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Last Updated On October 15, 2018
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Central Health Strategy Proposed FY 2019 & FY2020 Strategies from Performance Review Recommendations
|Current Work Plan Objectives||Current and New Work Plan Strategies||Milestones (Memo up front, midpoint, end-of-year report)|
|OBJECTIVE 1: Develop and execute health care delivery strategy based on people and place||STRATEGY 1.1: Service Locations and Care Delivery: By data analysis, provider input, and community-based advisory groups, determine funding of business plans for future service delivery sites, and/or mobile services, and/or technology solutions for delivering care to the served population.||Next Update: Jan. 2019|
|STRATEGY 1.2: Population Health-Social Determinants: Provide funding or reimbursement to provider partners for resources to establish population health goals and work with governmental and other organizations to address specific social determinants affecting the population served.||Next Update: Nov. 2018|
|STRATEGY 1.3: Communication: Improve communication with consumers and the community about Central Health’s pivotal role ensuring the delivery of care to people with low incomes.
SUB-STRATEGY 1.3.1: Focus communication efforts on the target patient population and the community at-large about Central Health’s role in the delivery of care and programs to access health care.
SUB-STRATEGY 1.3.2: Increase consumer awareness of available services, how to be a patient, key health concerns and conditions, and providing partners. Tailor messages to specific patient audiences using preferred languages and culturally relevant themes.
SUB-STRATEGY 1.3.3: Increase awareness of Central Health-funded facilities, partners and providers.
|Next Update: Dec. 2018|
|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.
SUB-STRATEGY 2.1.1: Specialty Care Shortage: Implement use of technology solutions to reduce specialty care wait times.
SUB-STRATEGY 2.1.2: Specialty Care Shortage: Work with Dell Medical School, partner providers, and other educational organizations to develop programs to address specialty care shortage and enhanced primary care training.SUB-STRATEGY 2.1.3: Primary Care Access: Fill provider vacancies and prioritize condition-specific interventions.
|Next Update: Dec. 2018|
|STRATEGY 2.2: Patient Reported Outcomes and Experiences: Establish measures, including measures that address inequity, and improve patient reported health outcomes and experiences; develop quality-of-life and patient experience dashboards.||Next Update: Dec. 2018|
|STRATEGY 2.3: Women’s Reproductive Health: Expand and improve women’s reproductive health system through Dell Medical School and provider partners.||Next Update: Jan. 2019|
|STRATEGY 2.4: Technology and Data: Improve continuity of care through integrated technology, data, planning and information exchange.||Next Update: Dec. 2018|
|STRATEGY 2.5: Brain Health and Cancer Strategies Refinement: Determine the scope of Central Health’s role in brain health and cancer programs.||Next Update: Dec. 2018|
|OBJECTIVE 3: Implement sustainable financial model for health care delivery and system strategies through 2024||STRATEGY 3.1: Develop reasonable revenue and health care delivery cost fiscal models through 2024.||Next Update: Dec. 2018|
|STRATEGY 3.2: Forecast and maintain adequate contingency and emergency reserves to manage adverse financial events and maintain adequate health care service levels.||Next Update: Dec. 2018|
|STRATEGY 3.3: Include revenue and financing sources for new programs in future budget patterns.||Next Update: Dec. 2018|
|STRATEGY 3.4: Determine optimal use or disposition of Brackenridge Campus sections.||Next Update: Nov. 2018|
|STRATEGY 3.5: Contracting and 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.||Next Update: Nov. 2018|
|STRATEGY 3.6: Transparency: Establish partner reporting (Dell Medical School, St. David’s, Seton, CommUnityCare, Integral Care and Sendero) to increase use of funding transparency that achieves Central Health objectives.||Next Update: Nov. 2018|