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Four reasons why health system executives should reconsider and re-visit value-based care.

While leaders are “keeping the lights on,” where will growth come from? For much of the last decade, rapid revenue growth was the predominant business imperative in the healthcare...

Several health systems launched or ramped up their PSHPs after the Affordable Care Act was passed in 2010, taking advantage of growth in key market segments and providing an additional revenue source while supporting their community-centered missions.

In a roundtable discussion, Kaufman Hall Managing Directors Matthew Bates and Nora Kelly and Senior Vice President Max Timm discuss the rise of risk-based contracting in value-based healthcare arrangements, what providers and insurers need to watch out for, and what success in risk-based contracting will look like.

Organizations that pursue consumer strategies and value-based approaches together will be much more likely to achieve their goals while increasing their ability to effectively compete against new industry entrants.

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.

Payers and providers are increasingly creating strategic partnerships, with the intent of keeping pace in a rapidly transforming healthcare payment system that rewards value over volume...

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 planning remains as important as ever—perhaps even more so as the risk of operating dislocation continues, and new risks appear on the horizon.

Health systems and health plans aren't used to thinking of one another as potential allies. But as the competition heats up, many realize it may be better together. Read more!

Depending on the market, organizations face increased competition from large, integrated companies—or looming pressure from new tech-savvy entrants like Amazon and Google that are unencumbered by the operating challenges and fixed-cost infrastructures of legacy healthcare providers.