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

• 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
• Build, Buy, or Both? A Decision Framework for Revenue Cycle Management
• Leading Through Change By Creating Agile Teams
• 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
• Satisfaction Guaranteed
• Configuring Your EHR To Optimize Quality Data: Building the Foundation for Better Insights
• Interventions Into Reliability-Seeking Health Care Organizations: A Systematic Review Of Their Goals & Measuring Methods
• What We Learned When We Finally Listened: A Three-Year Journey To Build Trust, Accountability & Culture
• Guiding An $8 Million Financial Turnaround: The Spindletop Center Case Study

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

• Avoiding Data Overload: The Rappahannock Area Community Services Board Case Study
• The Road To Excellence: Gateway Rehab Center’s 2026 Journey To Strategic CARF Accreditation
• The $18.6 Billion Bump: Best Of The 2026 OPEN MINDS Service Excellence Institute
• When Reimbursement Falls, Master Unit Costs
• From Funding Loss To Financial Growth: The ICAN Case Study

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