The next meeting of the Committee will be held on Thursday, June 21, 2018 at 8:30 A.M.

Transcription

1 Minutes of the meeting of the Human Resources Committee of the Board of Directors of the Cook County Health and Hospitals System (CCHHS) held Wednesday, April 18, 2018 at the hour of 8:30 A.M. at 1900 W. Polk Street, in the Second Floor Conference Room, Chicago, Illinois. I. Attendance/Call to Order Chairman Richardson-Lowry called the meeting to order. Present: Chairman Mary B. Richardson-Lowry and Directors Mary Driscoll, RN, MPH and Sidney A. Thomas, MSW (3) Absent: None (0) Board Chairman M. Hill Hammock (ex-officio) and Directors Ada Mary Gugenheim, Emilie N. Junge and David Ernesto Munar Additional attendees and/or presenters were: Douglas Elwell Deputy Chief Executive Officer, Finance and Strategy Gladys Lopez Chief Human Resources Officer Jeff McCutchan General Counsel Barbara Pryor Deputy Chief of Human Resources Deborah Santana Secretary to the Board John Jay Shannon, MD Chief Executive Officer The next meeting of the Committee will be held on Thursday, June 21, 2018 at 8:30 A.M. II. Public Speakers Chairman Richardson-Lowry asked the Secretary to call upon the registered public speakers. The Secretary responded that there were none present. III. Action Items A. Minutes of the Human Resources Committee Meeting of February 26, 2018 Director Thomas, seconded by Chairman Richardson-Lowry, moved to accept the minutes of the meeting of the Human Resources Committee of February 26, THE MOTION CARRIED UNANIMOUSLY. B. Any items listed under Sections III and V IV. Report from Chief of Human Resources (Attachment #1) Gladys Lopez, Chief Human Resources Officer, reviewed her report, which included information on the following subjects:

2 Minutes of the Meeting of the Human Resources Committee Wednesday, April 18, 2018 Page 2 IV. Report from Chief of Human Resources (continued) Strategic Plan Focus Areas Led by Human Resources (HR) - Impact 2020 CCHHS HR Strategies Focus Area 1 Deliver High Quality Care Tactic 1.5(d) Develop cultural competency of workforce Measurement/Milestone: conduct annual employee training Orientation provides employees with brief overview of the Equal Employment Opportunity Division and touches on the importance of diversity and inclusion Developing a course titled Cultural Competency Training Annual Education-related activities Focus Area 3 Foster Fiscal Stewardship Tactic 3.3(b) Leverage other information technology initiatives such as Countywide Enterprise Resource Planning (ERP) implementation Measurement/Milestone: implement ERP Human Resources Technological Improvements and Implementation Timeline Learning Management System FY2018 Training Completion Statistics to be Provided Focus Area 4 Invest in Resources Tactic 4.2(a): Conduct an Employee Engagement Survey; Measure workforce engagement using validated tool with benchmarks; and Enhance collaboration with labor management to further employee engagement. Measurement/Milestone: develop action plan based on top-drivers upon completion of Employee Engagement survey and other employee feedback Status of timeline for Employee Engagement survey Tactic 4.2(d) Perform annual performance evaluations Measurement/Milestone: implement online annual performance evaluations Status of timeline for annual performance evaluation implementation Metrics - HR Activity Report: Improve / Reduce Average Time to Hire Through 3/31/18 HR Activity Report Open Vacancies Hiring Snapshot Licensed Nurses Hiring Snapshot

3 Minutes of the Meeting of the Human Resources Committee Wednesday, April 18, 2018 Page 3 IV. Report from Chief of Human Resources (continued) Barbara Pryor, Deputy Chief of Human Resources, provided additional information during the discussion of the HR Strategies relating to fostering fiscal stewardship, in reference to implementing the Enterprise Resource Planning (ERP) project. She stated that the payroll component is scheduled for rollout in early May, and expects that it will take place sometime in May. The first paychecks from the new system are anticipated to be issued in early June. Board Chairman Hammock stated that, from personal experience, he encourages staff to be enormously rigorous in testing, particularly with overtime and with any unusual pay arrangements. He also suggested that a Plan B be developed in case an employee for some reason does not get paid for whatever technical reason. Ms. Pryor responded in the affirmative; she stated that the County s ERP and Bureau of Human Resources staff, along with CCHHS HR staff, are doing extensive testing around the payroll component, and will be ready to be responsive to any issues as fast as they can be. Board Chairman Hammock inquired whether payroll records are located on the County s computer server. Ms. Lopez responded that the County s server houses all of the employee data. With regard to the server s backup features and disaster recovery, Board Chairman Hammock recommended that Ms. Pryor and Donna Hart, CCHHS Chief Information Officer, discuss the matter further to ensure that Ms. Hart is satisfied that they have adequate backup and disaster planning in place. Chairman Richardson-Lowry stated that this is the last meeting and presentation for Ms. Lopez, as she will be leaving the organization at the beginning of May. She and the Directors thanked Ms. Lopez for her tremendous efforts and successes in her tenure. She stated that Ms. Lopez has shown that she values her work, her colleagues, and the System. In turn, she values Ms. Lopez and her professionalism; her ability to lean in when there were headwinds did not go without notice. She has no doubt that Ms. Lopez will be successful in her next endeavor. Dr. John Jay Shannon, Chief Executive Officer, commented on Ms. Lopez departure. He stated that, during her tenure, she has been a stabilizing force and source of constancy for the System. Under her leadership, the System has greatly reduced the number of vacancies to a historic low, and has greatly reduced the time to hire and fill positions. She is the single most responsible executive to bring the System to substantial compliance with the Shakman Consent Decree; she was not only responsible for drafting and getting the Employment Plan accepted, but also for drafting the policies and procedures that go along with it. Ms. Lopez thanked the administration and Board for the rewarding opportunity to serve the System for the past eight (8) years, and thanked her HR team for the outstanding work they have done during her tenure. V. Closed Meeting Items A. Report from Chief of Human Resources B. Discussion of personnel matters C. Update on labor negotiations D. Discussion of litigation matters Director Thomas, seconded by Director Driscoll, 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

4 Minutes of the Meeting of the Human Resources Committee Wednesday, April 18, 2018 Page 4 V. Closed Meeting Items (continued) 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: Chairman Richardson-Lowry and Directors Driscoll and Thomas (3) Nays: None (0) Absent: None (0) THE MOTION CARRIED UNANIMOUSLY and the Committee recessed into a closed meeting. Chairman Richardson-Lowry declared that the closed meeting was adjourned. The Committee reconvened into the open meeting. VI. Adjourn As the agenda was exhausted, Chairman Richardson-Lowry declared the meeting ADJOURNED. Respectfully submitted, Human Resources Committee of the Board of Directors of the Cook County Health and Hospitals System XXXXXXXXXXXXXXXXXXXXX Mary B. Richardson-Lowry, Chairman Attest: XXXXXXXXXXXXXXXXXXXXX Deborah Santana, Secretary Requests/Follow-up: Follow-up: Follow-up discussion between Ms. Pryor and Ms. Hart regarding the County server backup and disaster planning features. Page 3

5 Minutes of the Meeting of the Human Resources Committee Wednesday, April 18, 2018 Page 5 Requests/Follow-up: Follow-up: Follow-up discussion between Ms. Pryor and Ms. Hart regarding the County server backup and disaster planning features. Page 3 DRAFT for 4/27/18 CCHHS Board of Directors Meeting

6 Cook County Health and Hospitals System Minutes of the Human Resources Committee Meeting April 18, 2018 ATTACHMENT #1

7 COOK COUNTY HEALTH & HOSPITALS SYSTEM Human Resources Committee Gladys Lopez, Chief Human Resources Officer April 18, 2018

8 Strategic Plan Focus Areas Led by Human Resources

9 Impact 2020 CCHHS HR Strategies Focus Area 1: Deliver High Quality Care Principals Impacted: Improve Health Equity Provide High Quality, Safe Care Develop the Workforce Objective CCHHS will work to ensure that patients receive Culturally and Linguistically Appropriate Services (CLAS) through effective, understandable and respectful care, provided in a manner compatible with cultural health beliefs and practices and preferred language. Highlighted Tactic Measurements/Milestones Goal Status Conduct annual employee training. 1 st QTR 2017 to 1 st QTR (d) Develop cultural competency of workforce 1 st QTR 2018 to 1 st QTR 2019 Adjusted Goal 3

10 Impact 2020 CCHHS HR Strategies 1.5 (d) Develop cultural competency of workforce Orientation provides employees with a brief overview of the Equal Employment Opportunity Division and touches on the importance of diversity and inclusion Currently a course titled Cultural Competency Training is being developed and will be added to this year s annual education requirements o Topics covered in training: The difference between culture and diversity Cross Cultural Communication Importance of Cultural Competence in the Workplace 4

11 Impact 2020 CCHHS HR Strategies 1.5 (d) Develop cultural competency of workforce Annual Education Anticipate working towards rollout with deadline for completion end of October. Currently reviewing Annual Education curriculum to ensure compliance with organizational needs and regulatory requirements. CCHHS Training Council o A committee of professionals through which CCHHS can begin to centralize all training and development initiatives, thereby ensuring training is available to all via a training calendar, registration is automated, completions are tracked, and employee records are updated appropriately. 5

12 Impact 2020 CCHHS HR Strategies Focus Area 3: Foster Fiscal Stewardship Principals Impacted: Maximize Financial Sustainability and Demonstrate Value Objective Demonstrate fiscal responsibility with limited resources by controlling costs and maximizing efficiency. Highlighted Tactic Measurements/Milestones Goal Status -Implement ERP Human Resources 1 st QTR 2018 to 4 th QTR (b) Leverage other information technology initiatives such as Countywide Enterprise Resource Planning (ERP) implementation. 2 nd QTR 2018 to 4 th QTR 2018 Adjusted Goal The original implementation timeline of the Performance Evaluation module was delayed to coincide with the ERP implementation

13 In 2015 Cook County Bureau of Technology initiated a RFP to identify a solution for an Enterprise wide ERP solution for: o Finance o Procurement o Human Resources Technological Improvements Oracle EBS (E-Business Suite) was selected Solution. IBM was selected as the implementer. Project kicked off in December 2015 into multiple waves for implementation o Wave 1 Finance (GL, AP, AR, Procurement, Grants etc.) o Wave 2 Budgeting (Hyperion) o Wave 3 HCM (Human Capital Management HR, Benefits, Compensation, Employee Self Service, Payroll etc.) o Wave 4 Supply Chain Management (Contracts, Inventory Control, Order Mgmt etc.) o Wave 5 Single Sign On o Wave 6 Mobile Supply Chain o Wave 7 Performance Management 4 th Quarter 2018 County-wide implementations over the past few years o E1 (HRIS and Payroll System) Upgrade in 2014 o Cook County Time (CCT) in May

14 Dec LIVE March 2018 LIVE Wave 1 - Core Finance COA Design Wave 2 - Budget Preparation Application Managed Services Begins Implementation Hypercare Application Managed Services April 2018 April 2018 Wave 3 - Human Resources & Payroll Wave 4 - Inventory Management Note: Single Sign On is for the Oracle Suite only. May/June 2018 April 2018 Wave 5 - Single Sign On Wave 6 - Mobile Supply Chain 4 th QTR 2018 Wave 7 - Performance Management 8

15 Impact 2020 CCHHS HR Strategies 3.3 (b) Leverage other information technology initiatives such as Countywide Enterprise Resource Planning (ERP) implementation. Learning Management System (LMS) As of April 1, 2018 we transitioned LMS Administration Human Resources department o Compliance attends weekly meeting with LMS consultant and bi-weekly meeting with Learnsoft, but will soon transition off and remain a valued resources when necessary HR has engaged the following departments to offer LMS as a tool for registering, tracking training completion and evaluating training opportunities through out CCHHS o Cook County Department of Public Health o Corporate Compliance o Employment Plan Office o General Counsel o House Staff o Life Safety o Patient Experience o Patient Safety (Quality) o Physician Leaders o Security 9

16 Impact 2020 CCHHS HR Strategies 3.3 (b) Leverage other information technology initiatives such as Countywide Enterprise Resource Planning (ERP) implementation. FY 2018 Training Completion Statistics to be provided: o Number of Employees Trained o Number of Hours Training hours to be provided o Number of Courses offered 10

17 Impact 2020 CCHHS HR Strategies Focus Area 4: Invest in Resources Principals Impacted: Provide High Quality, Safe Care Develop the Workforce Objective 4.2 Recruit, hire and retain the best employees, who are committed to the CCHHS mission Highlighted Tactic Measurements/Milestones Goal Status 4.2 (a) -Conduct an Employee Engagement Survey. -Measure workforce engagement using validated tool with benchmarks. -Enhance collaboration with labor management to further employee engagement. Develop action plan based on topdrivers upon completion of Employee Engagement survey and other employee feedback FY d QTR 2018 to 1 st QTR 2019 Adjusted Goal 11

18 Impact 2020 CCHHS HR Strategies 4.2 (a) Conduct an Employee Engagement Survey. The purpose of the Employee Engagement Survey is to provide CCHHS with hard data based on employee feedback as to areas of current success and opportunities for future improvements and will afford leadership an opportunity to create action plans that are strategically tied to the future success of the System, while enhancing the employee experience. Kickoff Meeting August/September Survey Administration Executive Overview November/ December Identify Action Plan Based On Survey Results Mid April October 12

19 Impact 2020 CCHHS HR Strategies Focus Area 4: Invest in Resources Principals Impacted: Provide High Quality, Safe Care Develop the Workforce Objective 4.2 Recruit, hire and retain the best employees, who are committed to the CCHHS mission Highlighted Tactic Measurements/Milestones Goal Status 4.2 (d) Perform annual performance evaluations. Implement online annual FY nd QTR 2018 performance evaluations. Goal 13

20 Impact 2020 CCHHS HR Strategies 4.2 (d) Perform annual performance evaluations. Implement online annual performance evaluations. System configuration Meetings o 3rd week of April To conclude by early May Continuous data integration June 2018 Performance Management System active as of August 2018 o Pilot Performance Management System with identified departments or business units late FY 2018/2019. o Develop training for goal setting, mid-year review and year-end evaluation. o Manager vs Employee responsibility. o Roll out of formal Performance Management System organization-wide FY

21 METRICS

22 Impact 2020 CCHHS 2018 HR Strategies * Improve/Reduce Average Time to Hire* 250 Average Time to Fill (Without Credentialed 1) FY14 FY15 FY16 FY17 FY18 Goal Actual 16 1 Credentialed Positions: Physicians, Psychologist, Physician Assistant I and Advanced Practice Nurses. *Data thru 03/31/2018 The process to increase the funding above the first step of the Grade for a vacant position is increasing the average time to fill as the extending of offers is delayed. CCHHS Human Resource Committee I 04/18/2018

23 CCHHS HR Activity Report - Open Vacancies Our goal is to maintain our total vacancies equal to or below 750. Description Dec Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Vacancy Number: Add Separations: Less External Vacancies Filled: FY18 TOTAL: Net New Open Vacancies Vacant Positions (YTD) Target (750) Quarter 1 Quarter 2 Quarter 3 Quarter 4 17 FY17: Thru 03/31/2017 Separations (187) & External Hires (201) = 14 Net New FY18: Thru 03/31/2018 Separations (195) & External Hires (135) = -60 Net New

24 CCHHS HR Activity Report Hiring Snapshot Clinical Positions 321 Non-Clinical Positions Thru 03/31/ Positions in process Count of positions 1, Budget Processing (107) 48% Hiring Manager (3) 1% Classification & Compensation (23) 10% Labor (3) 1% 103 Position Control (90) 40% ( 50 %) of the positions in process are in the post-validation phase Shared Responsibility Human Resources Management Human Resources Management Human Resources

25 Count of positions HR Activity Report Licensed Nurses Hiring Snapshot 65/61% of 105 Positions in process are in-patient Classification & Compensation (2) 3% 9 16 Budget Processing (55) 72% Thru 3/31/ Nursing Positions In Process 22 Position Control (19) 25% (49%) of the positions in process are in the post-validation phase Shared Responsibility Human Resources Management Human Resources Management Human Resources