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

• Designing A Measurable, Outcome-Driven Value-Based Care Model: The Community Health Network (MyCHN) Case Study
• Sustaining Independence – The Financial Future Of Nonprofit Behavioral Health Organizations: A Discussion With Bruce White, Chief Executive Officer Of Johnson, Kendall, & Johnson
• Hedging Your Bets
• Cybersecurity’s Role In Organizational Sustainability & Data-Driven Decisions: A Discussion With Adam Arker, Managing Director, Health & Human Services Practice, Hartman Executive Advisors
• The Economics Of Giving
• Is Your Team Crisis Ready?
• Scaling Coordinated Care Models For Safety Net Services For High-Needs Population
• Moving Government Health & Human Service Contracting To Performance-Based Models
• Preventing The Drift
• From Financial Distress To Strategic Stability: A CFO Playbook
• Using Leadership Resilience To Build Financial Sustainability During Market Disruptions: The Integrated Community Alternatives Network Case Study
• The Loan Question
• From Survival To Sustainability: Creating A Winning Strategy In An Unstable Market
• Financial Mastery For Behavioral Health Leaders: The Hope Group Case Study
• The Scribe Effect: The Best Of The 2026 OPEN MINDS Workforce AI Summit

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

• Impact Times Two: The Best Of The 2026 OPEN MINDS Performance Management Institute
• CFO As Architects Of Value: Creating A Service Line Expense & Revenue Model
• How To Build Sustainable Growth: From Strategy To Data To Scale
• Preparing For Impact: Performance Management As A Financial Sustainability Tool
• Reading The Market

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