We believe that in today’s overwhelming push toward value-based care, providers have been flooded with new tools, technology, and the demand to transform their business processes. All the while they also must keep seeing the same number or more patients every day to keep their heads above the water. This premise is clearly flawed. Our paradigm is that the Provider is the Senior Executive of a team in which CURA plays an important role. The Provider sets the vision of the Practice, as well as brings clinical expertise. Their team, the Providers team, which includes CURA, does the rest.
For maximum success, CURA enables Providers to form together into new Value Service Organizations (VSO) that are locally owned. The CURA model is also not a one-size-fits-all. Instead, it flexes to fit the vision of the Provider and the needs of the Practice and the overarching VSO. CURA Services are offered as a comprehensive package or a la carte.
These services are always delivered on behalf of the Provider / VSO and extend current in-practice resources to expand care coordination and care management services, as well as, add new resources to meet the new demands – all that you need, only what you need and only when you need it. CURA Services offer maximized revenue within traditional payment models and expansion to new services to succeed with current and ever-emerging value-based payment models.
CURA Values
- Successful providers
- Efficient network
- Quality care
- Improved patient outcomes
- Local physician leadership
The CURA Mission
- Enabling local market provider entrepreneurs to own and operate their own Value Service Organization in a franchise model with CURA Health Solutions.
- To deliver solutions, in partnership with our clients, that extend their reach and capabilities to maximize their revenue and deliver best in class healthcare to their patients.
Telehealth enables VSOs to extend access and care management without expanding clinic hours or facility footprint. Within CURA’s model, synchronous video visits, secure messaging, and remote monitoring feed task queues for the Provider-led team, tightening follow-up for chronic disease, behavioral health, and post-discharge care. Standardized virtual protocols, documentation templates, and EHR integration ensure quality, risk adjustment, and care-gap closure are captured reliably. Reimbursement pathways (telehealth E/M, chronic care management, remote patient monitoring) are mapped to value-based contracts so virtual care contributes directly to shared-savings goals. The approach also addresses practical barriers licensure, scheduling logistics, device provisioning, interpreter access, privacy safeguards, and broadband constraints with clear playbooks and escalation rules. Teletriage and after-hours virtual coverage reduce avoidable ED utilization while preserving in-person capacity for higher-acuity needs. Dashboards track time-to-third-next appointment, no-show rates, and patient-reported outcomes so the Provider can steer staffing and outreach by data rather than guesswork. In this framework, telehealth functions as a core, measurable service line inside the VSO, aligned with the Provider’s vision and flexible enough to scale as demand shifts.