The financial pressures on provider organizations should sound familiar to health and human service executives by now. The demands of integration and interoperability, managed care contracts, heightened competition from both inside and outside the field, and the rise of value-based reimbursement are gradually—and sometimes swiftly—transforming the market.

The current and unrelenting turbulence of the market…

Diagnosing and managing the symptoms of financial issues and maintaining financial health haven’t always been top-of-mind for health and human service organizations that were shielded from market forces by cost-based reimbursement and charitable funding. Operating under the misguided notion that non-profits “don’t need to make money” has obscured the realities of what happens when more…

In today’s health care environment, the effectiveness of a provider organization’s technology infrastructure is not measured by the value of individual platforms alone but by how thoroughly the array of systems integrates to enhance financial, clinical, and operational performance. Fragmented systems that silo information fail to equip leadership teams with the visibility into data, metrics,…

In today’s health care landscape, achieving financial sustainability demands chief financial officers (CFOs) who can perform strategic functions beyond budgets to navigate a complex confluence of reimbursement volatility, workforce shortages, digital transformation, and value-based care mandates. For many CFOs, this will mean reengineering operations, technology, and organizational culture to build the right foundation for long-term…