MHA-660

MOHA 660

Related Course Objectives

NCHL Competency Definition

Met or

Not Met

Please indicate

Accountability

L.3

L.4

L.5

1-6

The ability to hold people accountable to standards of performance or ensure compliance by effectively and appropriately using the power of one’s position or personality, with the long-term good of the organization in mind.

L.3 Sets and Upholds High Performance Standards - Continuously strives for higher standards of performance; Communicates clear performance standards to stakeholders; Monitors performance against clear standards; Issues clear warnings about consequences for non-performance; Ensures promised results are achieved; Shares results

with stakeholders

L.4 Addresses Performance Problems - Openly and directly addresses individual and team performance shortfalls and problems; Holds people accountable for performance; Ensures timely resolution to performance deficiencies; Appropriately dismisses people for cause

L.5 Fosters a Culture of Accountability - Creates a culture of strong accountability throughout the organization; Holds others accountable for setting and upholding high performance and taking timely action to address performance barriers and problems; Accepts personal responsibility for results of own work and that delegated to others

Reflection

Achievement Orientation

L.1

1-6

A concern for surpassing standards of excellence. Standards may involve

past performance (striving for improvement); objective measures (results orientation); outperforming others (competitiveness); challenging goals, or redefining the nature of the standards themselves (innovation).

L.1 Strives to Do Job Well - Tries to do the job well or right; expresses a desire to do better; Expresses frustration at

waste or inefficiency; Delivers expected results in line with job requirements.

Reflection

Communication Skills 2 – Speaking and Facilitating

L.4

1-6

The ability to use spoken communications in formal and informal situations to convey meaning, build shared understanding, and

productively move agendas forward.

L.4 Facilitates Group Interactions - Demonstrates effective meeting management techniques (e.g., agenda development; clarifying purpose and goals; time management); Uses varied communication management

techniques (e.g., brainstorming, consensus building, group problem solving, and conflict resolution); Ensures all group members are encouraged to participate

Reflection

Financial Skill

L.2

L.4

L.5

1-5

The ability to understand and explain financial and accounting information, prepare, and manage budgets, and make sound long-term investment decisions.

L.2 Manages and Assists the Budgeting Process - Develops budgets; Demonstrates expense and revenue management (unit or department); Manages budget variances, including revisions and corrective actions; Explains expense sources and management alternatives with implications; Understands sources of revenue including

sensitivity analyses; Uses capital budgeting and asset management techniques

L.4 Uses Financial and Needs Analyses to Inform Investment Decisions - Analyzes decisions using corporate financial management concepts (e.g., rate of return, net present value, and cash flow analyses); Analyzes trends in population, disease, and utilization data; Understands principles of insurance rating, actuarial risk, and shared risk

L.5 Develops Long-term Financial Plans - Develops long-term plans for funding growth and development (e.g., new services, clinical programs, and methods for individual and community engagement); Develops long- term capital spending plans for building, renovation and expansion; Develops funding sources and their financial implications

Reflection

Points earned:  Met=100 Not Met=0