Vision 2015 - The Future Starts Today
Since moving to Aurora’s far east side in 1995, Rush-Copley Medical Center has continued to strengthen its commitment to the community by expanding its services, recruiting quality physicians, striving for excellence of care and investing in technology to provide the most advanced diagnostic and treatment options.
As we move toward our goal of transforming Rush-Copley into a “regional medical center” in an ever-growing community, it is crucial that we look ahead—and carefully plan—for the future of the organization. President and CEO Barry C. Finn has announced a strategic plan that not only sets a course of action for next year, but positions the medical center for the year 2015 and beyond.
Vision 2015 is comprised of six key components that each play a critical role in reaching our goals for the future:
Institute Development and Growth
Rush-Copley is setting strategic priorities and planning for the growth of its Institutes, including cancer care, cardiovascular services, emergency services, women’s health and neuroscience; it’s increasing the number of patient beds; expanding the medical staff, as well as its ancillary and support services; and striving to increase market share.
Quality & Patient Safety
In striving to assure our patients that they are in the safest environment possible, our goals are to achieve “Best in Nation” outcomes; to become an industry leader in patient safety practices and initiatives; attaining transparency in reporting pricing and patient outcomes.
Community Stewardship and Partnership
As an integral part of the community we serve, Rush-Copley will continue its commitment and involvement in the improvement of the overall health education and wellness of the people in our community; provide care for those in need; and explore ways to minimize the adverse effects on the environment.
Financial Strength
It’s essential that Rush-Copley retains a strong financial profile by maintain access to additional capital; attaining financial ratios and conditions of A+ organizations; funding projects through the Rush-Copley Foundation; continued investment toward maintaining infrastructure and operations.
Employer of Choice
It’s just as important to us that we treat the people who work for Rush-Copley with as much care and respect as we do our patients by maintaining employee satisfaction scores at the 95th percentile; continuing to achieve vacancy and turnover rates, better than industry norms; and expanding our workforce to meet increasing demand and accommodate multiple campuses.
Technology
To achieve our commitment to continually update our technological resources, we will position Rush-Copley as a “fast follower” and “technology leader”; adopt a “leading edge,” not “bleeding edge” mindset; embrace research and technology based on clinical efficacy, quality, patient safety and ROI; and differentiate Rush-Copley’s technology in the marketplace, while improving care.
Additional elements of Vision 2015 include:
- Developing a framework for quality improvement projects
- Adapting leadership guidelines that support Joint Commission Quality and Safety Collaboration initiatives
- Attracting the best and brightest medical staff, setting a goal for 100% board-certified physicians
- Improving professional practice evaluation
- Continuing to encourage collaboration with nursing staff
- Leading the market in customer, employee and physician satisfaction with scores in 95th percentile or higher
- Upgrading diagnostic and therapeutic services on main campus
The Vision also includes plans to serve the healthcare needs of our community, a patient population which has increased 36% from 2000-2007. Rush-Copley has also experienced double-digit growth in inpatient, outpatient, surgical and emergency department visits. And we have the 5th largest number of births in the state. To accommodate for this growth—and in addition to construction that is already underway—Rush-Copley has initiated the following plans:
- Expansion and renovation of the Cancer Care Center, including the introduction of image-guided radiation therapy (IGRT), beginning in 2009
- Addition of a cath/vascular lab in the Heart and Vascular Institute, as well as installation of a CV PACs system targeted for June of 2009
- Development of a comprehensive cranial program and a movement disorders program in the Neuroscience department in June, 2009
- Expansion of inpatient beds for Women’s Health Services
- Continued assessment and planning for a free-standing Emergency Services facility; planning for an Emergency Center in Yorkville, to be implemented in 2010