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AHA's 2025-2027 Strategic Plan
The AHA's 2025-2027 Strategic Plan is rooted in four core disciplines — advocacy and representation, thought leadership, knowledge exchange and agents of change — which define AHA’s approach to providing value to members and advancing our field’s goals.
AHA's 2022-2024 Strategic Plan
The American Hospital Association’s 2022-2024 Strategic Plan seeks to position the AHA to lead, represent and serve the field as its national advocate and provide guidance to our members and stakeholders who will tailor their paths to their own communities.
Employers Will Be Focusing on These 3 Health Care Strategy Areas. Are You Ready?
America’s employers will evaluate their health plans, partnerships and vendors more closely this year as they try to create value, achieve higher quality and procure cost-effective services.
4 Ways to Drive Transformational Change in Sustainability
The recently released AHA-American Society for Health Care Engineering’s Health Care Leader’s Guide to Sustainability and Decarbonization spells out the sustainability challenge facing the field.
Intermountain, Memorial Hermann, Trinity Take Stake in $300 Million Private Equity Fund
Intermountain Healthcare, Memorial Hermann and Trinity Health are just a few of the provider organizations and payers who have taken a stake in a Nashville private-equity firm The Heritage Group’s latest $300 million fund. About 70% of the $300 million already committed comes from health systems and insurers like Horizon Blue Cross Blue Shield of New Jersey.
Strategic Planning Imperatives for the Path Forward
The AHA’s recently released 2021 Environmental Scan provides key data and insights on the current operational landscape and is designed to help leaders maneuver the rough road ahead.
Risky Business: How to Seize Future Growth Opportunities
Major transformational shifts in health care have made it difficult to visualize the path to future success. And building out an effective strategy — in which advancing innovation, making savvy technology investments and forging sound partnerships are givens — can be fraught with complexity, ambiguity and risk.
When Facing an Unforeseeable Future, Culture Is a Strategic Imperative
Tri-County Health Care in Wadena, Minn., experienced a cultural transformation over the past two years that significantly improved employee engagement, patient satisfaction, quality and safety, and other key operating parameters. What its leaders could not have predicted, however, was how this work also would make both the organization and hospital team members more resilient during the COVID-19 crisis and economic fallout that ensued.