i. · and otis l. story, sr. absent: none (0) additional attendees and/or presenters were: debra d....

Minutes of the Meeting of the Human Resources Committee of the Board of Directors of the Cook County Health and Hospitals System (CCHHS) held Friday, November 20, 2020 at the hour of 9:00 A.M. This meeting was held by remote means only, as permitted by the Illinois Open Meetings Act.

I. Attendance/Call to Order

Chair Driscoll called the meeting to order.

Present: Chair Mary Driscoll, RN, MPH and Directors Robert Currie, Raul Garza and Heather M. Prendergast, MD, MS, MPH (4)

Board Chair M. Hill Hammock (ex-officio), Board Vice Chair David Ernesto Munar and

Directors Ada Mary Gugenheim, Joseph M. Harrington, Mike Koetting, Robert G. Reiter, Jr. and Otis L. Story, Sr.

Absent: None (0)

Additional attendees and/or presenters were:

Debra D. Carey – Interim Chief Executive Officer Jeff McCutchan –General Counsel Beena Peters, DNP, RN, FACHE

Carrie Pramuk-Volk –Interim Chief Human Resources Officer

Deborah Santana – Secretary to the Board

The next meeting of the Committee will be held on Friday, February 19, 2021 at 8:30 A.M.

II. Electronically Submitted Public Speaker Testimony (Attachment #1)

The Secretary read the public speaker testimonies submitted from the following individuals into the record: 1. Identical testimony statement was separately submitted by the following individuals: Stroger Hospital Kevin Murray, RN Falguni Dave – RN Laura Phillips - RN Tasha Mosley-Brown – RN Nancy Alverio – RN Sophia Meneses - RN Kathyline Buday - RN Onyinye Ireaja - RN Patricia Ezirike - RN Kecia Johnson - RN Rhodelyn Bedford - RN Marie Kuzniarek – RN Netron Bernal – RN John Stewart Provident Hospital Phyllis Seaton , RN Joyce Ball, RN Patricia Washington, RN Cook County Health Tina Montanez, RN

Trauma Department, Stroger

Hospital Catherine Szdelko , RN Adult Emergency Department,

Stroger Hospital Dorothy Boswell-Lee, RN MICU/Covid-19 Unit, Stroger

Hospital Norma Hernandez, RN Joyce Richardson, RN Leiza Hernandez, RN Sneha Koladyil, RN Aida Radhima, RN Lorina Rojas-Cesario, RN

PACU, Stroger Hospital Jona Pathiyil, RN Mini Abraham, RN Cicily Peter, RN Nimfa Abas-Millan

Emergency Department,

Stroger Hospital Jacqueline Martinez, RN Ijeoma Ibe, RN Ariteneo Constantino, RN Cristina Ong, RN Leilani Dulce, RN Jacqueline Macias, RN Noemi Estante, RN Smart Owusu-Aduomi, RN Cassandra Kay, RN Siddhi Patel, RN Kamilah Brown, RN Mellody Bellamy, RN Ogechi Uche, RN Consuelo Vargas, RN Ernesto Agron, RN Zyra Maldonado, RN Sarah Walker, RN

Minutes of the Meeting of the Human Resources Committee Friday, November 20, 2020

II. Electronically Submitted Public Speaker Testimony (continued) 2. Celedonia Estrada - RN, MICU/Covid-19 Unit, Stroger Hospital 3. Ashley Hixson - RN, Provident Hospital 4. Nastasia Medina – RN, Emergency Dept., Stroger Hospital 5. Dayana Vilangatt - RN, MICU/Covid-19 Unit, Stroger Hospital 6. Lissy Mathew – RN, Neuro ICU, Stroger Hospital 7. Maribel Quinones – RN, Integrated Care Dept., Stroger Hospital 8. Tashon Vantrease – Charge Nurse, 7West MedSurg, Stroger Hospital 9. Rolanda Watson – RN, CCH 10. Peter Sesi – RN, CCH Following the presentation of public testimony, Debra D. Carey, Interim Chief Executive Officer, provided the following comments regarding staffing challenges relating to the Covid-19 pandemic. I want the Board and the public viewing this meeting to understand that staffing is a challenge for hospitals across the region and across the country. This is not unique to Cook County Health. And it is not unique to nurses. Dozens of hospital positions are required in the fight against COVID. The second COVID-19 surge is on us. Since June, we have discussed how we can respond to a second surge. We must function within the limits of our financial resources which impacts our ability to onboard supplemental staff that may be needed. There have been countless media stories – literally hundreds in recent weeks - with hospital leaders indicating that their capacity is not limited by their bed count rather by staffing. And most notably nurses but also respiratory therapists and lab techs to name a few others. Adding to this is the fact that this is not a regional surge like we saw in the Spring. This is a national surge. The staffing challenges across the country have led CDC to issue guidelines allowing both exposed and infected healthcare workers to work if staffing shortages compromise safe care. We have seen this operationalized in North Dakota when hospitals reached 100% capacity and did not have enough frontline workers to keep up with the demand. We hope that we will not get to this point. We have been able to mobilize approximately 50 agency nurses but please understand that agency nurses are leaving some assignments for assignments that pay more. The going hourly rate ten days ago was approximately $130/hour. This week, that rate is closer to $200/hour. But having a contract with agencies doesn’t guarantee the agency can recruit nurses or that they will stay and this is seemingly what is happening across the industry and here at Cook County Health. We have had a number of agency nurses who have left the jail in recent weeks for better paying assignments in other states. Some hospitals are even reporting that nurses are resigning to take agency positions knowing that they can get hired full time when the pandemic is over. We also have heard that more profitable hospitals are paying these high rates to nurses to stay home and be available when they are needed. Some hospitals are paying nurses $4,000/week and some are providing $10,000 signing bonuses. We are hearing from systems with more resources that even offering bonuses is not always effective because nursing and clinical staff are tired.


II. Electronically Submitted Public Speaker Testimony (continued) Cook County Health cannot pay bonuses or afford to hire agency nurses in anticipation of a surge. And for that matter, most safety net hospitals have a very hard time competing in this environment. This should be viewed as another example of health inequity. Lastly, I want to reiterate what we have said since the beginning of this pandemic. Our first and highest priority is the jail. You will recall that in the Spring, significant efforts to release detainees brought the population down to approximately 4,000. This better accommodated social distancing and was a key component in our ability to contain the virus. Today, the population stands at 5,500. The positivity rate has increased to nearly 5% in the last week…the highest it has been since May. We still have our robust testing protocols in place. In fact, we are testing well over a thousand detainees a week. But having 1,500 more detainees limits the Sheriff’s ability to provide ideal social distancing. We are working around the clock to bring in nurses and other support staff to staff the areas that were closed in recent months but are now reopened to house infected detainees. We have significantly reduced ambulatory services and are working to redeploy staff, primarily nurses but others as well. We are also aggressively seeking staffing through agency contracts but the virus is not waiting until staffing resources show up. In the spring of 2020, we were fortunate to have supplemental staff for the jail from the state’s agency contract. We do not have this resource at this time. In the end, should the situation at the jail require more resources than we can mobilize through agency or shifting nurses from CCH outpatient clinics, we will have no choice but to pull staff from Stroger and Provident. This domino effect will result in the need to limit hospital-based services which we obviously don’t want to do. Other hospitals will be forced to take patients that would have come to Stroger hospital. A large number of these patients will be undocumented and uninsured – the very patients are mission envisions us caring for. We are grateful to our frontline staff for their commitment. We appreciate that this situation is not ideal but it is the current reality in our country. We need to work together and move forward to care for our patients the best we can. We will continue to keep the oard apprised but want you to know that we are working every avenue to bring in enough staffing to provide safe patient care.

III. Action Items

A. Minutes of the Human Resources Committee Meeting of June 19, 2020

Director Prendergast, seconded by Director Garza, moved to accept the minutes of the Meeting of the Human Resources Committee of June 19, 2020. A roll call vote was taken, the votes of yeas and nays being as follows: Yeas: Chair Driscoll and Directors Garza and Prendergast (3)

Nays: None (0)

Absent: Director Currie (1)

THE MOTION CARRIED UNANIMOUSLY.

B. Any items listed under Sections III and VI


IV. Report from Interim Chief Human Resources Officer (Attachment #2)

Carrie Pramuk-Volk, Interim Chief Human Resources Officer, reviewed the report, which included information on the following subjects:

• Overview of Human Resources • Employee Engagement • Covid-19 Response – Update • Metrics:

- HR Activity Report through 10/31/20 and Hiring Snapshot - Hiring Plan - Cook County Health HR Activity Report – Improve/Reduce Average Time to Hire - Appendix – Nursing and Revenue Hiring Snapshot through 10/31/20

During the review of the information, a question was raised regarding what is the standard ratio of Human Resources staff to the total workforce. Ms. Pramuk-Volk responded that she will follow-up with that information. Chair Driscoll requested that Dr. Kiran Joshi and Dr. Rachel Rubin, Co-Leads of the Cook County Department of Public Health, provide an update on contract tracing hiring at the December 4th Board Meeting.

V. Report on Nursing Services (Attachment #3)

Dr. Beena Peters, Chief Nursing Officer, reviewed the report, which included information on the following subjects:

• Nursing Priorities • Nursing HR Priority Focus Areas for FY20 • Department of Nursing – Organizational Chart • Overview of Nursing Positions • Workforce Data • Accomplishments • Vizient Nursing Agency Contract • Nursing Workforce Optimization Committee • Flexible Staffing Pool Proposal • Covid-19 Resurgence Plan

During the review of the information, Director Currie requested information on the nursing turnover and vacancy rates prior to the start of Covid-19 pandemic. Dr. Peters responded that she will provide that data.

VI. Closed Meeting Items

A. Report from Interim Chief Human Resources Officer B. Discussion of personnel matters C. Update on labor negotiations D. Discussion of litigation matters


VI. Closed Meeting Items (continued)

Director Currie, seconded by Director Prendergast, moved to recess the open meeting and convene into a closed meeting, pursuant to the following exceptions to the Illinois Open Meetings Act: 5 ILCS 120/2(c)(1), regarding “the appointment, employment, compensation, discipline, performance, or dismissal of specific employees of the public body or legal counsel for the public body, including hearing testimony on a complaint lodged against an employee of the public body or against legal counsel for the public body to determine its validity,” 5 ILCS 120/2(c)(2), regarding “collective negotiating matters between the public body and its employees or their representatives, or deliberations concerning salary schedules for one or more classes of employees,” and 5 ILCS 120/2(c)(11), regarding “litigation, when an action against, affecting or on behalf of the particular body has been filed and is pending before a court or administrative tribunal, or when the public body finds that an action is probable or imminent, in which case the basis for the finding shall be recorded and entered into the minutes of the closed meeting.” On the motion to recess the open meeting and convene into a closed meeting, a roll call was taken, the votes of yeas and nays being as follows: Yeas: Chair Driscoll and Directors Currie, Garza and Prendergast (4)

Nays: None (0)

Absent: None (0) THE MOTION CARRIED UNANIMOUSLY and the Board convened into a closed meeting. Chair Driscoll declared that the closed meeting was adjourned. The Committee reconvened into the open meeting.

VII. Adjourn

As the agenda was exhausted, Chair Driscoll declared the meeting ADJOURNED.

Respectfully submitted, Human Resources Committee of the Board of Directors of the Cook County Health and Hospitals System

XXXXXXXXXXXXXXXXXXXXX Mary Driscoll, RN, MPH, Chair


Attest:

XXXXXXXXXXXXXXXXXXXXX Deborah Santana, Secretary Requests/Follow-up: Follow-up: Information was requested regarding the standard ratio of Human Resources staff to the total

workforce. Page 3 Follow-up: Chair Driscoll requested that Dr. Kiran Joshi and Dr. Rachel Rubin, Co-Leads of the Cook County

Department of Public Health, provide an update on contract tracing hiring at the December 4th Board Meeting. Page 3

Request: A request was made for information on the nursing turnover and vacancy rates prior to the start of

Covid-19 pandemic. Page 3

Cook County Health and Hospitals System Minutes of the Human Resources Committee Meeting

November 20, 2020

ATTACHMENT #1

#1-10___ Public testimony – 11/20/20 Human Resources Committee Meeting 1. I have no confidence in management given their failure to staff the facility during this crisis. Submitted by : StrogerHospitalKevinMurray,RNFalguniDave–RNLauraPhillips-RNTashaMosley-Brown–RNNancyAlverio–RNSophiaMeneses-RNKathylineBuday-RNOnyinyeIreaja-RNPatriciaEzirike-RNKeciaJohnson-RNRhodelynBedford-RNMarieKuzniarek–RNNetronBernal–RNJohnStewartMICU/Covid-19Unit,StrogerHospitalNormaHernandez,RNJoyceRichardson,RNLeizaHernandez,RNSnehaKoladyil,RNAidaRadhima,RNLorinaRojas-Cesario,RNProvidentHospitalPhyllisSeaton,RNJoyceBall,RNPatriciaWashington,RNPACU,StrogerHospitalJonaPathiyil,RNMiniAbraham,RNCicilyPeter,RNNimfaAbas-Millan

EmergencyDepartment,StrogerHospitalJacquelineMartinez,RNIjeomaIbe,RNAriteneoConstantino,RNCristinaOng,RNLeilaniDulce,RNJacquelineMacias,RNNoemiEstante,RNSmartOwusu-Aduomi,RNCassandraKay,RNSiddhiPatel,RNKamilahBrown,RNMellodyBellamy,RNOgechiUche,RNConsueloVargas,RNErnestoAgron,RNZyraMaldonado,RNSarahWalker,RNAdultEmergencyDepartment,StrogerHospitalDorothyBoswell-Lee,RNTraumaDepartment,StrogerHospitalCatherineSzdelko,RNCookCountyHealthTinaMontanez,RN

2. Celedonia Estrada - RN, MICU/Covid-19 Unit, Stroger Hospital I have no confidence in management given their failure to staff the facility during this crisis. We are extremely short staff among other issues. These concerns need to be addressed immediately.

3. Ashley Hixson - RN, Provident Hospital My name is Ashley Hixson. I currently work as a Registered Nurse at Provident Hospital of Cook County. I have no confidence in management due to their failure in not providing safe and effective staffing during this pandemic. This is not a safe or ethical practice and needs to be addressed. Thank you for your time and consideration. 4. Nastasia Medina – RN, Emergency Dept., Stroger Hospital I have no confidence in management given how they failed to adequately staff the hospital during a pandemic. 5. Dayana Vilangatt - RN, MICU/Covid-19 Unit, Stroger Hospital I have no confidence in management, given their failure to staff the facility during this crisis. Please help us by giving adequate staff for consideration of patient safety. 6. Lissy Mathew – RN, Neuro ICU, Stroger Hospital Nurse shortage and staffing issues increasing day by day.I have no confidence in management given their failure to staff the facility during this crisis. Without nurses patient’s safety in danger.For 10 beds only 3 nurses on each rotation managing with Overtime with unsafe staffing is dangerous to patients life. Please consider talking immediate action . 7. Maribel Quinones – RN, Integrated Care Dept., Stroger Hospital I have no confidence in management given their failure to safely staff the CCH facilities and closing Southside CCH facilities during this crisis. 8. Tashon Vantrease – Charge Nurse, 7West MedSurg, Stroger Hospital Nurse staffing is at a constant, critically low, dangerous level. I have no confidence in management given there failure to adequately staff the hospital during this crisis. 9. Rolanda Watson – RN, CCH I would like to relay my subdued confidence in management, as staffing the facilities need to compete with the covid crisis is flawed. I do appreciate the latest email informing us of the efforts to recruit per diem workers, but perception is not actuality. 10. Peter Sesi – RN, CCH I have no confidence in management given their failure to the staff the facility during this crisis. We nurses have been working endless hours and continue to work with minimal staffing. With this crisis we continue to fail on our commitment and mission to the community and this is unacceptable. Please help us and hear us asking for your help. This has been something your healthcare heroes have been struggling with for months and NO one is hearing our voices. Please again please help us so we can help the people of Cook County Health.


November 20, 2020

ATTACHMENT #2

Human Resources MetricsCook County Health HR CommitteeCarrie Pramuk-VolkInterim, Chief Human Resources OfficerNovember 20, 2020

Human ResourcesOverview

3

Overview of Human Resources

Human Resources is a Strategic Partner

HR Administration

Recruitment

Operations/ Employee Relations

Org Deveopment & Training

Equal Employment Opportunity

Classification &

Compensation

Staff Locations• Stroger Hospital• Provident Hospital• Cermak Health Center

Departments Served:• Stroger Hospital• Provident Hospital• ACHN • Correctional Health Center• Department of Public Health• Health Plan Services (i.e. CountyCare)

Overview of DepartmentClassification & Compensation

v Research, prepare, standardize, update and maintain job descriptions o Approx. 800 active job descriptions

v Conduct market studies / salary analysiso MGMA (Medical Group Mgmt Association)o Sullivan Cottero Illinois Health & Hospital Association (Formerly MCHC)

v Participate in salary surveys; Hot Jobs surveys

2020 Accomplishments• Completed over 150 Market Studies for new and existing positions• Created approx. 46 new Job descriptions• Worked with BHR labor relations to enhance/modify approx. 42 job descriptions

4

Overview of DepartmentRecruitment

• Post vacancies, screen candidates, work with management to fill vacancies• Coordinate with management to identify external sources to post vacancies• Utilize Social Media outlets to advertise and expand CCH’s recruitment efforts

5

Job Classification

RTH to HR as

10/31/20RTH to

Recruitment PostedPosting Closed

Validation Complete

Referredfor

InterviewInterviews Complete

Candidate ID'd

Hire Date ID'd

2020YTD

Hired

Finance 18 14 11 11 9 9 7 7 6 5

HIS 1 1 1 1 1 1 1 1 1 1

Nurse 170 168 164 163 140 138 124 124 105 105

Other 619 600 571 569 453 429 155 155 140 117

Pharmacy 9 9 7 7 5 5 5 5 5 5

Physician 49 49 46 46 33 33 33 33 27 24

Grand Total 866 841 800 797 641 615 325 325 284 257

Overview of Department

6

Recruitment 2020 Accomplishments• Jobs posted to both Online & Print Media sites

• Targeted approach - Increased quality of candidates in applicant pool• Advertise open positions using top flight Health Care Associations / Institutions in healthcare. • Each job posted on average to 150 sites depending on specialty

“A website redirect is a browser function that sends a user from one web page to another to direct traffic to a specific website.”

• Reposts of job vacancies – 1,148 avg• Taleo redirects yearly totals – 15,501 avgTaleo Redirects

• Views – 768,237 Health Career Network / American Hospital Association


7

Equal Employment Opportunity (EEO)

• Prevent and/or eliminate unlawful discrimination based on race, color, religion, sex (including sexual harassment), age, national origin, genetic information, and disability (physical and mental)

• Represent CCH in cases filed with external agencies (EEOC*, IDHR**)• Investigate and resolve allegations of discrimination, allegations of harassment, workplace violence • Provide reasonable accommodations and mitigate risks

2020 AccomplishmentsCOVID-19 presented new challenges for workers that were more susceptible to becoming gravely ill by reporting to work:• EEO worked with staff to identify accommodations that would keep them safe while continuing to care for CCH patients• EEO worked with leadership to provide work place accommodations to high risk employees• Accommodations included combinations of telework, telemedicine, and essential on-site work

*Equal Employment Opportunity Commission**Illinois Department of Human Rights


8

CCH Employee Population – Race & Ethnicity1

2867

1213

1,155

740

57

2

22

0 500 1000 1500 2000 2500 3000 3500

BLACK OR AFRICAN AMERICAN (47%)

ASIAN (20%)

WHITE (19%)

HISPANIC OR LATINO (12%)

TWO OR MORE RACES (.90%)

UNKNOWN (0.03%)

AMERICAN INDIAN/ALASKA NATIVE (0.36%)

Data as of 10/31/20201Reflects reporting terminology and category as established by the federal government.• Self identification of Race/Ethnicity is voluntary in accordance with the provisions of applicable federal laws, executive orders, and

regulations• 10% of staff do not self identify

Female (4,375)

72%Male

(1,681)28%

GENDER

The largest Cook County Health racial/ethnic groups are Black (47%)

followed by Asian (20%) and White (19%).


9

HR OperationsFunctional areas:• New Hire Orientation• ID Badges/Security Access• Tuition Reimbursement• Employment Verification• Leave Management

2020 Accomplishments

• Research employee concerns• Work with management on employee coaching• Process Retirement /Separations• Conduct Primary Source Verification for all licensed

professionals

• Enhancements of Service Link – a central repository for:Ø Employee relations and HR appointment scheduling Ø Leave, Benefits, separation and tuition reimbursement accessØ Regulatory compliance tracking such as Dual Employment and Ø EEO, Compliance & Employment Plan Office – complaint and investigation management system

• Enhance online Leave Management System and provided Leave Management Training


10

Organizational Development & Training

Provide classroom and virtual training throughout CCH that support organizational initiatives to ensure the delivery of quality service

2020 Accomplishments• Continued development of Performance Management System • Cultural Competence & Implicit Bias Training for Leaders• Continue to offer Management Training in response to Employee Engagement Survey

ü Understanding Cultural Competency and Its Impactü Patient & Employee Experienceü Lead vs. Manageü Communications – How to motivate your Teamü Managing a Dispersed Workforce

ü Moving from Buddy to Bossü Onboarding 101: the Ins and Outs of Hiring

New Staffü Resolving Conflictü Self-Awareness: The Power of Self-Evaluation

Employee EngagementPreliminary Survey Results

Employee Engagement & Culture of Safety Survey

Response Rate: 2018: 52%2020: 56%

12

Improvements Made

Engagement Indicator: 2018: 3.802020: 3.83

Sneak Peak:Strengths

Next Steps

Each leader will be asked to work with the Organizational Development team to create an action plan based on their department’s data.

13

Using data to develop action plans

Scheduling: Overviews led by Press Ganey• A high-level overview of survey data • CCH’s data compared to national healthcare averages and other safety net hospitals

• Progress made since 2018

• Areas in need of support• Identification of high-impact strategies for growth

COVID 19 ResponseContact Tracing

15

0 5 1333

5

175

0 3

6418

64

0

50

100

150

200

Pre-Recruiting To Be Posted Currently Posted In Validation AwaitingReferral / RePost

Interviews InProcess

Offer BeingExtended

Candidate InProcess

Hire Date Set Vacancies Filled Future HiresCoun

t of P

ositi

ons

316 Positions in Recruitment CCH Contact Tracing – Hiring Snapshot

Thru 11/13/2020

Job Classidication

PIDs to Hire by

11/30/2020Paperwork Complete Posted

Posting Closed

Validation Completed

Referred for Interviews

Interviews Complete

Candidate ID'd

Hire Date ID'd Hired

Future Hires

Attending Physician COVID-19 Response Lead 1 1 1 1 1 1 1 1 1 1 0Communications Manager COVID-19 Contact Tracing Initiative 1 1 1 1 1 1 0 0 0 0 0COVID-19 Case Investigation Manager 1 1 1 1 0 0 0 0 0 0 0COVID-19 Case Investigation Supervisor 1 1 1 1 0 0 0 0 0 0 0COVID-19 Case Investigation Supervisor Bilingual 7 7 7 6 3 2 0 0 0 0 0COVID-19 Case Investigator 24 24 24 24 0 0 0 0 0 0 0COVID-19 Case Investigator Bilingual 18 18 16 5 4 0 0 0 0 0 0COVID-19 Community Mobilization Coordinator 1 1 1 1 1 1 0 0 0 0 0COVID-19 Community Mobilization Coordinator Bilingual 2 2 0 0 0 0 0 0 0 0 0COVID-19 Contact Tracer 162 162 162 162 162 162 79 79 79 15 64COVID-19 Contact Tracer Bilingual 88 88 88 88 88 88 0 0 0 0 0COVID-19 Contact Tracing Initiative Training Specialist 2 2 2 2 2 2 2 2 0 0 0COVID-19 Digital Marketing Communications Specialist 1 1 1 1 0 0 0 0 0 0 0COVID-19 Grant Administration Manager 1 1 1 1 0 0 0 0 0 0 0COVID-19 Quality Improvement Data Analyst 1 1 0 0 0 0 0 0 0 0 0Director Of Community Mobilization COVID-19 Contact Tracing Initiative 1 1 1 1 1 1 1 1 1 1 0Director Of Epidemiology COVID -19 Contact Tracing Initiative 1 1 1 0 0 0 0 0 0 0 0Director Of Operations COVID - 19 Contact Tracing Initiative 1 1 1 1 1 1 1 1 0 0 0Financial Analyst COVID-19 1 1 1 1 0 0 0 0 0 0 0Senior Director COVID-19 Contact Tracing Initiative 1 1 1 1 1 1 1 1 1 1 0

Grand Total 316 316 311 298 265 260 85 85 82 18 64

16

0 0 0 0 0 0 0

56

0

10

20

30

40

50

60

To Be Posted Currently Posted In Validation Interviews In Process Offer BeingExtended

Candidate In Process Hire Date Set Vacancies Filled

Coun

t of P

ositi

ons

60 Positions (status as of 11/09/2020)

Hektoen Institute Contact Tracing – Hiring SnapshotAs of 11/09/2020

Job Classification PIDs to Hire Hired VacantCase Investigator 5 3 2 - ResignationsCase Investigator Bilingual 3 3 0Case Investigator Supervisor 1 1 0Case Investigator Supervisor Bilingual 1 1 0Contact Tracer 30 28 1 - Resignation

1 - VacancyContact Tracer Bilingual 20 20 0

Grand Total 60 56 4

Metrics

FY 2020 CCH HR Activity Report

18Does not include Consultants, Registry and House Staff

Thru 10/31/2020

242231 227

105

6846

92

51

0

50

100

150

200

250

300

Quarter 1

Quarter 2

Quarter 3

Quarter 4

FILLED POSITIONS 2019 Filled (805) | Externals (555)

2020 Filled (257) | Externals (183)157 125 152

87172

95172

48

0

100

200

Q U A R T E R 1

Q U A R T E R 2

Q U A R T E R 3

Q U A R T E R 4

SEPARATIONS2019 Separations (521) 2020 Separations (487)

Deceased Discharged Resignation RetirementFY19 (521) 4 88 237 192FY20 (487) 10 35 241 201

4

88

237192

10 35

241

201

0

50

100

150

200

250

300

27%

73%

NET

External Hire - 183Separations-487

-304

Cook County Health HR Activity Report – Hiring Snapshot

19

25 413 156

26 290

0

4127 257

0

100

200

300

400

500

600

700

800

900

1,000

Pre-Rec

ruitin

g

To be

poste

d

Curren

tly po

sted

In va

lidati

on

Awaiting

refer

ral/ re

post

Interv

iews i

n Proc

ess

Offer b

eing e

xtend

ed

Candid

ate in

proc

ess

Hire da

te se

t

Vacan

cies F

illed

Cou

nt o

f pos

ition

s

584 Positions in Recruitment

Thru 10/31/2020

358 ( 61%) of the positions in process, are in the post-validation phase

Shared Responsibility Human Resources Management Finance / Human Resources Shared Responsibility

Clinical Positions 389| 67%Non-Clinical Positions 195|33%

183 / 71% Externals

13

3

8

1

0 20

Labor

HiringManager

Classification &Compensation

HR PositionControl

Hiring Plan

20

COVIDCCH Nurse Managed

CareCOVID

Hektoen Tech/ Lab Physician Other MedicalAssistant

BehavioralHealth Finance Physician

AssistantProcureme

ntIntegrated

Care Pharmacy Trade

10/31/2020 |705 316 96 64 64 54 31 31 14 13 7 5 4 3 2 1

09/30/2020 |659 312 93 65 64 53 27 18 0 9 6 5 4 0 2 1

08/31/2020 |558 214 92 65 64 55 26 17 0 9 6 5 4 1 0 0

0

50

100

150

200

250

300

350

584 positions in Human ResourcesThru 10/31/2020

Cook County Health HR Activity Report

21

0

139

11095 90 90 90

203

140

10895.9 96.4 100 91

0

50

100

150

200

250

FY14 FY15 FY16 FY17 FY18 FY19 FY20

Average Time to Fill(Without Credentialed1)

Goal Actual

Improve/Reduce Average Time to Hire*

1Credentialed Positions: Physicians, Psychologist, Physician Assistant I and Advanced Practice Nurses.

Thru 10/31/2020

Thank you.

Appendix

24

1 2

0

171 12

0

3

0

82

0

20

40

60

80

100

120

140

Pre-Rec

ruitin

g

To be

poste

d

Curren

tly po

sted

In va

lidati

on

Awaiting

refer

ral/ re

post

Interv

iews i

n Proc

ess

Offer b

eing e

xtend

ed

Candid

ate in

proc

ess

Hire da

te se

t

Vacan

cies F

illed

Cou

nt o

f pos

ition

s

35 Positions in ProcessThru 10/31/2020

15 ( 43%) of the positions in process are in the post-validation phase

Shared Responsibility Human Resources Management Human Resources Shared Responsibility

47 / 57% Externals

Cook County Health HR Activity Report Nursing Hiring: CNI, CNII

Cook County Health HR Activity Report – Revenue Cycle

25

1

0

2

0 0

1

0 0 000

1

2

3

4

5

Pre-Rec

ruitin

g

To be

poste

d

Curren

tly po

sted

In va

lidati

on

Awaiting

refer

ral/ re

post

Interv

iews i

n Proc

ess

Offer b

eing e

xtend

ed

Candid

ate in

proc

ess

Hire da

te se

t

Vacan

cies F

illed

Cou

nt o

f pos

ition

sThru 10/31/2020

Shared Responsibility Human Resources Management Human Resources Shared Responsibility


November 20, 2020

ATTACHMENT #3

Nursing HR UpdateBeena Peters, DNP, MS, RN, FACHE Chief Nursing OfficerNovember 19, 2020

Nursing Priorities

2

Provide High Quality & Safe patient Care/Zero Harm Initiatives

Efficient and Effective Nursing Care Delivery Model

Workforce Planning and Development

Improve Patient Experience

Improve Staff Engagement

Nursing HR Priority Focus Areas for FY 20

3

Efficient and Effective Nursing Care Delivery Model• Reduce overtime and agency usage

• Establish Nursing staffing and productivity Model with benchmarks

• Establish structure to reduce Nursing labor cost per discharge

Improve Staff Engagement• Continue action plans at the unit level based on employee engagement survey results

• Implement unit quality committees

• Continue staff recognition programs including DAISY Awards

Workforce Planning and Development• Decrease nursing vacancies by expediting the RN hiring process

• Implement a Nurse Residency Program

• Initiate partnerships with Nursing educational institutions

• Complete workforce planning analysis

Department of Nursing – Organizational Chart

Total Number of Nurse managers - 53Vacant positions - 15

Overview of Nursing Positions

Item

• Item

5

PositionFY 20 Projected

FTEsFilled Vacant Vacancy Rate

RN 1361.2 1003.0 358.2 26%

Other 719.3 458.0 261.3 36%

Total 2080.5 1461.0 619.5 30%

RN Titles: Include • CNO• ANE• Nursing Director• Nurse Manager• House Administrator• Clinical Nurse

• Public Health Nurse• Registered Nurse• Electrophysiology Nurse• Nursing Educator• Nurse Clinician• Others

Other Titles: Include • Licensed Practical

Nurse• Emergency Room Tech• Telemetry Monitor

Tech• Operating Room Tech• Sterile Processing Tech• Endoscopy Tech• Dialysis Tech• Inventory Control Tech

• Correctional Med Tech• Emergency Response

Tech• Health Advocate• Patient Care Attendant• Medical Assistant • Clerk• Administrative Support• Social Worker• Others

Source: Nursing Monthly Position Control (June 2020)

Stroger Hospital/APU, Provident Hospital, Correctional Health & Public Health

Workforce Data

6

Paid Hours by Type (excluding overtime)


RN Nursing Support

Source: Payroll Report, FYTD PP 17 (ending 7-18-20) annualized

83.4%

5.3% 8.6%

2.7%

FY20 Nursing RN Pay Type Distribution

Reg Hours

Sick-305

Vacation

FMLA

85.3%

5.8% 8.9%

FY20 Nursing Support Staff Pay Type Distribution

Reg Hours

Sick-305

Vacation

Workforce Data

7

Paid Hours by Type (including overtime)


RN Nursing Support

FY 20 Annualized OT Hours

FY 20 Annualized OT Amount

291,246 $19,419,492

FY 20 Annualized OT Hours

FY 20 Annualized OT Amount

144,246 $5,066,633

2.3%

14.8%

71.0%

4.5%

7.4%


FMLA

Overtime

RegHours

Sick-305


14.9%

72.6%

4.9%7.6%

FY20 Nursing Support Staff Pay Type Distribution

Overtime

RegHours

Sick-305

Vacation

Workforce Data

8

RN Paid Hours by Type


Productive Hours

78.2%

16.3%

5.6%


Reg Hours

Overtime

Agency

291,246 Overtime Hours = 140.0 FTEs

100,159 Agency Hours = 48.2 FTEs


Accomplishments

• Established a Nursing benchmark and productivity model

• Implemented a budget process for all CCH Nursing operational budgets

• Agency Reduction initiatives

• Implemented an agency tracking and monitoring process for the system in Sept’19

• Established Nursing staffing plans for the system

9

Efficient and Effective Nursing Care Delivery Model

Improve Staff Engagement

• Developed a system-wide Staffing Committee with front-line nurses

• In April and May 2019, about 367 staff in various positions across the system, attended 12

organized CNO Town Hall meetings, to provide feedback on what is and is not working well in

their areas

• Daisy Award recognitions established and ongoing

Accomplishments

• Initiated the Nursing Workforce Optimization Committee (NWOC)

• includes Clairvia System Optimization and Nursing HR Hiring Process Streamlining

• Streamlined Nurse Hiring Process

• Includes defining the process, checklists, centralized email for requests, and standardized behavioral based questions

• Onboarded over 110 staff since Jan 2019; implemented hiring fairs at CCH to expedite the process

• About 139 positions in progress

• Received a $2.1M grant for Nurse Practitioner Workforce Development

• Sexual Assault Nurse Examiner (SANE) grant for the ED- $1M

• Established ongoing meetings with NNOC Union and Staff to improve working relationships and address the

issues

• Built a Nursing Leadership Team Structure

10

Workforce Planning and Development

Accomplishments

• Through the NNOC MOU, over 20,000 staffing hours were floated to areas of greatest need

• Cermak Recognition by CDC and other news organizations for outstanding work in COVID 19 management

• Successfully opened 3 Nurse medication dispensaries

• Public Health Nursing

11

COVID-19- 1st Wave

Vizient Nursing Agency Contract

• Contract Labor Management (CLM) for Nursing Positions through Vizient for

Stroger, Provident, Cermak, JTDC, Ambulatory & Stroger APU

• Go-Live Date: 12/1/2020

• Some Expected Outcomes/Benefits

• Expanded nursing agency vendor pool

• Reduced CLM costs

• Reduced fragmented, cumbersome invoicing process

• Customizable dashboards

12

Go-live & Expected Outcomes

13

Nursing Workforce Optimization Committee (NWOC)

• Nursing HR Hiring Process & Recruitment Streamlining

• Clairvia System Optimization

• Nursing Budget Optimization & Resource Management/Scheduling at Unit Level

• Nursing Agency, Staffing & Resource Management

Purpose: Improve nursing operations and foster fiscal stewardship in alignment with the CCH Strategic plan

14

Flexible Staffing Pool Proposal

Staffing Optimization Proposal-Cost Saving & Quality Care Dollars

FY 20 Flexible staffing cost request $3,465,806.40

FY 20 Flexible staffing structure cost $240,000.00

FY 19 Annualized OT cost $17,659,982.00

FY 19 Annualized Agency Cost $7,843,410.00

Cost Savings

OT reduction 15% $2,648,997.30

Agency Reduction 30% $2,353,023.00

Total cost savings $5,002,020.30

Overall cost savings with flexible staffing proposal $1,296,213.90

Presented in FY 19 Proposal for Flexible staffing

Total FTEs needed – 37

Of that 14-part time (.5) FTEs

30 CNI FTES- Mostly New Grads – support Strategic initiatives- workforce development

Overall estimated cost saving of 1.2 Million for Provident and Stroger

Additional Request of 13.0 FTE for a total of 50.0 FTE as demonstrated in relation to Vizient 50%itle Benchmark.

COVID-19

Agency Recruitment

o Over 120 RN agency requested since July o 34 agency RN are currently active

o Expanded the agency request nationallyo 30 new agency RN arrived in Chicago on 11/18/20o 34 agency RN are scheduled to onboard on 11/23/20o 27 additional RN being requested

o IL RN temporary licensing process challenges, and IDFPR collaboration o Onboarding RN independent contractors

System-wide Nursing Staffing Situation Center relaunched

Postponed/canceled elective Operating Room (OR) cases

Reactivation of COVID-19 MOU with NNOC through BHR

Resurgence Plan

15

Thank you.

i. · and otis l. story, sr. absent: none (0) additional attendees and/or presenters were: debra d....

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