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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.

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.

With extension of the 2017 tax cuts identified as a key priority for the incoming Trump administration, offsetting expense actions will be needed to avoid increasing the federal deficit. Hospital leaders should be prepared for potential cuts to both the Medicaid program and the enhanced ACA subsidies enacted in 2021.

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.

Strategic planning and financial planning are highly interrelated and interdependent disciplines. Institutional financial literacy creates the perfect environment and means of communication in which an integrated strategic financial planning process can thrive.

Promoting financial literacy serves two important purposes. First, it makes everyone aware of the institution’s current financial health. Second, it makes everyone aware of what will be required to ensure the institution’s financial health over the long term.

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.