19. Understanding Cost Allocation and Profit Analysis 20. Understanding Financial Statements 21. Understanding the Impact of Financing Decisions 22. Using Pricing, Budgeting, and Revenue Cycle Management to Improve Performance 23. Working Together While Maintaining Distinctiveness: Healthy Administrator-Physician Relations

Other: 1. ACHE’s Career Center Products and Services (https://www.ache.org/career-resource-center) 2. ACHE’s Code of Ethics (https://www.ache.org/about-ache/our-story/our commitments/ethics/ache-code-of-ethics) 3. ACHE’s Diversity Resources (https://www.ache.org/about-ache/resources-and-links/diversity-resources) 4. ACHE’s Ethical Policy Statements (https://www.ache.org/about-ache/our-story/our-commitments/ethics/ache-code-of-ethics/

aches-ethical-policy-statements) 5. ACHE’s Ethics Self-Assessment (https://www.ache.org/about-ache/our-story/our-commitments/ethics/ethics-self-assessment) 6. ACHE’s Ethics Toolkit (https://www.ache.org/about-ache/our-story/our-commitments/ethics/ache-code-of-ethics/creating-an-

ethical-culture-within-the-healthcare-organization/ethics-toolkit) 7. ACHE’s Mentoring Network (member’s-only area) (https://www.ache.org/career-resource-center/advance-your-career/

leadership-mentoring-network) 8. ACHE’s Policy Statements (https://www.ache.org/about-ache/our-story/our-commitments/policy-statements) 9. Free From Harm: Accelerating Patient Safety Improvement Fifteen Years After To Err Is Human from the National Patient Safety

Foundation. Boston, MA: National Patient Safety Foundation; 2015. 10. Leading a Culture of Safety: A Blueprint for Success by ACHE and the IHI/NPSF Lucian Leape Institute (http://safety.ache.org/)

ACHE.ORG/JOIN