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community
health centers

The Institute for Community Health Center Performance was developed with the end goal in mind; sustained and measured improvement of community health centers in achieving financial success and improved patient outcomes.  We understand that our membership must achieve these goals in order to fulfill their mission which is "Quality health care that is affordable and accessible to all who seek care. MACHC, in alignment with the Health Resource and Services Administration (HRSA) expectations, and our own member-driven goals, developed the Continuous Quality Improvement Initiative (CQI) in 2006.   CQI is an approach to quality management that builds upon quality assurance methods emphasizing the organization and systems: it focuses on "process" rather than the individual; it recognizes both internal and external "customers"; it promotes the need for objective data to analyze and improve processes.

 

CQI contends that most things can be improved. This philosophy does not subscribe to the theory that "if it ain’t broke, don’t fix it." At the core of CQI is serial experimentation (test of change) applied to everyday work to meet the needs of those we serve and improve the services our health centers offer.  CQI can be applied to the health center’s clinical, fiscal and operational practice. 

 

The Institute for Community Health Center Performance is the next evolution of MACHC’s intent to continuously improve the clinical outcomes of our patients and financial viability of our health centers. MACHC intends to work collaboratively with our membership as well as key stakeholders such as HRSA, the State Regulators and Private Sector partners to achieve the following specific and measurable goals:

 

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By 2012, our goal is to achieve a 15% improvement in chronic disease outcomes across our Maryland and Delaware FQHCs patients.  This will take work by patients, our community health centers, communities and our informed decision makers.


By 2012, our goal is to reduce the cost of care by 10%.  This doesn’t mean cutting back on services or employees, this means working smarter, taking advantage of opportunities to maximize scarce resources and leveraging financial best practices to create operational efficiencies. 

By 2012, our goal is to increase the operational revenue of FQHC by 10%.  FQHC have historically operated within very narrow margins.  The Institute aims to strengthen our safety net by helping to link them to financial resources that align with their organizational missions