ACHE HEALTHCARE EXECUTIVE 2016 COMPETENCIES ASSESSMENT TOOL T he American College of Healthcare Executives Healthcare Executive Competencies Assessment Tool is offered as an instrument for healthcare executives to use in assessing their expertise in critical areas of healthcare management. We trust you will find this latest edition of the assessment tool useful. ACHE updates the assessment annually to continually improve its value to you. The competencies are derived from the Healthcare Leadership Alliance* Competency Directory (www. healthcareleadershipalliance.org). The competencies in this self-assessment tool comprise a subset relevant to management and leadership tasks typically performed by members of the American College of Healthcare Executives, regardless of work setting or years of experience. The self-assessment is designed to help you identify areas of strength and areas you may wish to include in your personal development plan. You may choose to have your immediate supervisor use the tool to assess you and then compare results from your self-assessment with perceptions from your supervisor. Used in such a manner, the competency self-assessment can be a powerful tool in facilitating feedback about gaps in skills necessary for optimizing performance. Healthcare organizations also may choose to use this assessment tool and the components of the HLA Competency Directory to better define the requirements of specific roles within the organization. Once defined, the organization then can respond with a targeted training and development plan for those roles. Certain tasks also may require teams with a blend of strengths, and the self-assessment tool can be used to arrive at an ideal skill mix among such teams. As pointed out by Mary E. Stefl, PhD, professor and chair, Department of Health Care Administration, Trinity University, San Antonio, \"The HLA competencies provide a common framework and lexicon for a variety of healthcare managers in a range of roles and settings; they serve to define the field. They can be used for individual as well as team self-assessment and improvement. Some teams may need common skills and knowledge while others may benefit from individuals whose skills and knowledge are complementary.\" Within the HLA Competency Directory, 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: Communication and Relationship Management Professionalism Leadership Knowledge of the Healthcare Environment Business Skills and Knowledge 1. C \u0007 ommunication 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. Communication and Relationship Management includes: A. Relationship Management B. Communication Skills C. Facilitation and Negotiation * \u0007In addition to the American College of Healthcare Executives, other 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 the Medical Group Management Association. 1 ACHE Healthcare Executive Competencies Assessment Tool Copyright 2015 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 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. According to the HLA model, leadership intersects with each of the other four domains. Leadership 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. Professionalism 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. Knowledge of the Healthcare Environment 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. Business Skills and Knowledge 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 Healthcare executives should demonstrate competence in aspects of all five domain areas. As you work your way through the self-assessment tool, we hope you will find it valuable and that it helps you along the path of lifelong professional education as you face the ongoing challenges of leadership. We have made it available as a PDF file at ache.org/CareerResources and hope you will share it with other healthcare executives. ACHE Healthcare Executive Competencies Assessment Tool Copyright 2015 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 2 COMPETENCY LEVEL Novice Competent Expert 1. Communication and Relationship Management A. Relationship Management Organizational structure and relationships 1\t2\t3\t4\t5 Build collaborative relationships 1\t2\t3\t4\t5 Demonstrate effective interpersonal relations 1\t2\t3\t4\t5 Develop and maintain medical staff relationships 1\t2\t3\t4\t5 Develop and maintain supplier relationships 1\t2\t3\t4\t5 Identify stakeholder needs/expectations 1\t2\t3\t4\t5 Provide internal customer service 1\t2\t3\t4\t5 Practice and value shared decision making 1\t2\t3\t4\t5 Readings: 7, 9, 12, 16, 17, 30, 51, 58, 65, 74, 79, 84, 93, 95, 102, 108 Programs: 8, 9, 10, 12, 18, 33, 35, 36, 46, 48, 60 Leadership Assessments: 1, 2, 7, 8 Self-Study Courses: 2, 3, 16, 21 B. Communication Skills Public relations 1\t2\t3\t4\t5 Principles of communication and their specific applications 1\t2\t3\t4\t5 Sensitivity to what is correct behavior when communicating with diverse cultures, internal and external 1\t2\t3\t4\t5 Communicate organizational mission, vision, objectives and priorities 1\t2\t3\t4\t5 Identify and use human and technical resources to develop and deliver communications 1\t2\t3\t4\t5 Prepare and deliver business communications, including meeting agendas, presentations, business reports and project communications plans 1\t2\t3\t4\t5 Present results of data analysis to decision makers 1\t2\t3\t4\t5 Provide and receive constructive feedback 1\t2\t3\t4\t5 Use factual data to produce and deliver credible and understandable reports 1\t2\t3\t4\t5 Readings: 9, 24, 110 Programs: 10, 33, 35, 36, 45, 46, 57 Leadership Assessments: 6, 8 3 ACHE Healthcare Executive Competencies Assessment Tool Copyright 2015 by the Healthcare Leadership Alliance and the American College of Healthcare Executives COMPETENCY LEVEL Novice Competent Expert C. Facilitation and Negotiation Mediation, negotiation and dispute resolution techniques 1\t2\t3\t4\t5 Team building techniques 1\t2\t3\t4\t5 Labor relations strategies 1\t2\t3\t4\t5 Build effective physician and administrator leadership teams 1\t2\t3\t4\t5 Create, participate in and lead teams 1\t2\t3\t4\t5 Facilitate conflict and alternative dispute resolution 1\t2\t3\t4\t5 Facilitate group dynamics, process, meetings and discussions 1\t2\t3\t4\t5 Readings: 7, 9, 12, 22, 27, 32, 60, 65, 74, 76, 91, 93, 94, 101, 102, 108 Programs: 6, 33, 35, 36, 43, 46, 51, 60, 62 Leadership Assessments: 5, 8, 9 Self-Study Courses: 2, 16, 21 COMMUNICATION AND RELATIONSHIP MANAGEMENT DEVELOPMENT PLAN ACHE Healthcare Executive Competencies Assessment Tool Copyright 2015 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 4 COMPETENCY LEVEL Novice Competent Expert 2.\tLEADERSHIP A. Leadership Skills and Behavior Leadership styles/techniques 1\t2\t3\t4\t5 Leadership theory and situational applications 1\t2\t3\t4\t5 Potential impacts and consequences of decision making in situations both internal and external 1\t2\t3\t4\t5 Adhere to legal and regulatory standards 1\t2\t3\t4\t5 Champion solutions and encourage decision making 1\t2\t3\t4\t5 Develop external relationships 1\t2\t3\t4\t5 Collaborative techniques for engaging and working with physicians 1\t2\t3\t4\t5 Incorporate and apply management techniques and theories into leadership activities 1\t2\t3\t4\t5 Foster an environment of mutual trust 1\t2\t3\t4\t5 Support and mentor high-potential talent within the organization 1\t2\t3\t4\t5 Advocate and participate in healthcare policy initiatives 1\t2\t3\t4\t5 Readings: 5, 7, 15, 20, 22, 27, 32, 34, 40, 42, 47, 48, 51, 71, 72, 74, 75, 78, 79, 89, 93, 101 Programs: 11, 18, 28, 33, 35, 36, 45, 46, 59, 60 Leadership Assessments: 1, 2, 4, 6, 8, 9 Self-Study Courses: 1, 3, 7, 14 B. Organizational Climate and Culture Create an organizational climate that encourages teamwork 1\t2\t3\t4\t5 Create an organizational culture that values and supports diversity 1\t2\t3\t4\t5 Knowledge of own and others' cultural norms 1\t2\t3\t4\t5 Assess the organization, including corporate values and culture, business processes and impact of systems on operations 1\t2\t3\t4\t5 Readings: 38, 72, 76, 83, 88, 101 Programs: 2, 8, 13, 20, 25, 28, 33, 35, 46, 60 Leadership Assessments: 6, 8 Other: 3 5 ACHE Healthcare Executive Competencies Assessment Tool Copyright 2015 by the Healthcare Leadership Alliance and the American College of Healthcare Executives COMPETENCY LEVEL Novice Competent Expert C. Communicating Vision Establish a compelling organizational vision and goals 1\t2\t3\t4\t5 Create an organizational climate that facilitates individual motivation 1\t2\t3\t4\t5 Encourage a high level of commitment to the purpose and values of the organization 1\t2\t3\t4\t5 Hold self and others accountable for organizational goal attainment 1\t2\t3\t4\t5 Gain physician buy-in to accept risk and support new business ventures 1\t2\t3\t4\t5 Readings: 12, 17, 22, 27, 32, 65, 72, 74, 75, 76, 79, 101, 108, 123 Programs: 2, 8, 10, 11, 33, 46 Leadership Assessments: 6, 8 Self-Study Courses: 1, 14, 16 D. Managing Change Promote and manage change 1\t2\t3\t4\t5 Explore opportunities for the growth and development of the organization on a continuous basis 1\t2\t3\t4\t5 Promote continuous organizational learning/improvement 1\t2\t3\t4\t5 Anticipate and plan strategies for overcoming obstacles 1\t2\t3\t4\t5 Anticipate the need for resources to carry out initiatives 1\t2\t3\t4\t5 Develop effective medical staff relationships in support of the organization's mission, vision and strategic plan 1\t2\t3\t4\t5 Readings: 1, 3, 5, 9, 12, 16, 17, 18, 19, 22, 27, 31, 32, 44, 53, 58, 62, 65, 72, 74, 75, 76, 79, 80, 83, 93, 94, 102, 105, 108 Programs: 2, 9, 11, 22, 24, 28, 33, 34, 35, 37, 38, 45, 46, 52, 59, 60, 63 Leadership Assessments: 4, 7 Self-Study Courses: 2, 5, 13, 14, 16, 21 ACHE Healthcare Executive Competencies Assessment Tool Copyright 2015 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 6 LEADERSHIP DEVELOPMENT PLAN COMPETENCY LEVEL Novice Competent Expert 3.\tPROFESSIONALISM A. Personal and Professional Accountability 7 Patient rights and responsibilities 1\t2\t3\t4\t5 Ethics committee's roles, structure and functions 1\t2\t3\t4\t5 Consequences of unethical actions 1\t2\t3\t4\t5 Organizational business and personal ethics 1\t2\t3\t4\t5 Cultural and spiritual diversity for patients and staff as they relate to healthcare needs 1\t2\t3\t4\t5 Conflict of interest situations as defined by organizational bylaws, policies and procedures 1\t2\t3\t4\t5 Professional roles, responsibility and accountability 1\t2\t3\t4\t5 Professional standards and codes of ethical behavior 1\t2\t3\t4\t5 ACHE Healthcare Executive Competencies Assessment Tool Copyright 2015 by the Healthcare Leadership Alliance and the American College of Healthcare Executives COMPETENCY LEVEL Novice Competent Expert Balance professional and personal pursuits 1\t2\t3\t4\t5 Uphold and act upon ethical and professional standards 1\t2\t3\t4\t5 Adhere to ethical business principles 1\t2\t3\t4\t5 Readings: 28, 32, 58, 74, 86, 87, 120 Programs: 6, 18, 33, 46 Other: 1, 2, 4, 5, 6, 8 B. Professional Development and Lifelong Learning Professional norms and behaviors 1\t2\t3\t4\t5 Professional societies and memberships 1\t2\t3\t4\t5 Contribute to professional knowledge and evidence 1\t2\t3\t4\t5 Time and stress management techniques 1\t2\t3\t4\t5 Conduct self-assessments 1\t2\t3\t4\t5 Network with colleagues 1\t2\t3\t4\t5 Participate in continuing education and career planning 1\t2\t3\t4\t5 Acquire and stay current with the professional body of knowledge 1\t2\t3\t4\t5 Readings: 26, 32, 78, 88, 113, 121 Programs: 8, 28, 60 Leadership Assessments: 2, 3, 9 C. Contributions to the Community and Profession Ethical implications of human subject research 1\t2\t3\t4\t5 Serve as the ethical guide for the organization 1\t2\t3\t4\t5 Practice due diligence to carry out fiduciary responsibilities 1\t2\t3\t4\t5 Mentor, advise and coach 1\t2\t3\t4\t5 Advocate for patients, families and communities 1\t2\t3\t4\t5 Advocate with physicians for the importance of hiring professionally trained and certified administrators and supporting their professional development 1\t2\t3\t4\t5 Participate in community service 1\t2\t3\t4\t5 Readings: 4, 40, 42, 66, 87, 120 Self-Study Courses: 1, 7, 19 Other: 7, 8 ACHE Healthcare Executive Competencies Assessment Tool Copyright 2015 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 8 PROFESSIONALISM DEVELOPMENT PLAN COMPETENCY LEVEL Novice Competent Expert 4. KNOWLEDGE OF THE HEALTHCARE ENVIRONMENT A. Healthcare Systems and Organizations 9 Healthcare and medical terminology 1\t2\t3\t4\t5 Managed care models, structures and environment 1\t2\t3\t4\t5 The interdependency, integration and competition among healthcare sectors 1\t2\t3\t4\t5 Levels of healthcare along the continuum of care 1\t2\t3\t4\t5 Levels of service from a business perspective 1\t2\t3\t4\t5 Evidence-based management practice 1\t2\t3\t4\t5 Healthcare economics 1\t2\t3\t4\t5 Requirements for nonprofit healthcare organizations 1\t2\t3\t4\t5 ACHE Healthcare Executive Competencies Assessment Tool Copyright 2015 by the Healthcare Leadership Alliance and the American College of Healthcare Executives COMPETENCY LEVEL Novice Competent Expert The interrelationships among access, quality, cost, resource allocation, accountability and community 1\t2\t3\t4\t5 Funding and payment mechanisms of the healthcare system 1\t2\t3\t4\t5 Readings: 1, 24, 31, 54, 55, 92, 103, 105 Programs: 2, 34, 8, 56, 63 Self-Study Courses: 5 B. Healthcare Personnel Ancillary services 1\t2\t3\t4\t5 Physician roles 1\t2\t3\t4\t5 The healthcare sectors 1\t2\t3\t4\t5 Staff perspective in organizational settings 1\t2\t3\t4\t5 Nurse and allied health professionals' scope of practice 1\t2\t3\t4\t5 Support services 1\t2\t3\t4\t5 Role of nonclinical professionals in the healthcare system 1\t2\t3\t4\t5 Educational funding for healthcare personnel 1\t2\t3\t4\t5 Workforce issues 1\t2\t3\t4\t5 Readings: 13, 22, 36, 51, 56, 61, 88, 101, 123 Programs: 9, 23, 48 Self-Study Course: 3 C. The Patient's Perspective The patient's perspective (e.g., cultural differences, expectations) 1\t2\t3\t4\t5 Readings: 3, 14, 104 Program: 26 D. The Community and the Environment Socioeconomic environment in which the organization functions 1\t2\t3\t4\t5 Healthcare trends 1\t2\t3\t4\t5 Implications of community standards of care 1\t2\t3\t4\t5 Healthcare technological research and advancements 1\t2\t3\t4\t5 Organization and delivery of healthcare 1\t2\t3\t4\t5 Community standards of care 1\t2\t3\t4\t5 ACHE Healthcare Executive Competencies Assessment Tool Copyright 2015 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 10 COMPETENCY LEVEL Novice Competent Expert Corporate compliance laws and regulations 1\t2\t3\t4\t5 Regulatory and administrative environment in which the organization functions 1\t2\t3\t4\t5 Governmental, regulatory, professional and accreditation agencies 1\t2\t3\t4\t5 Legislative issues and advocacy 1\t2\t3\t4\t5 Readings: 1, 15, 30, 41, 59, 71, 105, 124 Programs: 24, 27, 34, 45, 63 Self-Study Course: 5 Other: 8 KNOWLEDGE OF THE HEALTHCARE ENVIRONMENT DEVELOPMENT PLAN 11 ACHE Healthcare Executive Competencies Assessment Tool Copyright 2015 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 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\t2\t3\t4\t5 Ability to distinguish relevant from irrelevant information 1\t2\t3\t4\t5 Ability to integrate information from various sources to make decisions or recommendations 1\t2\t3\t4\t5 Collect and analyze data from internal and external sources relevant to each situation 1\t2\t3\t4\t5 Basic business contracts 1\t2\t3\t4\t5 Techniques for business plan development, implementation and assessment 1\t2\t3\t4\t5 Justify a new business model or business plan 1\t2\t3\t4\t5 Principles of public affairs and community relations 1\t2\t3\t4\t5 The functions of organizational policies and procedures 1\t2\t3\t4\t5 Analyze the current way of doing business and clinical processes 1\t2\t3\t4\t5 Anticipate cause-and-effect relationships 1\t2\t3\t4\t5 Conduct needs analysis, identify and prioritize requirements 1\t2\t3\t4\t5 Define problems or opportunities 1\t2\t3\t4\t5 Distinguish between important and unimportant aspects of business and clinical situations as a basis for sound decision making 1\t2\t3\t4\t5 Identify alternate processes and potential solutions 1\t2\t3\t4\t5 Promote and apply problem-solving philosophies 1\t2\t3\t4\t5 Utilize comparative analysis strategies 1\t2\t3\t4\t5 Demonstrate critical thinking and analysis 1\t2\t3\t4\t5 Prioritize or triage as necessary to ensure critical functions are repaired, maintained or enhanced 1\t2\t3\t4\t5 Broad systems connectionspotential impacts and consequences of decisions in a wide variety of situations both internal and external 1\t2\t3\t4\t5 Systems theory 1\t2\t3\t4\t5 Systems thinking 1\t2\t3\t4\t5 Champion systems thinking 1\t2\t3\t4\t5 ACHE Healthcare Executive Competencies Assessment Tool Copyright 2015 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 12 COMPETENCY LEVEL Novice Competent Expert Identify how a system design accommodates business processes 1\t2\t3\t4\t5 Seek information from a variety of sources 1\t2\t3\t4\t5 Evidence-based practice 1\t2\t3\t4\t5 Facilities planning 1\t2\t3\t4\t5 Inventory control systems 1\t2\t3\t4\t5 Project management 1\t2\t3\t4\t5 Purchasing procurement 1\t2\t3\t4\t5 Develop work plans 1\t2\t3\t4\t5 Perform audits of systems and operations 1\t2\t3\t4\t5 Management functions 1\t2\t3\t4\t5 Assess organizational perception of systems effectiveness and departmental effectiveness 1\t2\t3\t4\t5 Develop requests for information and requests for proposals 1\t2\t3\t4\t5 Manage vendor contracts 1\t2\t3\t4\t5 Measure quantitative dimensions of systems and departmental effectiveness 1\t2\t3\t4\t5 Organize and manage the human and physical resources of the organization to achieve input, buy-in and optimal performance 1\t2\t3\t4\t5 Readings: 12, 18, 19, 22, 27, 31, 50, 53, 58, 61, 69, 70, 84, 91, 92, 95, 98, 111, 112, 123 Programs: 17, 44, 58, 61 Leadership Assessments: 1, 3 Self-Study Courses: 4, 8, 18, 21 B. Financial Management 13 Basic accounting principles 1\t2\t3\t4\t5 Financial management and analysis principles 1\t2\t3\t4\t5 Financial planning methodologies 1\t2\t3\t4\t5 Financial statements 1\t2\t3\t4\t5 Outcomes measures and management 1\t2\t3\t4\t5 Reimbursement principles, ramifications and techniques, including rate setting and contracts 1\t2\t3\t4\t5 Principles of operating, project and capital budgeting 1\t2\t3\t4\t5 ACHE Healthcare Executive Competencies Assessment Tool Copyright 2015 by the Healthcare Leadership Alliance and the American College of Healthcare Executives COMPETENCY LEVEL Novice Competent Expert Fundamental productivity measures 1\t2\t3\t4\t5 Financial controls and auditing principles 1\t2\t3\t4\t5 Revenue generation 1\t2\t3\t4\t5 Asset management, including facilities, equipment, etc. 1\t2\t3\t4\t5 Analyze financial reward versus risk 1\t2\t3\t4\t5 Apply financial planning methodologies to organizational objectives 1\t2\t3\t4\t5 Develop accounting and financial control systems 1\t2\t3\t4\t5 Develop and use performance monitoring metrics 1\t2\t3\t4\t5 Develop coding and reimbursement policies and procedures 1\t2\t3\t4\t5 Establish business relationships with financial advisors 1\t2\t3\t4\t5 Maintain compliance with tax laws and filing procedures 1\t2\t3\t4\t5 Negotiate third-party contracts 1\t2\t3\t4\t5 Provide stewardship of financial resources 1\t2\t3\t4\t5 Potential impacts and consequences of financial decision making on operations, healthcare, human resources and quality of care 1\t2\t3\t4\t5 Readings: 8, 11, 23, 35, 38, 45, 46, 67, 83, 95, 98, 111, 122 Programs: 2, 4, 5, 7, 12, 17, 20, 21, 22, 63 Self-Study Courses: 9, 15, 22, 23, 24 C. Human Resource Management Human resources laws and regulations 1\t2\t3\t4\t5 Performance management systems 1\t2\t3\t4\t5 Recruitment and retention techniques 1\t2\t3\t4\t5 Staffing methodologies and productivity management 1\t2\t3\t4\t5 Employee satisfaction measurement and improvement techniques 1\t2\t3\t4\t5 Employee motivational techniques 1\t2\t3\t4\t5 Compensation and benefits practices 1\t2\t3\t4\t5 Worker safety, security and employee health issues 1\t2\t3\t4\t5 Conflict resolution and grievance procedures 1\t2\t3\t4\t5 Organizational policies and procedures and their functions 1\t2\t3\t4\t5 ACHE Healthcare Executive Competencies Assessment Tool Copyright 2015 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 14 COMPETENCY LEVEL Novice Competent Expert The need for and/or desirability of outsourcing 1\t2\t3\t4\t5 The varying work environments in which staff work 1\t2\t3\t4\t5 Define staff roles, responsibilities and job descriptions 1\t2\t3\t4\t5 Manage departmental personnel processes, including performance appraisals; incentives; staff recruitment, selection and retention; training and education; coaching and mentoring 1\t2\t3\t4\t5 Job classification systems 1\t2\t3\t4\t5 Develop and implement policies and procedures with physicians to address physician behavioral and burnout issues 1\t2\t3\t4\t5 Develop and manage employee performance management systems 1\t2\t3\t4\t5 Develop effective physician recruitment and retention programs 1\t2\t3\t4\t5 Develop employee benefit and assistance plans 1\t2\t3\t4\t5 Engage in workforce planning 1\t2\t3\t4\t5 Evaluate and manage employee efficiency and productivity 1\t2\t3\t4\t5 Potential impacts and consequences of human resources 1\t2\t3\t4\t5 Decision making on operations, finances, healthcare and quality of care 1\t2\t3\t4\t5 Readings: 9, 12, 22, 27, 36, 40, 42, 60, 61, 86, 102 Program: 6 Self-Study Courses: 1, 7, 19, 21 D. Organizational Dynamics and Governance Organization systems theories and structures 1\t2\t3\t4\t5 How an organization's culture impacts its effectiveness 1\t2\t3\t4\t5 Governance theory 1\t2\t3\t4\t5 Governance structure 1\t2\t3\t4\t5 Medical staff structure and its relationship to the governing body and facility operation 1\t2\t3\t4\t5 Public policy matters and legislative and advocacy processes 1\t2\t3\t4\t5 Organizational dynamics, political realities and culture 15 1\t2\t3\t4\t5 ACHE Healthcare Executive Competencies Assessment Tool Copyright 2015 by the Healthcare Leadership Alliance and the American College of Healthcare Executives COMPETENCY LEVEL Novice Competent Expert Principles and practices of management and organizational behavior 1\t2\t3\t4\t5 Build trust and cooperation between/among stakeholders 1\t2\t3\t4\t5 Construct and maintain governance systems 1\t2\t3\t4\t5 Document and implement policies and procedures 1\t2\t3\t4\t5 Evaluate and improve governing bylaws, policies and processes 1\t2\t3\t4\t5 Facilitate physician understanding and acceptance of good business management 1\t2\t3\t4\t5 Manage the performance of subsystems in a manner that optimizes the whole synergy 1\t2\t3\t4\t5 Interpret and integrate federal, state and local laws and regulation 1\t2\t3\t4\t5 Readings: 22, 27, 32, 47, 80, 90, 93, 94, 95, 99, 102, 123 Programs: 1, 8, 13, 33, 46 Self-Study Course: 17 Other: 8 E. Strategic Planning and Marketing Business plan development and implementation process 1\t2\t3\t4\t5 Business planning, including business case and exitstrategy development 1\t2\t3\t4\t5 Evaluate whether a proposed solution aligns with the organizational business plan 1\t2\t3\t4\t5 Marketing principles and tools 1\t2\t3\t4\t5 Marketing plan development 1\t2\t3\t4\t5 Manage projects and/or resources 1\t2\t3\t4\t5 Healthcare system services 1\t2\t3\t4\t5 Implementation planning 1\t2\t3\t4\t5 Crisis and disaster planning 1\t2\t3\t4\t5 Characteristics of strategic decision support 1\t2\t3\t4\t5 Strategic planning processes development and implementation 1\t2\t3\t4\t5 Develop and monitor departmental strategic and tactical objectives 1\t2\t3\t4\t5 ACHE Healthcare Executive Competencies Assessment Tool Copyright 2015 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 16 COMPETENCY LEVEL Novice Competent Expert Develop a benefits realization model that measures product or service performance to ensure that strategic goals are met 1\t2\t3\t4\t5 Organizational mission, vision, objectives and priorities 1\t2\t3\t4\t5 Plan for business continuance in the face of potential disasters that could disrupt service delivery 1\t2\t3\t4\t5 Pursuing and establishing partnerships and strategic alliances 1\t2\t3\t4\t5 Readings: 29, 45, 49, 53, 62, 90, 92, 100, 101, 111, 112 Programs: 3, 13, 20, 23, 33, 34, 35, 46, 55, 58, 59, 63 Self-Study Courses: 11, 20 F. Information Management 17 Application software 1\t2\t3\t4\t5 Characteristics of administrative systems/programs 1\t2\t3\t4\t5 Characteristics of clinical systems/programs 1\t2\t3\t4\t5 Confidentiality principles and laws 1\t2\t3\t4\t5 Data analysis, including manipulation, understanding of and ability to explain data 1\t2\t3\t4\t5 Electronic education and information resources and systems 1\t2\t3\t4\t5 Health informatics 1\t2\t3\t4\t5 Information systems planning and implementation 1\t2\t3\t4\t5 Technology trends and clinical applications 1\t2\t3\t4\t5 Principles of database and file management 1\t2\t3\t4\t5 Technology privacy, confidentiality and security requirements 1\t2\t3\t4\t5 Role and function of information technology in operations 1\t2\t3\t4\t5 Testing and evaluation activities of IT systems 1\t2\t3\t4\t5 Information systems continuity 1\t2\t3\t4\t5 Analyze problem reports for trends 1\t2\t3\t4\t5 Conduct demonstrations, evaluate and select healthcare IT systems 1\t2\t3\t4\t5 Ensure accuracy and integrity of data 1\t2\t3\t4\t5 Compatibility of software, hardware and network components to facilitate business operations 1\t2\t3\t4\t5 ACHE Healthcare Executive Competencies Assessment Tool Copyright 2015 by the Healthcare Leadership Alliance and the American College of Healthcare Executives COMPETENCY LEVEL Novice Competent Expert Ensure staff members are trained to use information systems 1\t2\t3\t4\t5 Evaluate results of a system security/privacy effectiveness assessment 1\t2\t3\t4\t5 Integrate IT systems that support decision making 1\t2\t3\t4\t5 Link the IT plan to the business plan 1\t2\t3\t4\t5 Monitor IT systems' sustainability, reliability and maintainability 1\t2\t3\t4\t5 Monitor and adjust IT system capacity 1\t2\t3\t4\t5 Recommend policies and procedures for information management systems 1\t2\t3\t4\t5 Readings: 19, 25, 33, 38, 54 Programs: 17, 57 G. Risk Management Risk management principles and programs 1\t2\t3\t4\t5 Confidentiality principles and laws 1\t2\t3\t4\t5 Corporate compliance laws and regulations 1\t2\t3\t4\t5 Medicare/Medicaid/third-party payment regulations 1\t2\t3\t4\t5 Inspection and accrediting standards, regulations and organizations 1\t2\t3\t4\t5 Patients' rights, laws and regulations 1\t2\t3\t4\t5 Compliance with regulatory agencies and tax status requirements 1\t2\t3\t4\t5 Contingency planning 1\t2\t3\t4\t5 Corporate history and record-keeping procedures 1\t2\t3\t4\t5 Credentialing, medical malpractice and professional liability 1\t2\t3\t4\t5 Personnel and property security plans and policies 1\t2\t3\t4\t5 Professional resource networks for risk-related activities 1\t2\t3\t4\t5 Risk assessments and analyses 1\t2\t3\t4\t5 Risk mitigation 1\t2\t3\t4\t5 Risks related to personnel management 1\t2\t3\t4\t5 Risks related to quality management and patient safety 1\t2\t3\t4\t5 ACHE Healthcare Executive Competencies Assessment Tool Copyright 2015 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 18 COMPETENCY LEVEL Novice Competent Expert Conflict resolution and grievance procedures 1\t2\t3\t4\t5 Establish patient, staff and organizational confidentiality policies 1\t2\t3\t4\t5 Maintain compliance with government contractual mandates 1\t2\t3\t4\t5 Plan for business continuance in the face of potential disasters that could disrupt service delivery 1\t2\t3\t4\t5 Readings: 5, 15, 57, 61, 70, 71, 107, 118 Programs: 34, 63 Self-Study Courses: 4, 10 H. Quality Improvement Benchmarking techniques 1\t2\t3\t4\t5 Medical staff peer review 1\t2\t3\t4\t5 Clinical methodologies 1\t2\t3\t4\t5 Utilization review and management regulations 1\t2\t3\t4\t5 Clinical pathways and disease management 1\t2\t3\t4\t5 National quality initiatives, including patient safety 1\t2\t3\t4\t5 Knowledge of tools for improving patient safety 1\t2\t3\t4\t5 Customer satisfaction principles and tools 1\t2\t3\t4\t5 Data collection, measurement and analysis tools and techniques 1\t2\t3\t4\t5 Patient communication systems 1\t2\t3\t4\t5 Quality improvement theories and frameworks 1\t2\t3\t4\t5 Quality planning and management 1\t2\t3\t4\t5 Recognition of quality as a strategic initiative 1\t2\t3\t4\t5 Training and certification 1\t2\t3\t4\t5 Develop and implement performance and process improvement programs 1\t2\t3\t4\t5 Develop and implement quality assurance and patient satisfaction programs 1\t2\t3\t4\t5 Develop clinical pathway structure and function 1\t2\t3\t4\t5 Readings: 2, 3, 6, 7, 39, 52, 66, 68, 73, 77, 81, 97, 98, 114, 115, 116, 117, 119 Programs: 2, 5, 6, 17, 25, 34, 50, 57, 63 Self-Study Courses: 6, 10 19 ACHE Healthcare Executive Competencies Assessment Tool Copyright 2015 by the Healthcare Leadership Alliance and the American College of Healthcare Executives BUSINESS SKILLS AND KNOWLEDGE DEVELOPMENT PLAN ACHE Healthcare Executive Competencies Assessment Tool Copyright 2015 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 20 ACHE RESOURCE LISTINGS Readings: 1. Accountable Care Organizations: Your Guide to Strategy, Design, and Implementation by Marc Bard, MD, and Mike Nugent 2.\t\u0007 Achieving Safe and Reliable Healthcare: Strategies and Solutions by Michael Leonard, MD; Allan Frankel, MD; Terri Simmonds, RN, CPHQ; with Kathleen Vega; Forewords by Lucian Leape, MD, HFACHE, and Donald M. Berwick, MD 3.\t\u0007 Achieving Service Excellence: Strategies for Healthcare, Second Edition by Myron D. Fottler, PhD; Robery C. Ford, PhD; and Cherill P. Heaton, PhD 4.\t\u0007 Achieving Success Through Community Leadership by Peter A. Weil, PhD, FACHE; Richard J. Bogue, PhD; and Reed L. Morton, PhD, FACHE 5.\t\u0007 Anticipate, Respond, Recover: Healthcare Leadership and Catastrophic Events by K. Joanne McGlown, PhD, RN, FACHE, and Phillip D. Robinson, FACHE, editors 6. Applying Quality Management in Healthcare: A Systems Approach, Third Edition by Diane L. Kelly, DrPH, RN 7. The Best Patient Experience: Helping Physicians Improve Care, Satisfaction, and Scores by Robert M. Snyder Jr., FACHE 8. Best Practice Financial Management: Six Key Concepts for Healthcare Leaders, Third Edition by Kenneth Kaufman 9. Better Communication for Better Care: Mastering Physician-Administrator Collaboration by Kenneth H. Cohn, MD, FACS 10.\t\u0007 Capital Projects and Healthcare Reform: Navigating Design and Delivery in an Era of Disruption by Robert D. Levine and Georgeann B. Burns 11. Cases in Healthcare Finance, Fifth Edition by Louis Gapenski and George Pink 12.\t\u0007 Collaborate for Success: Breakthrough Strategies for Engaging Physicians, Nurses, and Hospital Executives by Kenneth H. Cohn, MD, FACS 13.\t\u0007 Consumer-Centric Healthcare: Opportunities and Challenges for Providers by Colin Konschak, FACHE, FHIMSS, and Lindsey D. Jarrell, FACHE 14. Consumer-Directed Healthcare and Its Implications for Providers by Robert S. Bonney, JD, FACHE 15. Contemporary Issues in Healthcare Law and Ethics, Fourth Edition by Dean M. Harris, JD 16.\t\u0007 Creating the Hospital Group Practice: The Advantage of Employing or Affiliating with Physicians by Eric Lister, MD, and Todd Sagin, MD, JD 17. Creating Sustainable Physician-Hospital Strategies by Jay C. Warden 18. Decision Analysis for Healthcare Managers by Farrokh Alemi, PhD, and David H. Gustafson, PhD 19. Decision Making for Improved Performance by Ken E. Mack, FACHE; Mary Ann Crawford, PhD, RN; and Mary C. Reed 20. Developing Physician Leaders for Successful Clinical Integration by Carson F. Dye, FACHE, and Jacque J. Sokolov, MD 21.\t\u0007 Dimensions of Long-Term Care Management: An Introduction by Mary Helen McSweeney-Feld, PhD, and Reid Oetjen, PhD, editors 22. Dunn and Haimann's Healthcare Management, Tenth Edition by Rose T. Dunn, CPA, FACHE, FHFMA 23. Economics for Healthcare Managers, Third Edition by Robert H. Lee, PhD 24. The Economics of Health Reconsidered, Fourth Edition by Thomas Rice, PhD; and Lynn Unruh, PhD, RN 25. Electronic Health Records: Strategies for Long-Term Success by Michael Fossel, MD, and Susan Dorfman, DHA 26. The Emerging Healthcare Leader: A Field Guide by Laurie K. Baedke, FACHE, and Natalie D. Lamberton, FACHE 27. Essential Techniques for Healthcare Managers by Leigh W. Cellucci, PhD, and Carla Wiggins, PhD 28.\t\u0007 Ethics and Professionalism for Healthcare Managers by Elizabeth J. Forrestal, PhD, RHIA, CCS, FAHIMA, and Leigh W. Cellucci, PhD, MBA 29. Essentials of Strategic Planning in Healthcare by Jeffrey P. Harrison, PhD, FACHE 30.\t\u0007 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 31.\t\u0007 Evidence-Based Management in Healthcare by Anthony R. Kovner, PhD; David J. Fine, FACHE; and Richard D'Aquila, FACHE 32.\t\u0007 Exceptional Leadership: 16 Critical Competencies for Healthcare Executives, Second Edition by Carson F. Dye, FACHE, and Andrew N. Garman, PsyD 33.\t\u0007 The Executive's Guide to Electronic Health Records by Detlev H. Smaltz, PhD, FACHE, FHIMSS, and Eta S. Berner, EdD, FACMI, FHIMSS 34. Followership: A Practical Guide to Aligning Leaders and Followers by Tom Atchison, EdD 21 ACHE Healthcare Executive Competencies Assessment Tool Copyright 2015 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 35. Fundamentals of Healthcare Finance, Second Edition by Louis Gapenski, PhD 36. Fundamentals of Human Resources in Healthcare by Bruce J. Fried, PhD, and Myron D. Fottler, PhD, editors 37.\t\u0007 Futurescan 2015: Healthcare Trends and Implications 2015-2020 Co-published with the Society for Healthcare Strategy and Market Development 38.\t\u0007 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 39. Going Lean: Busting Barriers to Patient Flow by Amy C. Smith; Robert Barry, PhD; and Clifford E. Brubaker, PhD 40. Growing Leaders in Healthcare: Lessons from the Corporate World by Brett D. Lee, PhD, FACHE, and James W. Herring, PhD 41. Guide to Healthcare Reform: Readings and Commentary by Daniel B. McLaughlin 42. The Healthcare C-Suite: Leadership Development at the Top by Andrew N. Garman, PsyD, and Carson F. Dye, FACHE 43. Healthcare Executive Compensation: A Guide for Leaders and Trustees by David A. Bjork, PhD 44. The Healthcare Executive's Guide to Allocating Capital by Jason H. Sussman, CPA, FACHE 45. Healthcare Facility Planning: Thinking Strategically by Cynthia Hayward, FAAHC 46. Healthcare Finance: An Introduction to Accounting and Financial Management, Sixth Edition by Louis C. Gapenski, PhD 47. Healthcare Governance: A Guide for Effective Boards, Second Edition by Errol L. Biggs, PhD, FACHE 48. Healthcare Leadership Excellence: Creating a Career of Impact by James A. Rice, PhD, FACHE, and Frankie Perry, RN, LFACHE 49. Healthcare Marketing: A Case Study Approach by Leigh Cellucci, PhD, Carla Wiggins, PhD, and Tracy Farnsworth, EdD 50. Healthcare Operations Management, Second Edition by Daniel B. McLaughlin and John R. Olson, PhD 51. Healthcare Philanthropy: Advance Charitable Giving to Your Organization's Mission by Betsy Chapin Taylor 52.\t\u0007 The Healthcare Quality Book: Vision, Strategy, and Tools, Third Edition by Maulik Joshi, DrPH, Elizabeth Ransom, MD, David Nash, MD, and Scott Ransom, DO 53. Healthcare Strategic Planning, Third Edition by Alan M. Zuckerman, FACHE, FAAHC 54.\t\u0007 Health Informatics: Transforming Healthcare by Gordon D. Brown, PhD, Kalyan S. Pasupathy, PhD, and Timothy B. Patrick, PhD 55. Health Insurance, Second Edition by Michael A. Morrisey, PhD 56. Health Policy Issues: An Economic Perspective, Sixth Edition by Paul J. Feldstein, PhD 57. Health Policymaking in the United States, Sixth Edition by Beaufort B. Longest Jr., PhD, FACHE 58.\t\u0007 Health Services Management: Readings, Cases, and Commentary, Tenth Edition by Ann Scheck McAlearney, ScD, and Anthony Kovner, PhD 59. Hospitals and Community Benefit: New Demands, New Approaches by Connie J. Evashwick, ScD, LFACHE 60.\t\u0007 Hospitalists: A Guide to Building and Sustaining a Successful Program by Joseph A. Miller; John Nelson, MD; and Winthrop F. Whitecomb, MD 61. Human Resources in Healthcare: Managing for Success, Fourth Edition by Bruce J. Fried, PhD, and Myron D. Fottler, PhD, editors 62. Improve Your Competitive Strategy: A Guide for the Healthcare Executive by Alan M. Zuckerman, FACHE, FAAHC 63. Influential Leadership: Change Your Behavior, Change Your Organization, Change Health Care by Michael E. Frisina, PhD 64.\t\u0007 Information Systems for Healthcare Management, Eighth Edition by Gerald L. Glandon, PhD; Detlev H. Smaltz, PhD, FACHE, FHIMSS; and Donna J. Slovensky, PhD, RHIA, FAHIMA 65. Inside the Physician Mind: Finding Common Ground with Doctors by Joseph S. Bujak, MD, FACP 66. Inspired to Change: Improving Patient Care One Story at a Time by Linda Larin 67.\t\u0007 Introduction to the Financial Management of Healthcare Organizations, Sixth Edition by Michael Nowicki, EdD, FACHE, FHFMA 68. Introduction to Healthcare Quality Management, Second Edition by Patrice L. Spath 69. Introduction to Health Policy by Leiyu Shi, DrPH 70. Launching a Capital Facility Project: A Guide for Healthcare Leaders, Second Edition by John E. Kemper 71. The Law of Healthcare Administration, Seventh Edition by J. Stuart Showalter, JD 72.\t\u0007 Leadership for Great Customer Service: Satisfied Employees, Satisfied Patients, Second Edition by Thom A. Mayer, MD, FACEP, FAAP, and Robert J. Cates, MD 73.\t\u0007 Leadership for Smooth Patient Flow: Improved Outcomes, Improved Service, Improved Bottom Line by Kirk B. Jensen, MD, FACEP; Thom A. Mayer, MD, FACEP, FAAP; Shari J. Welch, MD, FACHE, FACEP; and Carol Haraden, PhD, FACEP 74. Leadership in Healthcare: Essential Values and Skills, Second Edition by Carson F. Dye, FACHE 75. Leadership's Deeper Dimensions: Building Blocks to Superior Performance by Tom Atchison, EdD 76. Leading a Hospital Turnaround: A Practical Guide by Anthony Jones ACHE Healthcare Executive Competencies Assessment Tool Copyright 2015 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 22 77. Leading a Patient-Safe Organization by Matthew J. Lambert III, MD, FACHE 78. Leading Others, Managing Yourself by Peter McGinn, PhD 79. Leading Transformational Change: The Physician-Executive Partnership by Tom Atchison, EdD, and Joseph S. Bujak, MD, FACP 80. Leading Your Healthcare Organization Through a Merger or Acquisition edited by Alan M. Zuckerman, FACHE, FAAHC 81. Leading Your Healthcare Organization to Excellence: A Guide to Using the Baldrige Criteria by Patrice L. Spath 82. Lean Done Right: Achieve and Maintain Reform in Your Healthcare Organization by Thomas G. Zidel 83. Make it Happen: Effective Execution in Healthcare Leadership by Daniel B. McLaughlin 84. Management of Healthcare Organizations: An Introduction, Second Edition by Peter C. Olden, PhD 85. Managerial Epidemiology: Cases and Concepts, Third Edition by Steven T. Fleming, PhD 86. Managerial Ethics in Healthcare: A New Perspective by Gary L. Filerman, PhD, Ann E. Mills and Paul M. Schyve, PhD 87.\t\u0007 Managing Healthcare Ethically: An Executive's Guide, Second Edition edited by Paul B. Hofmann, DrPH, FACHE, and William A. Nelson, PhD, HFACHE 88. Managing Stress and Preventing Burnout in the Healthcare Workplace by Jonathon R.B. Halbesleben, PhD 89.\t\u0007 Managing Word of Mouth for Leadership Success: Connecting Healthcare Strategy and Reputation by Michael E. Cafferky, PhD, FACHE 90. Marketing Matters: A Guide for Healthcare Executives by Richard K. Thomas, PhD, and Michael Calhoun 91. Mastering the Negotiation Process: A Practical Guide for the Healthcare Executive by Christopher L. Laubach 92. The Middleboro Casebook: Healthcare Strategy and Operations by Lee F. Seidel, PhD, and James B. Lewis, ScD 93. A New Compact: Aligning Physician-Organization Expectations to Transform Patient Care by Mary Jane Kornacki 94. The New Hospital-Physician Enterprise: Meeting the Challenges of Value-Based Care by David Wofford and Stephan Messinger 95.\t\u0007 Optimize Your Healthcare Supply Chain Performance: A Strategic Approach by Gerald R. Ledlow, PhD, FACHE; Allison P. Corry; and Mark A. Cwiek, JD, FACHE 96. Partnership of Equals: Practical Strategies for Hospital CEOs and Their Boards by Peter McGinn, PhD 97. Patient Satisfaction: Understanding and Managing the Experience of Care, Second Edition by Irwin Press, PhD 98. The Power of Clinical and Financial Metrics: Achieving Success in Your Hospital by Steven Berger, CPA, FACHE, FHFMA 99. Practical Governance by J. Larry Tyler, FACHE, FAAHC, FHFMA, and Errol L. Biggs, PhD, FACHE 100.\tThe Primary Care-Market Share Connection: How Hospitals Achieve Competitive Advantage by Marc D. Halley 101.\tReaching Excellence in Healthcare Management by John R. Griffith, LFACHE, and Kenneth R. White, PhD, RN, FACHE 102.\tRedesign the Medical Staff Model: A Guide to Collaborative Change by Jonathan Burroughs, MD, FACHE 103.\tReadmission Prevention: Solutions Across the Provider Continuum by Josh D. Luke, PhD, FACHE 104.\t\u0007Reinventing the Patient Experience: Strategies for Hospital Leaders by Jon B. Christianson, PhD; Michael D. Finch, PhD; Barbara Findlay, RN; Wayne B. Jonas, MD; and Christine Goertz Choate, DC, PhD 105.\tResponding to Healthcare Reform: A Strategy Guide for Healthcare Leaders by Daniel B. McLaughlin 106.\tRisk Adjustment for Measuring Health Care Outcomes, Fourth Edition by Lisa I. Iezzoni, MD, editor 107.\t\u0007Risk 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 108.\tSeparately Together: A New Path to Healthy Hospital-Physician Relations by C. Marlena Fiol, PhD, and Edward J. O'Connor, PhD 109.\t\u0007The Six Sigma Book for Healthcare: Improving Outcomes by Reducing Errors by Robert Barry, PhD; Amy Murcko, APRN; and Clifford E. Brubaker, PhD 110.\tSocial Media in Healthcare: Connect, Communicate, Collaborate, Second Edition by Christina Beach Thielst, FACHE 111.\tStrategic Cost Reduction: Leading Your Hospital to Success by Michael E. Rindler 112.\tStrategic Healthcare Management: Planning and Execution by Stephen L. Walston, PhD 113.\t\u0007Take Charge of Your Healthcare Management Career: 50 Lessons That Drive Success by Kenneth R. White, PhD, RN, FACHE, and J. Stephen Lindsey, FACHE 114.\t10 More Powerful Ideas for Improving Patient Care by Maureen A. Bisognano and Paul E. Plsek with Dan Schummers 115.\t10 Powerful Ideas for Improving Patient Care: Book 3 by Maureen A. Bisognano and Robert C. Lloyd, PhD, with Dan Schummers 116.\t10 Powerful Ideas for Improving Patient Care: Book 4 by Maureen A. Bisognano and James Conway with Dan Schummers 117.\t10 Powerful Ideas for Improving Patient Care by James L. Reinertsen, MD, and Wim Schellekens, MD 118.\tTerrorism and Disaster Management: Preparing Healthcare Leaders for the New Reality by K. Joanne McGlown, PhD, RN, FACHE 119.\tThe Toyota Way to Healthcare Excellence: Increase Efficiency and Improve Quality with Lean by John Black with David Miller 120.\tThe Tracks We Leave: Ethics in Healthcare Management, Second Edition by Frankie Perry, RN, LFACHE 23 ACHE Healthcare Executive Competencies Assessment Tool Copyright 2015 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 121.\tTyler's Guide: The Healthcare Executive's Job Search, Fourth Edition by J. Larry Tyler, FACHE, FAAHC, FHFMA 122.\tUnderstanding Healthcare Financial Management, Seventh Edition by Louis C. Gapenski, PhD, and George H. Pink, PhD 123.\t\u0007The Well-Managed Healthcare Organization, Eighth Edition by Kenneth R. White, PhD, RN, FACHE, and John R. Griffith, LFACHE 124.\tWorld Health Systems: Challenges and Perspectives, Second Edition by Bruce J. Fried, PhD, and Laura M. Gaydos, PhD, editors Programs: 1. Achieving a Strategic Partnership With Your Board: Thrive in the Midst of Accountability 2. Achieving a Sustainable Transformation to Operational Excellence 3. Advanced Strategic Planning to Transform Your Organization 4. Advanced Topics in Hospital Financial Management 5. Aggressively Improve Cost, Quality and Throughput 6. Are Medical Groups in Your Portfolio? Critical Factors to Manage Your Investment 7. The Art of Building Relationships for Successful Teams and Partnerships 8. Behavior Smarts: Increasing Healthcare Leadership Performance 9. Coach, Challenge, Lead: Developing an Indispensable Management Team 10. Compelling Communication: Creating Engagement, Understanding and Results 11. COO Seminar 12. The Courage to Lead: Critical Skills for Healthcare Leaders 13. Critical Financial Skills for Hospital Success 14. Culture: The Force Behind Strategy 15. Developing and Deploying a Hospital Business Strategy That Works 16. Developing Physician Leaders for Clinical Integration (Online Seminar) 17. A Digital Revolution: How Health IT Can Improve Access, Quality, Safety and Efficiency (Online Seminar) 18. Driving Significant Financial Returns: Using Analytics to Improve your Bottom Line 19. Effective Leadership for High-Reliability Healthcare 20. Exceptional Leadership (Online Seminar) 21. Executive Program 22. Growth in the Reform Era 23. Health Information Technologies and Their Application in Healthcare (Online Seminar) 24. Hospitals and Integrated Networks of the Future 25. Improving Hospital-Physician Relations: A Journey From Autonomy to Partnership 26. Improving the Patient Experience to Build Customer Loyalty 27. Journey to Excellence: How High-Performing Healthcare Leaders Achieve Organizational Success 28. Leaders Conference 29. Leadership and Accountability in Project Management and Programs 30. Leadership Approaches to Patient-Centered Care 31. Leadership Development Program 32. Leading for Success: Creating a Committed Workforce 33. Leading and Managing in Changing Times 34. Leading in a Changing Environment: Focus on Population Health 35. Leading Strategic Change 36. Living on Medicare Rates: A Senior Leader Margin Improvement Planning Program 37. Management Mistakes, Moral Dilemmas and Lessons Learned (Online Seminar) 38. Managing Conflict, Confrontations and Disputes 39. Managing Healthcare Facility Design and Construction Programs 40. New Rules and Community Health Imperatives for Tax-Exempt Hospitals 41. Physician Alignment and Engagement: Dos and Taboos (Online Seminar) 42. Population Health: The Road to Transformation (Online Seminar) ACHE Healthcare Executive Competencies Assessment Tool Copyright 2015 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 24 43. Positioning Philanthropy as a Key Revenue Resource 44. Possibilities, Probabilities and Creative Solutions: Breakthrough Thinking for Complex Environments 45. Power and Influence in Healthcare Organizations 46. Practical Leadership Strategies in an Age of Change 47. Process and Technique of Negotiating 48. Redesign and Operationalize Your Medical Staff for Health Reform 49. Reducing the Financial Impact of Hospital Readmissions and Medical Mistakes 50. The Reform-Ready ED: Improving Quality, Outcomes and the Care Experience 51. A Review of Health Law: 2013 Update (Online Seminar) 52. Secrets of Great Healthcare Organizations in Leading Change 53. Service Line Management: The Next Generation 54. Senior Executive Program 55. Strategic Planning: From Formulation to Action 56. Strategic Planning That Works: Integrating Strategy With Performance (Online Seminar) 57. The Strategic Use of Healthcare Analytics 58. Successful Executive Onboarding: Achieving Mastery and Influence in 100 Days 59. Superior Productivity in Healthcare Organizations (Online Seminar) 60. Taking an Emotionally Intelligent Leadership Approach to Change Management 61. Toxic Behaviors in Healthcare: Creating Systems of Respect to Impact the Double Bottom Line 62. Using Metrics as a Road Map to Hospital Success 63. Value-Based Business Considerations and Strategies Leadership Assessments: 1. 2. 3. 4. 5. 6. 7. 8. 9. Benchmarks (A 360 Assessment) Building an Authentic Leadership Image Career Anchors Assessment Change Management Leadership Assessment Conflict Management Assessment Creating a Vision Assessment Emotional Intelligence Assessment Leadership Assessment 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 the Foundation for Healthcare Reform 6. Coordinated Care: Improving Clinical and Financial Performance 7. Creating a Leadership Development Program in Your Healthcare Organization 8. Healthcare Leadership That Makes a Difference: Creating Your Legacy 9. How Pricing Decisions and Budgeting Can Make A Difference 10. Improve the Experience of Care in Your Emergency Department 11. Integrating Global Trends into Your Organization's Strategic Planning 12. The Impact of Consumer-Directed Healthcare on Organizational Strategy 13. Leadership During Challenging Times: Essential Values and Skills 14. Leading With Meaning: Tapping the Deeper Dimensions 25 ACHE Healthcare Executive Competencies Assessment Tool Copyright 2015 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 15. Making Better Capital Investment Decisions 16. A New Path to Physician-Administrator Relations series 17. Practical Board Strategies for CEOs 18. Reducing Burnout by Developing a Participative Culture 19. Retaining Employees and Building Commitment 20. Successful Healthcare Strategic Planning: Approaches to Address Key Challenges 21. Tools and Techniques for Physician Engagement 22. Understanding Financial Statements 23. Understanding the Impact of Financing Decisions 24. Using Profits Analysis and Cost Allocation to Improve Financial Performance Other: 1. ACHE's Career Center Products and Services (http://www.ache.org/CARSVCS/workshop.cfm) 2.\tACHE's Code of Ethics (http://www.ache.org/ABT_ACHE/code.cfm) 3. ACHE's Diversity Resources (http://www.ache.org/policy/diversity_resources.cfm) 4. ACHE's Ethical Policy Statements (http://www.ache.org/ABT_ACHE/EthicsToolkit/UsingPolicy.cfm) 5. ACHE's Ethics Self-Assessment: (http://www.ache.org/newclub/career/ethself.cfm) 6. ACHE's Ethics Toolkit (http://www.ache.org/ABT_ACHE/EthicsToolkit/ethicsTOC.cfm) 7. ACHE's Mentoring Overview (members only area): (http://www.ache.org/NEWCLUB/CAREER/mentoring_overview.cfm) 8. ACHE's Policy Statements (http://www.ache.org/policy/policy.cfm) ACHE Healthcare Executive Competencies Assessment Tool Copyright 2015 by the Healthcare Leadership Alliance and the American College of Healthcare Executives 26 COMPETENCY LEVEL Novice Competent Expert Common Competencies for All Healthcare Managers: The Healthcare Leadership Alliance Model MaryE. Stefl, PhD, professor and chair. Department of Health Care Administration, Trinity University, San Antonio, Texas - . EXECUTIVE SUMMARY Today's healthcare executives and leaders must have management talent sophisticated enough to match the increased complexity of the healthcare environment. Executives are expected to demonstrate measurable outcomes and effectiveness and to practice evidence-hased management. At the same time, academic and professional programs are emphasizing the attainment of competencies related to workplace effeaiveness. The shift to evidence-based management has led to numerous efforts to define the competencies most appropriate for healthcare. The Healthcare Leadership Alliance (HLA), a consortium of six major professional membership organizations, used the research from and experience with their individual credentialing processes to posit five competency domains common among all practicing healthcare managers: (1) communication and relationship management, (2) professionalism, (3) leadership, (4) knowledge of the healthcare system, and (5) business skills and knowledge. The HLA engaged in a formal process to delineate the knowledge, skills, and abilities within each domain and to determine which of these competencies were core or common among the membership of all HLA associations and which were specialty or specific to the members of one or more HLA organizations. This process produced 300 competency statements, which were then organized into the Competency Directory, a unique and interactive database that can be used for assessing individual and organizational competencies. Overall this work helps to unify the field of healthcare management and provides a lexicon and a basis for collaboration among different types of healthcare executives. This article discusses the steps that the HLA followed. It also presents the HLA Competency Directory; its application and relevance to the practitioner and academic communities; and its strengths, limitations, and potential. For more information on the concepts in this article, please contact Dr. Stefi at msten@trinity.edu. 360 COMMON COMPETENCIES FOR ALL HEALTHCARE MANAGERS P eter Drucker (2002) has said that large healthcare institutions may be the most complex in human history and that even small healthcare organizations are barely manageable. Some time has passed since Drucker's observation, but the complexity of healthcare organizations, along with the demands on managers and leaders, has not diminished in any way. Today, executives in all healthcare settings must navigate a landscape influenced by complex social and political forces, including shrinking reimbursements, persistent shortages of health professionals, endless requirements to use performance and safety indicators, and prevailing calls for transparency. Further, managers and leaders are expeaed to do more with less. Since 1999, the Society of Healthcare Strategy and Market Development and the American College of Healthcare Executives have been producing Futurescan, a compendium of healthcare trends and projections for the next five years. In Futurescan 2008, the publication's executive editor, Don Seymour, reflected on the past ten years in healthcare: society appears to be sending a clear, overarching message to the nation's hospitals: Take care of more people who have growing expectations and more complex medical needs v^-hile providing increasingly sophisticated care with relatively fewer resources. The questions now become. Have mid- and senior-level managers been keeping pace with changing demands? Are healthcare academic programs attracting sufficient numbers of students and adequately preparing them to operate effectively in this dynamic environment? These concerns were the focus of the 2001 National Summit on the Future of Fducation and Practice in Health Management and Policy. Principally fiinded by the Robert Wood Johnson Foundation, this conference brought together practitioners, policymakers, and educators to examine the effectiveness of healthcare administration and the role of academic preparation and continuing professional development in tackling the current and future challenges of healthcare delivery. The Summit's deliberations focused on evidence-based approaches (see Kovner 2001 ) to developing management talent, including how to measure the outcomes of health management education (Griffith 2001) and how to determine whether administration students and practicing managers had acquired the competencies necessary to perform effectively in their roles. THE COMPETENCY MOVEMENT The emphasis on measurable outcomes and competencies did not happen ovemight. The widespread acceptance of evidence-based medicine was a natural precursor to an evidence-based approach to healthcare management (Kovner and Rundall 2006). Also, the development and promotion of competencies for graduate medical education (Batalden et al. 2002) set the stage for healthcare administration. In an environment of escalated public demand, it is only lgica! to question the competence of healthcare leaders and managers. As noted in Griffith (2007), the increased difficulty of running a healthcare organization has led to the need for managers with more sophisticated capabilities. 361 ' ' ' OF HEALTHCARE MANAGEMENT 53:6 NOVEMBER/DECEMBER 2008 More broadly, higher education has struggled with the issue of competency-based education for some time (Calhoun et al. 2002; Westera 2001). The main idea behind this initiative is to design curricula based on the roles that graduates will assume after completing their degree and to incorporate the specific knowledge, skills, and abilities (KSAs) that future employees will need. Efforts to promote competencies have been undertaken in numerous fields, including public health (Council on Linkages Between Academic and Public Health Practice 2001) and the health professions (IOM 2003). The controversial Spellings report (issued in 2006 by the Secretary of Education's Commission on the Future of Higher Education convened by U.S. Secretary of Education Margaret Spellings) pushes universities nationwide to measure student outcomes and then make these results available to the public. that their competency models are tied witb the realities and needs of healthcare management practice. However, little evidence shows a link between actual performance and competency attainment (Bradley 2003), an area of inquiry tbat clearly needs more attention as competency models continue to develop. Aside from this work in academia, the National Center for Healthcare Leadership has expended considerable effort in creating a competency model that can be applied to professional development and to academic programs (Calhoun et al. 2004; NCHL 2005). In addition, many healthcare associations have used expert opinion and job analysis surveys to delineate the KSAs that form the basis for their credentialing exams. However, these KSAs were not usually shared with tbe broader healthcare management community. To meet the needs of healthcare administration, a number of university programs have developed a set of competencies (e.g., Cherlin et al. 2006; Shewchuk, O'Connor, and Fine 2005; 2006; White, Clement, and Nayar 2006) or competency models (e.g., Campbell et al. 2006) for their students. A review of these efforts is beyond the scope of this article, but note that these various programs typically use a similar process for developing their competencies: (1) existing competency literature is reviewed, (2) subjea matter experts (either faculty or practitioners) are approached to provide depth and content validity, and (3) a survey of practitioners is condurted. In other words, academic programs take steps to ensure THE H E A L T H C A R E LEADERSHIP ALLIANCE The Healthcare Leadership Alliance (HLA) is a consortium of major professional associations in the healthcare field: American College of Healthcare Executives (ACHE); American College of Physician Executives (ACPE); American Organization of Nurse Executives (AONE); Healthcare Financial Management Association (HFMA); Healthcare Information and Management Systems Society (HIMSS); and Medical Group Management 362 COMMON COMPETENCIES FOR ALL HEALTHCARE MANAGERS Association (MGMA) and its educational affiliate, the American College of Medical Practice Executives (ACMPE). Together, these associations represent more than 100,000 management professionals. I ' In response to concerns about the adequate preparation of healthcare managers and administrators, the HLA convened the Competency Task Force to examine the credentialing and certification processes of its member organizations. First meeting in late 2002, the Tasii Force was composed of a representative from each organization' and a facilitator (this author). The Task Force was charged with a straightforward responsibility: Determine if there were management competencies shared by all members of the HLA organizations. If so, the Task Force would determine how these competencies could be used to advance the field. Reviewing the Credentialing and Certification Processes I ask Force work began with an exchange of information regarding each association's credentialing and certification processes. Five of the six organizations had well-established processes, while AONE was considering launching its own certification program.^ Certification programs are designed to ensure that individuals in a professional position meet the basic educational, skill, and/or experiential requirements of their respective profession (Raymond 2001 ). Thus, credentialing or certification exams should be job-related and should be designed to test whether the professional possesses the KSAs essential for his or her job. For large organizations, certification exams are typically objective, with questions constructed following the job analysis studies. Four associations (ACHE, HFMA, HIMSS, and ACMPE) used wellestablished psychometric processes (job analysis surveys or role delineation studies, review by subject matter experts, and content analysis) to determine the KSAs for their certification exams (NCCA 2007). All engaged reputable psychometric firms to ensure the reliability and validity of their processes. The ACPE's certification process was slightly different from that employed by the rest of the group. Following an on-site tutorial session, ACPE candidates were tested by faculty experts using an in-basket exercise and requiring a verbal presentation. All associations' certification exams were discriminatory; firsttime pass rates ranged from 60 percent to 85 percent (Stefl 2003a). In general, the certification processes of the HLA organizations were intended to provide early careerists an opportunity to demonstrate their competence. At the time of the Competency Task Force's review of KSAs, most HLA associations (except AONE) offered a fellowship status for those with more senior-Ieve! accomplishments and contributions. Most associations (except HIMSS) awarded the Fellow status only after that member had attained certification and the requisite competencies. Thus, the Task Force's review excluded the fellowship processes. Identifying Common Competencies The extensive review of the credentialing and certification processes of the HLA 363 JOURNAL OF HEALTHCARE MANAGEMENT 5 3 : 6 N