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Last Updated On October 15, 2018
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Plan 2024

Central Health Strategy Proposed FY 2019 & FY2020 Strategies from Performance Review Recommendations

PDF Download – 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
Adopted 7/25/2018