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Last Updated On February 22, 2019
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Download a PDF of the Strategic Work Plan


OBJECTIVE 1

Develop and execute health care delivery strategy based on people and place.

Strategy 1.1 Service Location & Care Delivery
By data analysis, provider input, and community-based advisory groups, determine funding of business plans for future service delivery sites, mobile services, and/or technology solutions for delivering care to the served population.

Strategy 1.2 Population Health—Social Determinants of Health
Provide funding or reimbursement to provider partners for resources to establish population health goals and address specific social determinants affecting the population served.

Strategy 1.3 Communications
Provide funding or reimbursement to provider partners for resources to establish population health goals and address specific social determinants affecting the population served.


OBJECTIVE 2

Implement patient-focused and coordinated health care system

Strategy 2.1 Patient Wait Times
Establish measures and fund projects to improve patient wait times and network adequacy for access to primary and specialty care services.

Strategy 2.2 Patient Reported Outcomes & Experiences
Establish measures, including measures that address inequity, and improve patient reported health outcomes and experiences; develop quality-of-life and patient experience dashboards.

Strategy 2.3 Women’s Reproductive Health
Expand and improve women’s reproductive health system through Dell Medical School and provider partners.

Strategy 2.4 Technology & Data
Improve continuity of care through integrated technology, data, planning and information exchange.

Strategy 2.5 Brain Health
Determine the scope of Central Health’s role in brain health programs.

Strategy 2.6 Cancer Care
Determine the scope of Central Health’s role in cancer care programs.


OBJECTIVE 3

Implement sustainable financial model for health care delivery and system strategies through 2024

Strategy 3.1 Fiscal Model
Develop reasonable revenue and health care delivery cost fiscal models through 2024.

Strategy 3.2 Reserves
Forecast and maintain adequate contingency and emergency re-serves to manage adverse financial events and maintain adequate health care service levels.

Strategy 3.3 Budgeting
Include revenue and financing sources for new programs in future budget patterns.

Strategy 3.4 Brackenridge Campus
Determine optimal use or disposition of Brackenridge Campus sections.

Strategy 3.5 Contracting & Payment
Implement value-based provider reimbursement models and reporting standards related to patient-reported outcomes, population or health condition outcomes, and positive patient experience measures.

Strategy 3.6 Transparency
Establish partner reporting (Dell Medical School, St. David’s, Seton, CommUnity Care, Integral Care and Sendero) to increase awareness of funds use, ensure stewardship, and assess the efficacy in achieving Central Health objectives.