Prepare for the Board

of
Governors Exam
in
Healthcare Management
Whether you’re looking for a Virtual Interactive review course, self-
directed study or specific areas to target, ACHE has the resources
that fit your needs.

Guidelines to Plan Your Preparation

 The Exam is designed to test your knowledge of healthcare
management and your ability to apply it to real-world scenarios.
 The method and amount of time you spend preparing for the Exam is
driven by a variety of factors, including your preferred study style, your
level of professional experience or your academic background.
To plan your preparation, we recommend you:

1. Review the Exam Outline.

2. Evaluate your level of skill, knowledge or competency on each task
using the ACHE Healthcare Executive Competencies Assessment
Tool.
3. Develop a plan of courses, reading and mentoring in areas where you
may need further skill, knowledge or competency.
Resources to Help You Prepare for the
Exam
Whether you’ve identified specific domains to target based on the
results of your competencies assessment, or want to prepare for
all areas of the Exam, ACHE offers resources to support your
success:

 Virtual Board of Governors Exam Review Course

 Board of Governors Exam Study Set

 Board of Governors Exam Flashcards (with digital access)

 Board of Governors Exam Study Bundle

Check with your local ACHE chapter to connect with other individuals
interested in earning their FACHE. Several chapters offer Exam study
courses and study groups.

While these offerings are designed as options to prepare you for the Exam,
they are not designed to teach to the test.
The Board of Governors Exam in Healthcare Management is designed to test
a well-define of knowledge representative of professional practice in healthcare management.
READ MORE ABOUT THE EXAM, REGISTRATION FEES, EXAM ADMINISTRATION AND EXAM
DEVELOPMENT

d-based b
 200 Questions Effective August 1, 2023

KNOWLEDGE AREA PERCENTAGE NO. OF QUESTIONS

Healthcare 15% 30

 Knowledge of healthcare and medical terminology

 Knowledge of healthcare trends
 Knowledge of the levels of healthcare along the continuum of care (e.g., extended care, acute hospital care, ambulatory
care, post-acute care)
 Knowledge of levels of service from a business perspective (e.g., home health, inpatient, outpatient)
 Knowledge of the types of healthcare organizations (e.g., non-profit, for-profit, federal, public health)
 Knowledge of ancillary services (e.g., laboratory and imaging services, therapies)
 Knowledge of support services (e.g., environment of care, plant operations, materials management, hospitality services)
 Knowledge of the interdependency of integration within and competition among healthcare sectors including
partnerships with academic and social care institutions
 Knowledge of clinician roles and qualifying criteria (e.g., administrative versus clinical)
 Knowledge of evidence-based management practice
 Knowledge of different staff and functional perspectives in healthcare organizations (e.g., frame of reference,
expectations, and responsibilities by discipline and role)
 Knowledge of the patient perspective (e.g., expectations, concerns, healthcare consumerism) and how it differs from the
provider perspective
 Knowledge of the interrelationships among healthcare access, quality, cost, resource allocation, accountability, and the
community
 Knowledge of different care delivery models and system access points
 Knowledge of digital health (e.g., telehealth, telemedicine, telemonitoring)
 Knowledge of population health concepts (e.g., patient segmentation, risk-based contracting)
 Knowledge of social determinants of health (e.g., housing, food insecurity)
 Knowledge of preventative medicine concepts (e.g., community outreach, wellness initiatives, retail health)

Management and Leadership 13% 26

 Knowledge of implementation planning (e.g., operational plan, management plan)

 Knowledge of emergency preparedness (e.g., contingency planning, emergency response as defined in National Incident
Management System (NIMS))
 Knowledge of organizational systems theory and structuring (e.g., span of control, chain of command, interrelationships
of organizational units)
 Knowledge of management functions (e.g., planning, organizing, directing, controlling, and evaluating)
 Knowledge of leadership and communication styles, and how and in what situations they apply
 Knowledge of team-building techniques (e.g., communication, use of practical assessment or training tools)
 Knowledge of change management principles
 Knowledge of organizational development resources
 Knowledge of collaborative techniques for engaging and working with clinicians and external stakeholders (e.g.,
policymakers, payers, community leaders)
 Knowledge of diversity, equity, inclusion and justice principles and their influence on team and organizational
effectiveness
 Knowledge of resource allocation methods (e.g., for addressing conflicts among departments or staff over scarce
resources)
 Knowledge of types of healthcare network structures (e.g., clinically integrated network, independent practice
association) and their impact on local decision-making
 Knowledge of collective bargaining (e.g., management’s rights during union organizing)
 Finance 12% 24

 Knowledge of financial accounting principles needed to analyze and interpret financial reports (e.g., which ratios to look
at given your current concerns)
 Knowledge of operating budget principles (e.g., fixed vs. flexible, zero based, variance analysis)
 Knowledge of capital budgeting principles (e.g., funding sources, long-term implications of capital planning, such as
depreciation and value analysis)
 Knowledge of reimbursement methodologies and their ramifications (e.g., managed care models, national/state
programs, value-based, fee-for-service)
 Knowledge of fundamental productivity measures (e.g., hours per patient day, cost per patient day, units of service per
labor hour)
 Knowledge of financial controls (e.g., internal systems for accounts payable, checks and balances, auditing principles)
 Knowledge of revenue generation (e.g., service line development, new ways to foster revenue, pricing strategies) and
implications for payer mix
 Knowledge of how to prepare and justify a business model (e.g., make a business case for a new project to gain
shareholder support)
 Knowledge of potential impacts and consequences of financial decision-making on operations, healthcare, human
resources, and quality of care
 Knowledge of asset management (e.g., depreciation schedule)
 Knowledge of financing, including funding sources, the process of obtaining credit and bond ratings, and issuing bonds
 Knowledge of philanthropy and foundation work (e.g., as a source of funding for non-profit organizations or to target for-
profit organizations’ activities)
 Knowledge of supply chain systems, structures, and processes (e.g., monitoring the effectiveness of supply chain
management and strategic decision-making)
 Knowledge of revenue cycle (e.g., billing, coding, authorizations, collections)

Human Resources 12% 24

 Knowledge of human resources laws and regulations (e.g., labor law, wage and hour, Family and Medical Leave Act
(FMLA), Fair Labor Standards Act (FLSA), Equal Employment Opportunity Commission (EEOC), Employee Retirement
Income Security Act (ERISA), workers compensation)
 Knowledge of recruitment and retention approaches and techniques
 Knowledge of staffing methodologies and productivity management (e.g., acuity-based staffing, flexible staffing, fixed
staffing, capability, capacity, and upskilling)
 Knowledge of performance management systems (e.g., performance-based evaluation, rewards systems, disciplinary
policies and procedures)
 Knowledge of employee motivation and development principles and techniques
 Knowledge of employee satisfaction and engagement measurement and improvement techniques
 Knowledge of compensation and benefits practices (e.g., merit-based, provider contracts)
 Knowledge of employee safety, security, and health issues (e.g., Occupational Safety and Health Administration (OSHA),
workplace violence, employee burnout)
 Knowledge of conflict resolution and grievance procedures
 Knowledge of potential impacts and consequences of human resources decision-making on operations, finances,
healthcare, and quality of care
 Knowledge of selection techniques (e.g., commonly available assessments and relative benefits)
 Knowledge of labor relations practices and strategies
 Knowledge of job design processes
 Knowledge of succession planning models
 Knowledge of mentorship and coaching practices
 Laws and Regulations 9% 18

 Knowledge of laws relating to confidentiality (e.g., privacy act, Freedom of Information Act (FOIA), release of information)
 Knowledge of healthcare compliance laws and regulations (e.g., antitrust, conflict of interest, Emergency Medical
Treatment and Active Labor Act (EMTALA), Stark, No Surprises Act)
 Knowledge of Medicare, Medicaid, and other third-party payment regulations
 Knowledge of inspection and accrediting standards, regulations, and organizations (e.g., Occupational Safety and Health
Administration (OSHA), Food and Drug Administration (FDA), Nuclear Regulatory Commission (NRC), Centers for Disease
Control and Prevention (CDC), state and federal accreditation/licensure)
 Knowledge of patients’ rights laws and regulations (e.g., informed consent, Health Insurance Portability and
Accountability Act (HIPAA), advance directives, involuntary commitments)
 Knowledge of the different requirements for non-profit and for-profit healthcare organizations (e.g., community health
needs assessment for non-profit organizations)
 Knowledge of the potential impact of laws and regulations on operational, financial, quality of care, health resources, and
human resources decisions
 Knowledge of laws and regulations related to collective bargaining
 Knowledge of legal implications for mergers and acquisitions

Quality and Performance Improvement 9% 18

 Knowledge of benchmarking principles and sources of best practices information (e.g., internal, state, and national
standards)
 Knowledge of the principles and methods of medical staff peer review
 Knowledge of risk management principles and programs (e.g., insurance, education, safety, injury management, patient
complaints, patient and staff security)
 Knowledge of managerial performance and process improvement tools and techniques (e.g., plan-do-study-act (PDSA
cycle), lean processing, Six Sigma)
 Knowledge of clinical performance and process improvement tools and techniques (e.g., clinical pathways, evidence-
based medicine, population health, pay-for-performance)
 Knowledge of quality and performance measurement tools (e.g., patient satisfaction measurements such as Hospital
Consumer Assessment of Healthcare Providers and Systems (HCAHPS), net promoter scores)
 Knowledge of utilization review/case management systems
 Knowledge of tools for improving patient safety (e.g., reducing avoidable errors, disclosure of errors)
 Knowledge of how quality impacts operations, staffing, and financing decisions

Business 8% 16

 Knowledge of the strategic planning process (e.g., scenario planning, forecasting, community needs assessment)
 Knowledge of business planning processes, including development, implementation, and assessment (e.g., adding new
services/ending existing services)
 Knowledge of basic business contracts, such as what constitutes a contractual commitment, and legal and financial
implications (e.g., intentional damage to a person or business that causes economic harm)
 Knowledge of the impact of the socioeconomic environment has on the functions of the organization
 Knowledge of marketing principles and tools and how to interpret marketing data (e.g., market analysis, market research,
sales, advertising)
 Knowledge of principles of media relations, advertising, social media, and community relations
 Knowledge of the techniques involved in negotiating contracts or services (e.g., compromise, persuasion) and relevant
factors (e.g., utilization review, models)
 Knowledge of potential impacts and consequences of business decision-making on operations, healthcare, human
resources, community, and quality of care
Healthcare Technology and Information 8% 16
Management

 Knowledge of the role and function of information technology in business operations (e.g., business intelligence systems)
 Knowledge of technology trends and clinical applications in a healthcare organization
 Knowledge of technology policies and regulations (e.g., complying with Health Insurance Portability and Accountability
Act (HIPAA) security requirements, complying with Health Information Technology for Economic and Clinical Health
(HITECH) Act, promoting interoperability)
 Knowledge of health informatics needed for operational decisions (e.g., data and equipment interoperability standards
support)
 Knowledge of potential impacts and consequences of healthcare IT decision-making on staff and processes in finance,
operations, healthcare, and quality of care
 Knowledge of information systems continuity (e.g., disaster planning, recovery, backup, security, sabotage, natural
disasters)
 Knowledge of factors that influence selection, acquisition, and maintenance of IT systems (e.g., upgrades and conversions,
technology lifecycles)
 Knowledge of healthcare analytics and clinical informatics applications

Professionalism and Ethics 8% 16

 Knowledge of professional code of ethical behavior for ACHE

 Knowledge of patients' rights and responsibilities (e.g., informed consent, withdrawal of care, advance directives)
 Knowledge of ethics committee’s roles, structure, and functions
 Knowledge of cultural and spiritual diversity of patients and staff as they relate to healthcare needs
 Knowledge of conflict-of-interest issues and solutions as defined by laws, organizational bylaws, policies and procedures
 Knowledge of the consequences of unethical actions
 Knowledge of ethical implications of human-subject research
 Knowledge of other professional norms and standards of behaviors as defined by professions (e.g., American Hospital
Association (AHA) standards/guidelines, Physicians’ Oaths, and other professional pledges)
 Knowledge of creating an ethical culture in an organization
 Knowledge of ACHE’s Statement on Diversity

Governance and Organizational Structure 6% 12

 Knowledge of governance theory (e.g., mission and values, relationships with board of directors, roles of governing board
and management)
 Knowledge of governance structure (e.g., bylaws, articles of incorporation) and operations (e.g., board member selection,
education, orientation, and assessment)
 Knowledge of medical staff structure and its relationship to governing bodies and facility operations (e.g., credentialing,
privileging, and disciplinary process)
 Knowledge of the governing board’s role (e.g., ultimate accountability, conflict of interest issues, fiduciary responsibility)
 Knowledge of public policy matters and legislative and advocacy processes