Attachment E: Proposed Implementation Timeline

All FY references are for the federal fiscal year, which runs from October through September.

Initiative 1: Transforming for a Sustainable Health System in Rural Georgia

Strategy: AHEAD Hospital and AHEAD Primary Care (assessments; Technical Assistance [TA]; risk mitigation)

Stage 0: Establish contracts to perform assessments (Q2, FY26); identify rural hospitals to be assessed (Q2, FY26); SORH and MAP hire additional staff (Q2, FY26)
Stage 1: Hospital assessments begin (Q3, FY26); instructions for hospital transformation plans sent to AHEAD ready identified hospitals (Q2, FY27); provider discussions begun (Q2, FY27); new staff begin development of TA and knowledge sharing program (Q2, FY27)
Stage 2: Hospital assessments completed (Q3, FY27); information session held with identified hospitals (Q3, FY27); FQHC and CCBHC discussions begin (Q3, FY27); recruitment of hospitals and providers begins (Q4, FY27); TA and knowledge sharing program goes live (Q4, FY27)
Stage 3: TA provided to hospitals as needed (ongoing); payers recruited (Q3, FY29); TA provided to prepare hospitals for end to mitigation payments (FY29/30)
Stage 4: Hospital transformation plans completed (Q4, FY27); risk mitigation payments begun (Q4, FY29); risk mitigation payments updated (Q1, FY30)
Stage 5: AHEAD model ready (Q4, FY28); risk mitigation payments end (Q4, FY30); ongoing global budget formula finalized (Q4, FY30)

Initiative 2: Strengthening the Continuum of Care in Rural Georgia

Strategy: Public Health Investments: Georgia Newborn Screening Program

Stage 0: This funding is proposed for year two so no activities will take place during the first 12 months. (FY26); purchase and installation of new equipment for newborn screening testing at the Ware County laboratory (Q1, FY27); test onboarding and ensure staff are trained to perform laboratory tests using the new screening equipment (Q2, FY27); create and distribute protocols to determine how newborn screening program specimens will arrive at the Waycross laboratory (Q4, FY27)
Stage 1: Maintain new equipment for newborn screening testing at the Ware County laboratory and begin use in phases (Q1, FY28); collaborate to create an emergency preparedness plan in which the Ware County laboratory serves as a backup for the entire state of Georgia (Q4, FY28)
Stage 2: Full capacity newborn screening at the Waycross laboratory for rural parts of the state (Q1, FY29); provide additional training and TA to project staff (Q1, FY29); begin evaluation on the impact of the Waycross State Public Health Laboratory as a new Georgia Newborn Screening Program test site (Q1, FY30)
Stage 3: Provide additional training and TA to project staff (Q1, FY30)
Stage 4: Prepare in year four to transition to newborn screening fees to cover expenses (Q1, FY30)
Stage 5: Transition to newborn screening fees to cover expenses in year five and after, ensuring sustainability (Q2, FY31)

Strategy: Public Health Investments: Inter-hospital Transportation

Stage 0: Hire project manager to work with the hospitals and assist with program roll out (Q2, FY26); develop process and criteria to determine rural hospitals with the greatest need that will receive inter-hospital Type 2 ambulances (Q2, FY26)
Stage 1: Purchase first six inter-hospital ambulances and transfer ownership to the selected hospitals (Q1, FY27); provide all hospitals receiving ambulances with training and technical assistance to ensure ambulances are maintained, established protocols and procedures are communicated, and ambulances are utilized to their maximum capacity (Q1, FY27); assist hospitals with the billing structure to cover maintenance and staffing costs and ensure sustainability (Q2, FY27); begin evaluation on the impact of the inter-hospital Type 2 ambulance transfer program (Q4, FY27)
Stage 2: Purchase six inter-hospital ambulances and transfer ownership to selected hospitals (Q1, FY28); continue provision of training and technical assistance (Q1, FY28); share ongoing evaluation results with stakeholders (Q4, FY28); review evaluation data and implement strategy to learn from evaluation feedback and make improvements (Q4, FY28)
Stage 3: Purchase six inter-hospital ambulances and transfer ownership to selected hospitals (Q1, FY29); continue provision of training and technical assistance (Q1, FY29); share ongoing evaluation results with stakeholders (Q4, FY29); review evaluation data and implement strategy to learn from evaluation feedback and make improvements (Q4, FY29)
Stage 4: Purchase six inter-hospital ambulances and transfer ownership to selected hospitals (Q1, FY30); continue provision of training and technical assistance (Q1, FY30); share on-going evaluation results with stakeholders (Q4, FY30); review evaluation data and implement strategy to learn from evaluation feedback and make improvements (Q4, FY30)
Stage 5: Purchase six inter-hospital ambulances and transfer ownership to selected hospitals (Q1, FY31); continue provision of training and technical assistance (Q1, FY31); share on-going evaluation results with stakeholders (Q4, FY31); review evaluation data and implement strategy to learn from evaluation feedback and make improvements (Q4, FY31)

Strategy: Support for Acquired Brain Injury (ABI) Survivors

Stage 0: Begin needs assessment to determine new Clubhouse placement (Q1, FY 2026); introduce concept of ABI Clubhouse model in targeted communities, relationship building with rural hospitals (Q2, FY26); work with DCH to determine specific rural location for each ABI Clubhouse (Q2, FY26); hire COO to lead rural expansion and build community support (Q2, FY26); information system capacity building investment to transform SBS into hub and spoke modeled organization (Q2 - Q4, FY26); host community meetings in all new clubhouse communities (Q3, FY26 and ongoing); host community and virtual meetings in first community to recruit clients/members (Q4, FY26); begin interviews for Clubhouse staff to support opening ABI Clubhouse 1 (Q4, FY26)
Stage 1: ABI Clubhouse 1 opens (Q1, FY27); host community and virtual meetings in second new ABI Clubhouse community to recruit clients/members (Q3, FY27); establish agreement for second clubhouse with hospital partner (Q4, FY27); continued community engagement in each distinct region (Ongoing)
Stage 2: ABI Clubhouse 2 opens (Q2, FY28); host community and virtual meetings in third new ABI Clubhouse community to recruit clients/ members (Q3, FY28); establish agreement for third clubhouse with hospital partner (Q4, FY28); continued community engagement in each distinct region (Ongoing); ABI Clubhouse 1 at capacity (Q4, FY28)
Stage 3: ABI Clubhouse 3 opens (Q1, FY29); ABI Clubhouse 1 operating sustainably and supported by community (Q4, FY29); continued community engagement in each distinct region (Ongoing); ABI Clubhouse 2 at capacity (Q4, FY29)
Stage 4: ABI Clubhouses 1 and 2 operating sustainably and supported by communities (Q4, FY30); continued community engagement in each distinct region (Ongoing); assessment of hub and spoke organization and community impact results of each clubhouse prepared for DCH (Q4, FY30); ABI Clubhouse 3 at capacity (Q4, FY30)
Stage 5: ABI Clubhouses 1, 2 and 3 operating sustainably and supported by communities (Q4, FY31); each clubhouse is full and meeting all goals for service to ABI survivors and their community (Q4, FY31); serving over 200 ABI survivors annually - over 500 ABI survivors/family members/caregivers served in rural communities (Q4, FY31); evaluation (Q1 – Q4, FY31)

Strategy: Transportation to Treatment for Mental Health Crisis

Stage 0: Expand the pilot project as a fully-fledged program in SW Georgia. Develop a sustainable funding model (Q3, FY26); evaluate other rural regions to select expansion partners (Q4, FY26)
Stage 1: Expand program into an additional rural region (Q1 – Q4, FY27); secure vehicles for transport (Q1, FY27); secure transport vehicles (Q1, FY27)
Stage 2: Expand program into an additional rural region (Q1–Q4, FY28); secure vehicles for transport (Q1, FY28); secure transport vehicles (Q1, FY28)
Stage 3: Expand program into an additional rural region. (Q1–Q4, FY29); secure vehicles for transport (Q1, FY29); secure transport vehicles (Q1, FY29)
Stage 4: Expand program into an additional rural region. (Q1–Q4, FY29); secure vehicles for transport (Q1, FY30); secure transport vehicles (Q1, FY30)
Stage 5: Program implementation and document success keys (Q4, FY31)

Strategy: Building Bridges (School-Based Health Care Services Infrastructure)

Stage 0: Multistakeholder council (MSC) formation (Q2, 2026); MSC governance structure development (Q3, 2026); community coordinating group recruitment (Q4, 2026)
Stage 1: Implementation framework finalized (Q4, 2026); environmental scan and needs assessment (Q4, 2026); site eligibility criteria and readiness assessment development (Q4, 2026); HIE infrastructure development (End of year 2026); training resource development (Q4, 2026)
Stage 2: Early implementation sites identification and onboarding (End of Q3, 2027); statewide scaling strategy development (Q1, 2028)
Stage 3: Site implementation continuous improvement (2028-2029); scaling strategy implementation and refinement (2028-2029); phase 2 site implementation (2028); online training platform development (Q3 & Q4, 2028)
Stage 4: Online training platform implementation (2029-2030); phase 3 sites implementation (2029-2030)
Stage 5: Maintenance and sustainability activities (2030); evaluation (2028-2030)

Strategy: Emergency Preparedness – Shelter in Place

Stage 0: Key stakeholders convene and an advisory committee established (Q2, FY26); assessment tool and methodology developed (Q3, FY26); existing data about rural healthcare facility infrastructure evaluated (Q3, FY26); marketing and communications plan generated and implemented (Q3, FY26)
Stage 1: Baseline assessments at all rural hospitals, SNFs, and in-patient hospice facilities completed (Q2, FY26 – Q1, FY27);
Stage 2: Prioritization matrix for infrastructure enhancement designed (Q3, FY27); recommended infrastructure enhancements finalized (Q3, FY27); competitive grant program developed (Q3, FY27)
Stage 3: Applications to grant program submitted by each facility (Q4, FY27); initial awards administered (Q4, FY27); technical assistance in grant writing and contractor identification provided (Q4, FY27)
Stage 4: Applications to grant program submitted by each facility (Q4, FY27); initial awards administered (Q4, FY27); technical assistance in grant writing and contractor identification provided (Q4, FY27)
Stage 5: Repeat facility assessments conducted to verify completion of improvements and realization of goals (Q1–Q4, FY31); program results and data incorporated into Georgia’s response and recovery plans (Q4, FY31)

Strategy: Regional Nursing Home Transportation Enhancement

Stage 0: Feasibility study, policy and contract review, program design (Q2–Q4, FY26); Establish partnership with established entity with community connections (Q2 FY26)
Stage 1: Education, training and regional pilot implementation in at least 2 regions with partner. (Q1–Q4, FY27)
Stage 2: Program expansion into additional regions (Q1–Q4, FY28)
Stage 3: Program expansion into additional regions (Q1–Q4, FY29)
Stage 4: Program expansion into additional regions (Q1–Q4, FY30)
Stage 5: Maintenance and sustainability (Q3, FY30–Q3, FY31); evaluation (FY31)

Strategy: Rural Provider Nutrition Training for Autism Spectrum Disorder (ASD)

Stage 0: Planning and assessment of current ASD nutrition programs (Q3, FY26)
Stage 1: Develop ASD feeding curriculum (Q4, FY26)
Stage 2: Deliver accredited continuing medical education modules on ASD feeding protocol (Q1–Q4, FY28)
Stage 3: Deliver accredited continuing medical education modules on ASD feeding protocol (Q1-Q4, FY29); expand referral networks into more rural counties (Q1-Q4, FY29)
Stage 4: Deliver accredited continuing medical education modules on ASD feeding protocol (Q1 – Q4, FY30)
Stage 5: Maintenance & sustainability (Q3, FY30– Q3, FY31); evaluation (FY31)

Strategy: Planning for Healthy Babies: Nutrition & Weight Management Eligibility Category

Stage 0: Planning and assessment of current population eligible for coverage; work with providers to determine threshold for BMI/weight eligibility (Q3, FY26)
Stage 1: Develop waiver materials, including contracting for actuarial development of 1115 cost impact (Q4, FY26); create marketing for interpregnancy (Q1, FY27)
Stage 2: Develop outcome process (Q1, FY27)
Stage 3: Begin enrollment of patients in eligibility category (Q2, FY28, pending CMS approval)
Stage 4: Complete all outcome tracking and monitoring, per 1115 STCs (Q1, FY29)
Stage 5: Maintenance and sustainability (Q3, FY30– Q3, FY31); evaluation (FY31)

Initiative 3: Connecting to Care to Improve Healthcare Access in Rural Georgia

Strategy: Care to Consumer: Point of Care Telepods & Mobile Clinics

Stage 0: Host kick-off meeting to determine components of assessment (Q2, 2026); vendor selection process for assessment and for point-of-care telehealth pods (Q3, 2026); work with DBHDD regarding IDD dental mobile unit (Q3, 2026)
Stage 1: Complete assessment of care needs, geographic area, sustainability feasibility (Q3/4, 2026); develop Request for Grant Application (RFGA) and send to rural candidates for mobile and point-of-care telehealth units (Q3, 2026); RFGA submitted for both mobile unit and point-of-care telehealth pods (Q3/Q4, 2026); procure and outfit DBHDD dental unit (Q4, 2026); begin developing work plan for health student rotations with mobile units (2026-2031)
Stage 2: Begin training staff and coordinate TA assistance for service lines needed in each area (Q4, 2026); acquire vans built to specifications of services offered (Q3/Q4, 2026); host local stakeholder meetings for operational logistics of launching pods (Q3/4, 2026; Q1 2027)
Stage 3: Begin marketing plans in rural communities (Q4, 2026); launch service in initial 5 mobile units and initial 5 point-of-care telehealth pods (Q1-3 2027); launch DBHDD dental van (Q1, 2027)
Stage 4: Assess current successes/lesson learned; adjust future implementation for years 2-5 accordingly; collect data from mobile units and point-of-care telehealth pods (ongoing) for evaluation; release additional RFGA and repeat processes for implementation (2027-2031)
Stage 5: Project fully implemented with 26 mobile units offering services and 25 point-of-care telehealth pod placements (2031); cost benefit, health outcomes, and evaluation data demonstrate fiscal sustainability (2031); all units are billing for services and integrated into workforce clinical rotations as needed (2031)

Strategy: Telehealth Enhancements

Stage 0: Establish governance and collaborative structures (Q2, 2026); recruit initial cohort and complete baseline assessments aligned with statewide needs (Q3-4, 2026)
Stage 1: Begin workforce preparation and deploy standardized technology and operational processes (Q3-4, 2026); initiate remote specialty access for acute care needs (Q4, 2026)
Stage 2: Implement core technology functions and integrate people, processes, and equipment at rural sites (Q1-3, 2027); upgrade and expand local capacity for preventive and screening services (Q1-3, 2027); expand workforce training and begin enrollment of additional hospitals (Q3-4, 2027)
Stage 3: Onboard additional cohorts through phased implementation (Q1, 2028 and ongoing); broaden preventive, specialty, and care coordination services (2028-2029); use program data to assess progress and guide refinements (2028-2030); introduce predictive analytics and strengthen workforce capacity (2028-2030)
Stage 4: Achieve broad adoption of digital infrastructure and processes (2029-2030); scale advanced care models and enhance feedback loops for workforce engagement (2029-2030); conduct program evaluation and develop business models tied to sustainability (2029-2030)
Stage 5: Complete a statewide multi-hub network with coordinated care pathways (2030); refine sustainability strategies and local business planning (2030); demonstrate measurable improvements in access, outcomes, and workforce stability, and publish roadmap for replication (2030)

Strategy: Rural Stabilization Grants (RSG)

Stage 0: Revise Request for Grant Application (RFGA) to include second track focused on aligning with AHEAD and the state’s RHTP priorities (Q2, FY26); develop and refine program criteria to include metrics and reporting requirements (Q2, FY26)
Stage 1: Disseminate RFGA to qualifying rural hospitals in designated rural counties (Q3, FY26); award funding to 20 hospitals for $1 million based on metrics and program alignment with AHEAD (Q4, FY26); develop TA program for grantees as needed
Stage 2: Grantees submit annual reports (Q4, FY27); GREAT Health program leadership reviews reports and reflects on lessons learned, challenges, and opportunities (Q1, FY28); release revised RFGA to qualifying rural hospitals and expand to include primary care, such as rural health clinics and FQHCs that align with the AHEAD model (Q3, FY27); award grants to 20 new grantees (Q4, FY27)
Stage 3: Grantees submit annual reports (Q4, FY28); RHTP leadership review reports and reflect on lessons learned, challenges, and opportunities (Q1, FY29); release revised RFGA to qualifying rural hospitals, primary care, such as rural health clinics and FQHCs that align with the AHEAD model (Q3, FY28); award grants to 20 new grantees (Q4, FY28)
Stage 4: Grantees submit annual reports (Q4, FY29); GREAT Health program leadership review reports and reflect on lessons learned, challenges, and opportunities (Q1, FY29); release revised RFGA to qualifying rural hospitals, primary care, such as rural health clinics and FQHCs that align with the AHEAD model (Q3, FY29); award grants to 20 new grantees (Q4, FY29)
Stage 5: Grantees submit annual reports (Q4, FY30); GREAT Health program leadership review reports and reflect on lessons learned, challenges, and opportunities (Q1, FY30); release revised RFGA to qualifying rural hospitals, primary care, such as rural health clinics and FQHCs that align with the AHEAD model (Q3, FY29); award grants to 20 final grantees (Q4, FY30).Evaluation and reporting of program outcomes (Q1 – Q4, FY31)

Strategy: Strengthening Perinatal Systems of Care

Stage 0: Develop assessment of perinatal quality assurance and improvement of non-delivering and birthing hospitals (Q2, 2026)
Stage 1: Procure and prepare fully stocked, mobile, color-coded obstetrical emergency carts (Q2–Q3, 2026); develop standard operating procedures for maternal emergencies (Q3, 2026)
Stage 2: Deploy 57 obstetrical emergency carts (Q3–Q4, 2026); train staff on cart use, maintenance, and neonatal resuscitation (Q4, 2026); implement standardized, evidence-based patient safety bundles (Q1-Q4, 2027)
Stage 3: Expand patient safety bundle implementation to additional rural birthing hospitals (2028–2030); ongoing training and simulation drills for maternal and neonatal emergencies (2026–2030)
Stage 4: Conduct continuous quality improvement monitoring, data collection, and program evaluation (2027–2030)
Stage 5: Integrate program into ongoing DPH perinatal quality initiatives (2030)

Strategy: Public Health Telehealth Infrastructure

Stage 0: Launch Telehealth Infrastructure Fund and establish application process (Q2, 2026); complete baseline assessments of technical capacity, staffing readiness, and community need (Q2–Q3, 2026)
Stage 1: Initiate space outfitting for pilot sites (Q3–Q4, 2026); procure telehealth equipment and deploy to funded sites (Q1-Q2, 2027); complete provider and staff training on telehealth platforms, billing, and compliance (Q2–Q3, 2027)
Stage 2: Implement telemedicine, teledentistry, and telepsychiatry at initial sites (Q3–Q4, 2027); expand infrastructure upgrades to additional rural health departments (2028)
Stage 3: Launch community awareness campaigns (2028)
Stage 4: Implement evaluation of access, utilization, and health outcomes (2030)
Stage 5: Transition fund to a sustainability model supported by reimbursements and multi-sector partnerships (end of 2030)

Strategy: Rural Telepsychiatry - Consultations and Primary Care Provider Training

Stage 0: Assess the readiness of DBHDD Project ECHO (Q2, FY26); assess the readiness of PEACE (Q2, FY26); identify rural pediatrician and OB partners (Q3, FY26)
Stage 1: Create and distribute marketing material for both programs (Q4, FY26); outreach to rural pediatricians and OBs to increase adoption (Q1 – Q4 FY27); implement Project ECHO model with DBHDD and pediatric psychiatrists (Q4, FY26); scale PEACE for Moms with DPH (Q4, FY26)
Stage 2: Continue outreach to rural peds and OBs to increase adoption (Q1 – Q4 FY28); expand Project ECHO model to reach more pediatric psychiatrists (FY27); expand PEACE for Moms to reach more OBs (FY27); collect outcome data & refine programs (Q4, FY27)
Stage 3: Continue outreach to rural peds and OBs to increase adoption (Q1 – Q4 FY29); expand Project ECHO model to reach more pediatric psychiatrists (FY28); expand PEACE for Moms to reach more OBs (FY28); collect outcome data & refine programs (Q4, FY28)
Stage 4: Continue outreach to rural pediatricians and OBs to increase adoption (Q1 – Q4 FY30); expand PROJECT ECHO model to reach more pediatric psychiatrists (FY29); expand PEACE for Moms to reach more OBs (FY29); collect outcome data and refine programs (Q4, FY29)
Stage 5: Continue outreach to rural pediatricians and OBs to increase adoption (Q1 – Q4 FY31); expand Project ECHO model to reach more pediatric psychiatrists (FY30-FY31); expand PEACE for Moms to reach more OBs (FY30 – FY31); collect outcome data and evaluate program (Q4, FY31)

Initiative 4: Growing a Highly Skilled Healthcare Workforce in Rural Georgia

Strategy: Rural Provider Workforce & GME Enhancements

Stage 0: Establish statewide consortium to serve as the advisory board, led by the Georgia Board of Health Care Workforce, ensuring representation of rural stakeholders. (Q2, FY26)
Stage 1: Expand GME residency slots by 25 statewide (Q1, FY27); fund 12 additional fellows across multiple specialties (Q1, FY27); create rural recruitment incentive grant program for doctoral level providers (Q2, FY27); create incentives to increase the percentage of residents and fellows trained at rural sites (Q2, FY27)
Stage 2: Expand GME residency slots by 25 statewide (Q1, FY28); fund 12 additional fellows across multiple specialties (Q1, FY28)
Stage 3: Expand GME residency slots by 25 statewide (Q1, FY29); fund 12 additional fellows across multiple specialties (Q1, FY29)
Stage 4: Expand GME residency slots by 25 statewide (Q1, FY30); fund 12 additional fellows across multiple specialties (Q1, FY30)
Stage 5: Measure and report final outcomes of workforce strategies; demonstrate impact of program on residency opportunities, fellows, incentive program, physician retention (2031)

Strategy: Telehealth Mentoring for Dementia

Stage 0: Curating a statewide dementia training catalog (Q3, FY26)
Stage 1: Facilitate Project ECHO learning collaboratives; deliver the Dementia Care Navigation Training Series; equip health professionals to deliver evidence-based care via a series of tools, trainings & resources; complete training (Q4, FY26)
Stage 2: Scale program and trainings to additional rural providers (Q4, FY27)
Stage 3: Scale program and trainings to additional rural providers (Q4, FY28)
Stage 4: Scale program and trainings to additional rural providers (Q4, FY29)
Stage 5: Evaluate and report outcomes (Q1 – Q4, FY31); complete training for over 13,000 professionals (Q4, FY31)

Strategy: Area Health Education Centers (AHEC) Training and Housing

Stage 0: Assign staff to work on projects (Q2, FY26)
Stage 1: Provide stipends for 20 additional students for shadowing/experiential learning (Q2, FY26); Begin training medical students as Digital Health Navigators and start hosting up to 20 community-based training events (Q2, FY26); Expand provider participation in state Preceptor Tax Incentive Program (Q3, FY26); Conduct student focus groups (Q4, FY 26);
Stage 2: Provide stipends for 20 additional students for shadowing/experiential learning (Q2, FY27); Begin digitizing and modernizing training manuals and videos (Q3, FY27); Continue Digital Health Navigator trainings and host 30+ community events (Q1-Q4, FY27); Begin hosting workforce transformation regional meetings with provider partners (Q4, FY27)
Stage 3: Provide stipends for 20 additional students for shadowing/experiential learning (Q2, FY28); Continue hosting regional workforce transformation meetings to identify gaps and solutions (Q1-Q4, FY28); Continue digitizing and modernizing training manuals and videos (Q1-4, FY28)
Stage 4: Publish training manuals and videos (Q1, FY29) Provide stipends for 20 additional students for shadowing/experiential learning (Q2, FY29); Offer TA and outreach to rural providers who volunteer as preceptors for shadowing programs (Q4, FY 29)
Stage 5: Continue provider continuing education opportunities for preceptors (Q1-2, FY 30); Provide stipends for 20 additional students for shadowing/experiential learning (Q2, FY30); Conduct workforce needs assessment and identify areas for additional training (Q2-Q4, FY30)

Strategy: Emergency Services Scholarships

Stage 0: GEMSA/GAPA assign staff as project manager (Q2, 2026)
Stage 1: Develop Grant Process/Requirements and application for students (Q2, 2026); identify qualified training agencies with pass rates of 80% or higher from state regulatory program data (Q2, 2026)
Stage 2: Finalize implementation framework (Q3 2026); develop Oversight and Accountability Committee (Q3 2026)
Stage 3: Launch implementation framework (Q4 2026); Launch Oversight and Accountability Committee (Q4 2026); open Grant Process statewide (Q4, 2026)
Stage 4: Complete approval process (Q1 2027); award scholarships (Q1 2027)
Stage 5: Implement EMT and Paramedic Scholarships (Q2, 2027 and continue through end 2030)

Strategy: Nursing Care Improvements

Stage 0: Launch planning stage for each project area (Q2, FY26)
Stage 1: Establish process for advance degree applications and approvals (Q2, FY26); establish work group for clinical faculty training (Q2, FY26); assign staff to manage process (Q2, FY26); establish summer camp workgroup (Q2, FY26); hire and onboard staff for simulation efforts (Q3, FY26)
Stage 2: Open applications for advance degree (Q4, FY26); establish reimbursement process (Q3, FY26); create template, format, and curriculum (Q2, FY26); manage simulation enrollment (Q3, FY26); create training modules for clinical faculty training (Q3, FY26)
Stage 3: Train summer camp staff (late Q2, 2026); host first summer camp (Q3/4, FY26); open applications (Q3, FY26);
Stage 4: train clinical faculty (Q4, FY26); track data (Q4, FY26)
Stage 5: Run continuously all programs on the same schedule (Q1, FY27 –Q4, FY31); track data to ensure programs are meeting outcomes annually (Q4, FY26 – FY31)

Initiative 5: Leveraging Technology for Healthcare Innovations in Rural Georgia

Strategy: Cybersecurity Enhancements

Stage 0: Initial engagement and coordination with implementing partners (Q2, FY26); develop and finalize vendor and university contracts (Q2, FY26)
Stage 1: Assemble and finalize implementation team and partners (Q2, FY26); begin assessment of cybersecurity risks (Q3, FY26); finalize implementation plan (Q3, FY26); begin recruitment/outreach to rural hospitals (Q3, FY26); communications and coordination with cybersecurity internship programs in preparation for project launch (Q3-4, FY26); development of resources and other materials (Q3-4, FY26); onboard and train student interns (starting Q4, FY26 and ongoing)
Stage 2: Initial site visits, technical assessments, and document review for select number of pilot sites (Q1, FY27 and ongoing); policy and playbook development (Q1, FY27); deploy EDR platform to select number of pilot sites (Q2, FY27); scale cybersecurity assessments to additional rural hospitals (Q3-4, FY27); training and support for hospital staff (Q1, FY27 and ongoing); provide continuous monitoring services (FY27 and ongoing)
Stage 3: Continued scaling of efforts to additional hospitals (FY28); sustain and optimize cybersecurity operations all participating facilities (FY28-FY30); refine and update policies and procedures based on feedback from field (FY28-FY30); maintain student intern pipeline (FY28-FY30)
Stage 4: Continued scaling of efforts to additional hospitals (FY29-FY30
Stage 5: Maintenance and sustainability (FY29-FY30); Evaluation (FY28-FY31)

Strategy: Advancing Access to Robust Care and Health in Rural Georgia (ARCHER) Tech Catalyst Fund

Stage 0: Establish contractual agreement with GTRI to manage fund and construct vision and purpose of fund (Q2, FY26)
Stage 1: GTRI identifies early and mid-stage companies for first year of investment (Q3, FY26)
Stage 2: Begin at least quarterly check-ins with GTRI to ensure projected goals are being met (Q4, FY26); Promote ARCHER fund across state and nation to encourage applicants and innovative ideas (Q4. FY26)
Stage 3: First incubator ideas projected to hit market for use (Q1, FY28)
Stage 4: Fund is evaluated for portfolio impact and ROI (Q1, FY29)
Stage 5: Fund is self-sustaining based on structure of investments

Strategy: EMR Enhancements

Stage 0: Evaluate hospital needs and develop a Request for Grant Applications (RFGA) to support EMR enhancements for population health metrics (Q3, FY26)
Stage 1: Release RFGA for EMR enhancements to hospitals (Q4, FY26); hospital EMR grants awarded (Q2, FY27)
Stage 2: Release RFGA for EMR enhancements to further facilities (Q4, FY27); EMR grants awarded to second round (Q1, FY28)
Stage 3: Funded entities develop population health strategic plans aligned with AHEAD reporting and quality metrics (FY27–FY28)
Stage 4: Align upgraded EMRs, develop data-driven outcomes (FY28)
Stage 5: All rural facilities using enhanced EMR and ready for AHEAD (Q1, FY31); Program evaluation completed (Q4, FY31)

Strategy: Workforce Retention Technology

Stage 0: Determine rural hospital candidates (Q2, FY26); develop grant process (Q3, FY26)
Stage 1: Disseminate grant opportunity candidate hospitals (Q4, FY26); review grant proposals and make selection decisions (Q1, FY27)
Stage 2: Purchase and distribute surgical robots (Q1, FY27); train staff and providers at awarded hospitals (Q2–Q4, FY27)
Stage 3: Provide TA (Q1–Q4, FY28); maintain systems (Q1–Q4, FY28)
Stage 4: Provide TA (Q1–Q4, FY29); maintain systems (Q1 –Q4, FY29)
Stage 5: Provide TA (Q1–Q4, FY30); maintain systems (Q1 –Q4, FY30); conduct evaluation (Q1–Q4, FY31)

Strategy: Eligibility System Enhancements

Stage 0: Identify DCH and DOI staff to oversee project (Q2, FY 26)
Stage 1: Determine enhancements needed to Gateway, GetInsured, and other systems to meet deliverables (Q4, FY26)
Stage 2: Begin making needed enhancements (Q1, FY27)
Stage 3: Test updates to systems (Q3, FY27)
Stage 4: Make necessary tweaks to systems (Q1, FY28); implement updated systems (Q3, FY28)
Stage 5: Automate eligibility determination for MAGI applicants with new system (Q1, FY29); integrate Gateway system with GetInsured/Georgia Access, ensure two-way referrals for qualifying applicants (Q1, FY29)

Strategy: Consumer Engagement Enhancements

Stage 0: Identify DCH and SHBP staff to work on project (Q2, FY26)
Stage 1: Assess the SHBP’s Sharecare system for compatibility with Medicaid/Medicare (Q4, FY26)
Stage 2: Create plan for implementation (Q2, FY27)
Stage 3: Begin implementation (Q3, FY27)
Stage 4: Publicize Sharecare during open enrollment/Medicaid renewal (Q1, FY28)
Stage 5: Integrate Sharecare as benefit to members (Q2, FY28); adjust Sharecare system as needed (Q3, FY28-Q4, FY30)

Strategy: Behavioral Health State Assessment of Technology (BHSAT)

Stage 0: Create strategic project plan and oversight committee including key stakeholder groups (Q3, FY26); MOUs developed and signed amongst key stakeholders (Q4, FY26)
Stage 1: Develop inventory and mapping of the key data elements (Q2, FY27
Stage 2: Develop and test assessment architecture (Q3, FY28)
Stage 3: Conduct Beta test assessment architecture (Q2, FY 29)
Stage 4: Go live and monitor with assessment architecture (Q1, FY 30)
Stage 5: Inform population-level behavioral health interventions to include workforce development using finalized assessment architecture (Q4, FY31)

Strategy: EMS Treat-versus-Transport (TvT)

Stage 0: Host regional meetings with EMS leaders to discuss and plan for implementation process to include process to purchase equipment (Q2-Q3, FY26)
Stage 1: Procure and install Starlink connectivity kits and telehealth equipment in rural ambulances (Q4, FY26); develop EMS telehealth training curriculum and statewide staff training (Q2–Q4, FY26)
Stage 2: Launch ambulance-based telehealth services for non-emergency and low-acuity 911calls (Q4, FY26); integrate telehealth workflows with local hospitals, urgent care centers, and behavioral health providers (FY27/28)
Stage 3: Participate in regional EMS learning collaboratives to share best practices and refine teleconsultation protocols (Q1, FY27– Q4, FY29)
Stage 4: Transition connectivity costs to billable revenue generated through telehealth services (FY 26 – FY30)
Stage 5: Evaluate to strengthen and scale the Treat versus Transport model statewide (FY29- 30)

Strategy: Management for Hiring

Stage 0: Review, revise, and approve job descriptions for 15 proposed positions (Q1, FY26); complete approval process via human resources (Q1, FY26; post positions and form hiring committees (Q1-Q2, FY26); GREAT Health leadership team releases information regarding selection process for awarding subcontracts for implementation (Q1, FY26)
Stage 1: Review applications, conduct interview process (Q2, FY26); make offers to final candidates (Q2, FY26); subcontracts proposals reviewed and selections finalized, and subcontract work begins (Q2, FY26)
Stage 2: On-board candidates per state process and orient new team members to GREAT Health program (Q2, FY26); subcontracts continue with annual report reviews (Q2, FY26)
Stage 3: New hires in place (Q3, FY26); probationary reviews conducted (Q3, FY26); subcontract work continues with annual report reviews (Q3, FY26)
Stage 4: Annual reviews conducted as part of retention strategy (Q4, yearly)
Stage 5: Positions sustained as needed to maintain the work (Q4, FY30); subcontracts end per end of funding period (Q4, FY31)