UIW MHA Program | Master of Health Administration

Competency Model | Master of Health Administration

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Graduate Program in Health Administration Competency Model

The following are the 23 competencies that serve as the foundation of the UIW MHA program curriculum.

Domain 1: Knowledge of the Healthcare Environment

  1. Ability to explain issues and advancements in the healthcare industry. (Healthcare Environment)
  2. Ability to effectively participate in discussions relating to health policy at the local, state, and federal levels. (Policy and Advocacy)

Domain 2: Critical Thinking and Analysis

  1. Ability to break a situation, issue or problem into smaller pieces or trace its implications in a step-by-step way. (Critical Thinking and Analysis)
  2. Ability to apply complex concepts, develop creative solutions, or adapt previous solutions in new ways. (Innovative Thinking)
  3. Ability to analyze and design, or improve, an organizational process, including incorporating the principles of quality management and customer satisfaction. (Process Management and Organizational Design)
  4. Ability to consider the business, demographic, ethno-cultural, political, and regulatory implications of decisions and develop strategies that continually improve the long-term success and viability of the organization (Strategic Orientation)

Domain 3: Business and Management Knowledge

  1. Ability to hold people accountable to standards of performance with the long-term good of the organization in mind. (Accountability)
  2. Ability to plan and execute a project involving significant resources, scope, and impact. (Project Management)
  3. Ability to understand and explain financial and accounting information, prepare and manage budgets, and make sound long-term investment decisions. (Financial Skills)
  4. Ability to implement staff development and other management practices that represent contemporary best practices, comply with legal and regulatory requirements, optimize the performance of the work force, including performance assessments, alternative compensation and benefit methods, and the alignment of human resource practices and processes to meet the strategic goals of the organization. (Human Resources Management)
  5. Ability to see the potential in and understand the use of administrative and clinical technology and decision-support tools in process and performance improvement. (Information Technology Management)
  6. Ability to understand and explain the regulatory and administrative environment in which the organization functions (e.g., CMS; JCI; NCQA; antitrust; Stark I and II). Includes the ability to understand and explain corporate compliance laws and regulations (e.g., physician recruitment, billing and coding practices, antitrust, conflict of interest, etc.). (Legal and Regulatory Application and Assessment)
  7. Ability to understand and use statistical, economic, epidemiological, and financial methods and metrics to set goals and measure clinical as well as organizational performance; commitment to and employment of evidence-based techniques (Performance Measurement)

Domain 4: Political and Community Development

  1. Ability to align one’s own and the organization’s priorities with the needs and values of the community, including its cultural and ethnocentric values and to move health forward in line with populations-based wellness needs. (Community Orientation)
  2. Ability to demonstrate ethics, sound professional practices, social accountability, and community stewardship. (Professionalism)

Domain 5: Communication

  1. Ability to speak and write in a clear, logical, and grammatical manner in formal and informal situations and to prepare cogent business presentations. (Communication Skills)
  2. Ability to understand other people including hearing and understanding the unspoken or partly expressed thoughts, feelings, and concerns of others as well as the ability to communicate one’s position with others. (Interpersonal Communication and Understanding)

Domain 6: Leadership

  1. Ability to work cooperatively with others as part of a team or group, including demonstrating positive attitudes about the team, its members, and its ability to get its mission accomplished. (Collaboration)
  2. Ability to persuade and convince others (individuals or groups) to support a point of view, position, or recommendation. (Impact and influence)
  3. Ability to see oneself as a leader of others, from forming a top team that possesses balanced capabilities to setting the mission, values, and norms, as well as holding the team members accountable individually and as a group for results. (Team Leadership)
  4. Belief and conviction in one’s own ability, success, and decisions or opinions when executing plans and addressing challenges. (Self-Confidence)
  5. Strives for improvement and is “results” oriented. (Achievement)
  6. Ability to anticipate obstacles, developments, and problems by looking ahead several months to over a year. (Initiative)

Dr. Daniel Dominguez, former MHA program director and professor, recounts the history of the degree.