Austin Travis County Integral Care Strategic Plan FY 2017-19 | Page 6

STRATEGIC GOAL 1
Operational excellence is achieved through strong
and responsive systems, staffing, and infrastructure
that support current and potential initiatives.
Objective 1.1: Strengthen and invest in process improvements, and improve operational
accountability and internal collaboration.
a) Create a change management strategy that coordinates and manages the implementation of the operational
improvements of the agency, including the new human resources electronic system (E-3), electronic health
records (EHR), aggressive revenue cycle management, and the fee-for-service budget process.
b) Create an agency-wide process and outcome measurement system, with identified accountability measures.
c) Create a “decision matrix” that includes internal performance measures for executive and Board decision making.
d) Evaluate and implement needed operational changes to improve customer service and communication.
e) Incorporate changes required of Certified Community Behavioral Health Clinics (CCBHCs).
Objective 1.2: Invest in and leverage state-of-the-art information technology.
a) Develop and implement a plan to strengthen health informatics functions, including necessary tools and staffing.
b) Research, select, and implement electronic health record.
c) Evaluate the telephone systems and create a plan for improvement.
Objective 1.3: Strengthen systems, tools, training, and compensation in order to recruit and retain
world class talent.
a) Improve personnel management through implementation of the new human resources electronic system (E-3).
b) Develop plan to align staff compensation to market rate and create benchmarks for productivity and incentive pay.
c) Enhance and expand support for staff and network provider knowledge and skills.
Objective 1.4: Ensure long-term financial viability
a)
b)
c)
d)
e)
Identify barriers and solutions to productivity and create process efficiencies.
Develop cost-effective strategies that are compatible with evolving funding models.
Demonstrate value added (outcomes) from selected 1115 Waiver services and pursue sustainable funding sources.
Expand fundraising capacity to include additional private donors and foundations.
Implement organizational efficiencies required of Certified Community Behavioral Health Clinics (CCBHCs).
Objective 1.5: Provide facilities that meet the needs of the changing demographics of the
community and potential new clients.
Create an Environment of Care (EOC) plan that:
a) Supports universal design and trauma-informed and therapeutic environments.
b) Identifies current facilities’ needs and potential co-location strategies, and provides recommendations for
facility improvements and changes.
c) Guides decisions to buy, build, rent, locate or co-locate.
d) Uses data, including geographic distribution and demographics, to inform EOC decisions.