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

• When Reimbursement Falls, Master Unit Costs
• From Funding Loss To Financial Growth: The ICAN Case Study
• Less Revenue? How To Respond…
• Planning Around An Unexpected Drop In Revenue: Navigating Rate Cuts & Contract Cancellations
• Inside The Psychological Patient Journey: What The Research Reveals About Why People Delay Care — & What Happens When Access Is Built Around It
• What Are We Spending On Special Education Services In The United States, 1999-2000?
• Ethical Uses Of AI In Operational & Clinical Decision-Making: An Interactive Discussion Session  
• Beyond The Numbers: The CFOs Role As A Strategic Asset
• Building High-Performing Teams Through Effective Clinical Supervision
• Combining Smart Data & Collaboration For Better Performance With Banner Health
• Aging In Place: Care Models That Are Improving Outcomes
• Safety Drives Success: Reducing Risk While Building Resilient Care Teams
• Financial Leadership In Uncertain Times
• Perfecting Patient Engagement & Experience From Beginning To End
• Anticipating The Tide

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

• What’s The Plan?
• Beyond FFS In ABA – Alternative Reimbursement Models To Improve Autism Treatment Quality & Reduce Costs
• Improving Patient Experience To Improve Financial Performance: A Discussion With Warren Bates, Chief Executive Officer Of Mend
• 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

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