Acaemic Skills Sets Analysis

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ACHE HEALTHCARE EXECUTIVE 2024 COMPETENCIES

ASSESSMENT TOOL

The American College of Healthcare Executives’ Healthcare Executive Competencies Assessment Tool is off ered as an instrument for healthcare leaders to use

in assessing their expertise in critical areas of healthcare management.

How to Use This Tool Th is tool can be used in several diff erent 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. Th e 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. Th e tool may help link individual performance to the goals of the organization. Integrating knowledge and skills needed for eff ective leadership will allow team members to achieve corporate goals, objectives and values.

• Employee selection or job descriptions. Th e 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 eff ectively and align development opportunities with organizational goals.

• Academic or professional development programs. Th e 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.

Th is 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 fi ve 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 Th e competencies are derived from job analysis surveys of healthcare leaders across various management and administration disciplines. Th ey are aligned with the challenges and opportunities experienced by leaders today. Th e tool is reviewed and updated annually.

Within the ACHE Healthcare Executive Competencies Assessment Tool, the competencies are categorized into fi ve critical domains: Communication and Relationship Management, Leadership, Professionalism, Knowledge of the Healthcare Environment and Business Skills and Knowledge. Th e defi nitions for the domains are as follows:

Professionalism

Leadership

Knowledge of the

Healthcare Environment

Business Skills and

Knowledge

Communication and Relationship

Management

*derived from HLA Model

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, 61, 63, 70, 77, 88, 90, 93, 97, 110, 118, 123 Programs: 6, 14, 24, 29, 54, 62, 65, 84 Leadership Assessments: 4, 5, 6 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

Readings: 11, 21, 23, 25, 59, 75, 90 Programs: 19, 22, 45, 54, 61 Leadership Assessments: 5, 6

COMPETENCY LEVEL

Novice Competent Expert 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, 72, 77, 88, 91, 106, 109, 116, 118, 123 Programs: 24, 72 Leadership Assessments: 3, 5, 6 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, 39, 41, 54, 57, 59, 61, 63, 75, 79, 84, 86, 87, 89, 90, 93, 115, 116 Programs: 1, 7, 10, 11, 23, 27, 31, 32, 35, 39, 42, 49, 54, 56, 57, 59, 60, 69, 71, 76, 79 Leadership Assessments: 2, 5, 6, 90 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, 40, 49, 61, 86, 91, 96, 103, 110, 116 Programs: 1, 5, 8, 21, 25, 28, 66, 73, 76, 89, 92 Leadership Assessments: 6 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, 77, 86, 88, 89, 91, 93, 116, 123, 135 Programs: 19, 28, 30, 63 Leadership Assessments: 6 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, 42, 61, 65, 70, 77, 86, 88, 89, 91, 93, 96, 109, 110, 112, 118, 123 Programs: 10, 38, 40, 52, 53, 54, 57, 58, 59, 71, 74, 83, 88 Leadership Assessments: 2, 4 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, 70, 88, 90, 99, 100, 101, 102, 131 Programs: 49, 53, 88 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, 53, 59, 75, 90, 103, 129, 131, 136 Programs: 13, 18, 20, 32, 48, 50, 56, 62, 63, 70 Leadership Assessments: 1, 5, 7 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, 54, 61, 78 Programs: 17 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, 22, 24, 25, 33, 37, 58, 61, 66, 67, 68, 107, 114, 117, 133 Programs: 5, 21, 26, 27, 30, 39, 40, 41, 64, 85, 91

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, 43, 63, 69, 74, 90, 92, 103, 108, 116, 119, 135 Programs: 6, 14, 29, 43, 44, 55, 65, 67, 75, 81, 89, 91, 92 Self-Study Courses: 3

C. The Patient’s Perspective

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

Readings: 2, 7, 50, 112, 115 Program: 53 Self-Study Course: 12

COMPETENCY LEVEL

Novice Competent Expert 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, 45, 50, 51, 61, 73, 84, 87, 98, 114, 135 Programs: 9, 13, 16, 34, 38, 34, 41, 58, 70, 74 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

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

COMPETENCY LEVEL

Novice Competent Expert 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, 44, 61, 62, 66, 70, 74, 82, 83, 85, 90, 97, 106, 107, 110, 127, 134 Programs: 2, 23, 31, 35, 37, 48, 50, 64, 66, 69, 77, 79, 85 Leadership Assessments: 1, 5 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

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

COMPETENCY LEVEL

Novice Competent Expert 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, 44, 46, 47, 48, 49, 52, 56, 61, 80, 96, 125 Programs: 2, 9, 36, 37, 46, 77, 82, 86, 87 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

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

COMPETENCY LEVEL

Novice Competent Expert 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, 43, 44, 54, 55, 72, 74, 90, 99, 118 Programs: 43, 44, 55, 67, 68, 73 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

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

COMPETENCY LEVEL

Novice Competent Expert 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, 44, 57, 61, 95, 105, 109, 111, 118, 134 Programs: 4, 7, 81 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

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, 42, 44, 56, 60, 61, 65, 72, 95, 104, 107, 114, 116, 125, 127, 128, 132 Programs: 8, 25, 26, 34, 83, 87, 90 Self-Study Courses: 8, 10, 11, 16

COMPETENCY LEVEL

Novice Competent Expert 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

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

COMPETENCY LEVEL

Novice Competent Expert 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, 44, 52, 62, 77 Programs: 15, 42, 47, 86

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

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, 40, 74, 83, 84, 115, 121, 122 Programs: 47, 61, 68 Self-Study Courses: 4, 11, 17

COMPETENCY LEVEL

Novice Competent Expert

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

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, 40, 44, 64, 78, 81, 94, 113, 122, 124, 129 Programs: 3, 12, 33, 46, 51, 78, 80 Self-Study Courses: 6, 10

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: 40, 71, 122 Programs: 3, 33, 51 Other: 9, 10

BUSINESS SKILLS AND KNOWLEDGE DEVELOPMENT PLAN

COMPETENCY LEVEL

Novice Competent Expert

ACHE RESOURCE LISTINGS

Readings: 1. 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, Fifth Edition, by Thomas Rice, PhD, and Lynn Unruh, PhD, RN 26. 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, Second Edition, 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. Executive Turned Consultant: Transitioning from Experienced to Executive to Trusted Advisor in Healthcare by Scott A. Mason, DPA, FACHE

40. Five Disciplines for Zero Patient Harm: How High Reliability Happens by Charles Mowll, LFACHE 41. Followership: A Practical Guide to Aligning Leaders and Followers by Tom Atchison, EdD 42. 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 43. Fundamentals of Human Resources in Healthcare, Second Edition, by Bruce J. Fried, PhD, and Myron D. Fottler, PhD, editors 44. Fundamentals of Medical Practice Management by Stephen L. Wagner, PhD, FACHE, FACMPE, FACEM, FACHT 45. Futurescan 2022–2027: Health Care Trends and Implications, copublished with the Society for Healthcare Strategy & Market

Development 46. Gapenski’s Fundamentals of Healthcare Finance, Fourth Edition, by Kristin L. Reiter, PhD, and Paula Song, PhD 47. Gapenski’s Healthcare Finance: An Introduction to Accounting and Financial Management, Seventh Edition, by

Kristin L. Reiter, PhD, and Paula H. Song, PhD 48. Gapenski’s Understanding Healthcare Financial Management, Eighth Edition, by George H. Pink, PhD, and Paula H. Song, PhD 49. 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 50. 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 51. The Guide to Healthcare Reform: Readings and Commentary by Daniel B. McLaughlin 52. Healthcare Applications: A Casebook in Accounting and Financial Management by Thomas E. McKee, PhD, and

Linda J. B. McKee, PhD 53. The Healthcare Consultant’s Handbook: Career Opportunities and Best Practices by Scott A. Mason, DPA, FACHE 54. The Healthcare C-Suite: Leadership Development at the Top by Andrew N. Garman, PsyD, and Carson F. Dye, FACHE 55. Healthcare Executive Compensation: A Guide for Leaders and Trustees by David A. Bjork, PhD 56. Healthcare Facility Planning: Thinking Strategically, Second Edition, by Cynthia Hayward, FA AHC 57. Healthcare Governance: A Guide for Effective Boards, Second Edition, by Errol L. Biggs, PhD, FACHE 58. Healthcare in the United States: Clinical, Financial, and Operational Dimensions by Stephen L. Walston, PhD, and

Kenneth L. Johnson, PhD, FACHE 59. The Healthcare Leader’s Guide to Actions, Awareness, and Perception, Third Edition, Carson F. Dye, FACHE, and

Brett D. Lee, FACHE 60. Healthcare Marketing: A Case Study Approach by Leigh Cellucci, PhD; Carla Wiggins, PhD; and Tracy Farnsworth, EdD 61. The Healthcare Nonprofit: Keys to Effective Management by Stephen F. Gambescia, PhD; Sylvia V. Bastani; and Bruce Melgary 62. Healthcare Operations Management, Fourth Edition, by Daniel B. McLaughlin and John R. Olson, PhD 63. Healthcare Philanthropy: Advance Charitable Giving to Your Organization’s Mission by Betsy Chapin Taylor 64. The Healthcare Quality Book: Vision, Strategy, and Tools, Fifth Edition, by David Nash, MD; Maulik Joshi, DrPH;

Elizabeth Ransom, MD; and Scott Ransom, DO 65. Healthcare Strategic Planning, Fourth Edition, by John M. Harris 66. Health Economics: Core Concepts and Essential Tools by Steph Bernell, PhD 67. Health Informatics: A Systems Perspective, Second Edition, by Gordon D. Brown, PhD; Kalyan S. Pasupathy, PhD; and Timothy B.

Patrick, PhD 68. Health Insurance, Third Edition, by Michael A. Morrisey, PhD 69. Health Policy Issues: An Economic Perspective, Seventh Edition, by Paul J. Feldstein, PhD

70. Health Services Management: A Case Study Approach, Eleventh Edition, by Ann Scheck McAlearney, ScD, and Anthony Kovner, PhD

71. 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

72. Hospitalists: A Guide to Building and Sustaining a Successful Program by Joseph A. Miller; John Nelson, MD; and Winthrop F. Whitecomb, MD

73. Hospitals and Community Benefit: New Demands, New Approaches by Connie J. Evashwick, ScD, LFACHE 74. Human Resources in Healthcare: Managing for Success, Fifth Edition, by Bruce J. Fried, PhD, and Myron D. Fottler, PhD, editors 75. Influential Leadership: Change Your Behavior, Change Your Organization, Change Health Care by Michael E. Frisina, PhD 76. 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 77. Inside the Physician Mind: Finding Common Ground with Doctors by Joseph S. Bujak, MD, FACP 78. Inspired to Change: Improving Patient Care One Story at a Time by Linda Larin 79. Intangibles: The Unexpected Traits of High-Performing Healthcare Leaders by Amer Kaissi, PhD 80. Introduction to the Financial Management of Healthcare Organizations, Eighth Edition, by Michael Nowicki, EdD, FACHE, FHFMA 81. Introduction to Healthcare Quality Management, Fourth Edition, by Patrice L. Spath 82. Introduction to Health Policy, Second Edition, by Leiyu Shi, DrPH 83. Launching a Capital Facility Project: A Guide for Healthcare Leaders, Second Edition, by John E. Kemper 84. The Law of Healthcare Administration, Ninth Edition, by J. Stuart Showalter, JD 85. Lead the Way in Five Minutes a Day by Jo Anne Preston 86. Leadership for Great Customer Service: Satisfied Employees, Satisfied Patients, Second Edition, by Thom A.

Mayer, MD, FACEP, FA AP, and Robert J. Cates, MD 87. Leadership for Public Health: Theory and Practice by James W. Holsinger Jr., MD, PhD, and Erik L. Carlton, DrPH 88. Leadership in Healthcare: Essential Values and Skills, Fourth Edition, by Carson F. Dye, FACHE 89. Leadership’s Deeper Dimensions: Building Blocks to Superior Performance by Tom Atchison, EdD 90. The Leaders Within: Engagement, Leadership Development, and Succession Planning by Stephen Mason, LFACHE;

Kathryn Dies, PhD; and Larry Morgan 91. Leading a Hospital Turnaround: A Practical Guide by Anthony K. Jones, FACHE 92. Leading Ancillary and Support Departments to Higher Performance: The New Service Imperative for Patient Care edited by

Frank R. Tortorella, JD, FACHE 93. Leading Transformational Change: The Physician-Executive Partnership by Tom Atchison, EdD, and Joseph S. Bujak, MD, FACP 94. Lean Done Right: Achieve and Maintain Reform in Your Healthcare Organization by Thomas G. Zidel 95. Longest’s Health Policymaking in the United States, Seventh Edition, by Michael R. Meacham, JD 96. Make it Happen: Effective Execution in Healthcare Leadership by Daniel B. McLaughlin 97. Management of Healthcare Organizations: An Introduction, Third Edition, by Peter C. Olden, PhD 98. Managerial Epidemiology: Cases and Concepts, Fourth Edition, by Steven T. Fleming, PhD 99. Managerial Ethics in Healthcare: A New Perspective by Gary L. Filerman, PhD; Ann E. Mills; and Paul M. Schyve, MD 100. Managing Healthcare Ethically: Volume 1, Leadership Roles and Responsibilities, Third Edition, by Paul B. Hofmann, DrPH, FACHE, and

William A. Nelson, PhD, HFACHE, editors 101. Managing Healthcare Ethically: Volume 2, Organizational Concerns, Third Edition, by Paul B. Hofmann, DrPH, FACHE, and

William A. Nelson, PhD, HFACHE, editors 102. Managing Healthcare Ethically: Volume 3, Clinical Challenges, Third Edition, by Paul B. Hofmann, DrPH, FACHE, and William A.

Nelson, PhD, HFACHE, editors 103. Managing Stress and Preventing Burnout in the Healthcare Workplace by Jonathon R.B. Halbesleben, PhD 104. Marketing Health Services, Fourth Edition, by Richard K. Thomas, PhD 105. Marketing Matters: A Guide for Healthcare Executives by Richard K. Thomas, PhD, and Michael Calhoun 106. Mastering the Negotiation Process: A Practical Guide for the Healthcare Executive by Christopher L. Laubach 107. The Middleboro Casebook: Healthcare Strategy and Operations, Third Edition, by Lee F. Seidel, PhD, and James B. Lewis, ScD 108. Navigating the Healthcare Workforce Shortage: How to Safeguard Your Organization’s Most Important Asset by Tresha Moreland and

Lori Wightman 109. The New Hospital–Physician Enterprise: Meeting the Challenges of Value-Based Care by David A. Wofford and Stephen F. Messinger

110. Organizational Behavior and Theory in Healthcare: Leadership Perspectives and Management Applications, Second Edition, by Stephen L. Walston, PhD and Kenneth L. Johnson

111. Partnership of Equals: Practical Strategies for Healthcare CEOs and Their Boards by Peter McGinn, PhD 112. Patient No Longer: Why Healthcare Must Deliver the Care Experience That Consumers Want and Expect by Ryan Donohue and Stephen

Klasko, MD 113. The Patient’s Primary Care Experience: A Road Map to Powerful Partnerships by Mary-Ellen Piche, LFACHE and Gina Luna 114. Population Health: Principles and Applications for Management, Second Edition, by Rosemary Caron, PhD 115. Principles of Healthcare Leadership by Bernard J. Healey, PhD 116. Reaching Excellence in Healthcare Management by John R. Griffith, LFACHE, and Kenneth R. White, PhD, RN, FACHE 117. Readmission Prevention: Solutions Across the Provider Continuum by Josh D. Luke, PhD, FACHE 118. Redesign the Medical Staff Model: A Guide to Collaborative Change by Jonathan Burroughs, MD, FACHE 119. Reigniting Employee Engagement: A Guide to Rediscovering Purpose and Meaning in Healthcare by Tom Atchison 120. Risk Adjustment for Measuring Health Care Outcomes, Fourth Edition, by Lisa I. Iezzoni, MD, editor 121. 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 122. The Safety Playbook: A Healthcare Leader’s Guide to Building a High-Reliability Organization by John Byrnes, MD and Susan Teman,

RN, CPPS 123. Separately Together: A New Path to Healthy Hospital–Physician Relations by C. Marlena Fiol, PhD, and Edward J. O’Connor, PhD 124. Social Media in Healthcare: Connect, Communicate, Collaborate, Second Edition, by Christina Beach Thielst, FACHE 125. Strategic Allocation and Management of Capital in Healthcare: A Guide to Decision Making, Second Edition, by

Jason H. Sussman, CPA, FACHE 126. Strategic Analysis for Healthcare: Concepts and Practical Applications, Second Edition, by Michael S. Wayland and

Warren G. McDonald, PhD 127. Strategic Healthcare Management: Planning and Execution, Second Edition, by Stephen L. Walston, PhD 128. Take Charge of Your Healthcare Management Career: 50 Lessons That Drive Success by Kenneth R. White, PhD, RN, FACHE, and J.

Stephen Lindsey, FACHE 129. The Toyota Way to Healthcare Excellence: Increase Efficiency and Improve Quality with Lean, Second Edition, by John Black, with

David Miller and Joni Sensel 130. The Tracks We Leave: Ethics and Management Dilemmas in Healthcare, Third Edition, by Frankie Perry, RN, LFACHE 131. Transformative Planning: How Your Healthcare Organization Can Strategize for an Uncertain Future by Jim Austin 132. Tyler’s Guide: The Healthcare Executive’s Job Search, Fourth Edition, by J. Larry Tyler, FACHE, FA AHC, FHFMA 133. The United States Healthcare System: Overview, Driving Forces, and Outlook for the Future by Stephen L. Wagner, PhD, FACHE 134. The Well-Managed Healthcare Organization, Ninth Edition, by Kenneth R. White, PhD, RN, FACHE, and

John R. Griffith, LFACHE 135. World Health Systems: Challenges and Perspectives, Second Edition, by Bruce J. Fried, PhD, and Laura M. Gaydos, PhD, editors 136. Your Healthcare Job Hunt: How Your Digital Presence Can Make or Break Your Career by Donna Malvey, PhD, and

Jessica Sapp, DrPH

Programs: 1. 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. Addressing the Governance Conundrum: Building a Board that Leads and Follows 8. Advanced Strategic Planning to Transform Your Organization 9. Aggressively Improve Margin and Market Growth: 2021 National Research for C-Suite 10. Agility and Resilience in Healthcare Leadership: Key Behaviors for Leading Change 11. Aligning Operations with Employee Engagement Strategies to Drive Positive, Sustainable Outcomes 12. Aligning Quality Management and Health Equity to Improve Outcomes

13. Applying Design Thinking to Healthcare’s Most Pressing Challenges 14. The Art and Principles of Physician Leadership and Engagement 15. Artificial Intelligence for Leaders: Beyond Big Data 16. The Basics of Grassroots Advocacy 17. Behavioral Health Challenges, Strategies and Solutions: The Business Case for Meeting Community Needs 18. Behavior Smarts: Increasing Healthcare Leadership Performance 19. Be the Best Part of Their Day: Supercharging Communication With Values-Driven Leadership 20. Board of Governors Exam Review Course 21. Breakthrough Physician Alignment: Creating a Win-Win for Optimizing Organizational Performance 22. Compelling Communication: Creating Engagement, Understanding and Results 23. The Courage to Lead: Critical Skills for Healthcare Leaders 24. Creating Successful Physician Integration and Engagement Strategies for Long Term Success 25. Culture: The Force Behind Strategy 26. Delivery Disrupted: Innovations, AI, and Staying Ahead of the Curve in Healthcare 27. Disruptive Innovators: Rise to the Challenge 28. Doing Well by Doing Good: Cultivating Mission to Improve Margin and Performance 29. Drive Physician Engagement Today for Aligned Leaders Tomorrow 30. Driving Digital Health Innovation for Maximum Impact 31. Effective, Credible and Accountable Leadership in the C-suite 32. Effective Crisis Leadership - Transforming Ourselves and Our Organizations for Success 33. Effective Leadership for High-Reliability Healthcare 34. Epidemiology Meets Strategy: Leading Healthcare Organizations in a New Reality 35. Executive Program 36. Financial Turnarounds: Lessons Learned From the Frontline 37. Fundamental Financial Skills for Healthcare Organization Success 38. Growth in the Reform Era 39. Health System Simulation 40. Health Systems as Stewards of Health: A Construct for Leading Transformation 41. Hospitals and Health Systems of the Future: Transforming to Thrive 42. Human-Centered Leadership for the Next Era of Digital Healthcare Systems 43. Improve Clinician Retention and Patient Outcomes by Optimizing Professional Wellbeing 44. Improving Results through Better Team Engagement and Accountability 45. Improving the Patient Experience to Build Customer Loyalty 46. Integrating Quality and Cost in a Pay-for-Value Era 47. Key Financial Principles for the Nonfinancial Healthcare Executive 48. Leaders Conference 49. Leadership and Accountability in Project Management and Programs 50. Leadership Development Program 51. Leading A Culture of Safety: A New Operating Model for High Reliability Quality, Engagement, Efficiency, and Growth 52. Leading and Managing in Changing Times 53. Leading Complex Change: Emotional Awareness, Intentionality & Agility 54. Leadership Power Levers and Influence Tactics: The Path Toward Trustworthiness 55. Leading for Success: Creating a Committed Workforce 56. Leading from Your Upper Brain: A Neuroscience Approach to Driving Performance 57. Leading in Difficult Times: The Role of Leader Humility and Ambition in Improving Engagement and Innovation 58. Leading in a Changing Environment: Focus on Population Health 59. Leading Strategic Change 60. Leading Transformational Change 61. Managing Conflict, Confrontations and Disputes 62. Mentor, Coach, Lead to Peak Professional Performance 63. Never Be Boring: Present Like a Pro

64. Optimizing Ambulatory Management for the 21st Century 65. Optimizing Business and Clinical Outcomes Through Physician-Executive Collaboration 66. Optimizing Engagement and Performance in a Healing Ecosystem: Creating a Climate of Workforce Thriving 67. Optimizing the Roles of Physician Assistants and Nurse Practitioners 68. An Overview of Health Law: Liabilities, Compliance, and Leadership 69. Physician Executive Program 70. Possibilities, Probabilities and Creative Solutions: Breakthrough Thinking for Complex Environments 71. Practical Leadership Strategies in an Age of Change 72. Process and Technique of Negotiating 73. Professional Burnout in Healthcare: Lead Your Organization to Wellness 74. Proven Strategies and Leadership Methods for Effectively Leading Change in Today’s Environment 75. Redesign and Operationalize Your Medical Staff for Health Reform 76. Resilient Leadership: The Role of Well-Being in Individual and Organizational Performance 77. Retooling for the Future in Healthcare Operations: The Changing Roles of Leaders 78. Revitalizing Your Quality Improvement Strategies 79. Senior Executive Program 80. Service Line Planning: Developing a Consumer Based Approach to Providing Quality Care 81. Solving the Enigma of Medical Group Performance: Methods to Identify and Add Meaningful Value 82. Strategic Planning: From Formulation to Action 83. Strategy Implementation: Behaviors and Frameworks that Inspire Success 84. The Human Margin: Foundations of Trust 85. The Network Evolution: How to Position Your Ambulatory Care Network for Future Success 86. The Strategic Use of Healthcare Analytics 87. Tactics & Strategies for Mastering Revenue Cycle Management 88. Taking an Emotionally Intelligent Leadership Approach to Change Management 89. Thriving Together: Well-being Solutions for What We’ve Been Missing in Healthcare Delivery 90. Transformational Leadership in the C-Suite: Strategies for Success 91. Transitioning From the Military to Civilian Healthcare 92. Where Wellness Meets Work: System-Based Solutions to Address Burnout and Promote Clinician Wellbeing

Leadership Assessments: 1. Career Anchors Assessment 2. Change Management Leadership Assessment 3. Conflict Management Assessment 4. Emotional Intelligence Assessment 5. Extended DISC Assessment 6. Leadership Assessment 7. Power/Influence Assessment

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 (ache.org/career-resource-center) 2. ACHE’s Code of Ethics (ache.org/about-ache/our-story/our commitments/ethics/ache-code-of-ethics) 3. ACHE’s Diversity Resources (ache.org/about-ache/resources-and-links/diversity-resources) 4. ACHE’s Ethical Policy Statements (ache.org/about-ache/our-story/our-commitments/ethics/ache-code-of-ethics/ aches-ethical-

policy-statements) 5. ACHE’s Ethics Self-Assessment (ache.org/about-ache/our-story/our-commitments/ethics/ethics-self-assessment) 6. ACHE’s Ethics Toolkit (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) (ache.org/career-resource-center/advance-your-career/ leadership-mentoring-network) 8. ACHE’s Policy Statements (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