Health and human service executives could learn a lot from scuba diving and hiking (two of my favorite past times). Nothing beats an afternoon 30 feet under on Cemetery Reef in the Caymans—or a beautiful day on the Appalachian Trail.

What few people realize is that to have those great experiences, there must be a…

Executive teams of provider organizations serving complex consumers face three key financial stability challenges: maintaining margins and coping with margin compression, developing “next generation” service lines and business models, and sustaining revenue growth. Regarding the first challenge—financial performance—most provider organizations face narrowing margins in this post-pandemic health and human services landscape. Reimbursement rates have not…

The executive teams of specialty provider organizations are trying to map out how to have better relationships with health plans to maintain their relationships and revenue streams, to get better rates and more referrals, and to shift to shared financial incentives. Why? Because the reach of health plans is increasing, and specialty provider organizations are…

Whatever your organization’s niche is in the health and human services market, the competition for consumers—and for the payers that fund their benefits and the health plans that administer them—is becoming increasingly intense. Understanding what performance matters—to both consumers and payers—and then linking future reimbursement and future strategic success to those performance measures is a…

Financial resilience—the ability to bounce back after facing a crisis—is one of those things that no health and human services organization can do without. It enables organizations to adapt to a changed market, create greater efficiency, and invest in innovation to strengthen their competitive advantage. But none of that is possible without someone taking charge…