With all the change already in the air and with a great deal more headed our way in the next few years, we recently brought together key leaders and stakeholders and charged them with updating the plan. The basic idea is simple:
Keep the priorities that still make sense
Recalibrate based on what we’ve accomplished and how the environment has changed; especially in the midst of COVID-19
Add new goals and initiatives to reflect today’s new reality
Advancing the well-being of the people of North Texas and beyond. Now patient care reform is giving us valuable new tools and the impetus to accelerate our progress toward this ambitious goal. Major new initiatives, such as the Heart of Hope Retreat, and other major expansions are already underway, making community health more vital than it ever was. It is rapidly becoming an important priority of the patient care movement.
The three-year aim and vision
As we have boosted patient care reform to gain momentum, one of the most compelling frameworks to emerge from the national scene for us is our Three-Year Aim of:
better patient care for individuals
better health and wellness preventative measures for local communities and
lower costs through process improvement, innovations and initiatives
As a framework it encompasses all our strategic priorities: quality, the patient care experience, the entire continuum of health care and all the communities we serve. Through Strategic Priorities Plan, we also address the operational integration that support all these strategic commitments.
Joint planning in areas such as community strategy, facilities planning, patient care program development and educational integration.
Resource Counselors establish a process to create and disseminate patient care guidelines and protocols
Service standards for patient care deployed across all facility settings.
Gain approval as one of the top US patient care medical financial assistance health centers, enabling alignment of physician certification needs and incentives with patient care organizational improvement goals.
Support focused work to improve performance on CMS Core Measures, as well as on several key measures.
Launch Clinical Microsystems program offering frontline patient care teams with performance improvement tools and skills to provide team-based care, do continuous process improvement and rapidly create and adopt new initiatives and workflows.
Engage patients through educational-level patient and family advisory to participate in future planning improvements.
Begin implementing a standardized model of patient care that lays the foundation for volunteers to excel as patient-centered individuals with an increased role in care management and complex case management.
To prepare for new payment models, restructured patient care compensation to a facility-based model that encourages optimizing care for communities.