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

• High Demand & Falling Revenue
• It’s Harder To Get Paid
• Human Capital Management In Motion
• Human Capital Management In Action: A Case Study
• The 10 Human Capital Management Platform Must-Haves For Behavioral Health Provider Organizations
• Why Position Control Is Important To Behavioral Health HCM Systems
• Federally Qualified Health Centers Financial & Operational Performance Analysis
• Better Collection Rates, More Cash
• Balancing Mission & Margin: How Hillsides Transformed Its Financial Trajectory
• Leading Through Volatility: A 12-Step Framework For Strategic Cash Management
• The Financial Squeeze
• Clinical Quality In Behavioral Health: Driving Impact Through Data & Practice
• Tech-Enabled Recruiting & Retention: Best Practices For Competing For The Best Talent—Sponsored By ContinuumCloud
• Uncovering The Challenges & Opportunities For Reimbursement: A Payer Panel
• Improving Service Delivery While Cutting Costs: Lessons From Mainstay Life Services

What Keeps CFOs Up At Night?  

As health and human service executives plan for the year ahead, what are their key challenges? They are not so dissimilar from chief financial officers (CFOs) in every field. According to the recent Global CFO Survey 2025, the 2025 “top challenges” for CFOs were adapting to changing customer demands, decreasing risk exposure, leveraging technology, increasing the speed of adapting to new business models, and the talent shortage. Sounds very familiar to the strategy discussions of most executives in… Read

• Maryland’s Total Cost Of Care Model Background & Summary
• Bundled Payments For Care Improvement Advanced
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• The Addiction Conundrum
• The Clinically Integrated Network — Optimizing Value For Payors & Providers: A Discussion With Mike Rhoades, Chief Executive Officer, Alera Health

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