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The American Hospital Association (AHA) is pleased to release Chapter 1 of its 2025 National Governance Report to the field.
Use this self-assessment to evaluate your board’s readiness to recruit and develop the next generation of board members and leadership.
In today’s environment it is particularly important for boards to take the time to discuss difficult issues, challenge assumptions and refuse to rely on groupthink when confronting strategic opportunities, financial challenges and quality oversight. To do this effectively, trust, candor, differing…
The ACE Mindset — attention, connection and empathy — is a path for engaging in difficult conversations that are required to intervene and interrupt biased behaviors and reduce its negative impact.
Executive sessions give board members the chance to talk privately to address sensitive and confidential issues, promote robust discussion and build trust.
"Boards Addressing Social Needs" discusses how hospital and health system trustees are promoting value in their communities by tackling societal factors that influence the health and well-being of their communities.
While continuing to respond to the COVID-19 crisis, hospital and health system boards can use this experience to strengthen leadership, engagement and trust.
An external review of workplace operations produces a Leadership Letter with observations and recommendations for continuous improvement, followed by open discussion among the board, CEO and top management.
Discover the benefits of shared performance goals at the system level and how to implement them in your executive compensation program with AHA's tips.
Most boards and governance experts say boards should be meaningfully involved in shaping and ultimately approving the strategic plan and major decisions—but if they try to develop plans, they’re bordering on management. The tricky part is distinguishing meaningful involvement from development.