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HALM exam Format | HALM Course Contents | HALM Course Outline | HALM exam Syllabus | HALM exam Objectives

Exam Code: HALM

Exam Name: Health Care Administration- Leadership and Management

Number of Questions: Approximately 200 multiple-choice questions (single-best-answer format)- including scored items and non-scored field test items.

Time Allotted: 4 hours total

Passing Score: Scaled score of 77 out of 100 (equated score; not a raw percentage).



- Signs- Symptoms and Presentations: 10%

- Abdominal & Gastrointestinal Disorders: 7%

- Cardiovascular Disorders: 10%

- Cutaneous Disorders: 3%

- Endocrine- Metabolic & Nutritional Disorders: 5%

- Environmental Disorders: 2%

- Head- Ear- Eye- Nose & Throat Disorders: 4%

- Hematologic Disorders: 3%

- Immune System Disorders: 2%

- Systemic Infectious Disorders: 7%

- Musculoskeletal Disorders (Non-traumatic): 3%

- Nervous System Disorders: 6%

- Obstetrics and Gynecology: 3%

- Psychobehavioral Disorders: 2%

- Renal and Urogenital Disorders: 3%

- Thoracic-Respiratory Disorders: 7%

- Toxicologic Disorders: 4%

- Traumatic Disorders: 9%

- Procedures & Skills: 8%

- Other Components: 2%



Total: 100%



- Accounting principles- financial controls- P&L- and financial statements

- Business plan development (e.g.- adding new services- return on investment)

- Capital budgeting and asset management (e.g.- funding sources- long-term implications of capital planning- such as depreciation)

- Contracts legal and financial implications



- Financial decisions' impact on operations- health care- human resources- and quality of care

- Fundamental productivity measures (e.g.- hours per patient day- cost per patient day- units of service per labor hour)

- Funding sources (e.g.- issuance of bonds- philanthropy- grants- and foundations)



- GME reimbursement models and associated regulatory/compliance law (e.g.- IME- DME)

- Interpretation of marketing data (e.g.- market analysis- market research- sales- advertising)

- Methods for determining community gaps/need for health care services (community need)

- Methods for determining the fair market value for services provided (clinical- academic affiliations- teaching- or research)



- Negotiation strategies and techniques

- Operating budget principles (e.g.- fixed vs. flexible- zero-based- variance analysis- contribution margin)

- Prioritization of capital resources and associated conflict resolution

- Reimbursement methodologies (e.g.- academic- managed care models- federal/state matching- value-based- fee-for-service- risk-based)



- Centers for Medicare and Medicaid payer-based models

- Revenue generation (e.g.- billing- coding- new ways to generate revenue- pricing strategies- and transparency)

- Stark- antitrust- and kickback laws related to physician services

- Mergers and acquisitions

- Vendors and payor relations

- Contract and vendor sourcing

- Business community relations

- Advertising and marketing

- Taxation law

- Collaborating with competitors



- Health disparities

- Health care access- quality- cost- resource allocation- accountability- and the community

- Health care trends and barriers across the continuum of care (e.g.- extended care- acute hospital care- ambulatory care- home care)

- Non-traditional settings and methods to Boost access

- Hospital-at-Home



- Patient-centered care

- Social determinants of health

- Community Social Services Relations

- Telehealth impact and other emerging technologies

- Value-based care models

- ACOs



- Bundled payment models

- Clinically integrated networks

- Co-management agreements

- MIPPS/MACRA

- The transition from volume to value-based care implementation



- Health system governance structure (e.g.- bylaws- articles of incorporation) and operations (e.g.- board member selection- education- orientation- monitoring- and exam)

- Board member conflicts of interest- dualities of interest

- Administrative staff conflicts of interest- dualities of interest

- Health system governing board models- roles- and responsibilities- e.g.:

- Financial oversight (nonprofit vs. for-profit settings)

- Patient safety and assurance of the quality of care

- Preservation of assets- reputation- and risk management

- Statutory and regulatory compliance

- Strategic planning



- Health system physician leader's role (e.g.- CMO/VPMA) with board/institutional governance and medical staff

- Medical staff structure and its relationship to governing bodies (e.g.- board oversight of credentialing- privileging- employed vs. voluntary models- and disciplinary process)

- Medical staff call obligations and compensation

- Public policy- legislative- and advocacy processes

- Philanthropic and investment processes



- Organizational-level committee structure and participation

- Management of single-entity versus federation of entities

- Matrix management (e.g.- medical group- health plan)

- Coalition building

- Managing competition (internal and external)

- Interface to Medical Transport Systems

- Foundational Model and Health System Direction



- Auditing

- Clinician roles and qualifying criteria (e.g.- administrative versus clinical)

- CMS Conditions of Participation

- Compliance and regulatory (e.g.- antitrust- conflict of interest- EMTALA- Stark- billing- and coding)

- Continual readiness for accrediting/regulatory organization inspection and compliance (e.g.- TJC- ACGME- OSHA- FDA- NRC- CDC- state- federal/tribal accreditation/certification/licensure)

- GME policies and accreditation requirements



- Information security management (e.g.- PHI- HIPAA- FOIA- the release of information)

- Management of information security breaches

- Medicare and Medicaid regulations

- Other third-party payment regulations (e.g.- PPO- HMO)

- Patients' rights laws and regulations (e.g.- informed consent- advance directives- involuntary commitments)

- Regulatory reporting requirements

- Research office leadership compliance and regulation (HIC- IRB- grants management)

- Advocacy and engagement

- Lobbying entities

- Federal agencies (e.g.- MedPac)

- Organized Health care (e.g.- NQF- AHA- AMA- etc.)



- Applications

- Clinical documentation auditing and improvement strategies (role of physician advisors)

- Compliance (e.g.- HIPAA security requirements- HITECH Act meaningful use requirements)

- Data and equipment interoperability

- Data management

- Security breaches- malware- ransomware- etc.

- Ongoing innovation- maintenance

- Upgrading and conversions

- Decision support and alert fatigue



- Health care analytics

- Big data

- Augmented intelligence

- HIPAA

- HITECH Act meaningful use

- Information systems continuity and redundancy

- Physician and end-user engagement in IT strategies

- Technology lifecycles

- Technology policies and regulations

- Social media trends

- Workforce engagement and compliance with institutional systems



- Compensation and benefits practices

- Conflicts and dualities of interest (e.g.- industry relationships)

- Conflict resolution and grievance procedures

- Diversity- inclusion- and equity strategies

- Employee safety- security- and health issues (e.g.- OSHA- workplace violence)

- Employee satisfaction exam- engagement- motivation- and career development tools

- Labor relations and laws (e.g.- FMLA- FLSA- EEOC- ERISA- worker compensation)

- Performance management systems (e.g.- performance-based evaluation- rewards systems- disciplinary policies- and procedures)



- Physician satisfaction exam and engagement tools and techniques

- Recruitment and retention approaches and techniques

- Staffing models- productivity management- and the impact of changes on the quality of care

- Interprofessional care delivery teams

- Succession planning models

- Workforce cultural competency strategies

- Workforce wellness

- Burnout mitigation

- Impaired individuals

- Utilization and impact of external staffing agencies



- Benchmarking standards to define- monitor- and assure evidence-based- efficient- timely- appropriate- cost-effective- equitable- patient-centered care

- High-reliability care organizational (HRO) principles- tools- and monitoring processes (e.g.- error reduction- serious safety event and near-miss reporting- just culture- root cause analysis- regulatory safety event reporting requirements- corrective action plans- and error disclosure)

- Performance standard-setting- documentation- measurement- and monitoring (e.g.- evidence-based clinical pathways- value-based care- population health- pay-for-performance- patient satisfaction)



- Principles of patient safety- methods- and legal aspects of medical staff credentialing and peer review- including OPPE and FPPE

- Process and quality improvement principles- measurement tools- and techniques (e.g.- plan-do-study-act- lean daily management- Six Sigma)

- Quality program leadership- strategic planning- operations- and financing

- Risk management principles and programs (e.g.- insurance- education- workplace safety- injury management- patient complaints- patient and staff safety- and security)

- Utilization review and leadership of case management teams

- Education in identifiable gaps in system-based practice

- Longitudinal understanding of the system-wide organizational structure

- Community initiatives (e.g.- violence prevention)

- External agency engagement (e.g.- NAHQ- AHRQ- NAM- etc.)



- Clinical operational leadership for interprofessional teams across the continuum (e.g.- planning- direction- execution- evaluation) for:

- Ancillary services (e.g.- lab- radiology- pharmacy)

- Providers (e.g.- nonprofit- for-profit- federal- public health)

- Support services (e.g.- the environment of care- plant operations- materials management- supply chain management- hospitality services)

- Collaborative techniques for engaging and working with physicians

- Contingency planning (e.g.- emergency preparedness- disaster management- National Incident Management System)

- Organizational systems (e.g.- span of control- chain of command- interrelationships of organizational units)



- Principles of media relations- advertising- social media- and community relations

- Resource allocation methods and related conflict management

- Team Leadership

- Change management

- Conflict resolution

- Diversity- equity- and inclusion

- Emotional intelligence

- Group dynamics

- Interpersonal communication

- Organizational culture development and resources

- Public relations and media

- Risk communication

- Situational leadership skills

- Team building

- Assembly



- Conflict of interest issues and solutions as defined by organizational bylaws- policies- and procedures (futile care)

- Consequences of unethical actions

- Cultural and spiritual diversity of patients and staff as relates to health care needs

- Patient-centered care and shared decision making

- Ethical implications of human- or animal-subject research

- Research enterprise initiatives

- Ethics committees' roles- structure- and functions

- Patients' rights and responsibilities (e.g.- informed consent- withdrawal of care- advance directives)

- Professional standards- licensure- board certification- code of conduct

- Educational program integration and continuing education

- Staff

- Medical Professionals

- Role modeling professionalism in the learning environment

- Strategies for management of the disruptive physician

- Organizational policies on misinformation

- Medical marijuana

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