WHOEVER WISHES TO PURSUE PROPERLY THE SCIence of medicine,” wrote Hippocrates, must consider the conditions “peculiar to each particular region” and “the mode of life of the inhabitants.” Two millennia later, Flexner wrote that when confronted with preventable disease, the “intelligent and conscientious” physician should endeavor “equally to heal the sick and to protect the well,” noting a duty to “promote social conditions that conduce to physical well-being.” The US health care system is out of balance, favoring treatment of disease and disease complications over prevention and wellness. To establish a more sustainable balance, the Centers for Disease Control and Prevention and the Centers for Medicare & Medicaid Services are providing new funding for public health efforts and new opportunities for health delivery reforms. Individual states, which face the human and economic consequences of poor health outcomes, have a special incentive to facilitate this transition. Oregon is pursuing fundamental restructuring of health delivery systems by promoting coordinated care organizations. Vermont is considering adopting a single-payer model of health care. Other states, including Colorado, Massachusetts, Maryland, Minnesota, and Ohio, are considering other innovative payment and delivery reforms. Complementing these approaches is the opportunity for all states to encourage creative, local partnerships to accomplish the triple aim—a better experience for patients, lower costs, and better outcomes. In one corner are large health care institutions, including hospitals and large specialty practices. These entities have existed largely in a world driven by fee-for-service billing. Many are wondering how to adapt to new financial incentives that favor better patient outcomes and discourage overutilization of technology and unnecessary readmissions. In the other corner are community-based primary care practices and innovative public health programs that specialize in attention to high-risk patients, home visiting, and case management. Over the years, these types of programs have identified ways to manage high-acuity patients or prevent illness from occurring. Some programs, with support from research grants and partnership with academic institutions, have been rigorously evaluated; others, due to limitations in funding or technical expertise, have not had the opportunity. Many promising programs have struggled to sustain themselves after grants run out or have difficulty scaling their programs for larger or different populations. In July 2011, Maryland launched a matchmaking project to bring these 2 types of health organizations together and make better use of emerging financial incentives. State health authorities sought public comment about innovative models of financing and clinical care in Maryland and received 80 submissions from 47 entities. Innovations were divided into 3 categories: (1) supportive financial mechanisms (n = 8), defined as alternative approaches to paying for care that replace fee-for-service with models that reward clinicians, practices, and hospitals, for keeping their patients healthier and incentivize strategies that reduce the need for expensive acute care services; (2) clinical innovations (n = 27), defined as novel health care and community strategies that prevent illness and reduce complications of disease, and lower health care costs; and (3) integrated programs (n=7), defined as projects that combine clinical innovations with supportive financing mechanisms in a partnership that uses savings to fund creative solutions to health care challenges. Twenty-nine promising efforts were initially identified that met the definitions of these categories and provided a data evaluation plan, a summary of the project, and contact information for key leaders (BOX). The state then created the Health Care Innovations in Maryland website as a resource to make these promising