Succeeding as a nonprofit health system in the rapidly consolidating provider market is a challenge. Margins are tight and the financial leaders of these organizations are constantly tasked with finding reliable sources to drive revenue.

These executives need to balance short-term goals with expectations for long-term stability. There are several other factors that contribute to their sizable workload, including negotiations with payer organizations, approaches to cutting costs without reducing the amount of full-time employees, and initiatives that seek to break down the traditional barriers to care in order to meet patients where they are.

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