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The ACHE leadership competencies

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The ACHE leadership competencies

Leadership competencies are essential to the success of health care leaders. Many of these competencies are developed through on-the-job training, administrative fellowship programs, professional conferences, and graduate education. As a graduate student, it is important that you are able to assess your own leadership competencies and develop a professional improvement plan to hone your skills and become an effective industry leader. For this Discussion, you examine the ACHE leadership competencies and consider how you might improve your own leadership skills.

To prepare:

  • Review the document, ACHE Healthcare Executive 2019 Competencies Assessment Tool, which is in this week’s Learning Resources. Focus on the leadership competencies.
  • Reflect on whether you meet these leadership competencies, and consider your strengths and weaknesses.

Note: For this Discussion, you are required to complete your initial post before you will be able to view and respond to your colleagues’ postings. Begin by clicking on the “Post to Discussion Question” link and then select “Create Thread” to complete your initial post. Remember, once you click submit, you cannot delete or edit your own posts and cannot post anonymously. Please check your post carefully before clicking Submit!

By Day 3

Post a cohesive response to the following:

Assess whether you meet the ACHE leadership competencies. Then, recommend at least three strategies to better meet competencies by building on your strengths and improving your weaknesses. Defend your recommendations. Support your response by identifying and explaining key points and/or examples presented in the Learning Resources.

Read a selection of your colleagues’ postings. Consider how your colleagues’ postings relate to the information presented in the Learning Resources and to your own posting.

By Day 5

Respond to at least two of your colleagues’ postings and continue the Discussion through Day 7. Expand on this Discussion by providing additional insights or alternative perspectives.

Learning Resources

Note: To access this week’s required library resources, please click on the link to the Course Readings List, found in the Course Materials section of your Syllabus.

Required Readings

Walston, S. L. (2018). Strategic healthcare management: Planning and execution (2nd ed.). Chicago, IL: Health Administration.

  • Chapter 10, “Development and Execution of a Strategic Plan” (pp. 243-270)

Note: This chapter was assigned in Week 1. Please review it for this week.

  • Chapter 14, “Strategic Leadership” (pp. 323-338)
  • Chapter 15, “Implementing, Monitoring, and Evaluating Strategy” (pp. 339-359)

American College of Healthcare Executives. (2019). ACHE healthcare executive 2019 competencies assessment tool. Retrieved from https://www.ache.org/-/media/ache/career-resource-center/competencies_booklet.pdf

Bouaine, W., Charfeddine, L., Arouri, M., & Teulon, F. (2015). The influence of CEO departure and board characteristics on firm performance. The Journal of Applied Business Research, 31(2), 345–356.

Note: Retrieved from Walden Library databases.

Budak, F., & Kar, A. (2014). The importance of strategic leadership in healthcare management. IIB International Refereed Academic Social Sciences Journal, 5(15), 155–171.

Note: Retrieved from Walden Library databases.

Capasso, A., & Dagnino, G. B. (2014). Beyond the “silo view” of strategic management and corporate governance: Evidence from Fiat, Telecom Italia and Unicredit. Journal of Management & Governance, 18(4), 929–957.

Note: Retrieved from Walden Library databases.

Cossin, D., & Metayer, E. (2014). How strategic is your board? MIT Sloan Management Review, 56(1), 37–43.

Note: Retrieved from Walden Library databases.

Effelsberg, D., & Solga, M. (2015). Transformational leaders’ in-group versus out-group orientation: Testing the link between leaders’ organizational identification, their willingness to engage in unethical pro-organizational behavior, and follower-perceived transformational leadership. Journal of Business Ethics, 126(4), 581–590.

Note: Retrieved from Walden Library databases.

Green, A. E., Albanese, B. J., Cafri, G., & Aarons, G. A. (2014). Leadership, organizational climate, and working alliance in a children’s mental health service system. Community Mental Health Journal, 50(7), 771–777.

Note: Retrieved from Walden Library databases.

Schweitzer, J. (2014). Leadership and innovation capability development in strategic alliances. Leadership & Organization Development Journal, 35(5), 442–469.

Note: Retrieved from Walden Library databases.

Self, T. B., Matuszek, T., Self, D. R., & Schraeder, M. (2014). The weaver’s loom: A conceptual framework for facilitating transformational human resource management through the strategic integration of knowledge management and continuous improvement. Journal of Business and Management, 20(1), 87–104.

Note: Retrieved from Walden Library databases.

Shen, W., & Gentry, R. J. (2014). A cyclical view of the relationship between corporate governance and strategic management. Journal of Management & Governance, 18(4), 959–973.

Note: Retrieved from Walden Library databases.

Stout, L. R. (2015). Board governance: Reform-driven transformation and reexamination of fundamentals. Frontiers of Health Services Management, 31(4), 43–49.

Note: Retrieved from Walden Library databases.

Zastocki, D. K. (2015). Board governance: Transformational approaches under healthcare reform. Frontiers of Health Services Management, 31(4), 3–17.

Note: Retrieved from Walden Library databases.

SAMPLE ANSWER

The ACHE leadership competencies

The ACHE leadership competencies are primarily categorized into five areas including Business, Health and Healthcare Environment, Professional and Social Responsibility, Communication and Relationship Management, and leadership (American College of Healthcare Executives, 2019).  I meet most of the ACHE leadership competencies because I have always ensured equity in access to and delivery of care, commitment to share leading practices, integrity, educational standards, service improvement, and accountability and transparency.  I also find it difficult to apply basic business practices including collecting and evaluating relevant data that can be used to make effective decisions. However, I find it difficult exercising cultural sensitivity in communication when dealing with patients. I also have problems showing problem solving skills.  Therefore, committing to a lifelong and active learning of leadership practices and using the leadership practices executing daily activities is critical (Green, Albanese, Cafri, & Aarons, 2014).  Besides, focusing on equitable, just, and ethical behavior has helped to improve patient’s health outcomes.

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To build all ACHE leadership competencies I will have to enroll in a short business course in business to understand business concepts and theories that will help to manage information resources in the clinical databases and reporting system such as operational decision-support. Secondly, attending leadership forums, conferences, and workshops will give me an opportunity to identify areas of improvement including an opportunity to develop communication skills that would be critical in promoting professional roles and values, which are compatible with patient’s health and improvement of their health outcomes (Green, Albanese, Cafri, & Aarons, 2014).  Finally, I will use a personal educational strategy by using internet sources to find relevant books and journals that can help develop leadership and communication skills. Having skills that facilitate collaboration, team work, commitment, involvement and empowerment will contribute to improvement in healthcare.

References

American College of Healthcare Executives. (2019). ACHE healthcare executive 2019

competencies assessment tool. Retrieved from https://www.ache.org/-/media/ache/career-resource-center/competencies_booklet.pdf

Green, A. E., Albanese, B. J., Cafri, G., & Aarons, G. A. (2014). Leadership, organizational

climate, and working alliance in a children’s mental health service system. Community Mental Health Journal, 50(7), 771–777.

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Health Legislation and Advocacy

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Health Legislation and Advocacy

  • Select a bill that has been proposed (not one that has been enacted) using the congressional websites provided in the Learning Resources.

The Assignment: (1- to 2-page Comparison Grid; 1- to 2-page Legislation Testimony/Advocacy Statement)

Part 1: Legislation Comparison Grid

Based on the health-related bill (proposed, not enacted) you selected, complete the Legislation Comparison Grid Template. Be sure to address the following:

  • Determine the legislative intent of the bill you have reviewed.
  • Identify the proponents/opponents of the bill.
  • Identify the target populations addressed by the bill.
  • Where in the process is the bill currently? Is it in hearings or committees?
  • Is it receiving press coverage?

Part 2: Legislation Testimony/Advocacy Statement

Based on the health-related bill you selected, develop a 1- to 2-page Legislation Testimony/Advocacy Statement that addresses the following:

  • Advocate a position for the bill you selected and write testimony in support of your position.
  • Describe how you would address the opponent to your position. Be specific and provide examples.
  • Recommend at least one amendment to the bill in support of your position.

 

SAMPLE ANSWER

Health Legislation and Advocacy

Part 1: Legislation Comparison Grid

Health-related Bill Name Strengthening the Healthcare Fraud Prevention Task Force Act of 2019 (H.R. 525).
Description  This bill is focused on amending the title XI of the Social Security Act with the aim of guiding the Secretary of Health and Human Services to create private-public collaboration with the purpose of identifying fraud, waste, and abuse in the healthcare system (Govtrack, n.d.).

 
Federal or State? Federal
Legislative Intent The bill entails statutory authority and requirements to establish an effective collaboration between government agencies, insurance plans, healthcare organizations, and law enforcement. This measure is to ensure that fraud, abuse, and waste in the healthcare system are detected. The collaboration is required to be developed under the Health Care Fraud and Abuse Control Program. This program is overseen by the Department of Justice and the Department of Health and Human Services (Govtrack, n.d.).

 

The bill intends to ensure that collaboration among healthcare parties involve promotion of data sharing to ensure that there is sufficient information to make a decision. Moreover, it focuses on ensuring that there is sufficient analysis of data to identify fraudulent activities. It also enforces the requirement to refer criminal activities to the Department of Justice. Another intention is to ensure that sufficient outreach and education is enhanced in the healthcare system (Govtrack, n.d.).

 

According to the sponsor, Greg Walden, the purpose of the new partnership is to ensure that voluntary sharing of data is done in all areas of the healthcare system. He also adds that the proposed bill transfers all functions, assets, and administrative activities of the existing partnership to the new collaboration (Govtrack, n.d.).

 
Target Population Secretary of Health and Human Services, Department of Justice, government agencies, insurance firms, healthcare organizations, and law enforcement.
Status of the bill (Is it in the hearings or committees? Is it receiving press coverage?) The bill is in the hearing. It has passed the House of Representatives and awaits hearing in the Senate for consideration. The bill is receiving press coverage with the media focusing in attaining opinion from the public. The press is also providing information on the legislators’ views of the bill.
General Notes/Comments In order for the healthcare system to establish a suitable coordination, proper partnership plans need to be put in place. This move requires the establishment of partnership education among different agencies in the healthcare system. Failure to engage in this change means that vices such as fraud will continue in the system. As a result, efficiency in one sector may not improve the healthcare services in the country. Therefore, passing the bill will ensure that drawbacks in healthcare are controlled fully.

 

Part 2: Legislation Testimony/Advocacy Statement

Healthcare services in the United States are viewed to be among the most costly in the world.  While this rise is partly due to the quality of services delivered, it is opined that it is majorly caused by abuse and fraud in the system. For instance, Medicare professionals are observed to be aware of fraud during the process of developing insurance plans. They hand over their information to new clients while hoping for illegitimate claims and deception. From this perspective, it can be postulated that fraud is a major flaw in the healthcare system and has made the industry to reduce the effectiveness of its services. In that regard, it is very important to control fraud through efficient partnership among various healthcare agencies (van Capelleveen et al., 2016).

Health Legislation and Advocacy

The introduction of the Healthcare Fraud Prevention Taskforce act is observed to have led to a significant reduction of fraud in various healthcare departments. The act has ensured that all the activities are accounted for through suitable provision of data. Since 2018, there has been a suitable link between the Secretary of Health and Human Services and third parties. Despite these achievements, it is viewed that there is inefficient partnership between the Department of Health Services and the Department of Justice. This depiction is seen in the low conviction rate of offenders in the healthcare system. Therefore, it can be argued that while the original act has been positively influential in reforming the healthcare system, there are still some gaps that it needs to reduce to attain suitable results. While there will be no direct effect on direct spending by clients, the act has been able to codify existing healthcare agency practice (Congregational Budget Office, n.d.).

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In order to bring better understanding the importance of fraud prevention act, it is essential to reveal the impact of its benefits. The bill amended the Social Security Act by providing a public-private partnership in the healthcare sector. Prior to the ct, there was little coordination between the agencies, thereby limiting their efficiency.  Moreover, the development of a contract between the Health Department and third parties is viewed to have limited the increase of fraud in the system. From the above depiction, it is easy to understand that the bill is more beneficial to healthcare system as it focuses in one of the major challenges in the industry (Govtrack, n.d.).

To ensure that there is a better control of fraud, in the healthcare system, there is a need to amend the time required for making reports. Currently, the bill proposes that the Secretary of Health should make a report every two years. This period is long given that the review of activities can be done within a year o operation. Therefore, reporting should be done on a yearly basis to increase efficiency in fraud control (Govtrack, n.d.).

 

References

Congregational Budget Office (n.d.). H.R. 6753: Strengthening the health care fraud prevention

            task force act of 2018. Retrieved from https://www.cbo.gov/publication/54552

Govtrack (n.d.). H.R. 525: Strengthening the health care fraud prevention task force act of 2019.

Retrieved from https://www.govtrack.us/congress/bills/116/hr525

Van Capelleveen, G., Poel, M., Mueller, R. M., Thornton, D., & van Hillegersberg, J. (2016).

Outlier detection in healthcare fraud: A case study in the Medicaid dental domain. International Journal of Accounting Information Systems, 21, 18-31.

 

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