Parkland’s strategic plan sets the objectives we hope to achieve between now and 2020. We have identified many challenges to be faced in the coming years and outlined the steps in this plan to turn those challenges into opportunities - to improve care for patients, to improve access to health care and to improve efficiency.
By 2020, the safety net of care available in our community will be stronger and more effective than ever.
Parkland is committed to successfully implementing this plan to ensure the residents of Dallas County are afforded the highest quality health care and service in the most efficient manner possible.
This strategic plan is a living document that provides strategic direction and operational guidance for Parkland.
Key concepts emerged in the planning. First, the desire to contribute knowledge and leadership through scholarship and patient-focused, innovative care improvements. Second, our commitment to the highest need patients in Dallas County, our safety net population, is unwavering. Both are reflected in our Parkland 2020 goal statement and all priorities are structured to maximize the likelihood of reaching our goal by 2020.
Improve value by achieving exemplary outcomes that matter to patients while lowering the per capita costs of care and anticipating changes in the dynamic healthcare environment.
Healthcare in the U.S. is in a dynamic state but two things are certain – we must continue to seek ways to achieve exemplary outcomes that matter to our patients and we must operate as efficiently as possible in order to continue expanding our capacity to care for our community members in need. To that end, our focus on value translates to tactical action that begins with system-wide improvements in our everyday business processes and patient operations so that both our patients and our employees face fewer barriers and delays. Focusing on efficiency in essential functions also fosters an ability to anticipate and respond to changes in the regional and national healthcare landscapes and optimizes our ability to leverage any opportunity to secure financial resources that enable us to deliver on our patient care, teaching and research missions.
Create an inspiring and supportive environment and culture that foster high-quality and compassionate care through focus on the patient and employee experience.
Throughout the planning process, the purpose of culture was clear – improve our ability to exceed patient expectations and relieve patient suffering. Parkland is facing unprecedented demand for services from a growing and aging population. Supportive recruitment and development of a caring, compassionate and committed workforce is more important than ever to Parkland’s sustainability and successful implementation of the innovative and transformational elements of this strategic plan. We believe that an environment that inspires and supports patients, caregivers and employees doesn’t just happen, but instead must be built through deliberate intention and clear focus.
Create remarkable opportunities for teaching, learning and research with a focus on improving the care for our patient population.
Parkland’s commitment to leadership in medical training and the development of health professionals has never been stronger. Our collaborative relationships with the University of Texas Southwestern Medical Center and other training programs ensure that Parkland’s learning environment plays a significant role in exposing trainees to the unique and often complex circumstances that high-need patients face each day. Our faculty and non-faculty providers work together across the entire care continuum to integrate students and trainees into our patient-centered approaches to multidisciplinary care. On the research front, we plan to invest in building a more robust infrastructure at Parkland – one that will support physicians, nurses and other key clinicians pursuing research agendas focused on reducing health disparities, preventing and managing chronic disease, or relieving suffering in the communities that we serve.
Accelerate clinical care improvements through multidisciplinary integrated teams delivering outcomes-focused, customized care at scale in the areas of highest priority for population health in Dallas County.
As one of the highest-volume health systems in the country, Parkland has opportunities to segment clinical care for our complex patients without losing any efficiencies of scale in the process. This is an advantage that allows us to customize delivery models for distinct groups or organize services around specific disease states. We plan to use organized service groupings, called Integrated Practice Units (IPUs), to focus on the care models across the entire continuum that have the greatest potential to produce transformational results and positive outcomes for our patients. This priority requires a strong commitment to system building and capacity building and will start with the creation of an IT platform and tracking tools that will enable IPUs to collect information and make it available at all points of need.
Strengthen Parkland’s value to the community by delivering services, programs and outreach that reduce health disparities in Dallas County and meet community-defined needs. Develop and deliver services in partnership with the community.
A community is defined by its great public institutions. We want Parkland to remain a source of pride and continuously earn the trust and respect of the people of Dallas County. As the healthcare industry shifts from care fragmentation to managing the health of populations, our connection to the people, neighborhoods and businesses of Dallas County has never been more important. The only way to succeed in value-based care and in the eradication of health disparities is by working together with community network partners to deliver services and outreach along the entire continuum of health and social services. Throughout the strategic planning effort, we often referred to this priority as “no wrong door” to represent our intent to create a system of care, a true safety net, that would be so strong and pervasively present that community members in need could access service.