Value-Based Care Strategy

Healthcare Transformation Strategy

Catalyst Healthcare Advisors addresses new opportunities for revenue growth available to a hospital/health system, focusing on market demand, venture relationships, service line development, facility planning, strategy development, marketing/communication integration and financial analysis. These efforts are meant to dovetail with an overall organization strategy devoted to longer term results.


Population Health Management

Catalyst can help you create and implement a strategy for transitioning to a population health model of care delivery. We use advanced clinical care models and fully-integrated BI technology to help you close gaps in care and give your clinicians real-time access to track and address patient needs. We help you integrate laboratory, billing, electronic health record, and prescription data, as well as unstructured physicians’ notes and patient behavioral data, so we can pinpoint unmet needs and identify gaps in data, clinical effectiveness and care management.


Catalyst helps providers leverage enterprise-level, vendor-neutral data sources to integrate and improve financial and clinical outcomes, eliminate data silos and share knowledge across the organization. We partner with you to define key priorities and strategic goals that are specific, measurable, achievable and realistic, then employ real-time healthcare analytics software and data visualization tools to help you achieve them. Because our data analysts have clinical and operational expertise, they know how to produce insights that drive desired clinical and financial outcomes.

89% of healthcare leaders agree that they need to be able to analyze data across the care continuum in order to ensure their organizations’ clinical and financial success.
HealthLeaders Media Intelligence Report. “Healthcare Analytics Buzz Survey.” July 2014.

Transitional Management

We create value by managing a client organization through transition, positioning the hospital for sustainable financial, operational and clinical improvement and growth.  We have seasoned senior healthcare executives, all of whom have served as permanent leadership within an organization, and as interim management in transitioning environments.  Our interim management team includes Chief Executive Officers, Chief Operating Officers, Chief Financial Officers, Chief Nursing Officers and Chief Medical Officers as well as finance support staff and department management.

Improved Accountability, Organization Stability, Best in Class Competencies and Proven Leadership.


We work collaboratively with today’s health system boards to establish a governance culture and improve overall board performance in areas such as committee definition, education, meetings, CEO and board evaluation, board structure and composition, oversight for specific governance functions, measuring health system performance, evaluation of community benefit policies, plans and reports, and assessing and monitoring the quality of patient care. We perform transparency reviews and share board best practices.

Improved Board Performance, Improved Direction and Governance Culture, Greater Oversight for Specific Governance Functions and Improved Accountability to Overall Performance of Board and Health System.

Physician Engagement

The transition to value-based care depends on physicians who are engaged and invested in improvement initiatives. Catalyst’s senior healthcare executives help providers navigate the change process to create value and high levels of physician engagement. By working collaboratively with physicians, support staff and organizational leaders, Catalyst fosters physician engagement in new initiatives, and simultaneously improves patient satisfaction and value.

Client Results

“Catalyst exceeded our original targets in workforce productivity, supply chain/purchased services and clinical redesign.”

Richard D’Aquila
Executive Vice President
Yale New Haven Health System

“Catalyst kick-started our EHR selection by leading us through a proven process that resulted in stakeholder consensus.”

Brent A. Richard
Administrative Director of Information Services
Southern Ohio Medical Center

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