About Columbia Basin Health Association

Hometown Healthcare. Big City Innovation

We live out our mission statement everyday as we deliver our full range of services to people throughout Central Washington.

  • Mission Statement: It is our mission to provide equal access to quality health care to all persons regardless of age, sex, color, ethnicity, national origin, or the ability to pay.
  • Vision Statement: We will be a model of excellence in patient satisfaction in community and migrant health care and a community leader in initiating and developing collaborative relationships.

Our History

CBHA was founded by a group of community citizens who wanted to guarantee equal access to health care to all people living and working within Othello’s trade area. In late 1971, a small group of concerned people gathered to brainstorm solutions to the healthcare crisis created by the growth of population, lack of physicians and low reimbursement to medical providers from public assistance. They wanted to find a way to financially support the medically indigent and to respond to the special needs of the migrants and seasonal farm workers and bring preventive medicine and educational programs to their doorsteps.

This small group found a lot of opposition to their vision, but continued to push forward. Their struggle made national news and finally perseverance paid off. The clinic opened with one staff physician working out of four exam rooms, and the first patient was seen in August 1973. We now support three clinics in Adams. Grant and Franklin County and offer a full range of services including Medical, Dental, Eye Care, Behavioral Health, and Family Service programs. Our paradigm of Family Medicine has proven to be exceedingly successful and obviously fills a health care void in rural Central Washington.

Explore the website to learn more about Columbia Basin Health Association and the great services we offer.

OUR STRATEGIC PLAN: 2023-2026

CORE(6) 2023-26

Following are the specific strategic goals by pillar of excellence. The strategic top level is mapped by function and organization and evolve into Specific, Measurable, Achievable, Realistic, and Timely (SMART) Goals. This process is part of the matrix of accountably we at CBHA use every day to ensure that we continue to provide excellent results and award-winning patient experiences year after year.

SERVICES
Improve the health and wellness of our communities

  • Continue to advance care coordination with community partners.
  • Improve care coordination and access via RF ID technology and predictive and prescriptive analytics.
  • Leverage a digital dentistry model for expedited service and improved customer experience.
  • Expand behavioral health program access and modalities.
  • Expand access to center of excellence services for children.
  • Implement a next generation patient engagement, portal, and communication platform focused on ease of use and mobility.
  • Introduce innovative technology to enhance care delivery and customer experience.
  • Expand technology infrastructure to meet service demands.
  • Advance telehealth access in a format equitable for all users.
  • Enhance health equity and service parity for all service lines.
  • Identify and execute investments into specialty care and ancillary services focused on improving care gaps and outcomes.

QUALITY
Patient centric, value-based outcomes to improve community health.

  • Enhance population health focused on shared savings opportunities.
  • Advance quality performance to achieve payment from value-based contracts.
  • Enhance child developmental screenings for all appropriate ages.
  • Achieve 75% of value-based quality incentive revenue.
  • Maintain CBHA quality performance position as top performer in Washington State and top 7% Nationally.
  • Enhance patient experience technology related to patient communication for improved net promoter scores.
  • Develop security program, roadmap under compliance/risk umbrella.
  • Develop Risk Stratification Model focused on Quality, Care Coordination, and Cost.

PEOPLE
Recruit, recognize, retain and reward top talent across all disciplines and functions. CBHA will pursue people who are passionate about the work we do and who choose to live the CBHA culture out loud.

  • Mature CBHA train to retain program by further developing CBHA university.
  • Mature CBHA's national recognition as a top employer in the FQHC space.
  • Enhance talent development/executive level exposure to top performing leaders.
  • Redesign retention plan for first year employees.
  • Develop intentional staffing model/mix of Medical, Dental, Vision, BH, Nutrition providers.
  • Enhance CBHA benefit package to merit top employer status and addresses market demands.
  • Advance efforts to reduce total cost of care for employees under self-insured plan.
  • Expand recruitment strategy playbook to include growing, investing in local talent and align provider recruitment with market demand.
  • Align employee incentive program to maximize performance and support intentional culture.
  • Advance retention initiatives to improve first year employee on boarding experience.
  • Build human capital management plan to support the geographical expansion ambitions.

FINANCE
Financial viability to support our mission and improve health equity.

  • Increase gross revenue to $70M and maintain 5% net operating income.
  • Develop and implement strategies to dispose, replace or refurbish major capital assets.
  • Increase MCO enrolment over 20,000.
  • Expand visit access to managed care membership to improve engagement and quality care gaps leading to revenue incentives.
  • Improve financial systems and business intelligence to improve operation visibility and analytics.
  • Re-align finance and operations strategies for regulatory changes to maximize reimbursement.
  • Increase patient utilization of dental, vision, and behavioral health services.
  • Expand pharmacy business to include Specialty Pharmacy.

GROWTH
Actively pursue and execute growth opportunities to expand access.

  • Advance effort to open a state-of-the-art facility/clinic in West Pasco.
  • Enhance targeted reach technology to advance marketing/branding for new membership.
  • Expand school-based health integration programs and technologies to all surrounding school districts.
  • Expand access to behavioral health programs via hybrid/ flexible scheduling.
  • Introduce rapid recovery technology to address high security threats.
  • Expand dental services to Royal City community.
  • Build a secondary site data center to address data integrity threats in the landscape.
  • Expand CBHA provider reach through creative telehealth / telemedicine platforms.
  • Expand in-house pediatric developmental therapies and center of excellence work to include ABA Therapy.

COMMUNITY
Be an active and engaged advocate for wellness in the communities we serve.

  • Leverage geolocation and geofencing technology to expand the business and provide education, outreach to larger community.
  • Enhance and mature CBHA philanthropy model.
  • Continue to develop lunch & learn series promoting community wellness and introduce evergreen learning content for patient education.
  • Promote health education & prevention in important community events.
  • Expansion of telemedicine for increased community access in areas such as: Behavioral Health, Care Coordination, CCM, RPM.
  • Develop CBHA health care campuses to become multi- use community destinations.
  • Develop and improve community marketing that builds bridges between CBHA programs and the communities we serve.
  • Mature community/vendor commitment around CBHA Color Run.

FTCA Disclaimer: CBHA receives HHS funding and has Federal Public Health Service (PHS) deemed status with respect to certain health or health-related claims, including medical malpractice claims, for itself and its covered individuals.