The APP role has therefore evolved dramatically, from supportive clinician to high-quality care leader. But the readiness framework has not kept pace.

In healthcare today, organizations can face opportunities across geographies and sectors, each with their own unique benefits and risks. But like a fruit tree at harvest time, these opportunities can be time sensitive.

Amid shifting perceptions of healthcare expertise, board and C-suite leaders must define the basic principles of their organization and its role in medicine, patient care and public health and consider how they will make decisions when these principles might conflict with current perceptions.

When health systems lack strong governance, tremble at the thought of change or fail to move in unison across their hospitals, progress decays and the cobwebs of inefficiency spread.

The One Big Beautiful Bill (OBBB), passed this summer, contains a provision of great consequence for hospitals: Medicaid work requirements.

Fluency across clinical and financial perspectives is redefining leadership in healthcare

The answer to “why weren’t we downgraded” is multifaceted and will depend on each hospital’s circumstances. But there are often three factors at play, including rating tolerance, the role of medians and effective messaging.

A recent study published by the American Hospital Association found that hospital outpatient departments (HOPDs) care for more complex patients than independent physician offices.