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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.

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.

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.

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.