2023-2025 Strategic Plan
Our Strategic Areas of Focus
As we set out to achieve our strategic priorities, our work starts with the understanding that our capability and capacity to achieve success rests on the strength of our staff and community partnerships, and that meaningful member engagement catalyzes and authorizes that work. The following four priorities will guide our work for the next three years:
Advocate and Influence
Aliados Health will be a best-in-class community health consortium, using our regional leadership to shape policies and Med-Cal reforms that improve health and wellbeing across our service area, develop a strong workforce, and pay community health centers for their pivotal contributions.
Transform Care and Build Equity
Aliados Health will be recognized as a leading innovator in care transformation and health equity. Our clinics will implement cutting edge strategies to transform care delivery that result in improved health outcomes, decreased health disparities, and a strong engaged workforce.
Maximize the Value of the Collective
Aliados Health will leverage its size and reach, and the strengths of its members, to expand opportunities for the shared value, joint contracting, and new business lines. Aliados Health members will continue to lead the state in quality and population health excellence.
Strengthen the Organization
Aliados Health will optimize its staffing, systems and processes and diversify its financial base. Staff will enjoy an organizational culture rooted in diversity, equity, inclusion and belonging.
1. Partner for community health. In alliance with CPCA, RAC, members and partners, advocate for federal, state and local policies that advance care and coverage for patients and strengthen health centers.
2. Informing policies supportive of community well-being. Lead on the development of a defined policy priority document and advocacy base in all six counties.
3. Advancing population health. Lead on the development and advocacy for policies that improve CHC workforce, transform care and payment, support data sharing, and address social drivers of health, including but not limited to immigration, nutrition, housing, economic sufficiency, environmental justice, and climate change.
1. Advancing Population Health. Support members with designing and implementing care
team transformation and other systems changes based on Medi-Cal reforms and value-based care. Support behavioral health integration and the development of Community Health Workers. Expand the scope of population health activities to align with state and federal programs, adopting consortium and network-wide clinical guidelines and quality measures and supporting their full implementation into EHRs and population health management platform(s).
2. Mobilizing Health Care Information Technology. Implement the full scope of the HCCN,
using health IT to improve clinical quality, patient centered care, and provider and staff well-being. Increase functionality and utilization of our population health management platform.
3. Developing Health Equity Best Practices. Re-launch and expand Health Equity Leadership Council (HELC) to identify and implement shared strategies for increasing health equity across member health centers. Expand outreach, enrollment and community education activities to address more populations and social determinants of health. Build Community Information Exchange (CIE) inspired models with community members and partners across region
1. Evolving Systems to Meet Statewide Changes. Help members proactively adapt to significant systems changes such as Medi-Cal expansion and implementation of OCHIN Epic through shared staffing for training, implementation, and ongoing governance for customization and reporting.
2. Shaping the Workforce of the Future. Lead a regional health center workforce development
strategy, working with other regional consortia that includes a member-driven combination
of recruitment, training, placements, CMEs, coordination, and other key strategies.
3. Learning from Each Other. Continue convening peer network groups, document and share promising practices. Launch new peer groups to address the most important issues facing health centers and host county-level meetings as needed to ensure consistent sharing and strategizing across membership.
4. Considering New Joint Efforts. Evaluate and launch new business/service lines, shared purchasing/contracting, and central functions for member health centers. Consider economies of scale in specialized areas such as billing, credentialing, medical records, referrals, call center or member software. Explore mergers as ways to strengthen health centers and better serve patients.
1. Defining Our Culture. Develop and maintain a successful organizational culture that includes a clear commitment to diversity, equity, inclusion, mentorship and staff development, and where all staff feel a part of achieving the success of our organization.
2. Funding the Future. Ensure financial sustainability through diversified funding streams including opportunities for members and non-members to purchase additional and/or supplemental consulting or other services.
3. Expanding Opportunity and Value. Articulate, quantify and demonstrate the value proposition of Aliados Health and Aliados Health Network to members. Expand opportunities for all members to receive pass-through funding, outreach/enrollment support, participation in peer groups/initiatives, and utilize Relevant-generated data.
4. Defining Organizational Infrastructure. Become a nimble and well-structured organization with defined processes, systems, communications platforms, meeting structures, agreements, and organizational charts.