All Featured Insights

Editor’s note: This is a compilation of top pieces about the One Big Beautiful Bill published this year by Vizient and Kaufman Hall experts. Links to the full pieces can be found in...

Healthcare leaders are laser-focused on understanding how the future financial trajectory of their organizations might take shape post-OBBB—and what they can do to guide their organizations to long-term sustainability.

With an estimated $1 trillion in healthcare-related spending reductions, the One Big Beautiful Bill could significantly disrupt the U.S. healthcare system. Flourishing in the face of uncertainty will require focus on four imperatives: margin transformation, care delivery realignment, structural resilience and technological enablement.

Hospital and health system executives and board members are currently confronting financial and operational uncertainty on multiple fronts—and the constant barrage of changing information can be overwhelming.

Not-for-profit hospital and health system leaders are currently monitoring a flurry of rapidly evolving potential changes to state and federal policy with significant, long-term financial ramifications for their organizations.

As hospitals and health systems respond to the challenges and opportunities of a stabilizing but still challenged market environment, their strategic and financial plans will inevitably change.

As hospitals and health systems intensify their financial planning efforts, revisiting and refining the forecasting techniques and tools that guide their decisions has become paramount.

As organizations increasingly adopt a service line planning model, integrated strategic financial planning is more critical than ever.

In recent years, many healthcare organizations have invested less effort in long-range financial planning to confront more immediate challenges to their margins and balance sheets.

For more than a decade, hospitals, payers, and other healthcare stakeholders have experimented with moving healthcare payment from fee-for-service, volume-based contracts to arrangements that reward providers for the value of the care they provide.

The impact of the COVID-19 pandemic has introduced new and potentially long-lasting volatility into traditional financial planning processes at hospitals and health systems. Financial...