Active Projects
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Emergency Preparedness & Mass Notification Modernization
Emergency Management · Public Safety
High Priority
About this project
The district carries a moderate emergency preparedness score with critical gaps: no hospital-specific mass-notification solution, a vacant county Emergency Management Coordinator role, and communications continuity risks tied to a recent carrier outage and an active VoIP transition. Separate EOP and county alert platforms create integration gaps while CMS emergency preparedness mandates (42 CFR 482.15) add ongoing regulatory pressure.
The opportunity
A facility-wide emergency preparedness modernization initiative is actively underway, with EMS included in the FY2027 budget workshop — signaling a near-term decision window aligned with current fiscal planning. Addressing notification and communications gaps now reduces compliance exposure and strengthens continuity of care for the communities the district serves.
FirstChoice Cooperative
Discuss this project →Web Accessibility & Digital Document Compliance
Web Accessibility · Digital Compliance
High Priority
About this project
The district faces a firm WCAG 2.1 Level AA compliance deadline of April 26, 2028, with a fragmented digital presence across multiple patient-facing platforms. A concurrent initiative to digitize hospital policies and procedures signals broader document workflow gaps requiring structured remediation.
The opportunity
The 2028 deadline creates a defined planning window, making near-term scoping and budgeting strategic. With IT and PACS included in the FY2027 budget workshop, an active spending cycle is underway—and cooperative purchasing agreements are in place to streamline procurement.
FirstChoice Cooperative
Discuss this project →EMS Fleet Telematics & Driver Safety Monitoring
EMS Fleet Safety · Public Health Infrastructure
High Priority
About this project
The district's EMS ambulance fleet lacks telematics, dash cameras, and driver-safety metrics, creating a claims defensibility and monitoring gap. A recent $30,135 engine failure on a district ambulance underscores the operational and financial risk of reactive-only fleet management during an active fleet renewal initiative.
The opportunity
The FY2027 budget process has explicitly included EMS, creating a near-term funding alignment, and the USDA Community Facilities rolling grant is eligible for fleet-safety and telematics equipment. Acting now supports the district's active fleet renewal program while reducing liability exposure and unplanned maintenance costs.
USDA Community Facilities
Discuss this project →Cybersecurity & Endpoint Governance for Health District IT
Cybersecurity & Compliance · Health IT Governance
High Priority
About this project
The district operates a mature clinical IT environment—including PACS and EMR systems—yet lacks identified endpoint management and password governance solutions, creating measurable exposure under ongoing HIPAA Security Rule obligations. Without structured cybersecurity controls, patient data, clinical operations, and regulatory standing remain at risk.
The opportunity
The FY2027 budget workshop explicitly included IT and PACS investments, opening a near-term planning window, while anticipated awards from HRSA and Texas HHSC grant programs are expected to fund qualifying health IT and cybersecurity initiatives. Acting within this cycle positions the district to close compliance gaps using available external funding before the window narrows.
HRSA Small Health Care Provider
Discuss this project →Network & Communications Infrastructure Modernization
IT Modernization · Operational Continuity
High Priority
About this project
The district is actively modernizing its VoIP telephone and network infrastructure, with communications continuity already exposed by a prior carrier outage. Current IT investment levels lag behind the scale of operations, creating resilience and endpoint management gaps that elevate operational risk.
The opportunity
The FY2027 budget workshop has explicitly included IT and infrastructure priorities, signaling an open planning window for meaningful investment. Acting within this cycle allows the district to align modernization efforts with available funding pathways and reduce continuity risk before it affects patient care or staff operations.
FirstChoice Cooperative
Discuss this project →