Strategy Planning COOK COUNTY HEALTH - - - 7755 Strategy Deployment In February, presentation to the board to focus on 27 main strategies Launched a new process to monitor progress ofinitiatives. Developed work plans and short-term goals 2 CCH Strategies FY2024 PATIENT SAFETY, CLINICALI EXCELLENCE & QUALITY Continuei improvement in quality metrics. Initiate Leapfrog data submission for Provident; Launch programs to improve Left Without Being Seen (LWBS) in the Emergency Department, surgical siteinfections and Sepsis; Implement quality dashboards at the department/unit level; Progress in nursing pathway to excellence and Magnet journey; Expand the National Databaseof Nursing Quality Indicators (NDNQIB) to Provident and ambulatory nursing; Execute daily Hospital Acquired Conditions compliance programs; Improve efficiency by accelerating throughput. Expedite testing and resulting to facilitate discharges. Provide ongoing clinical documentation education/training. Progress Made: Leapfrog score of B, Provident Hospital Joint Commission Reaccredited, Provident Primary Care Medical Home recertification, received Becker's recognition of the endocrinology service as a top US program, Cermak achieved the National Commission of Correctional Healthcare accreditation, full accreditation from the American College of Surgeons Commission on Cancer Improved sepsis compliance from 17%to 81% Provident decreased LWBS from 8% to3.7% Expanded onsite services for Cermak and telemedicine Expanded services available at Provident New shared governance model introduced by nursing to achieve Magnet/Pathways to Excellen Established unit-level daily huddles and huddle boards Implemented robotics surgery CCH Strategies FY2024 PATIENTSAFETY, CLINICAL EXCELLENCE& QUALITY Maintain top quality outcomes for CountyCaremembers Increase qualityratings to 4 stars Progress Made: Launched primary care provider engagement strategy Implementation of maternal child health strategy Implement behavioral telehealth strategies Executed new VBC agreements Invest in grant tand researchinfrastructurewith the goal ofbuildingtransparen: sustainableand complantoperations within CCH Progress Made: Building team to develop research infrastructure for compliance and impact at scale Signed contract with Hektoen to transition grants Launch of IRBt toolkit to strengthen compliance Testing new processes to support clinical trials CCH Strategies FY2024 HEALTH EQUITY, COMMUNITYHEALTH & INTEGRATION Increase access and improve outcomes - in targeted areas. The Change Instiuteprmaturemoraly and morbidity; providing timely and univers access to advanced care services; Address gaps in access to behavioralhealth care; Creat more care pathwaysforjustice-involedindviduals;improve populationheatt,mitgate social risk factors; Develop andimplementbirth equitymeasures andmetrics; establish a safe moms matema/chldprogram Progress Made: - CountyCare expanded access to eating disorder and root canal services Cermak awarded $628Kin Opioid SettlementFunds to supporti ttreatmenti tfor Cermak enrolled patients; RenewalofHRSA Health Start program for 5years CCDPH mentalhealth campaign "Here to Hear Youl"; Hosted 700 participantsi in the Cook County. yBehavioral Health Summit; Launched "open call" for $44Min grants Held health education eventsrelatedto cervical cancer, colon cancer and otherhealthfairs Care Coordination earned a $67K performance bonus for work on transformation project Establishedi Inew dedicatedCareLink program web page FoodSmart referrals for CountyCaremembersseen at CCH CCH Strategies FY2024 HEALTH EQUITY, COMMUNITYHEALTH & INTEGRATION Ensure access to healthcare information: Further expand language access to ensure patients receive healthcareinformation in thelanguage their choice; advance mobility programs. Progress Made: Implemented new equipment for language services Hired and trained three full-time Spanish Interpreters Conducted system-wide training on how to identify the preferred language of the patient, access an interpreter, work effectively with an interpreter, and document the language eservices provided Improved a process for submitting an on-site interpreter request Streamline the procurement process and improve MBE/WBEparticpation Progress Made: Completed process enhancements to the Contract Oversight Committee (COC), and rolled out two new forms and 3 live training sessions for all user departments Created 15 education and training materials for user departments and for Supply Chain Management Using COC process to increase use of competitive sourcing overall with pre-established M/WBE goals andtoidentify Target Market Opportunities Launched Bonfire as a sourcing and bid evaluation system CCH Strategies FY2024 WORKFORCE: TALENT & TEAMS Increase Talent Acquisition 000 A Job fairs, flexibles staffing pool, technology enhancements, hiring process improvements, ,hiring pipeline projects, employmentplan amendment Reduce turnoverthroughretention programs Adranceperiormance management andlearning programs Progress Made: Hired 130 net new positions since December1, 2024 Established programming aimed at retention Nursing: Trained over 250 nurses at nursingskills fair; ANCC reaccredited Advanced Practice Registered Nursing Fellowship Program; Secondcohort ofSt. Xavier nursing studentstarted14-wx publichealth practicum Established an EMT pprentcesnpprogram, with first cohorts startingin August TheAssociation ofChicagoland Externshipand Practicum Training (ACEPT) has selectedtheJTDC as the 2024 Outstanding Training Site CCH Strategies FY2024 HUMAN EXPERIENCE Employee Wellness and Engagement Improvements Wellness programs, employee engagement scores, Press Ganey micro survey Progress Made: - Hosted Patients Choice Award event Years of Service recognition 2023 & 2024 (participants doubled) Prepared to launch employee engagement survey in June Patient Satisfaction Patient navigation, nurse communication, Culture Code implementation, HCAHPS measures Progress Made: CountyCare added Lyft options for members; CountyCare conducting surveys to measure satisfaction, loyalty and awareness with benefits Stroger and Provident improved HCAHPS score by providing inpatients with welcome pac toaddress noise complaints on the floors Wayfinding signage enhancement- -Phase 1 implemented Outpatient and Ambulatory Surgery Consumer Assessment of Healthcare Providers and Systems survey launched "Yacker Trackers" Med Surg units expansion CCH Strategies FY2024 FISCAL RESILIENCE urtnerimplementationorrevenue cycle turnaroundplan I Reduce reliance on agency and overtime Drive productivityto align with industry benchmarks - Streamlineinvoice payment processes Progress Made: YTD eniealectonglerhan Pudgtrelectingtevarous workstreams int therevenue cyclet turnaround project Established an approval process for agency staffing to control spend Established a review process to confirm clinical effort expectation: for physicians CCH Strategies FY2024 OPTIMIZATION, SYSTEMIZATION & PERFORMANCE MPROVEMENT Expand value-based care and contracting. Improve and increase patient empanelment metrics at primary care clinics Modernize infrastructure and equipment - capital improvements, computer refresh and capital equipment Maximize access through scheduling, patient portal, virtual care, direct booking, provider/plan alignment, new care delivery models Increase surgical volumes at Stroger/Provident through process improvements Progress Made: Value-based care: Signed a value-based care agreement between CountyCare and CCH Infrastructure and equipment: Finalized 2024 capital equipment and capital improvement plans; Cermak pharmacy equipment replacement, mobile MRlimplementation Maximizing access: Launched Cook County Express Care; Implemented new referral management software to streamline referrals into the system; decreased wait times for specialty clinics by half and decreased external referrals by 26%; Implemented telehealth home visits for CCDPH nurses; Added new endoscopy capacity at Provident; Implemented tele-tracking features toimprove patient throughput Increase surgical volumes: Updated process to ensure financial clearance prior to scheduled surgery; 20% reduction in cancellations at Provident GROWIILINNOVATON & TRANSFORMATION Further develop a referral network with hospitals andhealth centers nll Conductlong-term programmatic facility planning, including new ambulatory facility at Provident Continue ongoing expansion ofsubspecialty service lines, expand services at Provident Renegotiate and restructure affiliation agreements Progress Made: Expanded referral network by entering into agreements with St. Bernard, Humboldt Healt University of Chicago Kicked-off long-term facility planning Service Lines and Marketing developed materials to share with partners; Launched first podcast series; Launched Stroger to Provident transfers to optimize bed utilization; Expand service line procedures in Cardiology (TAVR), Neurosciences (tele-Neurology, Neuro ICU), Provident performs first thyroid lobectomy Finalized a tool to evaluate affiliation agreements. GROWIILINNOVATON & TRANSFORMATION CountyCare to evaluate various products to support members throughout their lifecycle nnl Execute ARPA-funded projects Develop long-term growth plan for CCDPH Conduct 1115 Waiver readiness planning Progress Made: CountyCare is streamlining application process for CareLink Started exploring potential new products within Health Plan Services ARPA: Spent $40M out of $170M; Obligated $62M total; Finalized contracts and focused on hiring CCDPH Growth Plan: Initiated an assessment on using the Foundational Public Health Services" (F framework to review CCDPH gaps, capabilities, and staffing to meet the minimum requirements ofa FPHS Kicked off project for 1115 Waiver readiness for justice-involved population Thank You COOK COUNTY HEALTH - - - 7755