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Health Policy and Management

COMPETENCY MODEL

It is the Program's goal that by the time students have successfully completed the course work and administrative residency, they will have mastered the competencies outlined in the following domains.

I. THE HEALTH AND HEALTH CARE ENVIRONMENT

ALegal and Regulatory Environment: Explain federal, state, and local laws and regulations affecting the delivery of health care and related services.
BFinancing Environments: Analyze the health care financing and economics environments, including regulation and processes applicable to public and private payers.
CHealth Policy Environment: Analyze the effects of health policy on providers, payers and populations and its implications for organizational response and change.
DProvider EnvironmentDescribe the array of key provider organizations and health professions and their implications for the quality and cost of care of individuals and populations.
EPublic Health: Establish goals and objectives for improving health outcomes that incorporate an understanding of the social determinants of health and the socioeconomic environment in which the organization functions.

II. MANAGEMENT

AFinancial Capability: Apply financial and accounting information and analytical tools to evaluate short and long term options and goals and monitor financial performance.
BBudget Management: Apply key accounting principles to prepare, monitor and manage budgets.
CMarket Analysis: Apply economic models to analyze health care sector events, developments, and trends, and plan accordingly.
DOperations Management and Performance Measurement: Apply quantitative and qualitative tools and models to analyze, evaluate and improve an organization's service orientation, patient safety, and quality processes and outcomes.
EKnowledge Management: Create management structures that apply, analyze, evaluate and convey information (gathered from both human and technological sources) to facilitate organizational decision making.
FPopulation Health Management: Apply epidemiological, biostatistical, and evidence-based methods to improve health systems' performance at the population-level. Use vital statistics and core health indicators to guide decision-making and analyze health trends of the population to guide the provision of health services.
GWorkforce Systems: Organize and manage the workforce by utilizing key performance indicators and employee engagement metrics.
HWorkforce Management: Direct the operation of a business segment through the development of the workforce's knowledge, skills, abilities and competencies.
IHealth Services Management: Explain the various organizational structures of health care delivery, funding mechanisms, and the way that health care services are delivered.
JStrategic Thinking and Management: Provide overall direction to the enterprise, including specifying the organization's objectives, developing policies and plans designed to achieve these objectives, and then allocating resources to implement the plans.
KSystems Thinking: Describe and analyze an organization from a systems perspective [i.e., as a complex set of cause and effect relationships].
LGovernance: Explain how to create and maintain a system of governance that ensures appropriate oversight of the organization.

III. LEADERSHIP

AInnovation and Creativity: Facilitate diversity of thought in pursuit of developing new ideas, creating an entrepreneurial spirit, and identifying break-through opportunities to significantly enhance organizational performance.
BLeading Change: Promote ongoing organizational learning, champion organizational change when necessary, and manage the resources necessary to accomplish the change.
CInfluence: Promote ideas and help shape the opinions and actions of others by: Understanding their needs, interests and concerns through questioning thoughtfully and listening empathetically; Communicating clearly both in writing and orally; and Delivering persuasive and organized presentations.
DTeam Leadership: Develop team-oriented structures and systems to promote team performance, balance giving direction and support for team process, and promote consensus to achieve goals.
EOrganizational Leadership: Articulate and communicate the mission, objectives, and priorities or the organization to internal and external stakeholders and entities.
FCultural Engagement: Create an organizational climate built on mutual trust and transparency, establish and communicate a compelling vision, and hold self and others accountable for achieving organizational goals.

IV. RELATIONSHIP MANAGEMENT

AInterpersonal Understanding: Exercise the use of empathy, listening and diagnostic behavior in order to understand others' interests, concerns, needs, and non-verbal behavior.
BRelationship Management: Develop and maintain collaborative relationships and shared decision-making with key leaders, colleagues, and stakeholders to achieve organization and personal goals.
CCollaboration: Facilitate a work environment focused on a shared purpose or goal, encouraging colleagues to work effectively with others, demonstrating enthusiasm for a collaborative solution, and communicating a shared sense of ownership and autonomy.

STANDARDS OF PROFESSIONAL BEHAVIOR

1Professionalism: Demonstrate high ethical conduct, integrity, transparency, and accountability for one's actions and respect for others.
2Initiative: Take action without being asked and offer solution/options when presenting problems.
3Advocacy: Advocate for the rights and responsibilities of patients and their families.
4Professional Development: Demonstrate commitment to self-development including continuing education, networking, reflection and personal improvement.
5Self-awareness: Be aware of one's own assumptions, values, strengths and limitations.
6Mentoring: Develop others by mentoring, advising, coaching, and serving as a role model.

Feb. 2018