How has COVID-19 affected your organization? We rely on volume- and value-based payments, and our outpatient volume has dropped 30% since March due to COVID-19. Rural health systems traditionally have fewer resources, and  given the added strain of the pandemic, we had to strategically adapt to the new environment to survive.

Healthcare executives can do a lot to support their physicians on the front line of the COVID-19 crisis. Experts recommend the following strategies for helping physicians manage the physical, emotional and financial toll of battling the virus.

As this unprecedented event continues to impact our communities, ACHE will regularly share news about our members on the front lines. These news stories are intended to highlight the amazing work our leaders are doing as they confront the novel coronavirus and the disease caused by it, COVID-19.

The COVID-19 pandemic has had a significant impact on several aspects of healthcare, including the workforce. 

Though many healthcare leaders believe just culture is essential to the success of an overall high-reliability safety strategy, some question whether the model can fulfill its potential. 

Abington-Jefferson Health, Abington, Pa., a two-hospital system that became part of 14-hospital system Jefferson Health in 2015, began its patient safety journey 20 years ago. 

Healthcare Executive talks with Victoria W. “Tori” Bayless, FACHE, CEO, Luminis Health, Annapolis, Md., on the importance of health equity and her organization’s approach to ensure disparities in healthcare quality and access are eliminated.  

Healthcare Executive talks with Marc L. Boom, FACHE, FACP, president and CEO, Houston Methodist, Texas, on how his organization is employing innovation in their strategies and operations to improve patient outcomes, engage their staff and clinicians, and provide more efficient and positive results.  

Healthcare Executive talks with Nick Macchione, FACHE, director, San Diego County Health & Human Services Agency, on the importance of health equity and his organization’s approach to ensure disparities in healthcare quality and access are eliminated.  

Healthcare Executive talks with Ninfa M. Saunders, DHA, FACHE, president/CEO, Navicent Health, Macon, Ga., on how her organization is employing innovation in their strategies and operations to improve patient outcomes, engage their staff and clinicians, and provide more efficient and positive results.  

Healthcare Executive recently asked four CEOs what skills and qualities they thought were most important for healthcare leaders to guide their organizations in the next decade. Here is what they had to say.

The three female healthcare executives featured in the November/December issue of Healthcare Executive shared their advice for women on advancing in their careers. 

Many healthcare leaders have plans and goals for the direction of their career, but fail to think about what comes after.

The three institutions profiled in September/October issue of Healthcare Executive provide their advice and recommendations for providers that may be newer to the telemedicine journey. 

What do we mean when we say innovation? Innovation is a newly implemented, more efficient and better process for solving a problem or meeting a need. It must also be measurable.

Achieving the break-even point on Medicare is not only an important goal in itself for many healthcare organizations in need of cost transformation, but also a driver of overall efficiency and cost savings. 

It’s extremely important for leaders and other members of healthcare organizations to understand what innovation is—and what it isn’t.

To encourage employees to not only identify but follow through on creative ideas for improving customer relationships, Southcentral Foundation, Anchorage, Alaska, rolled out a decentralized approach to innovation. 

Opioid-related safety events can be a deadly problem for healthcare organizations, according to ECRI Institute, Plymouth Meeting, Pa.