Over the last forty years there has been an increase in the complexity and costs of the US healthcare delivery system.  Amidst the care needs and population health challenges, these gaps and needs have only become more significant.

Senior and aspiring leaders in healthcare systems need to address the challenges of:

Intended Audience

This academy is open to clinician and non-clinician staff within hospitals and is targeted toward:

• Leadership staff who aspire to promote into the C-Suite, and
• New C-Suite leaders who want to continue to promote up within their hospital

Elements of Competence

This educational activity is designed to change learner competence and focuses on the following competency areas:

• ACGME/Nursing: Interpersonal, and Communication Skills and Professionalism
• Interprofessional: Values/Ethics for Interprofessional Practice, Interprofessional Communication, and Teams and Teamwork
• Diversity, Equity, and Inclusion: Engage in Self-reflection

Global Learning Objectives

By the end of this academy, participants as members of the interprofessional healthcare team will be able to:

1. Measure and increase their personal and organizational influence through use of the Human Synergistics LSI 360 tool and speak the language of healthcare as a business.
2. Explain the distinctions between managing and leading, and gain skills and competency in both.
3. Apply cost accounting principles related to health care, appraise cost allocation models, and construct refined cost allocation models.
4. Articulate the relationship between operating results and the financial health of the health care organization (i.e., the relationship between the Income Statement and the Balance Sheet) and use this knowledge to suggest changes to organizational strategy.
5. Articulate the economics of managing the cost structure and revenue function of the operating budget in different payment environments (e.g., fee-for-service, bundled, and capitated), and make recommendations for changes in strategy within their own organizations.
6. Outline two proven change management strategies and apply one to one of their own organization’s major initiatives.
7. Develop strategic networks and partnerships during the academy to support ongoing learning and interactions with healthcare leaders.

1. 1. The University of Wisconsin–Madison Interprofessional Continuing Education Partnership (ICEP) and the Wisconsin Hospital Association gratefully acknowledge the financial support from The Wisconsin Hospital Association Foundation