Mission Statement

The Masters in Health Care Administration (MHA) program at Idaho State University will provide early and mid-career professionals, in Idaho and beyond, with foundational, conceptual, technical, and human relations skills needed to assume increasingly responsible leadership roles in the healthcare industry.

Vision Statement

The MHA program will be widely regarded as one of the finest jointly AACSB & CAHME accredited MHA programs in the western U.S. and the premier healthcare leadership education venue in the State of Idaho.

Values Statement

Teamwork/Collaboration: We forge value added partnerships across the various disciplines and communities we serve. We value and celebrate teamwork.

Integrity: We seek the highest level of professional and ethical conduct in our decision making and other personal and professional endeavors.

Mutual respect: We strive to treat each other and our stakeholders with respect.

Excellence: We seek continuous improvement and the highest levels of standards of leadership, teaching, research, and service. Our quest for excellence emphasizes the principles and practices of evidence-based management.

Diversity, equity and inclusion: We strive to maintain a diverse, equitable, and inclusive environment for all, and promote a culture of belonging in the community.

Meeting the Gold Standard

The MHA program at ISU is in candidacy at the Commission on Accreditation of Healthcare Management Education’s (CAHME). Candidate status is an indication that a program in healthcare management has voluntarily committed to participate in a plan of self-improvement and is actively progressing toward the status of accreditation. Candidate status is not accredited status and does not guarantee eventual accredited status.  CAHME is the accreditation agency for MHA and related programs and represents the highest and most distinguished level of accreditation.

The MHA program and faculty will be affiliated with Idaho’s only AUPHA-certified undergraduate healthcare administration program, located at Idaho State University. The MHA program vision is to be regarded as one of the finest CAHME accredited programs in the western United States and the premier healthcare leadership education venue in the state of Idaho.

Goals, Objectives and Outcomes

MHA Program Goals:

Curriculum Manageability

The MHA program is designed to be very manageable for either full or part-time students. MHA courses will primarily take place in traditional classroom settings in Meridian, Idaho Falls, and Pocatello. Roughly half of classes will be offered online and remote access will also be available at designated class times through Zoom Video Conferencing. 

Competencies

The MHA competencies adopted were based on a review of the Healthcare Leadership Competencies, provided by the American College of Healthcare Executives (ACHE). The competencies set forth by the ACHE are derived from the competencies in the Healthcare Leadership Alliance (HLA) Competency Director. As noted in the ACHE competency description, the competencies set forth by the HLA are driven by market research (i.e., job analysis surveys) to identify common tasks among healthcare managers. Utilizing these competencies set forth by the HLA and ACHE showcases the extensive knowledge required by healthcare managers to ensure both organizational efficiency and effective healthcare provision for the population.

Domain 1: Communication and Interpersonal Effectiveness

Communication skills: emphasizes the ability to communicate effectively both orally and in writing with internal and external stakeholders. This domain underscores the importance of establishing and maintaining relationships, facilitating constructive interactions, and ensuring that all communications are culturally sensitive and aligned with the organization’s mission, vision, and objectives.

Domain 2: Leadership

Leadership skills and behavior: focuses on the ability of healthcare leaders to inspire individual and organizational excellence, create a shared vision, and effectively manage change to achieve the organization’s strategic goals and ensure successful performance. Leaders must understand and apply different leadership styles and techniques, recognizing that different situations may require different approaches. A deep understanding of leadership theory and its situational applications is essential for adapting to the complexities of the healthcare environment.

Domain 3: Professionalism and Ethics

Personal and professional accountability: emphasizes the ability to align personal and organizational conduct with ethical and professional standards. This domain reflects a deep responsibility to patients and the broader community, embodying a service orientation and a commitment to lifelong learning and improvement. Professionalism extends beyond individual behavior to encompass organizational ethics. Leaders must integrate both organizational business and personal ethics into their daily operations, fostering a culture that values ethical decision-making.

Domain 4: Knowledge of the Healthcare Environment

Health systems and organizations: encompasses a comprehensive understanding of the healthcare system and the complex environment in which healthcare managers and providers operate. Leaders must understand the various managed care models, their structures, and the environments in which they operate, recognizing how these models influence care delivery and organizational performance. From a business perspective, leaders must also comprehend the levels of service, enabling them to balance quality care with the financial sustainability of their organization. This competency domain ensures that healthcare leaders possess the knowledge and understanding needed to effectively manage within the healthcare environment, making informed decisions that promote organizational success and improve patient outcomes.

The community and the environment: domain equips healthcare leaders with the essential understanding of the socioeconomic, regulatory, and legislative landscapes in which their organizations operate. This competency also emphasizes the importance of adherence to corporate compliance laws and regulations, along with navigating the complex regulatory environment shaped by governmental and accreditation agencies. Healthcare leaders must be attuned to the socioeconomic dynamics of the communities they serve, recognizing how these factors impact health outcomes, access to care, and the overall demand for services.

Domain 5: Management, Business and Critical Thinking

General management: provides healthcare leaders with the essential skills to effectively manage and optimize organizational processes. Healthcare leaders are required to analyze, evaluate, and integrate information from a variety of sources to support sound decision-making. Developing and implementing business plans is a critical aspect of this domain, where leaders must not only create strategies that align with organizational goals but also ensure their successful execution. General management requires a deep understanding in project management, where leaders must effectively organize and manage resources to achieve optimal performance.

Financial management: focuses on the mastery of fundamental financial principles, including basic financial management and analysis techniques. Leaders must be adept at financial planning, utilizing methodologies that align organizational objectives with sound fiscal strategies. A strong understanding of financial statements and outcomes measures is crucial for monitoring organizational performance and making informed decisions.

Organizational Dynamics and Governance: a strong grasp of governance theory and the ability to construct and maintain effective governance systems are essential for ensuring that organizations operate smoothly and in compliance with applicable laws and regulations. This competency encompasses a thorough comprehension of organizational systems theories, which provide insights into how various components of an organization interact and affect overall effectiveness. Effective governance is a cornerstone of organizational health. Student will understand governance theory and be able to apply it to construct robust governance systems.

Quality improvement: focuses on benchmarking techniques to measure performance against industry standards and best practices. Quality improvement theories and frameworks guide leaders in planning and managing quality initiatives, recognizing quality as a strategic priority. Students will develop skills regarding how to implement performance and process improvement programs, quality assurance measures, and patient satisfaction initiatives to ensure high standards of care.

Critical thinking, analysis, and problem solving: students will ascertain the ability to engage in critical thinking, analysis, and problem solving is pivotal for addressing the multifaceted challenges of the healthcare sector. Student will gain the capacity to evaluate complex issues, question assumptions, and synthesize information. They will also gain the ability to dissect and interpret data to uncover insights and inform decision-making. Through aspects such as scenario-based learning, case studies, and simulations that mimic real-world healthcare challenges, students will develop fundamental problem-solving skills. These competencies are integral to preparing students for leadership roles that require sound decision-making and strategic planning in a rapidly evolving field.