Run a struggling three-hospital system across 20 quarters.
Student teams take charge of Regional Health Partners, a three-hospital system serving 1.2 million people. Its operating margin is falling, nursing turnover is at 28%, and the board is losing patience. Teams have twenty quarters to fix it while two competing systems, Mercy Regional and University Health, go after the same patients and staff. Six AI advisors help teams think each decision through, and the final call stays with the team.
CEO Margaret Chen's mandate is blunt.
Capacity, supply chain, and staffing decisions decide whether a health system survives, and Flexee Healthcare teaches them together. Decisions build on each other over time, and students judge their work by the results.
Student teams run Regional Health Partners, a struggling three-hospital system serving 1.2 million people in the upper Midwest. Operating margin sits at 2.1% against a 4.0% board target. Nursing turnover is 28%. ED wait times have made the local news. Mercy Regional is taking share. CEO Margaret Chen's mandate is blunt: stabilize the system, get margin above 4%, stop losing share, and fix the ED, or the board sells the system. Teams compete against Mercy Regional and University Health across 20 quarters.
Each quarter, teams submit 38 decisions across 11 operational areas. The engine works out what happened, updates 40 metrics, draws from a library of 24 compliance events, and releases results and a leaderboard. Effects lag and build on each other. A staffing ratio set two quarters ago shows up now as turnover, and a GPO switch may not have delivered its savings yet. Students analyze, commit, and then see whether their analysis held.
Built for healthcare operations.
Competitors in the same market.
Teams compete against each other, and every quarter's decisions play out in a shared market where Mercy Regional and University Health are also making moves. Reading what competitors are doing, and what the payer mix suggests they'll do next, is part of what the simulation teaches.
Consequences that compound.
Effects lag and build on each other. A staffing ratio set two quarters ago shows up now as turnover. A GPO switch hasn't delivered its savings yet. A quality investment from three quarters ago finally shows up in readmission numbers. Students learn to manage healthcare operations as one system.
Diagnostic tools that show why.
Two diagnostic features make the reasons visible. Students get a board-score drill-down that traces the top number back to the decision behind it. Faculty get a counterfactual explorer that re-runs a closed quarter with one decision swapped and shows what the score would have been. The replay reproduces the original conditions, so only the swapped decision changes the result.
Performance lands in one number the board uses to judge the turnaround.
The Board Satisfaction Score runs from 0 to 100 and blends four weighted subscores. A team wins by getting margin above 4% while quality improves and the board stays out of the way. It loses if the score stays too low for too long and the system is sold. Every decision traces to one of the four subscores.
Every quarter, teams submit 38 decisions across the whole system.
Students cover all six CAHME accreditation domains and the full ACHE Board of Governors competency set through their decisions and the results: payer mix, CMS reimbursement, the nursing workforce, supply chain, quality measurement, and the tradeoffs between margin and mission at a safety-net hospital.
Four teams. Twenty quarters. One market.
Twenty quarters of consequences.
Teams submit decisions each quarter across all 11 operational areas. The engine works out what happened, updates 40 metrics, draws from the library of 24 compliance events, and releases results and a leaderboard. Early decisions shape late outcomes.
Four teams in a shared market.
Teams compete in the same market. A team's staffing decisions shape its own results, and its competitors' decisions shape the labor market they all hire from. Pricing affects a team's margin, and competitors' moves shape which options patients notice.
The board-score drill-down and the counterfactual explorer.
Students get a board-score drill-down that traces the top number back to the decision behind it, from the Board Satisfaction Score to a subscore, an operational area, and the specific decision. Faculty get a counterfactual explorer that re-runs a closed quarter with one decision swapped to show what the score would have been. The replay reproduces the original conditions, so only the swapped decision changes the result.
See if Flexee Healthcare fits your MHA or healthcare administration course.
Flexee Healthcare is in faculty testing now. It's built for MHA programs, MBA healthcare concentrations, and executive education for healthcare administrators. Talk to Chuck about early access and how Regional Health Partners would fit your course.