2. Creating and Sustaining a Clinical Workforce Development Competitive Advantage via Continual Competency-Based Health Systems Business Education
Presenter: Ryan N. Schmidt, PhD, MBA, MS, CMRP
Contributors: Sharon Hunt, MBA, FACHE
Mark Dame, MHA, FACHE
Date: 9/21/2018

3. OBJECTIVES OBJECTIVES:
Introduce the important of business-based competency
Provide examples from HR and current job descriptions
Preview multiple models and gaps in workforce development
Preview some key business-related terms
Overview of workforce development initiatives at TTUHSC
Conclusion

4. Overview (Importance of Business)
Questions:
Why are competency-based business skills important in health systems administration?
ACA/Health Reform (fiscal pressures within health systems
Innovations/Change (Diffusion of Technology)
When is management/leadership important? What’s the difference?
Why should clinicians care and at what point in their career?
What is workforce development and why is “timing everything” when considering it during one’s career?

5. BUSINESS-BASED JOB DESCRIPTORS
COO
“Ensures that activities and/or operations are appropriately integrated with the strategic plan while making sure the provision of quality care and services through the cost effective management of the facility.”
“Implements effective and ongoing programs to measure, assess, and improve the quality of care/services provided to patients/customers. Implements operational improvements using appropriate data and benchmarking in conjunction with effective use of process improvement techniques.”
VP of Strategy
“Executes effective marketing plans that differentiates services based on quality, service, and/or outcomes and have measurable ROI.”
“Leads an effective consumer engagement strategy, within budgetary guidelines, that creates differentiation and awareness in the facility’s market.”

6. BUSINESS-BASED JOB DESCRIPTORS
Chief Quality Officer (CQO)
“This senior leader will lead and manage multiple projects simultaneously across numerous areas; including but not limited to: patient safety/clinical excellence, regulatory readiness and process improvement.”
VP of Operations
“Establishes processes and systems to ensure ongoing regulatory and accreditation compliance in all areas of responsibility.”
“Develops and manages capital and operating budgets to ensure cost effective operations.”
“Evaluates departmental operations for potential implementation of cost effective changes. Manages the implementation of these changes.”

7. NCHL Competency Model
PRIMARY

8. NCHL BUSINESS-BASED CONCEPTS

9. NCHL BUSINESS-BASED CONCEPTS
Financial Skills
Information Technology Management
Performance Management (HR)
Project Management
Process Management
Strategic Orientation (Strategy)

10. NCHL BUSINESS-BASED CONCEPTS
Financial Skills

11. NCHL BUSINESS-BASED CONCEPTS
Information Technology Management

12. NCHL BUSINESS-BASED CONCEPTS
Performance Management (HR)

13. NCHL BUSINESS-BASED CONCEPTS
Process Management

14. NCHL BUSINESS-BASED CONCEPTS
Strategic Orientation (Strategy)

15. ACHE Competency Model(2018)

16. ACHE BUSINESS-BASED CONCEPTS (2018)
Business Skills and Knowledge:
General Management
Financial Management
Human Resources Management
Organizational Dynamics/Governance
Strategic Planning and Marketing
Information Management
Risk Management
Quality Improvement
Patient Safety

17. ACHE BUSINESS SKILLS AND KNOWLEDGE
General Management

18. ACHE BUSINESS SKILLS AND KNOWLEDGE
Information Management

19. ACHE BUSINESS SKILLS AND KNOWLEDGE
Risk Management

20. ACHE BUSINESS SKILLS AND KNOWLEDGE
Quality Improvement

21. ACHE RESOURCE LISTINGS
Readings

22. BUSINESS-BASED CONCEPTS
Resource-Based View (RBV)
Scarcity (economics)
Quality/Safety of Care and Fiscal Sustainment
Competitive Advantage
Internal and External SWOT-T Analysis
Opportunity Cost
Return on Investment (ROI)
Effective (not Affective) and Efficient
Continuous Performance/Process Improvement (CPI)

23. BUSINESS-BASED CONCEPTS
Business-Based Concepts (Continued):
Cost-Shifting
SMART Principles (Goal-Setting)
Payer Mix
In-Sourcing vs. Out-Sourcing
Cost/Benefit Analysis
Differentiation (Substitute Effect)
Translation/Conversion

24. EXAMPLES OF ACADEMIC PROGRAMS
Focused on Access/Competency-Based Development:
BS in Healthcare Management (Executive/Professional Tracks)
MS in Healthcare Administration (accelerated 8-week terms)
Graduate Certificate options (accelerated 8-week terms)
Addresses the needs of the healthcare systems/industry for talent development and sustainment of talent.

25. BS in Healthcare Management
100% Online Curriculum
Two Tracks: Executive and Professional
Some Example Courses in the BSHM Program:
HPHM 4302 Healthcare Financial Management
HPHM 4303 Principles of Human Resources Management
HPHM 4304 Management and Leadership in Healthcare Organizations
HPHM 4306 Healthcare Strategy and Marketing
HPHM 4311 Principles of Health Systems Policy and Management
HPHM 4314 Quality, Patient Safety and Risk Management in Healthcare
HPHM 4318 Health Law and Ethics
HPHM 4401 Fundamentals of Health Informatics and Data Analytics

26. Undergraduate Program Tuition
FEES BASED ON PER SEMESTER CREDIT HOUR (SCH)
Undergraduate Program Tuition (In-State):
$ 193 per SCH (and appropriate fees)
Undergraduate Program Tuition (Military):
** “Military” includes active-duty and active reservists
$ 230 per SCH (and appropriate fees)
Undergraduate Program Tuition (Out-of-State):
$ 460 per SCH (and appropriate fees)

27. MS in Healthcare Administration
100% Online and 8-week Accelerated Courses
36 Hour Program with Core Courses Including:
HPHA 5305 Principles of Management and Leadership
HPHA 5306 Healthcare Delivery System
HPHA 5307 Human Resources Management in Healthcare
HPHA 5309 Healthcare Research Methods and Statistics
HPHA 5310 Health Law and Ethics
HPHA 5311 Healthcare Finance
HPHA 5312 Strategic Planning and Marketing in Healthcare
HPHA 5313 Healthcare Economics and Policy
HPHA 5314 Healthcare Administration Capstone
HPHA 5330 Health Informatics and Data Analytics

28. Graduate Certificate Programs
100% Online and 8-week Accelerated Courses
Health Systems Policy and Management
Health Informatics and Data Analytics
Healthcare Finance and Economics
Health Systems Engineering and Management
Long Term Care Administration

29. Graduate Program Tuition
FEES BASED ON PER SEMESTER CREDIT HOUR (SCH)
Graduate Program Tuition (In-State):
$243 per SCH (and appropriate fees)
Graduate Program Tuition (Military):
** “Military” includes active-duty and active reservists
$310 per SCH (and appropriate fees)
Graduate Program Tuition (Out-of-State):
$540 per SCH (and appropriate fees)

30. Admissions Contact Information:
SHP Office of Admissions and Student Affairs
Link:
Phone: (806)

31. CONCLUSION Conclusion:
Introduced the important of business-based competency
Provided examples from HR and current job descriptions
Previewed multiple models and gaps in workforce development
Previewed some key business-related terms
Overviewed of workforce development initiatives at TTUHSC

32. CONTACT INFORMATION
Ryan N. Schmidt, PhD, MBA, MS, CMRP
Department Chair/Associate Professor
Healthcare Management and Leadership
Phone:

33. QUESTIONS