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.

Latest Resources

• Reimagining Health Care Through Intelligent Technology: A Conversation with Dr. Edisa Shirley, Chief Growth Strategy Officer Of ClinicMind
• Fewer Denials, Later Payment
• The Cost Of Disruption
• What’s A CFO To Do?: Best Of The 2026 OPEN MINDS CFO Summit
• Financing Crisis
• The New Cyber Risk Equation – What Health & Human Services Executives Need To Prepare For: A Discussion With Doug Howard, Chief Executive Officer Of Pondurance
• How To Replicate & Scale A Successful Service Line
• Selecting The Right Services & Geographies For Growth
• Growth Is About Replicating Value
• Building Business Acumen In A Changing Human Services Market: Turnover, Data & AI With Scott Bachik, Chief Executive Officer Of The BI Collaborative
• The Margin Mindset: Best Of The 2026 OPEN MINDS Executive Leadership Retreat
• New Perspectives On Sustaining Your Top Professionals
• What We Learned When We Finally Listened: A Three-Year Journey To Build Trust, Accountability & Culture
• Build, Buy, or Both? A Decision Framework for Revenue Cycle Management
• Leading Through Change By Creating Agile Teams

Hedging Your Bets

Most health and human service executive teams have revenue diversification as one of their strategic goals—looking for a financial cushion in the event that a key service line contract is terminated or rates are reduced (see Diversify Or Die and The Ripple Effect). It is a common business strategy, but the recent federal policy shifts, and the resulting market chaos, have made it more pressing (see Is Your Team Crisis Ready?). There are two diversification questions for executive teams… Read

• Transforming The Approach To Children With Complex Conditions
• Leading At The Right Altitude: Executive Time Management That Drives Results
• The CFO As System Architect: Rebuilding Finance Operations Around A New ERP
• Mergers & Alliances: The Evolving Role of The CFO In Organizational Growth – M&A, Collaborations & Partnerships
• The Revenue At Risk When Coverage Changes: A CFO Readiness Check On H.R. 1

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