Learn how Kaufman Hall’s Physician Advisory experts can help your organization during and after the COVID-19 pandemic.

Our comprehensive access scorecard and gap analysis will identify areas for improvement across a broad range of consumer healthcare journeys, including telehealth and virtual care. Learn more.

Shoppable outpatient services are under intense pressure from regulators, payers, disruptors, and consumers who have increasing expectations for convenience, service, and value. Learn how to deploy a strategy!

Kaufman Hall believes that strategic, financial, and capital planning must be highly interrelated and interdependent disciplines. When they are so, such planning functions as the...

Every healthcare organization has a portfolio of key financial resources—such as cash, credit, leverage, and invested assets—which its leaders seek to deploy in a manner that balances...

Kaufman Hall’s Treasury Operations Advisory service focuses on helping hospitals and health systems manage organizational liquidity and optimize their Treasury infrastructure.

This article continues a series of ebriefs aimed at helping senior executives and trustees of independent hospitals to meet the unique challenges and opportunities of healthcare’s new business model.

Effective and sustainable population health management requires the development and continuance of a high-performing care-delivery network.

This third ebrief in a series aimed at helping senior executives and trustees of independent hospitals navigate the rapidly changing healthcare industry discusses the potential benefits of different partnership structures.

What capabilities should your organization be developing or partnering to gain in order to be considered an essential provider going forward? How fast is your service area changing? Our experts share insight on these two questions, which are critical in identifying, developing, and timing the implementation of appropriate strategic initiatives to pursue opportunities and meet challenges.

To engage activated consumers who shop for healthcare as they would other goods and services, healthcare providers must understand consumer preferences and needs—particularly unmet needs in the increasing set of “shoppable” service lines and venues. Learn how providers can advance their understanding of the consumer's path to purchase in Brief 4 of the series Meeting the New Consumer Expectations.

Price sensitivity and new competition from lower-priced, non-hospital providers represent significant risk to provider systems, particularly with low-intensity, high-margin outpatient services. Learn the five critical questions for hospital leadership in Brief 3 of the series Meeting the New Consumer Expectations.