COOK COUNTY HEALTH & HOSPITALS SYSTEM Strategic Planning Town - - PowerPoint PPT Presentation
COOK COUNTY HEALTH & HOSPITALS SYSTEM Strategic Planning Town Hall Meetings May 2016 Strategic Planning Timeline February-June 2016 Strategic planning presentations and discussions at CCHHS Board of Directors meetings. May 2016
May 2016
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at CCHHS Board of Directors meetings.
2008: Independent Governance Insular safety net provider with little to no competition. Majority of patients uninsured. Focus on sick care. Reliant on local tax allocation and federal reimbursements. 2010: Adoption of Vision 2015 with increased focus on ambulatory services. Affordable Care Act adopted by Congress. 2011: Illinois General Assembly mandates that 50% of Illinois Medicaid beneficiaries move into managed care by 2015. To achieve this, nearly all Cook County Medicaid beneficiaries are required to enroll in a managed care health plan. 2012: 1115 Waiver to create CountyCare approved. System moves from provider role to provider and plan, expanding patient reach. 2014: ACA takes full effect. Majority of CCHHS patients insured. CCHHS and CountyCare competing for CCHHS’ traditional patients.
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three regional specialty and diagnostic centers and the CORE Center
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Core Goal: Access to Healthcare. Eliminate system barriers, strengthen ACHN, develop comprehensive outpatient centers at strategically located sites
– Patient Support Center – Partnerships with FQHCs – Oak Forest Clinic as Regional Outpatient Center – CountyCare Health Plan – New ambulatory buildings on Central Campus, Provident campus and plan to renovate, relocate and/or rebuild CCHHS community health centers in next ten years – Medicaid enrollment at jail
Core Goal: Quality, Service Excellence and Cultural Competencies. Execute System-wide performance improvement initiatives and implement system-wide service excellence and cultural competencies initiatives.
– Creation of Chief Quality Office – Routine monitoring of metrics, annual system objectives with explicit targets – Performance improvement (Emergency Department, Operating Room) – Employee flu vaccine compliance – Development of comprehensive care coordination strategy
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Core Goal: Service Line Strength. Continue to develop/strengthen key clinical services, develop the infrastructure to support clinical services.
– Ophthalmology – Burn services accreditation – Capital investments: linear accelerators, cath labs, interventional radiology, mammography – Mail order pharmacy improvements
Core Goal: Staff Development. Improve staff recruitment, training, and development systems and processes, implement staff satisfaction initiatives
– Leadership Development Program – Decreased time to hire and vacancy rate
Core Goal: Leadership and Stewardship. Develop CCHHS leadership, strengthen the stewardship responsibilities of System Board management.
– Significantly lower tax allocation – Year-end financials 2014 & 2015 positive – Physician billing significantly improved
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Local Tax Dollars Supporting CCHHS
Insert FY16
$481M $389M $276M $254M $252M $175M $164M $121M $0 $100 $200 $300 $400 $500 $600 2009 2010 2011 2012 2013 2014 2015 2016 (proposed)
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Illinois Health Insurance Coverage: 2014
52% 6% 19% 14% 1% 9%
Source: Kaiser Family Foundation http://kff.org/other/state-indicator/total-population/?state=IL
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36.5% 47.7% 12.1% 3.7%
CCHHS Health Insurance Coverage: 2014
Uninsured/Self Pay Medicaid Medicare Commercial Uninsured Medicaid Medicare Employer-Sponsored Military/VA Non-Group
54.4 36.5 32.3 45.6 63.5 67.7
10 20 30 40 50 60 70 80 90 100
2013 2014 2015
% Insurance Status of CCHHS Patients
Uninsured/ self pay Insured
54.4 32.2 10.9 2.5 36.5 47.7 12.1 3.7 32.3 50 13.5 4.2
SELF-PAY MEDICAID MEDICARE COMMERCIAL
CCHHS PAYOR MIX 2013-2015
2013 2014 2015
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2010 $ 487,856,436 2011 $ 577,316,767 2012 $ 538,505,860 2013 $ 535,781,085 2014 $ 313,582,232 2015* $ 413,191,000 *estimated
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The downstream impact of decreased local, state and federal funding has disproportionately impacted CCHHS through our emergency rooms and the jail. To address this, CCHHS recently announced:
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E xample s:
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T he q ua lity o f pa tie nt c a re is de te rmine d b y the q ua lity o f infra struc ture , tra ining , c o mpe te nc e o f pe rso nne l a nd e ffic ie nc y
he funda me nta l re q uire me nt is the a do ptio n o f a syste m tha t is ‘ pa tie nt c e nte re d’ a nd the imple me nta tio n o f hig hly re lia b le pro c e sse s.
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Car e that is… ..
*Institute of Medicine, 2001
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E xample s:
mple me nta tio n o f Syste m-wide Po lic ie s a nd Pro to c o ls
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Be nc hma rking c re a te s a stro ng fo unda tio n to me a sure tra nsfo rma tive c ha ng e . I t a llo ws us to ha ve a da ta -drive n unde rsta nding o f whe re we a re a nd ho w we a re suc c e e ding a t re a c hing
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E xample s:
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E xample s:
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Co o k Co unty ha s a ric h histo ry o f me dic a l tra ining a nd to p no tc h c linic a l re se a rc h, pa rtic ula rly fo r vulne ra b le po pula tio ns. Ma inta ining tha t histo ry is a n impo rta nt pie c e o f o ur c ulture a nd he lps us e sta b lish o ur dire c tio n fo r the future .
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E xample s:
unde d re se a rc h in o nc o lo g y, infe c tio us dise a se s, ma ny o the rs
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Impr
He a lth e q uity is a c hie ve d whe n e ve ry pe rso n ha s the o ppo rtunity to a tta in his o r he r full he a lth po te ntia l a nd no o ne is disa dva nta g e d fro m a c hie ving this po te ntia l b e c a use o f so c ia l po sitio n o r o the r so c ia lly de te rmine d c irc umsta nc e s. (So urc e : I nstitute o f Me dic ine )
Pr
e liable c ar e
T he q ua lity o f pa tie nt c a re is de te rmine d b y the q ua lity o f infra struc ture , tra ining , c o mpe te nc e o f pe rso nne l a nd e ffic ie nc y o f o pe ra tio na l syste ms. T he funda me nta l re q uire me nt is the a do ptio n o f a syste m tha t is ‘ pa tie nt c e nte re d’ a nd the imple me nta tio n o f hig hly re lia b le pro c e sse s.
De monstr ate value , adopt pe r for manc e be nc hmar king
Be nc hma rking c re a te s a stro ng fo unda tio n to me a sure tra nsfo rma tive c ha ng e . I t a llo ws us to ha ve a fa c t- b a se d unde rsta nding o f whe re we a re a nd ho w we a re suc c e e ding a t re a c hing o ur g o a ls.
De ve lop human c apital
Our 6,270 e mplo ye e s a re o ur b ig g e st a sse t. Building e mplo ye e s’ skills thro ug h e duc a tio n a nd de ve lo pme nt
L e ad in c linic al e duc ation and c linic al inve stigation r e le vant to vulne r able populations
Co o k Co unty ha s a ric h histo ry o f me dic a l tra ining a nd to p no tc h c linic a l re se a rc h, pa rtic ula rly fo r vulne ra b le po pula tio ns. T his le g a c y is a n impo rta nt c o mpo ne nt o f o ur syste m to ma inta in o ur wo rkfo rc e pipe line a nd de ve lo p e ffe c tive inno va tio ns in c a re .
How can CCHHS address each of the strategic principles?
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