Every college and university has a portfolio of financial risks and resources which its leaders seek to deploy in a manner that balances the pursuit of growth against a set of...

The Spring 2017 issue of the Kaufman Hall Report features articles on Northwestern Medicine's process for integrating the patient's voice into all aspects of the organization, and the use of cost data to support strategic decisions.

A performance improvement process undertaken by a northeastern health system exemplifies fundamental principles that should characterize all such efforts.

Learn how a California hospital is implementing consumer-oriented strategies to optimize the patient experience.

There are a number of ways in which Treasury Operations groups in not-for-profit hospitals and healthcare system can improve performance with regard to banking activities, relationships and services received.

Disruptive forces are shifting the appropriate focus of the corridor of control from financial health to the balancing of risk against the resources available to offset or carry risk.

Learn four key steps healthcare leaders can take to successfully integrate quality measures with cost accounting data to improve patient care outcomes and financial performance.

Learn five questions that trustees and healthcare executives should be asking to help ensure partnerships that will best position their organizations for success in a rapidly changing healthcare environment.

Paul Crnkovich shows how Kroger's position as a grocery store suggests challenges and opportunities for healthcare providers.

Many healthcare providers are seeking the ability to form—or the opportunity to join—an integrated system or delivery network.

The changes proposed in the Senate and House healthcare bills would affect a large and highly vulnerable population: poor children, people with disabilities, elderly people whose resources have been depleted, and adults suffering from short-term or long-term poverty. Yet, the House and Senate bills contain no direction on how to implement the proposed changes in a way that would not hurt the millions of people the program serves or the many others touched by Medicaid. These high-stakes effects would be left to states and providers to remedy and for these populations to absorb. Our nation’s healthcare system is a large and complex web system of interdependencies among individuals, providers, governments, employers, payers, and many other stakeholders. Any change to one part of that system could cause multiple, hard-to-predict effects on any and every other part.

As more patients turn to their laptops, tablets, and other devices for the expert advice of oncologists, cardiologists, radiologists, and other specialists in distant locations, local demand ultimately will diminish for those physicians, and/or their roles will change. It is not difficult to envision a future in which care diagnosis across the country, and perhaps even the world, is concentrated in a relatively limited number of “National/International Diagnostic Centers.”