Mini MBA in Healthcare Management Training Course

Participants can formulate strategic priorities from external, stakeholder and organisational evidence.

• PESTLE analysis for policy, demographic, economic and technology pressures
• Porter's Five Forces applied to provider and insurer markets
• Stakeholder mapping using power, interest, influence and engagement actions
• Mission, vision and strategic intent translated into measurable priorities
• SWOT and TOWS matrices used to select strategic responses
• Scenario planning for funding changes, demand shocks and workforce shortages

Participants can convert population need and demand data into service planning assumptions.

• Epidemiological indicators used to estimate service need and priority populations
• Demand forecasting from referrals, attendance, admissions and seasonal patterns
• Care pathways mapped from prevention through treatment and follow-up
• Health equity impact assessment for proposed service changes
• Needs assessment triangulating utilisation, outcomes, waiting times and community input
• Service catchment definitions based on geography, referral patterns and accessibility

Participants can define a service-line model, value proposition and strategic case.

• Service-line management structures linking clinical, operational and financial accountability
• Value proposition canvas applied to patients, referrers and payers
• Portfolio analysis using growth, margin, demand and strategic fit
• Make, buy, partner and refer decisions for specialist services
• Referral network design for integrated care and continuity
• Strategic objectives converted into service-line scorecard measures

Participants can interpret core financial statements and funding flows in healthcare settings.

• Income statement interpretation for provider, payer and programme managers
• Balance sheet items affecting liquidity, capital investment and financial resilience
• Cash flow drivers from reimbursement, payroll, suppliers and capital spending
• Funding mechanisms including tax, capitation, fee-for-service and bundled payments
• Restricted funds, grants and donor conditions tracked through budget controls
• Financial ratios for liquidity, margin, debt and operating efficiency

Participants can prepare and monitor a service budget using healthcare cost drivers.

• Zero-based, incremental and activity-based budgeting methods compared
• Cost classification into fixed, variable, direct and indirect categories
• Unit costing for visits, bed-days, procedures and care episodes
• Budget variance analysis separating volume, price, mix and efficiency effects
• Break-even analysis for proposed clinics, diagnostics and treatment services
• 13-week rolling cash forecast built from receipts, payroll and supplier data

Participants can build an evidence-based business case for a healthcare investment decision.

• Five-case model structure for strategic, economic and financial appraisal
• Options appraisal comparing do-nothing, minimum-change and preferred alternatives
• Net present value calculations for equipment, facilities and digital investments
• Sensitivity analysis for volume, reimbursement, staffing and inflation assumptions
• Benefits realisation plans with owners, measures and review dates
• Capital prioritisation criteria covering safety, demand, return and strategic alignment

Participants can diagnose patient-flow constraints and select operational improvement actions.

• Process mapping from referral through discharge and follow-up
• Little's Law applied to queues, work-in-progress and waiting times
• Bottleneck analysis identifying constrained resources and downstream consequences
• Demand-capacity matching using arrival patterns, staffing and appointment templates
• Bed occupancy, length of stay and discharge delay indicators
• Lean waste categories identified within clinical and administrative processes

Participants can establish quality measures and governance controls for a healthcare service.

• Donabedian structure, process and outcome measures for service quality
• Clinical governance domains covering audit, effectiveness, safety and accountability
• Quality dashboards combining outcome, experience, access and equity indicators
• Benchmarking methods using risk-adjusted rates and comparable peer groups
• Clinical audit cycle from standards selection through re-audit
• Patient-reported outcome and experience measures interpreted for improvement

Participants can assess healthcare risks and assign proportionate safety controls.

• Risk registers scored through likelihood, impact, controls and ownership
• Failure mode and effects analysis for high-risk care processes
• Root cause analysis following adverse events and near misses
• Swiss cheese model used to examine defence failures
• Incident reporting systems supporting learning rather than blame
• Compliance calendars covering licences, inspections, policies and mandatory reporting

Participants can develop workforce plans that link demand, staffing, capability and retention.

• Workforce demand modelling from activity, acuity and service standards
• Skill-mix analysis across clinical, administrative and support roles
• Roster design balancing coverage, fatigue risk and labour cost
• Workforce supply forecasts covering turnover, absence, retirement and recruitment
• Competency frameworks linked to supervision, appraisal and development plans
• Employee engagement indicators analysed alongside retention and patient outcomes

Participants can manage procurement decisions and supply risks affecting clinical operations.

• Category management for medicines, devices, facilities and outsourced services
• Total cost of ownership calculations for clinical equipment procurement
• Supplier evaluation using quality, cost, delivery and risk criteria
• Inventory controls using reorder points, safety stock and expiry monitoring
• Contract management through service levels, performance reviews and remedies
• Asset lifecycle planning from specification through replacement and disposal

Participants can assess digital health proposals using operational, financial and governance criteria.

• Digital maturity assessment across systems, data, users and governance
• Electronic health record benefits, implementation risks and adoption measures
• Interoperability concepts including HL7 FHIR and data exchange requirements
• Healthcare dashboard design using leading, lagging and balancing measures
• Data quality dimensions of completeness, accuracy, timeliness and consistency
• Cybersecurity risk controls for clinical systems and patient information

Participants can lead service change through structured stakeholder and implementation planning.

• Kotter's eight-step process applied to healthcare service transformation
• ADKAR assessments identifying awareness, desire, knowledge, ability and reinforcement gaps
• RACI matrices clarifying decision rights and implementation responsibilities
• Stakeholder engagement plans tailored to influence, concerns and communication needs
• Resistance analysis distinguishing technical objections from trust and identity concerns
• Executive communication framing decisions through outcomes, risks, costs and choices

Participants can create performance reports that support management and board decisions.

• Balanced Scorecard perspectives adapted for healthcare mission and performance
• KPI trees linking strategic outcomes to operational driver measures
• Statistical process control charts separating common and special variation
• Monthly performance packs integrating finance, quality, access and workforce data
• Traffic-light reporting rules with thresholds, trends and explanatory commentary
• Board papers structured around decisions, recommendations, assurance and escalation

Participants can build, review and present a complete healthcare management plan for a selected service or programme.

• Strategic case integrating population need, market evidence and organisational priorities
• Service model defining pathways, capacity, workforce and partner responsibilities
• Financial plan covering budget, unit costs, funding and investment assumptions
• Performance framework combining quality, access, experience and financial measures
• Risk and governance plan assigning controls, owners and escalation routes
• Implementation roadmap sequencing milestones, dependencies, communications and benefits reviews