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Executives of health and human service organizations are confronting an era of extraordinary market turbulence resulting from shifting federal policies whose effects will trickle down to the states, labor shortages, rising costs, evolving reimbursement models, and escalating expectations for digital innovation and consumer engagement. Traditional financial strategies focused on incremental growth and efficiency are proving insufficient at keeping organizations ahead of the competition or maintaining sustainability or creating the foundation for growth for the future

The new, “winning” executive mindset should be that financial sustainability requires service line diversification across the organization’s portfolio. Put another way, revenue diversification builds . . .

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Performance & Financial Management

The performance and financial management of health and human service provider organizations depends on several factors, including quality measures, staffing models, and the organization’s overall internal processes such as revenue and billing cycles and unit costs. As the market shifts from volume to value, provider organizations face new challenges for financial viability and revenue maximization. Provider organizations must consider their performance, liquidity, risk tolerance, leverage, efficiency, and portfolio balancing to ensure optimal financial management and long-term sustainability as the market shifts away from fee-for-service models to value-based reimbursement.

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