Cook County Health Strategic Plan 202-2025
Mission
Establish universal access to the world’s best care and health services for all Cook County residents, regardless of the ability to pay, so all may live their healthiest life.
Vision
To ensure health
as a human right.
Values
Innovation Compassion Accountability Respect Excellence & Education
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Strategic Pillars
Patient Safety, Clinical Excellence & Quality
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Ensure the highest quality service and best clinical outcomes by providing patients the right care, at the right time, and in the right place.
Initiatives Completed or Underway:
- Established facility and department specific quality metrics.
- Strengthen metrics in key areas like handwashing and sepsis prevention.
- Improve patient outcomes.
Health Equity, Community Health & Integration
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Ensure the highest quality service and best clinical outcomes by providing patients the right care, at the right time, and in the right place.
Initiatives Completed or Underway:
- Established an Office of Equity and Inclusion.
- Administered 1 million COVID-19 vaccines.
- Conducted hyper-local campaign for COVID-19 vaccines.
- Established Community Advisory Councils.
Workforce: Talent & Teams
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Ensure the highest quality service and best clinical outcomes by providing patients the right care, at the right time, and in the right place.
Initiatives Completed or Underway:
- Launched process improvement project on the hiring process.
- Implemented hiring fairs.
- Established system-wide CCH Trauma-Informed Task Force.
Fiscal Resilience
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Ensure the highest quality service and best clinical outcomes by providing patients the right care, at the right time, and in the right place.
Initiatives Completed or Underway:
- Managed FY21 budget with positive results.
- Established a revenue cycle turnaround plan.
- Achieved over $14M savings from contract renegotiations.
Patient Experience
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Ensure the highest quality service and best clinical outcomes by providing patients the right care, at the right time, and in the right place.
Initiatives Completed or Underway:
- Established a patient navigator program.
- Launched patient family advisory council at Stroger Hospital.
- Improved patient satisfaction scores.
- Implementing a wayfinding initiative.
Optimization, Systemization & Performance Improvement
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Ensure the highest quality service and best clinical outcomes by providing patients the right care, at the right time, and in the right place.
Initiatives Completed or Underway:
- Established a community COVID-19 vaccine information portal and one of the largest vaccine call centers in the State of Illinois.
- Restructured the CountyCare managed care contracting template to follow industry best practices.
- Created and successfully implemented a CountyCare financial performance improvement plan, inclusive of cash flow stress testing programs.
Growth, Innovation & Transformation
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Ensure the highest quality service and best clinical outcomes by providing patients the right care, at the right time, and in the right place.
Initiatives Completed or Underway:
- Opened new health centers in Arlington Heights, North Riverside, and Belmont Cragin.
- Invested in imaging, dialysis, and other modernization at Provident Hospital.
- Built out telehealth capabilities.
- Initiated the process to conduct a facilities master plan.
- Established new collaborations with other hospitals.
Community Town Hall Meetings
To receive employee input during the strategic planning process, Cook County Health (CCH) hosted two virtual Employee Town Hall meetings in advance of drafting of the Strategic Plan and conducted an employee survey to obtain valuable feedback. CCH emailed employees and advised them of the opportunity to participate in the town halls. In total, more than 450 individuals attended the employee Town Hall meetings.Employee Survey Summary
CCH received nearly 400 responses to the survey. Strengths that were noted included CCH’s commitment to the underserved, the quality of care/clinical expertise, and the ability to mobilize for new circumstances (e.g., mass vaccine sites). Weaknesses identified include patient experience, lack of flexibility in internal processes, staffing – retention recruitment, and role definition and accountability. Opportunities highlighted included leveraging federal dollars for investments, service line development for specialty services, and capital planning and investment in facilities/equipment. Threats that were noted included future pandemic surges, antiquated processes, and patient choice.
IMPACT 2023 Accomplishments
Improved CMS Star Rating and Leapfrog Hospital Safety Grade.
Achieved national recognition for Cardiology/Stroke programs.
Improved patient outcomes for ulcers and falls.
Implemented maternal health navigator program.
Met or exceeded benchmarks for HEDIS and Pay for Performance.
Open new health facilities at Belmont Cragin, North Riverside, Blue Island and Harrison Square.
CountyCare received top quality ranking.
Three Year Financial Forecast
