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Strategic Plan

The Baruch MBA in Health Care Administration Program is designed to create, develop and disseminate the body of knowledge necessary to navigate through the challenges faced by managers in general, and within the healthcare industry specifically. It is an accelerated part-time program with a trimester schedule that enables students to complete the degree in three years. Typically, yearly admission is a cohort of 20-30 students and the total number of students in the program range 70 – 90. The academic year begins late August, and runs through June. Classes are scheduled every Tuesday and Thursday evenings, with some Wednesdays during the first trimester. A Total of 57 credit hours are required to complete the program.

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As an MBA program housed within the Zicklin School of Business of Baruch College, and governed by the School-wide MBA curriculum requirements, the 57-credit Baruch MBA Program in Health Care Administration includes 27 credits of Zicklin core business courses. As implemented in the Program, the core, while covering the same basic business functions addressed in the Zicklin core, does so with examples, applications, and exercises chosen within the Healthcare domain. The remaining 30 credits constitute the specific ‘major’ in the Zicklin MBA. The HC MBA major differs from others within the Zicklin School of Business in two ways: 1) The courses, taken collectively, are designed around the healthcare domain, rather than a business discipline such as accounting or marketing; and 2) Unlike the Zicklin MBA, the Program does not offer general electives.

The Program is accredited by the Commission on Accreditation of Healthcare Management Education (CAHME) and is recognized by The Association of University Programs in Health Administration (AUPHA). In addition, Baruch College’s Zicklin School of Business is accredited by The American Assembly of Collegiate Schools of Business (AACSB).

The Program originally began in 1969 as Baruch/Mt. Sinai Graduate Program in Health Care Administration, and graduated its first class of seven students in 1971. In the past 41 years the Program’s alumni have grown to over 1000. In 1990 the Program changed its design from a traditional full-time delivery to an executive-style that serviced health care professionals who work in the field. Due to Mt. Sinai School of Medicine’s recent strategic realignment of its affiliations, the Program currently is offered and administered solely by Baruch College’s Zicklin School of Business. Our students tend to be working professionals, highly focused, and committed to the health care field. The average number of years of work experience upon entering the Program is approximately four years and the median age is 28. The proportion of entering students who finish the Program is over 92 percent. Satisfaction with the Program is high; as the vast majority of recent graduates stated that their graduate experience met their expectations. Satisfaction with the Program continues with alumni. A survey conducted three years after graduation reported that 88.4 percent were extremely satisfied with the Program.

Vision and Mission

Vision

To be a leader among Health Care MBA programs in the Metro-NY area.

Mission

The mission of The Baruch Masters of Business Administration in the Health Care Administration Program (HC MBA) is to create and disseminate knowledge in healthcare domain, and to facilitate student development in a breadth of administrative competencies as well as an in-depth knowledge of timely, relevant, and effective managerial skills in the healthcare industry.

The Baruch Healthcare MBA program accomplishes its mission by:

  • Contributing to, and keeping abreast of the body of knowledge being created in business administration in general, and the healthcare industry in specific;
  • Promoting relevance and timeliness in our educational curriculum to prepare our students for success in the constantly changing Healthcare industry and its environment; and
  • Promoting our visibility and recognition of our graduates’ competences through building a community of students, faculty, staff, and alumni.

Strategic Goals

The Healthcare Program Steering Committee has identified three strategic goals related to its vision and mission.  These are aligned with the Zicklin School of Business strategic goals as articulated in its 2013 strategic plan as well as the SWOT analysis in the appendix.

Support a Preeminent Healthcare Education Environment

The HC MBA program has 70-90 students enrolled in its three-year cohort program, with a typical cohort of 20-30 students admitted each Fall. The Program consists of 25 courses, delivered by 20-21 faculty members; currently, 27 credits are delivered by 9 full-time Baruch faculty members and the remaining 30 credits by 11-12 Practitioner Faculty.

In the current climate in higher education, innovation is key. This involves both program and delivery innovation. The Program has made significant strides in the area of continuous improvement through its recent re-structuring of its curriculum. Additionally, the large number of Practitioners in our faculty requires that we place more emphasis into their management than previously, if we are to fully utilize their expertise in our environment.

Strategic priorities in this area:

  • Utilize a continuous improvement process in program admissions, fine-tuning the process to (a) improve the quality of entering students, (b) maintain retention and graduation rates; and (c) reflect the job market, thereby improving job opportunities.
  • Accelerate innovation in the educational curriculum
    • Create new courses and revise current course content responsive to current business needs (e.g., Revenue Cycle Management, Healthcare Informatics)
    • Form and engage an Advisory Board of regional healthcare executives to provide insight regarding the skill needs expectations of the industry.
    • Actively engage with students in satisfaction and outcome surveys
  • Promote continuous educational improvement
    • Coordinate with  the Office of Assessment, Accreditation, and Program Learning
    • Continue to develop Assurance of Learning tools and continuously improve activities throughout the faculty
  • Support Practitioner development
    • Ensure the appropriate mix of Academic and Practitioner instruction
    • Target and recruit high quality Practitioners
    • Provide useful on-boarding for new Practitioner hires
    • Empower and support both Practitioner and Academic faculty participation in collaborative curricular projects

Promote a Program of World Class, Impactful Research

AY 2012-13 has brought resurgence in faculty recruitment, with 31 new full- time faculty being hired across the Zicklin School. This brings the full-time faculty to 214 in all disciplines and functions of business. Every new faculty member is highly research- active and great care is being taken to fully communicate tenure and promotion expectations across all areas of faculty activity: research, teaching, and service.

Another development over the past year was the revision of AACSB standards for business schools. The thrust of the new standards is summed up in three words: impact, innovation, and engagement. In terms of research, Zicklin, through each of its programs, including the HC MBA, must demonstrate that faculty engage with the business community or other stakeholders, and that research output has impact, either in business practice, theory development, or student learning.

While the HC MBA program does not directly employ any full-time Faculty, many in our ranks have interest and expertise in the healthcare domain. The wide spectrum of research interest of the Zicklin faculty in all business disciplines represents an opportunity for the HC MBA program to actively engage with them and foster industry relationships to help ground their research in timely and relevant issues.

Strategic priorities in this area:

Promote and facilitate collaborative research opportunities between industry practitioners and Academic Faculty.

  • Encourage faculty in efforts to develop practical applications based on their academic research
  • Participate in the Dean’s E-Zine “Practitioner’s Corner” to have regular publication of the practitioner implications of faculty research
  • Support collaborative research projects between Academic and Practitioner faculty

Enhance a Program of Healthcare Community Engagement

The key to attaining the Program's above strategic goals is enhancement of healthcare community engagement.  Greater engagement will facilitate admissions, identification of noteworthy potential Practitioner faculty and research opportunities. From a marketing perspective, the Program must engage with the community in order to achieve a level of name recognition which stands on its own.  This effort should also work to promote the engagement of our faculty with the broader business community. The recent spate of hiring has brought new talent into our faculty, and that affords more opportunity to promote the expertise of our business faculty.

The Baruch HC MBA program has never had a serious marketing or engagement thrust as part of its organizational structure. Rather, it has relied heavily on Baruch College’s centralized Communications, External Relations, Marketing and College Advancement functions.

In order to implement this particular strategy, resources will have to be redirected to this effort.

Strategic priorities in this area:

  • Work with extant Zicklin and Baruch offices to identify community engagement opportunities
  • Utilize the services of the newly created position, Communications and Marketing Officer for the Zicklin Dean’s Office for targeted marketing campaigns.
  • Develop a Marketing Strategy that involves all forms of communication, including social media
  • Work with the Baruch College Office of Communications and Marketing to keep current the list of faculty experts to enhance opportunities for faculty to share their expertise with the community.
  • Take advantage of Zicklin’s strategic initiative to promote existing specializations and new concentrations.
  • Enhance our Alumni Networks through on-site events, publications, and social media
  • Promote activities that engage students in the greater New York City community (e.g., internships, projects with local businesses and nonprofit organizations, etc.) and greater healthcare community such as the UAB Case Competition

Action Items

Recognizing that most of our student-related functions such as recruitment and placement involve alumni, we have started a number of initiatives to revamp our community outreach:

  • A new marketing plan is in place, including efforts to revamp the Program’s website. This effort is geared towards emphasizing the career paths that the program facilitates
  • Efforts are under way to revamp alumni engagement; we are exploring venues to build upon our very successful event that took place on November 11, with 110 (10% of all alumni) attendance.
  • We have engaged a senior ‘mentor group’ of alumni, who have agreed to help our recent graduates and current students with their career planning efforts.


In response to the CAHME accreditation report, the Program has reached out to our alumni to form an Advisory Board. The Board is envisioned to meet formally at least twice a year. Administrators will report on the current status of the program and seek guidance in terms of curriculum, community outreach and marketing strategies to be deployed.

The Healthcare Program Steering Committee is reviewing different partnership configurations in response to the end of our strategic alliance with Mt. Sinai School of Medicine.  While the Baruch HC MBA Program is fully capable of providing the educational components of our curriculum, we believe that a formal affiliation with a practitioner institution(s), providing support and guidance for applications in the healthcare domain would enable us to fully exploit the opportunities that are emerging in this area; help us recruit qualified middle-managers and clinical staff into our program; facilitate opportunities for our faculty to engage in research programs; pursue research grants; enhance the visibility and national recognition of our program; and help us with our placement efforts.  Over the next year the committee will consider several options, such as reestablishing a co-branded partnership with a sole practitioner institution or developing a network of strategic alliances with partners in different sectors of the healthcare domain.  The Advisory Board and Dean's Office also will play roles in this review process.

The Steering Committee has adopted the initiative that will further revise the Program curriculum to place more emphasis on Quality Assurance and Management, Operational Effectiveness, Health Informatics, and implications of the Affordable Care Act. In collaboration with our envisioned partnership, the program will undergo a substantial curricular revision in its focus in these directions. We anticipate that our prospective partner will play a significant role in pinpointing the specific knowledge domains and skillsets which are required the forthcoming challenges for the industry as a whole.

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