Chapter 3. Master Plan Authorization of California Health And Safety Code >> Division 101. >> Part 5.5. >> Chapter 3.

The board may, by ordinance, develop a master plan for health care in the county.

The board may assemble a task force to develop a master plan for health care that is based on a long-range planning and policy analysis for the county department of health services, and report the plan to the board according to a schedule adopted by the board.

The task force may do all of the following:
  (a) Evaluate the strategic priorities for Los Angeles County as they relate to the financing, operation, clinical focus, and administration of the health care delivery system for low-income people in Los Angeles County.
  (b) Take into account the possible impact of this planning and policy analysis for the Los Angeles community.
  (c) Integrate into the analysis the unique history, relationships, and other cultural and environmental issues that would make a difference between a plan that is technically correct but not likely to be implemented and one that is essentially a workplan to take a highly regarded, vitally important health system successfully through the next decade when there will be mounting pressures and challenges.

In developing the plan under Section 101963, the task force shall address all of the following issues:
  (a) The following factors regarding the current health of the population of the county:
  (1) The population served.
  (2) The health status of each population.
  (3) Key health conditions that need to be addressed.
  (b) The following factors regarding the economic climate and its impact on health care:
  (1) The characteristics of the regional economy.
  (2) Health care and the regional economy.
  (c) Expenditures on health care provided to low-income persons, including all of the following aspects, as related to Los Angeles County:
  (1) The Medi-Cal program and the federal State Children's Health Insurance Program.
  (2) The federal Medicare Program.
  (3) Other tax-supported programs.
  (4) Other public support of health care programs.
  (5) Charity care.
  (d) Health care providers serving low-income patients, including both of the following:
  (1) The public system.
  (2) The private system.
  (e) Effectiveness of all of the following aspects of the public health care system:
  (1) Systemwide priorities.
  (2) The public health and communicable disease.
  (3) Preventive care.
  (4) Primary care.
  (5) Specialty care.
  (6) Emergency and trauma care.
  (7) Inpatient care.
  (8) Pharmacies.
  (9) Gaps in the current system of care.
  (10) Disease management.
  (f) The following aspects of partnerships with academic medical institutions:
  (1) History.
  (2) Faculty contract.
  (3) Medical staff leadership.
  (4) Long-term planning issues.
  (g) The following issues in system financing:
  (1) Adequate leveraging of local resources.
  (2) Maintenance of adequate revenue, local taxes, and taxpayer equity.
  (3) Out-of-county care.
  (4) Operational effectiveness.
  (5) Financial management and information technology.
  (6) Contracts for medical staff.
  (7) Additional service opportunities.
  (h) The health care workforce, as follows:
  (1) Demographics.
  (2) Trends.
  (3) Critical shortage areas.
  (4) Training and development.
  (i) Physical plant and facility challenges for the system, specifically a master plan for capital investment.
  (j) Potential provider partnerships with all of the following:
  (1) Private hospitals.
  (2) Children's hospitals.
  (3) Federal Department of Veterans Affairs hospitals.
  (4) Academic medical centers.
  (5) Community primary care.
  (6) Other health care agencies.
  (k) System governance, including, but not limited to:
  (1) The background of system governance.
  (2) The role of local government.
  (3) The role of the Los Angeles County Department of Health Services.
  (4) The role of county health-related commissions.
  (5) The role of the state government.
  (6) The role of the federal government.

The task force may make recommendations on the following to the board pursuant to the planning and policy analysis conducted under this part:
  (a) Priorities for clinical operations.
  (b) Systemwide issues.
  (c) The spectrum of care delivery.
  (d) Gaps in the current system.
  (e) Disease management.
  (f) Medical staff relationships.
  (g) Physical plant issues.
  (h) Priorities for health care financing.
  (i) System financial strategies.
  (j) Financial management.
  (k) Priorities for partnership development and expansion.
  (l) Priorities for an effective health system administration.