Maintaining financial stability during the transition to value-based reimbursement demands executing three strategies simultaneously: growth and positioning, clinical integration, and value. Such an approach enables care providers to navigate the simultaneous, and seemingly mutually exclusive, demands of adapting to a new business model while managing culture change, cost reduction, new technology and new partnership development across the continuum of care. Those who do so successfully will emerge on the other side of the health care paradigm shift in a position to grow market share, drive new revenues and improve the health of their communities.

Kurt Salmon helps hospitals and health systems design and execute their future value-based care success while maintaining a financially stable present. We meet provider organizations wherever they are in their value-based journey and bring everything needed to help them decide on and take their next steps.


We offer value-based care strategy development designed to guide organizational response, as well as tactical assistance with services that include comprehensive and integrated information technology selection and portfolio optimization, care delivery network development and alliance creation, facility and capital asset optimization, and financial modeling, all in the context of the multiyear volume-to-value transition.

Determine where you stand. Our proprietary Value-Based Care Readiness Assessment examines the current state of each provider organization for 12 value-based care competencies and then lays out target goals and the steps to meet them.

Align your stakeholders to shared goals. We structure provider incentive programs that bring siloed stakeholders together in pursuit of clinical value management.

Integrate clinically. We offer a full suite of clinically integrated network alliance creation capabilities, from target market analysis to network partner identification and development of uniquely tailored business arrangements that cement each stakeholder’s roles and responsibilities in constructs designed to withstand the test of time. Our IT and Facility and Capital Assets practices complement our clinical network design strategy work so providers can optimize their care delivery locations clinically, geographically and technologically with partners along the entire care continuum, including wellness, primary care, behavioral health, post-acute care, etc.

Become accountable. We help to identify a contracting strategy that will put your organization on the road to gradual assumption of risk. We collaborate with industry-leading data analytics and accountable care solutions providers to offer quality and outcomes measurement services; risk stratification analysis; and turnkey custom insurance plan design, reinsurance and TPA management services. These arrangements can help providers accelerate their transition to value, create environments to test their value-based care competency and protocols, and learn to think more like payors—essentially enabling them to present risk-sharing opportunities to their provider network when they are ready.

Demonstrate a track record of value creation and take control of future opportunities. Providers who have developed competency in value-based care can channel market their high-performing network of providers to payors and to employers. These efforts will result in improved patient outcomes and reductions in the overall cost of care for a population of patients and will drive new revenue and market opportunities for the care delivery network.

zoom iconExhibit 1: An appropriately defined and executed roadmap to risk enables hospitals and health systems to move from fee-for-service to value-based care while maintaining financial stability.SIDEBAR: STRUCTURED FOR SUCCESS

A strong two-hospital, 500-bed health system knew it needed to partner to increase community benefit while maintaining financial stability during reimbursement shifts. Kurt Salmon came in to help set goals, evaluate partners and eventually create a clinically integrated academic-community system—without any merging of assets.

Kurt Salmon structured the arrangement to launch the system from fee for service, through a shared savings period, all the way to eventual full capitation and population health management as they developed the skills to take on additional risk.


Kurt Salmon’s Health Care Group provides integrated strategy, facilities, activation and IT consulting. We’ve worked with over 2,500 hospitals since 1946, and we currently lead comprehensive value-based care and clinical integration efforts at major academic and community systems nationwide. Fourteen of the 15 current U.S. News and World Report Honor Roll hospitals have been Kurt Salmon clients, and we’ve worked with 75% of the top integrated health networks.