CCH Strategic Plan Town Hall Meetings

Cook County Health Strategic Plan Town Hall Meeting #2
March 2, 2022

The meeting opened with a welcome and thanks from Israel Rocha.  He then turned it over to Andrea Gibson. She gave an overview of CCH’s scope and accomplishments. She next explained the SWOT process to be  used to obtain feedback from employees, community, labor,  and the CC Board of Commissioners.  S=strengths W=weaknesses O=opportunities T=threats.

• The first speaker was MCS from PASO, a west suburban action group.  She said the people she dealt with were helpful. Weaknesses noted were waiting time, navigating services, motivating patients to have conversations with healthcare providers and mental health access. She said that the COVID vaccination sites are an opportunity to bring more patients into the system.
• The next speaker BT said that climate change is a serious threat and cited heat issues, blackouts and flooding.
• Next was SK who said that the buildings, structures and advanced technology is a strength but labor discord is a weakness. The increase is charity care and lack of reimbursement is a threat.
• SA said that turning over patients to collection agencies is a weakness and not in line with the County goal of abolishing medical debt. Mr. Rocha explained that an attempt to collect copays must be made for claims covered by insurance and that there is now no copay for Carelink.
• HP asked about community health workers being able to go into the hospital again. Mentioned were the NICU club and lactation experts. Dr Fagan said they have hired a lactation specialist.
• Also mentioned was simplifying the process to enroll in Medicaid.

Observer: Lisa Slankard

Cook County Health Strategic Plan Town Hall Meeting #3
March 3, 2022

The Thursday morning virtual meeting began with an introduction by CEO Israel Rocha followed by Chief Strategy Officer, Andrea Gibson, presenting the initial process for the 2023-25 Strategic Plan which included three town halls (one in Spanish) the week of March 1.  A survey was sent to Stakeholders using the SWOT process of Strengths, Weaknesses, Opportunities, and Threats.  Ms. Gibson stated that no ideas would be presented by CCH at the town hall meetings as the purpose is to gather opinions and suggestions from the Stakeholders and the Public.

General feedback regarding CCH and the Public Health Department included:

• The COVID pandemic has expanded trust in the System and this is the moment to take advantage.
• The greatest emphasis from multiple speakers is the request to expand the CCH's Public Health Department.  I.E., ramp up the comprehensive development of services including maternal and child health.
• Consistent requests also centered on expanded mental health and addiction services.
• Ms. Gibson said that the CCH leadership has gotten the message that it needs to leverage what services have been offered throughout COVID.

Strengths:

1. The System's extraordinary team and its commitment to provide access to all individuals regardless of ability to pay.

      2)  CCH's Public Health Department but it needs more budget and staff.

Opportunities:  

1. Better communication across the System and within every department to make them aware of the resources available.                   

    2)  More collaboration with community based organizations. 
    3)  Create sustainable programs.
    4)  Increase birthing opportunities - for example "free standing birth centers."
    5)  Can long term care be made available?
    6)  Need more health services in the South Suburbs - population not dense but covers a  
          wide area – therefore, it is not easy to get to CCH health care sites.
    7)  Increased emphasis on the fact that "housing is health care".
    8)  Role out a #988 phone number for crisis calls.
    9)  Incorporate "peer support groups" into county services particularly for addition and 
         Mental health.

Weakness/Potential Threats:

1. Social Worker turnover at Stroger - Suggestions:  Hire more workers to lighten workloads and provide more defined career path[s].

    2)  Stroger being a learning institution often leads to a constant change in providers.
    3)  Medicaid application process for immigrants.
    4)  Turnover of nursing staff.   It was stated by a speaker that 50% of the current nursing     
          staff is from outside contractors.
     5)  Length of time needed to fill positions - particularly nursing.  

Observer:  Diane Edmundson