Master of Health Administration has a competency model that contains 6 domains and 22 competencies that students are prepared for.

Domain 1: Knowledge of Healthcare System and Delivery  

All MHA students must demonstrate knowledge about general and evolving issues in healthcare and be prepared to apply this knowledge to diverse health care organizations.

1.1 Healthcare Environment. Ability to explain issues and advancements in the healthcare industry. An underlying curiosity and desire to know more about things, people, and issues, including the desire for knowledge and staying current with health, organizational, industry, and professional trends and developments. It includes pressing for more precise information; resolving discrepancies by asking a series of questions; and scanning for potential opportunities or information that may be of future use, as well as staying current and seeking best practices for adoption.

1.2 Legal and Regulatory Application and Assessment. Ability to understand and explain the regulatory and administrative environment in which the organization functions (e.g. antitrust; Stark, ACA). This includes the ability to understand and explain corporate compliance laws and regulations.

1.3 Process & Quality Improvement. The ability to analyze and design or improve an organizational process, including incorporating the principles of high reliability, continuous quality improvement, and user-centered design.

Domain 2: Business and Management Knowledge 

All MHA students must master core business and organizational management skills in a healthcare context.

2.1 Human Resources Management. The ability to implement staff development and other management practices that represent contemporary best practices, comply with legal and regulatory requirements, and optimize the performance of the workforce, 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.

2.2 Financial Skills.  The ability to understand and explain financial and accounting information, prepare and manage budgets, and make sound long-term investment decisions.

2.3 Strategic Orientation. The 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.

2.4 Project Management.  The ability to plan, execute, and oversee a multi-year, large-scale project involving significant resources, scope, and impact.

2.5 Information Technology Management. The ability to see the potential for administrative and clinical technologies to support process and performance improvement. Actively sponsors the continuous seeking of enhanced technological capabilities.

Domain 3: Critical Thinking and Analysis 

All MHA students must demonstrate the ability to conceptualize, analyze, synthesize, and evaluate information gathered from diverse sources.

3.1 Performance Measurement. The ability to understand and use statistical and financial metrics and methods to set goals and measure clinical as well as organizational performance; commits to and deploys evidence-based techniques.

3.2 Innovation.The ability to approach one’s work and the organization in new and breakthrough ways, including applying complex concepts, developing creative new solutions, or adapting previous solutions in promising new ways.

3.3 Analytical Thinking.Developing a deeper understanding of a situation, issue, or problem by breaking it down or tracing its implications step-by-step. It includes organizing the parts of a situation, issue, or problem systematically; making systematic comparisons of different features or aspects; setting priorities on a rational basis; and identifying time sequences, causal relationships, or if-then relationships.

3.4 Organizational Awareness.The ability to understand and learn the formal and informal decision-making structures and power relationships in an organization or industry (e.g., stakeholders, suppliers). This includes the ability to identify who the real decision makers are and the individuals who can influence them, and to predict how new events will affect individuals and groups within the organization.

Domain 4: Policy and Community Engagement 

All MHA students must demonstrate knowledge of the policy process at various levels of government, as well as the processes and methods required to change and evaluate organizational policy, and strategies to engage the community in multiple types of policy change.

4.1 Policy and Advocacy.Ability to effectively participate in discussions relating to health policy at the local, state, and federal levels.

4.2 Community Collaboration.The 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 population-based wellness needs and national health agenda.

Domain 5: Communication 

All students must apply interpersonal and communication skills in valuable information exchanges with faculty, peers, and preceptors. This includes abilities such as listening and communicating clearly using nonverbal, verbal, and writing skills.

5.1 Communication Skills. Ability to facilitate a group; speak and write in a clear, logical, and grammatical manner in formal and informal situations to prepare cogent business presentations.

5.2 Interpersonal Understanding. The ability to accurately hear and understand the unspoken or partly expressed thoughts, feelings, and concerns of others, especially those who may represent diverse backgrounds and very different worldviews. Levels of proficiency relate to the increasing complexity and depth of understanding, as well as openness to perspectives very different from one’s own.

Domain 6: Professionalism and Leadership 

All MHA students must demonstrate professionalism and leadership indicative of characteristics and abilities to influence others.

6.1 Professional & Social Responsibility. The demonstration of ethics, sound professional practices, social accountability, and community stewardship. Acting in ways that are consistent with one’s values and what one says is important.

6.2 Collaboration.The ability to work cooperatively and inclusively with other individuals and/or teams they do not formally lead; working together, as opposed to working separately or competitively

6.3 Team Leadership. The ability to lead groups of people toward shared visions and goals, from forming a team that possesses balanced capabilities, to setting its mission, values, and norms, and holding team members accountable individually and as a group for results.

6.4 Change Leadership. The ability to energize stakeholders and sustain their commitment to changes in approaches, processes, and strategies.

6.5 Achievement Orientation. Concern for surpassing standards of excellence. Standards may involve past performance (striving for improvement); objective measures (results orientation); outperforming others (competitiveness); challenging goals, or redefining the nature of the standards themselves (innovation).

6.6 Self-Awareness. The ability to have an accurate view of one’s own strengths and development needs, including the impact that one has on others. A willingness to address development needs through reflective, self-directed learning, and by trying new approaches.