/ en Sat, 26 Apr 2025 05:07:33 -0500 Tue, 11 Feb 25 16:24:31 -0600 /news/headline/2025-02-11-judge-orders-administration-restore-frozen-federal-funding <p>A federal judge in Rhode Island yesterday <a href="https://storage.courtlistener.com/recap/gov.uscourts.rid.58912/gov.uscourts.rid.58912.96.0_4.pdf" title="funding restore">ruled</a> that the Trump administration must restore frozen federal funding amid ongoing legal proceedings about the funds. U.S. District Judge John McConnell, who issued the initial order Jan. 31 to block the funding freeze, said the administration had yet to comply with the order.  </p> Tue, 11 Feb 2025 16:24:31 -0600 Transforming Governance /news/headline/2025-02-11-court-rules-restore-webpages-taken-down-administration <p>U.S. District Judge John Bates today <a href="https://storage.courtlistener.com/recap/gov.uscourts.dcd.277069/gov.uscourts.dcd.277069.12.0.pdf" title="judge ruling">ordered</a> the Department of Health and Human Services, Centers for Disease Control and Prevention, and the Food and Drug Administration to restore webpages that were removed in compliance with the Trump administration's executive order on gender ideology, pending ongoing litigation. Bates granted a temporary order requested by Doctors for America, which said the removal of the webpages violated federal law.   </p><p>“Defendants, meanwhile, face a minimal burden if required to restore the public’s access to resources, many of which defendants made public for many years,” Bates said. “There is nothing in either the [Office of Personnel Management] memorandum or the record, and indeed defendants proffered no information at the hearing, to suggest the restoration of the removed webpages would pose a burden on the agencies’ ability to engage in their work.” </p> Tue, 11 Feb 2025 16:19:27 -0600 Transforming Governance /news/headline/2025-01-21-2025-aha-committee-governance-chair-james-liggins-shares-what-lies-ahead-boards <p>In the latest issue of AHA's Trustee Insights newsletter, James Liggins, Jr., 2025 AHA Committee on Governance chair and board chair of Bronson Healthcare System, shares how boards need to prepare for integrating artificial intelligence and other emerging governance issues.<strong> </strong><a href="https://trustees.aha.org/2025-cog-chair-future-governance"><strong>READ MORE</strong></a><strong> </strong></p> Tue, 21 Jan 2025 14:34:04 -0600 Transforming Governance /member-knowledge-exchange/2024-12-11/resilient-health-system-operating-model <div> </div>header.jumbotron {display:none} <div> /* center_body */ .center_body { /*margin-top:50px;*/ /* margin-bottom: 50px;*/ } .center_body h3 {} .center_body p { font-size: 16px } p.center_Intro { color: #002855; line-height: 1.2em; font-size: 30px; margin: 10px 0 25px 0; font-weight: 700; font-size: 2em; } @media (max-width:768px) { p.center_Intro { line-height: 1.2em; font-size: 23px; font-size: 1.45em; } } .center_body .center_Lead { color: #63666A; font-weight: 300; line-height: 1.4; font-size: 21px; } /* center_body // */ /* Banner_Title_Overlay_Bar */ .Banner_Title_Overlay_Bar { position: relative; display: block; overflow: hidden; max-width: 1170px; margin: 0px auto 25px auto; } .Banner_Title_Overlay_Bar h1 { position: absolute; bottom: 40px; color: #003087; background-color: rgba(255, 255, 255, .8); width: 100%; padding: 20px 40px; font-size: 3em; box-shadow: 0 3px 8px -5px rgba(0, 0, 0, .6); } @media (max-width:991px) { .Banner_Title_Overlay_Bar h1 { bottom: 0px; margin: 0px; font-size: 2.5em; } } @media (max-width:767px) { .Banner_Title_Overlay_Bar h1 { font-size: 2em; text-align: center; text-indent: 0px; padding: 10px 20px; } } @media (max-width:530px) { .Banner_Title_Overlay_Bar h1 { position: relative; background-color: #63666A22; } } /* Banner_Title_Overlay_Bar // */ <header class="Banner_Title_Overlay_Bar"><img src="/sites/default/files/2024-12/VED_Accenture_Governance_banner_1170x250.png" alt="Banner Image" width="1170" height="250"><div><h1>The Resilient Health System Operating Model</h1></div></header>/* CntMenuSub */ .CntMenuSub{ margin:20px 0px; padding-bottom: 5px; color: #afb1b1; letter-spacing: 1.5px; font-weight: 400; font-size: .7em; } .CntMenuSub .CntMenuBar{ border-bottom: 1px solid lightblue; } .CntMenuSub .CntMenuBar a:after{ content: "|"; padding: 0 3px 0 6px; color: #555; } .CntMenuSub .CntMenuBar a:last-child:after{ content: ""; } .CntMenuSub .CntMenuSubHome, .CntMenuSub .CntMenuSubParent{ text-transform: uppercase; color: #555; opacity: .9; } .CntMenuSub .CntMenuSubParent{ } .CntMenuSub .CntMenuSubChild{ } .CntMenuSub .CntMenuSubCurrent{ opacity: .7; } .CntMenuSub .CntMenuSubHome:hover, .CntMenuSub .CntMenuSubParent:hover{ text-transform: uppercase; color: #d50032; } /* CntMenuSub // */ <div class="container CntMenuSub"><div class="col-md-1"> </div><div class="col-md-10 row CntMenuBar"><a class="CntMenuSubHome" href="/education-events/aha-virtual-executive-dialogues">AHA Knowledge Exchange</a> <span class="CntMenuSubChild" id="CntMenuSubChild">The Resilient Health System Operating Model</span></div><div class="col-md-1"> </div></div><div class="row spacer"><div class="col-sm-3"><div><a href="/system/files/media/file/2024/12/ke-accenture-resilient-health-system-operating-model.pdf" target="_blank"><img src="/sites/default/files/2024-12/VED_Accenture_Governance_cover_910x1220.jpg" alt="AHA Knowledge Exchange | The Resilient Health System Operating Model" width="100%" height="100%"></a></div></div><div class="col-sm-9 center_body">.sponsortype { color: #9d2235; font-size: 1.5em; margin: 0px; font-weight: 700; } <p class="sponsortype">AHA Knowledge Exchange</p> Intro.............. </p> --> xxxxxx </p> --><h2>Organizational strategies and new avenues for value creation in health care</h2><p>Health care systems are facing the leadership challenge of navigating between the benefits of scale and the added operational complexities that can come with size. The pandemic fundamentally altered consumer behavior and expectations while reshaping traditional health care service delivery models. Large systems can experience delays in decision-making amid layers of review and internal deliberations. Add to this the entry of nontraditional provider competitors and technology disruptions and it becomes an imperative for health systems to continuously examine and improve operational and governance models. This Knowledge Exchange e-book examines how health system leaders are changing governance, decision-making and their operating models for the future.</p><div class="row">@media (min-width:768px){ .EDsponsorFloat{ float:right; } } @media (max-width:767px){ .EDLinkFloat{ position:relative; left:27%; } .EDsponsorFloat { text-align:center } } <div class="col-sm-6"><a class="btn btn-wide btn-primary EDLinkFloat" href="/system/files/media/file/2024/12/ke-accenture-resilient-health-system-operating-model.pdf" title="AHA Knowledge Exchange | The Resilient Health System Operating Model" data-view-context="top-level-view">Download the Report</a></div><div class="col-sm-6"><div class="EDsponsorFloat">Sponsored by: <a href="https://www.accenture.com/" target="_blank" rel="noopener nofollow"><img src="/sites/default/files/2023-10/Accenture_FutureReadyWorkforce_transparent_logo_834x313.png" alt="Accenture Logo" width="100%" height="100%"></a></div></div></div></div></div>.sp_CTA5_holder { margin-top:0px; border-bottom: solid 1px #555; padding-bottom: 50px; } .sp_CTA5_holder_last { border-bottom: solid 0px #555; } .sp_CTA5_holder >div{ overflow: auto; } .sp_CTA5_holder ul { list-style: none; /* Remove default bullets */ padding-left: 0px; /*width: calc(100% - 15%);*/ /*margin: 50px auto 0;*/ margin:auto 50px; } .sp_CTA5_holder ul li{ margin-bottom:7px; line-height: 1.5em; font-size:16px; } .sp_CTA5_holder ul li::before { content: " "; font-size: 1em; margin-right: 10px; display: inline-block; height: 12px; background-color: #9d2235; width: 12px; position: relative; top: 0px; -webkit-transform: rotate(45deg); -moz-transform: rotate(45deg); -o-transform: rotate(45deg); } .sp_CTA5_holder ul li{ padding-left:23px; text-indent:-23px; } .body ol>li, .body ul>li{ font-size:16px: } .sp_CTA5_holder h2 { color: #002855; /*! line-height: 2em; */ font-size: 2.15em; margin: 0 0 15px 0; /*! font-size: 30px; */ } .sp_CTA5_holder h3 { /*color: #002855;*/ line-height: 1em; /*font-size: 1.5em;*/ margin-bottom: 25px; margin-top:5px; font-size: 28px; } .sp_CTA5_section{ margin-top: 25px } .sp_CTA5_ImgShadow { /*background-color:green;*/ /* just a visual */ text-align: center } .sp_CTA5_ImgShadow { padding-bottom:75px; /* must match the padding on the img*/ margin: 0px; } .sp_CTA5_ImgShadow img{ width: calc(100% - 35px - 15px); -webkit-box-shadow: 50px -75px 0px 0px rgba(185, 217, 235, 1); -moz-box-shadow: 50px -75px 0px 0px rgba(185, 217, 235, 1); box-shadow: 50px -75px 0px 0px rgba(185, 217, 235, 1); position: relative; top: 75px; max-width: 490px; } @media (max-width:990px){ .sp_CTA5_ImgShadow img{ max-width: 350px;} } @media (max-width:990px){ .sp_CTA5_ImgShadow { padding-bottom:75px; /* must match the padding on the img*/ margin: 0px; margin-right: 40px } } <div class="row spacer sp_CTA5_holder sp_CTA5_holder_last"><div class="col-md-12"><h3>10 ways health system executives are building a robust governance and operating model</h3><div class="sp_CTA5_section"><ul><li>Design your governance structure for where you want to be in the future and for growth.</li><li>Activate your operating model to align the organization to execute your playbook.</li><li>Create system committees and set clear approval authorities to move to one corporate culture.</li><li>Develop matrix-defining key accountabilities and decision rights across the organization.</li><li>Amplify physician and nurse leaders in the organization to have decision rights regarding the vision, strategy and priorities as well as the pipelines of the C-suite.</li><li>Empower decision-making bodies to be agile and move strategy forward.</li><li>Set a timeline, process and an approval process for all major initiatives.</li><li>Bring new voices and diversity onto the board — a mix of out-of-market people while keeping a balance of market people and skill sets.</li><li>Implement innovative care models, invest in automation to streamline work and move to a global workforce model.</li><li>Evaluate governance and operating structure yearly against strategy (what you are trying to achieve) and top organizational risks.</li></ul></div></div></div><h2>Participants</h2>/* people */ .people { margin-top: 50px; } .people img:nth-child(1) { border-radius: 200px; -moz-border-radius: 200px; -webkit-border-radius: 200px; margin-bottom: 10px; max-width:200px; /* for Transformation Talks */ display:block; /* for Transformation Talks */ margin:auto; /* for Transformation Talks */ } .people img:nth-child(1):hover { opacity: .7 } @media (max-width:991px) { .people { margin: auto; } .people p { text-align: center } } .ci_profile { margin-bottom: 30px; display: block; text-align:center /* this is for the "Executive Dialogue" page */ } @media (max-width:991px) { .ci_profile { text-align: center } } .ci_profile p { margin: 0 0 7px 0 } .ci_profile_name { font-weight: 700; font-size: 20px; } p.ci_profile_name { font-size: 1.5em; line-height:1.2em; margin-top:10px } .ci_profile_title { font-style: italic; line-height: 1.3em } .ci_profile_company { font-size: 1em; } p.ci_profile_award { font-size: .8em; text-align:center; color:#55555599; font-weight: 700 } .ci_profile_social { width: auto; } .ci_profile_social i { padding-right: 25px; font-size: 20px } .ci_profile_social a:last-of-type i { padding-right: 0px; } #ci_footer-social { font-size: 1.5em; padding-top: 0px; width: 100%; text-align: right; } @media (max-width:991px) { .ci_logo { margin-top: 25px } .ci_social p { text-align: center !important; } #ci_footer-social { text-align: center } } @media (min-width:769px){ .people .rowEqual_768 { display: -webkit-box; display: -webkit-flex; display: -ms-flexbox; display: flex; flex-wrap: wrap; } .people .rowEqual_768>[class*='col-'] { -ms-flex: 3; /* IE 10 */ flex: inherit; /*flex*/ width: calc((100% / 3) - 2px) /*Adjust % for the number per row, will override the bootstrap - Also needed for Safari*/; } } @media (max-width:767px) and (min-width:361px){ .people .rowEqual_768 { display: -webkit-box; display: -webkit-flex; display: -ms-flexbox; display: flex; flex-wrap: wrap; } .people .rowEqual_768>[class*='col-'] { -ms-flex: 1; /* IE 10 */ flex: auto; width: calc((100% / 2) - 2px) /*Adjust % for the number per row, will override the bootstrap - Also needed for Safari*/; } } p.ci_profile_name { font-size: 1.5em; line-height:1.2em; margin-top:10px } .people .ci_profile_combined{ font-size:14px; line-height: 18px; } .people .ci_profile_combined span{ font-style: italic; } .people .ci_profile_combined:before{ content:""; border-bottom: solid 1px #55555522; display: block; clear: both; width: 85%; margin: 5PX auto 10px; } <div class="people"><div class="row rowEqual_768"><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-12/Boulenger_Bo_300x300.jpg" alt="Bo Boulenger" width="300" height="300"><p class="ci_profile_name">Bo Boulenger</p><p class="ci_profile_title">President and CEO</p><p class="ci_profile_company">Baptist Health South Florida</p> profile_combined </p> <p class="ci_profile_award"> profile_award </p> <div class="ci_profile_social"> profile_social </div> --></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-12/Dover_James_300x300.jpg" alt="James F. Dover" width="300" height="300"><p class="ci_profile_name">James F. Dover, FACHE</p><p class="ci_profile_title">President and CEO</p><p class="ci_profile_company">Avera Health</p> profile_combined </p> <p class="ci_profile_award"> profile_award </p> <div class="ci_profile_social"> profile_social </div> --></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-12/Gonsor_Lynn_300x300.jpg" alt="Lynn Gonsor" width="300" height="300"><p class="ci_profile_name">Lynn Gonsor</p><p class="ci_profile_title">Managing Director, Strategy and Consulting</p><p class="ci_profile_company">Accenture</p> profile_combined </p> <p class="ci_profile_award"> profile_award </p> <div class="ci_profile_social"> profile_social </div> --></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-12/Gronewold_Russ_300x300%20%282%29.jpg" alt="Russ Gronewold" width="300" height="300"><p class="ci_profile_name">Russ Gronewold</p><p class="ci_profile_title">President and CEO</p><p class="ci_profile_company">Bryan Health</p><div class="ci_profile_social"> </div></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-12/Heywood_Matt_300x300.jpg" alt="Matt Heywood" width="300" height="300"><p class="ci_profile_name">Matt Heywood</p><p class="ci_profile_title">President and CEO</p><p class="ci_profile_company">Aspirus Health</p><div class="ci_profile_social"> </div></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-12/Levi_Marion_300x300.jpg" alt="Marlon Levy" width="300" height="300"><p class="ci_profile_name">Marlon Levy, M.D., MBA</p><p class="ci_profile_title">CEO</p><p class="ci_profile_company">VCU Health System</p><div class="ci_profile_social"> </div></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-12/Pinson_CWright_300x300.jpg" alt="C. Wright Pinson" width="300" height="300"><p class="ci_profile_name">C. Wright Pinson, M.D., MBA</p><p class="ci_profile_title">Deputy CEO and Chief Health System Officer</p><p class="ci_profile_company">Vanderbilt University Medical Center</p><div class="ci_profile_social"> </div></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-12/Roth_Chris_300x300.jpg" alt="Chris Roth" width="300" height="300"><p class="ci_profile_name">Chris Roth</p><p class="ci_profile_title">President and CEO</p><p class="ci_profile_company">St. Luke’s Health System</p><div class="ci_profile_social"> </div></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-12/Shannon_Lisa_300x300.jpg" alt="Lisa Shannon" width="300" height="300"><p class="ci_profile_name">Lisa Shannon</p><p class="ci_profile_title">President and CEO</p><p class="ci_profile_company">Allina Health</p><div class="ci_profile_social"> </div></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-12/Slubowski_Michael_300x300%20%281%29.jpg" alt="Michael Slubowski" width="300" height="300"><p class="ci_profile_name">Michael Slubowski</p><p class="ci_profile_title">President and CEO</p><p class="ci_profile_company">Trinity Health</p><div class="ci_profile_social"> </div></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-12/Hood_Michelle_300x300%20%283%29.jpg" alt="Michelle Hood" width="300" height="300"><p class="ci_profile_name">Moderator:</p><p class="ci_profile_name">Michelle Hood</p><p class="ci_profile_title">Executive Vice President and Chief Operating Officer</p><p class="ci_profile_company">���������� Association</p></div></div></div>@media (min-width:768px){ .rowEqual_768 { display: -webkit-box; display: -webkit-flex; display: -ms-flexbox; display: flex; flex-wrap: wrap; } .rowEqual_768>[class*='col-'] { -ms-flex: 1; /* IE 10 */ flex: auto; width: calc(33.3% - 2px) /*Safari Fix*/; } } .center_callout_3invert 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using AI and robotic process automation.</div> </div></div> <div class="article views-row"> <div class="views-field views-field-field-page-title-background"> <div class="field-content sed-thumb"> <a href="/2024-11-14/empowering-patient-engagement-and-behavior-change-improve-health-and-reduce-disparities" hreflang="en"><img loading="lazy" src="/sites/default/files/styles/small_200x200/public/2024-11/VED_PatientPoint_Engagement_620x381.jpg?itok=dHKIfRK6" width="200" height="123" alt="PatientPoint_Engagement_620x381" /> </a> </div> </div><div class="views-field views-field-created"> <span class="field-content"><time datetime="2024-11-13T15:51:45-06:00">Nov 13, 2024</time> </span> </div><div class="views-field views-field-title"> <span class="field-content"><a href="/2024-11-14/empowering-patient-engagement-and-behavior-change-improve-health-and-reduce-disparities" hreflang="en">Empowering Patient Engagement and Behavior Change to Improve Health and Reduce Disparities</a></span> </div><div class="views-field views-field-body"> <div class="field-content">Empowering patient engagement and leveraging customized communication and education via digital technologies to improve health and reduce disparities.</div> </div></div> <div class="article views-row"> <div class="views-field views-field-field-page-title-background"> <div class="field-content sed-thumb"> <a href="/2024-10-30/aligning-payers-and-partners-value-based-care" hreflang="en"><img loading="lazy" src="/sites/default/files/styles/small_200x200/public/2024-10/KnowEx_CorroHealthh_Medicaid_620x381.jpg?itok=HS9Y48c8" width="200" height="123" alt="KnowEx_CorroHealth_Medicaid" /> </a> </div> </div><div class="views-field views-field-created"> <span class="field-content"><time datetime="2024-10-29T15:17:14-05:00">Oct 29, 2024</time> </span> </div><div class="views-field views-field-title"> <span class="field-content"><a href="/2024-10-30/aligning-payers-and-partners-value-based-care" hreflang="en">Aligning Payers and Partners for Value-based Care</a></span> </div><div class="views-field views-field-body"> <div class="field-content">As value-based care models grow, hospitals, providers and payers need to align goals and incentives to improve patient outcomes and reduce costs.</div> </div></div> <div class="article views-row"> <div class="views-field views-field-field-page-title-background"> <div class="field-content sed-thumb"> <a href="/2024-09-26/transforming-behavioral-health-journey" hreflang="en"><img loading="lazy" src="/sites/default/files/styles/small_200x200/public/2024-09/Iris-Telehealth-banner-620x381.jpg?itok=QQ9C-7Mp" width="200" height="123" alt="Iris-Telehealth-banner-620x381" /> </a> </div> </div><div class="views-field views-field-created"> <span class="field-content"><time datetime="2024-09-25T14:49:38-05:00">Sep 25, 2024</time> </span> </div><div class="views-field views-field-title"> <span class="field-content"><a href="/2024-09-26/transforming-behavioral-health-journey" hreflang="en">Transforming the Behavioral Health Journey</a></span> </div><div class="views-field views-field-body"> <div class="field-content">Transforming the behavioral health journey with strategic initiatives to build a sustainable and coordinated behavioral health services continuum.</div> </div></div> </div> </div> <div class="more-link"><a href="/aha-knowledge-exchange-archive">View All: AHA Knowledge Exchange</a></div> </section> </div> </div></div> Tue, 10 Dec 2024 16:11:13 -0600 Transforming Governance /news/chairpersons-file/2024-12-02-chair-file-supporting-boards-pivotal-role-advancing-health <p>As the health care field has evolved, so has health care governance. Besides fulfilling traditional fiduciary responsibilities like approving budgets, today’s hospital and health system board members are collaborating with leadership to address workforce shortages, recommend ways to mitigate cybersecurity risks, discuss the pros and cons of new technologies such as artificial intelligence, and provide strategic guidance on quality, safety and many other critical issues.</p><p>I’ve seen firsthand that effective board members care deeply about the role of hospitals and health systems, not only in providing quality care to patients and families but also in serving their communities. Serving on a board is an awesome responsibility that requires a commitment of time and talent and a fierce sense of duty. In turn, it’s the responsibility of hospital leadership to build a strong board and support board members so they are knowledgeable about the organization and the entire health care field.</p><p>Strong boards are diverse — in gender, age, race, experience and expertise — and reflect the communities they serve. Strong boards foster a culture that encourages members to discuss their different experiences and perspectives and to leverage those differences toward shared goals and solutions. These boards also prioritize continuous learning about the organization, the health needs of the community and the complex issues in health care.</p><p>The AHA supports good governance and offers an array of resources for hospital leadership teams, covering everything from <a href="https://trustees.aha.org/boardroom-101" target="_blank" title="AHA Trustee Services Boardroom 101: Key Strategies and Practical Tools for Orienting New Board Members">orienting new board members</a> to the <a href="/news/blog/2023-11-08-boards-role-quality-oversight-and-patient-safety">board’s role in quality and patient safety</a> to building a <a href="https://trustees.aha.org/building-governing-board-strategy-diversity-and-health-equity" target="_blank" title="AHA Trustee Services: Building a Governing Board Strategy on Diversity and Health Equity">governing board strategy on diversity and health equity</a>. <a href="https://trustees.aha.org/" target="_blank" title="AHA Trustee Services homepage">AHA Trustee Services</a> serves as the hub for efforts to help hospital and health system leaders and board members navigate the transforming health care landscape.</p><p>Boards play a pivotal role in ensuring a health care organization’s strategies and budgets result in actions that drive performance, impact and measurable progress. I applaud those who currently serve or have served on a hospital or health system board at the smallest community hospitals to the biggest urban medical centers. Thank you for your dedication and work in helping advance health and health care for patients and families. Great boards are the backbone of our success.</p> Mon, 02 Dec 2024 11:30:31 -0600 Transforming Governance /education-events/2025-aha-annual-membership-meeting <p><strong>Don’t miss your chance to influence policy and advocate for patients, caregivers, and communities. AHA’s Annual Membership Meeting is the nation’s leading conference for hospital and health system leaders advancing health in America.</strong></p><p>Join us in the nation’s capital May 4-6, 2025, for insightful conversations with policymakers, legislators, and thought leaders on the most pressing issues facing our field. You’ll connect with the decision makers who create, shape, and implement health care policy and influence the political landscape. With a focus on AHA’s key advocacy priorities, these three days of programming will give you what you need to make your voice heard on the Hill.</p><p><strong>Who Will Be There?</strong></p><p>More than 1,000 hospital and health system leaders will gather to discuss advocacy, regulatory, and legislative issues affecting the nation’s hospitals, patients, and communities, including:</p><ul><li>Presidents, CEOs, Administrators</li><li>C-suite Executives, Senior VPs, VPs</li><li>State, Regional, Metro Hospital Association Executives and Staff</li><li>Government Relations Staff</li><li>Governing Board Members, Trustees</li></ul><p><strong>Registration opens January 2025!</strong></p><p>Health Care Provider, AHA Organizational Member </p><ul><li>Early Bird Rate! Register by March 3, 2025: $795</li><li>Regular Rate: $895</li></ul><p>Health Care Provider, Non-Member of the AHA: $1,500<br>Associations and Health Care Groups: $1,500</p><p>Solution Providers:  Only <a href="https://sponsors.aha.org/HFC-Sponsor-16646-Annual-Meeting-2025_HFC-Sponsor-Annual-Meeting-2025.html" target="_blank">Sponsors</a> and <a href="https://sponsor.aha.org/associate-program" target="_blank">AHA Associates</a> can participate in the AHA Annual Membership Meeting. </p> Tue, 05 Nov 2024 15:19:00 -0600 Transforming Governance /news/headline/2024-10-17-reminder-ahas-governance-survey-closes-mid-november <p>AHA-member and non-member CEOs are being reminded to complete the AHA’s 2024 Governance Survey by mid-November. The survey, sent via email Aug. 20, Sept. 3, Sept. 16 and Oct. 2, provides a profile of the changing landscape of governance in America’s hospitals and health systems. It will benchmark current board structure, practices and culture with previous AHA governance surveys and highlight best practices in the evolving environment. The AHA will produce a report in 2025 highlighting the results of the survey. If you did not receive the survey and want to complete it, please email <a href="mailto: surveysupport@aha.org">surveysupport@aha.org</a>. </p> Fri, 18 Oct 2024 16:05:37 -0500 Transforming Governance /news/headline/2024-09-17-ahas-2024-governance-survey-ceos-now-available <p>The AHA’s 2024 Governance Survey is now available for AHA-member and non-member CEOs to complete. The survey was initially emailed to CEOs Aug. 20 and a second message will be distributed in October. The survey provides a profile of the changing governance landscape in America’s hospitals and health systems. The survey will benchmark current board structure, practices and culture with previous AHA governance surveys and highlight best practices in the evolving environment.  A report highlighting the results will be released in 2025 which will include governance trends. The survey will close in mid-November. Email <a href="mailto:trustees@aha.org" target="_blank">trustees@aha.org</a> for additional information.</p> Tue, 17 Sep 2024 15:29:19 -0500 Transforming Governance /advancing-health-podcast/2024-07-03-unifying-hospital-boards-quality-and-safety <p>In this new “Safety Speaks” conversation, Harry S. Smith, board chair of Valley Health System and member of the AHA Committee on Governance, discusses how their organization rearranged its governance system to ensure that quality and patient safety standards were being met across the board. </p><p>To learn more and sign up for the Patient Safety Initiative please visit <a href="/aha-patient-safety-initiative" target="_blank">/aha-patient-safety-initiative</a></p><hr><div></div><div class="raw-html-embed"> <details class="transcript"> <summary> <h2 title="Click here to open/close the transcript."> <span>View Transcript</span><br>   </h2> </summary> <p> 00;00;00;14 - 00;00;31;10<br> Tom Haederle<br> E Pluribus Unum - that's Latin for "out of many, one" - is the traditional motto of the United States and printed on the dollar bill. Out of many, one is also the goal for independent hospitals and their boards who merge into larger health systems and may face the challenge of maintaining safety and quality standards that are no longer just their own. </p> <p> 00;00;31;13 - 00;01;06;07<br> Tom Haederle<br> Welcome to Advancing Health, a podcast from the ���������� Association. I'm Tom Haederle with AHA communications. Valley Health System serves a sizable patient population in Virginia. It was formerly six separate hospitals, all of which were governed independently by their boards. In this Safety Speak series podcast hosted by Sue Ellen Wagner, vice president of Trustee Engagement and Strategy with AHA, we hear how Valley Health System rearranged its governance system to overcome the hiccups of its growing pains and ensure that patient safety standards were kept up across the board.</p> <p> 00;01;06;09 - 00;01;18;26<br> Sue Ellen Wagner<br> Thank you Tom. Joining me for this podcast is Harry Smith, board chair of Valley Health System in Virginia, and member of the committee on Governance. Welcome, Harry, and thank you for joining me. </p> <p> 00;01;19;03 - 00;01;20;27<br> Harry S. Smith<br> Thank you, Sue Ellen. Happy to be here. </p> <p> 00;01;20;29 - 00;01;26;18<br> Sue Ellen Wagner<br> Great to have you. So can you tell us a high level overview of your health system? </p> <p> 00;01;26;21 - 00;01;58;29<br> Harry S. Smith<br> Be happy to. Valley Health System, and I've been involved with it and its largest subsidiary, Winchester Medical Center for 22 years. In two more years, I will retire. I will have termed out of Valley Health, and as a career banker, I have found health care to be - as a friend of mine said one time - you're performing God's mission. And I don't know of any organization in the world that does what hospitals and health care systems do to care for our population. </p> <p> 00;01;59;01 - 00;02;29;24<br> Harry S. Smith<br> So when I first started this journey 20 some years ago, I was on the Winchester Medical Center board, which is about 83% of the economic engine, the patient base of our system. We had five other hospitals. We did have a system, Valley Health System. We serve nine counties and a city in the northern part of Virginia. And some people will know it as the panhandle of West Virginia. </p> <p> 00;02;29;25 - 00;03;00;21<br> Harry S. Smith<br> So in addition to Virginia laws, rules and regulations, we also deal with West Virginia. So Valley Health System started back in the late 90s as starting to pull together a loose confederation of like-minded small hospitals to become a regional hospital. Over the years, 2 or 3 that we thought might come into that system actually sold to a for profit system, and that was their decision. </p> <p> 00;03;00;23 - 00;03;35;06<br> Harry S. Smith<br> So we ended up with the Winchester Medical Center, which is Level II trauma, to critical access hospitals and then three rural hospitals. It's been fun looking at this growth of this eclectic system of several different types of delivery in two different states. We realized early on, though, that we were somewhat disconnected, even though we had this holding company called Valley Health, we still had its board in six different hospital boards.</p> <p>00;03;35;08 - 00;04;04;06<br> Harry S. Smith<br> And principally they were responsible for their hospital, their operations. They had their own president. For the most part they did some of their financial and some of their accounting, but a lot of that was at the system level. But they were really principally responsible for quality. And so I became more involved and then was on the hospital board at Winchester Medical Center and the Health System Board, I started realizing how complex this was.</p> <p>00;04;04;09 - 00;04;39;01<br> Harry S. Smith<br> It should be more efficient, and we should be able to provide even better quality for our community. And how could we do that? And first is ask questions. One of the first questions I asked of our CEO was how many quality meetings? How many board meetings do you go to in a month? And it was astounding because remember, we had a quality hospital board meeting for each one of those, plus the system, and he was attending all of those, and each one was handling quality at a high level, but with its own standards.</p> <p>00;04;39;04 - 00;05;09;03<br> Harry S. Smith<br> You can't take six hospitals that used to be independent and overnight, put them all under one system and say to their executive team and to their board, you are no longer independent. So that took a process of moving more functions to the system, which we started really with finance and then audit. They then were principally quality. Then it was, we've got to standardize quality.</p> <p>00;05;09;03 - 00;05;41;12<br> Harry S. Smith<br> So Valley Health System hired its chief quality medical officer to system level. And then started working with the individual hospital presidents and their vice presidents of medical affairs to begin that process. As it started, we still were meeting a lot and I'm not sure really moving the needle as positively as we wanted with quality. So we then visited several systems, worked with consultants on how do we do this better?</p> <p>00;05;41;15 - 00;06;06;29<br> Harry S. Smith<br> And what we came up with, what we did was Valley Health System then became the sole member of all of these separate hospitals. So we then evolved into one board, Valley Health System, which is the sole member of the six hospitals with one board. So early when they were independent hospitals, you had a lot of attention to quality, because that's pretty much what they did.</p> <p>00;06;07;01 - 00;06;34;17<br> Harry S. Smith<br> Now it's one big board, not in each community, even though there's some community representation. How is it going to handle quality in a community that might be 70 miles away? That brought through the standardization process. And we did that at the Valley Health level, kind of just doing what we used to do, but now instead of 6 or 7 boards, it's one. Still wasn't working as well or as efficient as we thought.</p> <p>00;06;34;19 - 00;06;57;27<br> Harry S. Smith<br> We then decided to form what we call QMAC. It's the Quality Medical Affairs Committee, which has the full authority of the board. The system board meets six times a year. Credentialing occurs more than six times a year. And we said the hospitals have to exist for credentialing. You just can't disband a hospital. It has to have a board.</p> <p>00;06;57;28 - 00;07;37;20<br> Harry S. Smith<br> Well, its board is the Valley Health Board because it is a sole member-owned hospital. So representatives then of each hospital, their vice presidents of medical affairs, their lead administrators, their chief nursing officers, key physicians serve on the QMAC, Quality Medical Affairs Committee, which has the full authority of the board. And it meets monthly, and it has full authority to do credentialing to review all quality indices, KPIs and we then at the Valley Health Board, when we meet that six times a year, will open</p> <p>00;07;37;20 - 00;08;03;00<br> Harry S. Smith<br> our meeting, will have a consent agenda. And let me go back, if I might, because in one of this morning's presentations talked about the board's priorities as days and days and years and years ago, it may well have been finance. I think we all understand our number one priority is quality, and we have taken a lot of the normal duties and responsibilities.</p> <p>00;08;03;02 - 00;08;28;22<br> Harry S. Smith<br> Even the monthly financial report and the quarterly. And that's in a consent agenda now. So we don't have a long formal presentation on finance. So we save our time and our time is saved really at reviewing quality, educating the board on quality, but also taking time to educate. Our last meeting, we talked a lot about artificial intelligence and its impact on systems and quality and physicians</p> <p>00;08;28;22 - 00;08;58;02<br> Harry S. Smith<br> and don't be afraid of it because it's just a tool. You still will have humans making those decisions. So I then chair the board. We'll go through the consent agenda of those items that used to take an hour or more. We then open the sole member meetings, and that's where the quality report flows up to our system. The chair of our quality committee and the chief medical officer for the system will make that presentation.</p> <p>00;08;58;04 - 00;09;21;20<br> Harry S. Smith<br> And all this information is in our board package, and we have what we call an S-bar. You'll see the report. But then if you want literally the other 200 pages to go with that report, you can pull that up. That committee is populated, as I mentioned, from all of our hospitals are critical care. Our clinical administrators, our physicians assistants, nurse practitioners, chief nursing officers.</p> <p>00;09;21;22 - 00;09;52;22<br> Harry S. Smith<br> So it's very well represented. And that's where the deep dive occurs. That's where the sausage is made. We at the system level who aren't on that committee have to have a very high level of trust, which we do, and have given that committee, again, full authority to act on the board for our quality initiatives, including credentialing. So I know I'm rambling, but just to give you an idea of what this committee does and then how we review it.</p> <p>00;09;52;23 - 00;10;28;25<br> Harry S. Smith<br> So our QMAC committee reviews credentials. Our staff executive committee, which some would call their medical executive: committee minutes and reviews. Our performance improvement committee: harm scorecard quality scores, patient experience scores. They'll have special reports. They'll hear from our VHMG, which is our Valley Health medical group. That's the employed physicians. We have our entity presidents. There will have information that comes at a little bit of recruiting, is epic working as we would sentinel events, serious safety events.</p> <p>00;10;29;01 - 00;10;59;21<br> Harry S. Smith<br> Again, this is for all six hospitals coming to one group. As I mentioned credentialing, we have advanced practice providers involved in that. We hear a report from each department: cardiology, emergency medicine, family, etc. Review in depth the Performance Improvement Committee which again includes harm patient experience. The annual quality plan which they review first recommend to the board. The board will review it, discuss it,</p> <p>00;10;59;21 - 00;11;31;11<br> Harry S. Smith<br> at times we tweak it. That will become the annual plan of quality for our system. They look at falls, wrong site surgeries, lab issues, patient access, wound care. All of this happens on a monthly basis. You couldn't expect a board of 14 to 16 to really have that depth and level of knowledge to review every month, the thousands of hours that go into the details to come to that committee on a monthly basis, which typically meets for two to 2.5 hours.</p> <p>00;11;31;14 - 00;11;40;23<br> Harry S. Smith<br> So they have figured out how to get this information. And what underlies that information is a tremendous amount of detail.</p> <p>00;11;40;25 - 00;12;08;18<br> Chris DeRienzo, M.D.<br> Thank you for tuning in to this episode of Safety Speaks, the podcast series dedicated to patient safety, brought to you by the ���������� Association. I'm Dr. Chris DeRienzo, the AHA’s chief physician executive and a champion of the AHA Patient Safety Initiative. AHA’s Patient Safety Initiative is a collaborative, data driven effort that lifts up the voices of individual hospitals and health systems into the national patient safety conversation.</p> <p>00;12;08;21 - 00;12;40;18<br> Chris DeRienzo, M.D.<br> We strive to catalyze and connect health care professionals like you across America in your efforts to innovate and improve, and to bolster public trust in hospitals and health systems by helping you share your successes. For more information and to join the 1500 other hospitals already involved, visit aha.org/patientsafety or click on the link in the podcast description. Stay tuned to hear more about the incredible work of members of the AHA's Patient Safety Initiative.</p> <p>00;12;40;20 - 00;12;47;13<br> Chris DeRienzo, M.D.<br> Remember, together, we can make health care safer for everyone.</p> <p>00;12;47;15 - 00;12;56;00<br> Sue Ellen Wagner<br> So that QMAC is a way to keep quality at that local community hospital level, and then weave it right up to the top to the system.</p> <p>00;12;56;06 - 00;13;29;09<br> Harry S. Smith<br> Absolutely. I'm not sure I'll say it's our challenge, but our opportunity now and this has been a ten year endeavor. But QMAC really in the last four years has come of its own to where the data, the conversation, the presentation, that's all very, very good. We still have some pockets though, where we could have better standardization of delivery of quality throughout our various entities, including our employed physicians.</p> <p>00;13;29;11 - 00;14;02;12<br> Harry S. Smith<br> That's really the drive right now. We started in 2017 on a journey called High Reliability Organization, which is comprehensive, expensive in the short run, but will be very beneficial in the long run. And it's a journey that never ends. I think I've mentioned to you before, this really came from the Navy. And what does that mean? It means what happens 100% of the time should happen, and what shouldn't happen 100% of the time doesn't happen.</p> <p>00;14;02;14 - 00;14;24;12<br> Harry S. Smith<br> And that's not easy to do. But if that is your goal, if that is your mission, if you know that you want to do everything right. If you don't, you correct it, you learn from it, and then you have to have those standards across the system that everybody is operating in the same manner. And that's where we're finding still a little bit of some variables.</p> <p>00;14;24;15 - 00;14;49;26<br> Harry S. Smith<br> The last thing they look at, and the most important thing that QMAC back presents to our board then would be our dashboard, our KPIs. This is approved. Our quality plan annually originates from this committee representing all of those constituents I mentioned earlier. Comes up to the board and is presented twice. Once - okay, here's what we think. You all chew on this for a month or two.</p> <p>00;14;49;27 - 00;15;14;26<br> Harry S. Smith<br> We're going to come back and then receive formal board approval for our quality plan. In the last three years, the board has made a few tweaks. They never have just blindly accepted the QMAC report and quality plan. An example would be the mortality index. We were doing really, really very well on that. Because we were doing so well</p> <p>00;15;14;28 - 00;15;33;22<br> Harry S. Smith<br> QMAC folks in executive management recommended, because the hurdle was already pretty high, that we should continue that for the next year. Board members said, we think you need to raise that. You've already obtained this level. And they go, yeah, but this is a great level when you look at peer. Yeah, but we think you can do better.</p> <p>00;15;33;25 - 00;15;35;06<br> Harry S. Smith<br> And they exceeded that.</p> <p>00;15;35;11 - 00;15;37;11<br> Sue Ellen Wagner<br> Commend you for that. That's amazing.</p> <p>00;15;37;14 - 00;15;58;23<br> Harry S. Smith<br> Thank you. And they did accept us. So currently we are looking at and this is where we had to tweak the mortality index. We look at whole house infection. We used to just look at sepsis. They made the change. I asked our quality medical officer, tell me what this whole house infection is. And he goes, well it's a new indices that CMS is looking at.</p> <p>00;15;58;25 - 00;16;21;07<br> Harry S. Smith<br> And sepsis. We've got a pretty good handle on that in our system now. So we're now looking across the whole system i.e. the whole house at all infections not just sepsis. If we would see sepsis crop up, then we certainly would put a shining light on that and give that more attention. We are looking average length of stay.</p> <p>00;16;21;08 - 00;16;48;04<br> Harry S. Smith<br> We think that is important, which ties a little bit into and we still have operating margin. And then last is engagement. Employee, outpatient, inpatient, ED - critically important to us. What people think about us, how do they feel about our quality. And we take that seriously. These are our major dashboard KPIs. And really only 20% of that is finance.</p> <p>00;16;48;06 - 00;16;59;23<br> Harry S. Smith<br> You might say a little bit of length of stay is tied to finance. And I will tell you, a decade ago, 60% would have been financial indicators. Now it's 20%.</p> <p>00;16;59;25 - 00;17;02;10<br> Sue Ellen Wagner<br> And the rest is quality or most of it.</p> <p>00;17;02;13 - 00;17;27;15<br> Harry S. Smith<br> Most is quality. And again, working through that socially, politically and again when you're realigning boards and duties and we're wanting to get to a point where you never will get. And that's 100% perfection. But if that's your goal and if you can continue to improve on that goal, tweak it as you get there, then I think we've done our job. </p> <p>00;17;27;17 - 00;17;47;15<br> Sue Ellen Wagner<br> Absolutely. Wow. So you've really described a great case example for other systems to follow and other hospitals. You're still keeping that quality local, but your reduced the number of meetings that boards have to go to. And that system is still seeing what's going on across all of your six hospitals. That's great.</p> <p>00;17;47;17 - 00;18;12;27<br> Harry S. Smith<br> We are. We have independent trustees. The chair of QMAC has to be a trustee. Now we're lucky this happens to be a physician. So that's great. We have a trustee who is a nurse, actually dean of a nursing school who had been a practicing nurse. She is on that. So we have independent nursing validation. We then have several independent trustees who do not have a medical background.</p> <p>00;18;13;00 - 00;18;33;08<br> Harry S. Smith<br> And we now require that members of the board who are not members of QMAC mandatorily have to attend at least one meeting a year. Because in one of our surveys a couple of years ago, members said they weren't sure that we were meeting our quality commitment. Those on the committee were going, what?</p> <p>00;18;33;10 - 00;18;37;05<br> Sue Ellen Wagner<br> So you just weren't transferring the information more broadly.</p> <p>00;18;37;08 - 00;19;13;20<br> Harry S. Smith<br> And we were bringing it up to the system board, but we were bringing it up through, you know, a monthly meeting report, but some probably weren't going to that S-bar or reviewing those 100 or so pages. Nor should they. They were newer learning how to trust this. Is it really working as we think it should? One way to get that is to have the experience of attending that meeting at least once during the year, to really see what these very dedicated professionals are committing to and doing, to continue to strive to improve quality, to again that 100% level.</p> <p>00;19;13;22 - 00;19;37;27<br> Sue Ellen Wagner<br> It's a very important step to make sure that all your board members are knowledgeable about what's going on and understand. And I also think it's pretty phenomenal that you've modified the way your consent agenda is done, and you're talking more about quality. We talked earlier at the AHA Annual Meeting at our Age Friendly and Quality and Patient Safety program, how it's so important to have quality be front and center of your board members.</p> <p>00;19;38;00 - 00;19;52;06<br> Sue Ellen Wagner<br> Any other words of wisdom for other boards in terms of what they should be focusing on, on quality and patient safety, or how they get buy in to make some changes to their board structure and how they should be talking about quality and patient safety.</p> <p>00;19;52;08 - 00;20;19;27<br> Harry S. Smith<br> I think the first is don't be shy that you don't know everything. You may not have a background in health care. That's where I think most of the apprehension might be. You have to be comfortable in giving up the perceived local control. You have to develop what your community, what your structure that will work for you and it.</p> <p>00;20;19;29 - 00;20;49;01<br> Harry S. Smith<br> And I would say this would be more for those trustees that don't have that quality level of background. It's okay to ask a question. I mean, I'm a banker and I've started this years ago going, how many meetings do you attend and why are we spending so much time on this and why are we doing that? Getting involved in organizations like the ���������� Association, attending meetings, listening to peers best practices.</p> <p>00;20;49;03 - 00;21;14;08<br> Harry S. Smith<br> It really does help with efficiency, effectiveness. And it's okay to ask that question. It might not work for everyone. That's okay, but you can improve what you're doing in every single instance and circumstance in every part of this country if you just aren't comfortable with the status quo and just ask why, how, and maybe we can do things better, we found that you can.</p> <p>00;21;14;10 - 00;21;19;06<br> Sue Ellen Wagner<br> Well, I think you've provided some great insights for our listeners, and I want to thank you for joining me.</p> <p>00;21;19;13 - 00;21;20;24<br> Harry S. Smith<br> Thank you, Sue Ellen.</p> <p>00;21;20;26 - 00;21;29;05<br> Tom Haederle<br> Thanks for listening to Advancing Health. Please subscribe and write us five stars on Apple Podcasts, Spotify, or wherever you get your podcasts. </p> </details> </div> Wed, 03 Jul 2024 16:56:02 -0500 Transforming Governance /affinity-forum/cybersecurity-health-care/integrating-cybersecurity-board-governance <div></div><div> /* Banner_Title_Overlay_Bar */ .Banner_Title_Overlay_Bar { position: relative; display: block; overflow: hidden; max-width: 1170px; margin: 0px auto 25px auto; } .Banner_Title_Overlay_Bar h1 { position: absolute; bottom: 40px; color: #003087; background-color: rgba(255, 255, 255, .8); width: 100%; padding: 20px 40px; font-size: 3em; box-shadow: 0 3px 8px -5px rgba(0, 0, 0, .6); } @media (max-width:991px) { .Banner_Title_Overlay_Bar h1 { bottom: 0px; margin: 0px; font-size: 2.5em; } } @media (max-width:767px) { .Banner_Title_Overlay_Bar h1 { font-size: 2em; text-align: center; text-indent: 0px; padding: 10px 20px; } } @media (max-width:530px) { .Banner_Title_Overlay_Bar h1 { position: relative; background-color: #63666A22; 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margin: 5px 0; } .CenterCallout_a .CenterCallout_a_Wrapper h2 { font-size: 1em; padding: 0 5px; } /*.CenterCallout_a .CenterCallout_a_Wrapper p .CenterCallout_a .CenterCallout_a_Wrapper ul { display: none; }*/ } @media (max-width:991px) and (min-width:568px){ .CenterCallout_a CenterCallout_a_ul{ width: 75%; margin: auto; } } h2{ color: #002855; font-size: 2.15em; margin: 0 0 15px 0; } </div><div><header class="Banner_Title_Overlay_Bar"><img src="/sites/default/files/2018-08/Cybersecurity_1170x250.jpg" alt="Banner Image"><div><h1>Integrating Cybersecurity & Board Governance</h1></div></header></div><div class="raw-html-embed"> /* CntMenuSub */ .CntMenuSub{ margin:20px 0px; padding-bottom: 5px; color: #afb1b1; letter-spacing: 1.5px; font-weight: 400; font-size: 11.2px; } .CntMenuSub a{ text-decoration:none } .CntMenuSub .CntMenuBar{ border-bottom: 1px solid lightblue; } /* if includes a logo */ @media (min-width:361px){ .CntMenuSub.CntMenuSubLogo .CntMenuBar{ margin-top: 10px; float: left; width: calc(100% - 425px); } } @media (max-width:767px) and (min-width:361px){ .CntMenuSub.CntMenuSubLogo .CntMenuBar{ float: left; width: calc(100% - 0px); } .CntMenuSub.CntMenuSubLogo img{ width: auto; } } /* // */ .CntMenuSub .CntMenuBar a:after{ content: "|"; padding: 0 3px 0 6px; color: #555; } .CntMenuSub .CntMenuBar a:last-child:after{ content: ""; } .CntMenuSub .CntMenuSubHome, .CntMenuSub .CntMenuSubParent{ text-transform: uppercase; color: #555; opacity: .9; } .CntMenuSub .CntMenuSubParent{ } .CntMenuSub .CntMenuSubChild{ } .CntMenuSub .CntMenuSubCurrent{ opacity: .7; } .CntMenuSub .CntMenuSubHome:hover, .CntMenuSub .CntMenuSubParent:hover{ text-transform: uppercase; color: #d50032; } /* CntMenuSub // */ <div class="container CntMenuSub"> <div class="col-md-1">   </div> <div class="col-md-10 row CntMenuBar"> <a class="CntMenuSubHome" href="/cybersecurity">Cybersecurity</a> <a class="CntMenuSubParent" href="/affinity-forum/cybersecurity-health-care">Cybersecurity In Health Care</a> <span class="CntMenuSubChild" id="CntMenuSubChild"></span> </div> <div class="col-md-1">   </div> </div> var url = window.location.pathname; var path = url.split('/').slice(-3, 2).join('/'); var pathreplace = path.replace(/-/g, " "); document.getElementById("CntMenuSubHome").innerHTML =(pathreplace); var url = window.location.pathname; var path = url.split('/').slice(-2, 3).join('/'); var pathreplace2 = path.replace(/-/g, " "); document.getElementById("CntMenuSubParent").innerHTML =(pathreplace2); var url = window.location.pathname; var path = url.split('/').slice(1, 2).join('/'); var pathreplace2 = path.replace(/-/g, " "); document.getElementById("CntMenuSubParentOnly").innerHTML =(pathreplace2); var y = document.getElementsByTagName("h1"); document.getElementById("CntMenuSubChild").innerHTML = y[0].innerHTML; </div><div class="row"><div class="col-md-12"><h2 class="text-align-center">AHA Affinity Forum | Cybersecurity: Session III</h2></div><div class="col-md-6"><div class="embed-responsive embed-responsive-16by9"></div></div><div class="col-md-6 center_body"></p> <p class="center_Lead"></p>--><p>Session III concentrates on board governance and the importance of integrating cybersecurity into organizational strategies. We explored methods to effectively communicate cybersecurity risks to board members, enabling them to allocate resources and prioritize cybersecurity efforts. We also covered establishing an integrated cyber and enterprise risk program to enable boards to measure progress and govern the effectiveness of cybersecurity initiatives.</p><p>A collection of hospital leaders will be joining the panel discussions to provide a health care perspective. This discussion included health care insights from:</p><ul><li>Kathy Hughes, VP & Chief Information Security Officer, Northwell Health</li><li>Erik Decker, VP & Chief Information Security Officer, Intermountain Healthcare</li></ul></div></div><div class="row spacer"><div class="col-md-1"> </div><div class="col-md-10"></p> <p class="center_Lead"></p>--><h2>Virtual Panel Hosts</h2> /* people */ .people { margin-top: 50px; } .people img:nth-child(1) { border-radius: 200px; -moz-border-radius: 200px; -webkit-border-radius: 200px; margin-bottom: 10px; /*max-width:200px; for Transformation Talks */ display:block; /* for Transformation Talks */ margin:auto; /* for Transformation Talks */ } .people img:nth-child(1):hover { opacity: .7 } @media (max-width:991px) { .people { margin: auto; } .people p { text-align: center } } .ci_profile { margin-bottom: 30px; display: block; text-align: center; } @media (max-width:991px) { .ci_profile { text-align: center } } .ci_profile p { margin: 0 0 7px 0 } .ci_profile_name { font-weight: 700; font-size: 20px; } p.ci_profile_name { font-size: 1.5em; } .ci_profile_title { font-style: italic; line-height: 1.3em } .ci_profile_company { font-size: 1em; } p.ci_profile_award { font-size: .8em; text-align:center; color:#55555599; font-weight: 700 } .ci_profile_social { width: auto; } .ci_profile_social i { padding-right: 25px; font-size: 20px } .ci_profile_social a:last-of-type i { padding-right: 0px; } #ci_footer-social { font-size: 1.5em; padding-top: 0px; width: 100%; text-align: right; } @media (max-width:991px) { .ci_logo { margin-top: 25px } .ci_social p { text-align: center !important; } #ci_footer-social { text-align: center } } /* // */ /* .people3 .rowEqual_768 */ @media (min-width:769px){ .people3{ clear: both } .people3 .rowEqual_768 { display: -webkit-box; display: -webkit-flex; display: -ms-flexbox; display: flex; flex-wrap: wrap; } .people3 .rowEqual_768>[class*='col-'] { -ms-flex: 1; /* IE 10 */ flex: inherit; /*flex*/ width: calc((100% / 3) - 2px) /*Adjust % for the number per row, will override the bootstrap - Also needed for Safari*/; } } @media (max-width:767px) and (min-width:361px){ .people3 .rowEqual_768 { display: -webkit-box; display: -webkit-flex; display: -ms-flexbox; display: flex; flex-wrap: wrap; } .people4 .rowEqual_768>[class*='col-'] { -ms-flex: 1; /* IE 10 */ flex: auto; width: calc((100% / 1) - 2px) /*Adjust % for the number per row, will override the bootstrap - Also needed for Safari*/; } } /* .people3 .rowEqual_768 // */ <div class="row people people4"><div class="row rowEqual_768"><div class="col-md-4 col-sm-4 ci_profile"><img src="/sites/default/files/2023-08/affinity-john-riggi-300x300.jpg" alt="John Riggi"><p class="ci_profile_name">John Riggi</p><p class="ci_profile_title">National Advisor for Cybersecurity & Risk</p><p class="ci_profile_company">���������� Association</p></div><div class="col-md-4 col-sm-4 ci_profile"><img src="/sites/default/files/2023-08/affinity-ed-gaudet-300x300.jpg" alt="Ed Gaudet"><p class="ci_profile_name">Ed Gaudet</p><p class="ci_profile_title">CEO and Founder</p><p class="ci_profile_company">Censinet</p></div><div class="col-md-4 col-sm-4 ci_profile"><img src="/sites/default/files/2023-08/affinity-chris-logan-300x300.jpg" alt="Chris Logan"><p class="ci_profile_name">Chris Logan</p><p class="ci_profile_title">SVP & CISO</p><p class="ci_profile_company">Censinet</p></div></div></div></div><div class="col-md-1"> </div></div><div class="container-fluid CenterCallout_a"><div class="row"><div class="col-md-1"> </div><div class="col-md-10 CenterCallout_a-Center"><h2>AHA Preferred Cybersecurity Providers | Censinet</h2><div class="col-sm-8"><p>The AHA established the <a href="/center/cybersecurity-and-risk-advisory-services/preferred-cybersecurity">AHA Preferred Cybersecurity Provider</a> (APCP) Program as part of its continued commitment to support our members as they develop and implement their cybersecurity strategies and initiatives.</p><p> </p></div><div class="col-sm-4"><a href="/center/cybersecurity-and-risk-advisory-services/preferred-cybersecurity"><img src="/sites/default/files/2021-04/APCP_418x211.png"></a></div><div class="col-sm-8"><p><strong>AHA Affinity Forum is brought our members in collaboration with Censinet.</strong></p><p><a href="/center/cybersecurity-and-risk-advisory-services/preferred-cybersecurity/providers">Censinet</a> has been recognized for their proficiency in these services:</p><ul><li>Cyber Firm Risk Management and Information Governance</li><li>Cyber Risk Assessment, Privacy and HIPAA Compliance</li></ul></div><div class="col-sm-4"><a href="/center/cybersecurity-and-risk-advisory-services/preferred-cybersecurity/providers" target="_blank"><img src="/sites/default/files/2022-02/Logo_Censinet_834x313.jpg" alt="Censinet Logo" width="100%"></a></div></div><div class="col-md-1"> </div></div></div> Fri, 02 Feb 2024 09:44:09 -0600 Transforming Governance