COOK COUNTY HEALTH AND HOSPITALS SYSTEMsuffredin.org/pdfs/CCBoard031610.pdfVision 2015 Proposed...
Transcript of COOK COUNTY HEALTH AND HOSPITALS SYSTEMsuffredin.org/pdfs/CCBoard031610.pdfVision 2015 Proposed...
Quarterly Report to the Cook County Board ofCommissioners
First Quarter - 2010
COOK COUNTY HEALTH ANDHOSPITALS SYSTEM
1
Our Mission
“To deliver integrated health services withdignity and respect regardless of a patient’sability to pay; foster partnerships with other
health providers and communities to enhancethe health of the public; and advocate forpolicies which promote and protect the
physical, mental and social well being of thepeople of Cook County.”
2
Cook CountyBoard of
Commissioners
Cook CountyBoard President
Cook County Health& Hospitals System(CCHHS) Board of
Directors
CCHHS ChiefExecutive Officer
Compliance
Intergovernmental Affairs &
Policy
GeneralCounsel
Audit
Diversityand
MulticulturalAffairs
HumanResourc
es
Department ofPublic Health
FinanceClinical
ServicesInformation Systems
Healthcare
Operations
Performance
Improvement
CommunityRelations &
Public Affairs
MedicalAffairs
Stroger
Hospital
Provident
Hospital
OakForest
Hospital
Ambulatory &Community
HealthNetwork
CORECenter
CermakHealth
Services
3
Community Involvement
Town Halls: We held 14 meetingsthroughout the County, reaching over 1,500residents.
Budget Hearings: For the first time, weheld budget hearings separate from theCounty.
Partnerships: We are engaging otherproviders to pursue ways to expand accessand enhance care.
Outreach: We asked community groups,healthcare advocates and other interested
4
2009 Financial Impact
• Achieved greater efficiencies in thesystem
• Enhanced revenue collections
• Enhanced federal funding
• Result: Financial Improvement
• Value: In excess of $350M5
2009 Financial Impact(continued)
• $20M annualized savings from entering intoa Group Purchasing Organization (GPO)
• $90M improvement in revenue followingimproved processes and procedures inregistration, coding, and billing
• $65-72M opportunity from performanceimprovement project, including $60M insavings from rebalancing our staff
• $200M in new federal funding from theDisproportionate Share Hospital Program(DSH)
• County tax subsidy reduced from $382M inFY2009 to $308M in FY2010. A 19%reduction.6
2009 Financial Impact(Continued)
• The CCHHS surpassed revenue projectionsand made a positive impact to the taxpayersby:
• Contributing more than $230M to theCounty’s general fund in FY2009
• Bringing in $194M more revenue than wasbudgeted in FY2009
• Spending less -- about $42M less -- inSystem operations than anticipated forFY2009
7
2010 CCHHS Leadership Goals
Nine goals
Anticipated improvements in multipleareas – quality, patient satisfaction,diversity awareness, technology,operations
Dashboard updates to monitor progress8
Goal 1: Approval of Strategic Plan
Plan will include 5-year financial plan
Enhance access to our services for ourpatients
Develop a comprehensive marketing andcommunications plan to educate the public
Completion date: June 20109
Vision 2015
Proposed Vision Statement
“In support of its public health mission,CCHHS will be recognized locally, regionally,and nationally -- and by patients andemployees -- as a progressively evolvingmodel for an accessible, integrated, patient-centered, and fiscally-responsible healthcaresystem focused on assuring high-quality careand improving the health of the residents ofCook County.”
10
Vision 2015
Proposed Goals
I. Access to Healthcare Services – expand access
II. Quality, Service Excellence & Cultural Competency –enhance care and service for our patients
III. Service Line Strength – Trauma/Emergency, InfectiousDisease/AIDS Center, Surgery, Women/Children’sHealth
IV. Staff Development – employee satisfaction, educationand training
V. Leadership and Stewardship – leadershipdevelopment and accountability11
12
Regional Health Centers
Goal 2: Implement EnterpriseResource Planning System
Decision support system for finance,payroll, materials management and humanresources
General ledger is complete
Working with County on human resources,materials management and accounting
Completion date: November 201013
Goal 3: Complete ManagementRestructuring
Complete management assessment
Restructure system-wide management
Establish leadership developmentprogram
Completion: November 201014
Goal 4: Achieve 2010 Budget
Achieve target reductions:
o$80M from performance improvement
o$26M related to half-cent roll back andCounty hold back
Completion: November 2010
15
Goal 5: Workforce Rebalancing
Phase I: Eliminated 1,000 vacant and filledpositions
Phase II: Reduce an additional 350positions
Savings of $70M
Completion: August 201016
Goal 6: Quality and Patient Safety
Implement a system-wide quality, patientsafety and risk management structure
Recruit System Director of Quality andPatient Safety and Director of RiskManagement
Maintain accreditation status at all facilities
Achieve established quality benchmarks
Completion: November 201017
Goal 7: Service Excellence
Implement a service excellence planfocusing on employee satisfaction, patientsatisfaction and cultural competency
Recruit System Director of Diversity andMulti- Cultural Affairs
Conduct baseline employee satisfactionsurvey
Completion: November 201018
Goal 8: Internal Auditing andCorporate Compliance
Develop and implement internal audit andcorporate compliance functions
Directors have presented organizationalplans to build and implement functions tothe Audit and Compliance Committee of theCCHHS Board
Completion: June 201019
Goal 9: Graduate MedicalEducation
Complete assessment of the GraduateMedical Education Program includingresidency programs and all affiliations
Conduct cost/benefit analysis
Finalize recommendation for restructuring
Completion: November 201020
2011 Financial Challenges
Full year impact of the half cent taxrollback: $76M
Potential termination of FederalStimulus Program (FMAP): $39M
5% inflation factor: $40M
21