ADVANCING HEALTH CARE CAREERS, IMPROVING BUSINESS IMPACT. New Orleans, June 28, 2016

Transcription

1 ADVANCING HEALTH CARE CAREERS, IMPROVING BUSINESS IMPACT New Orleans, June 28, 2016

2 Panelists Kelly Aiken CareerSTAT Director Na4onal Fund for Workforce Solu4ons Debbi Perkul Senior Workforce Development Professional Human Resources University Hospitals of Cleveland Elisheba Haqq- Stevens Academic Coach Robert Wood Johnson University Hospital

3 Accelerating Investment & Impact CareerSTAT is a na7onal network of health care leaders Accelera4ng investment in frontline worker skill and career development ü Recognizing employer champions ü Making the case for increased investment ü Highligh4ng best prac4ces ü Promo4ng business impact analysis ü Documen4ng case studies ü Offering peer- to- peer learning

4 Who Are Frontline Workers? Frontline workers can be found in every health care seqng Direct Care Community and Public Health Behavioral and Mental Health Administra4on Laboratory Services Environmental Services & Housekeeping

5 Frontline Worker Champions Champions Beth Israel Deaconess Medical Center, MA Brigham and Women s Hospital, MA Cleveland Clinic, OH East Boston Neighborhood Health Center, MA Genesis HealthCare, PA Fairview Health, MN Holy Angels Residen4al Facility, LA Homebridge, CA Jersey City Medical Center RWJBarnabas Health, NJ Johns Hopkins Hospital & Health System, MD League of Voluntary Hospitals & Homes, NY LifeBridge Health, MD Medstar Good Samaritan Hospital, MD Norton Healthcare, KY Partners Healthcare, MA Penn Medicine, University of Pennsylvania Health System, PA TriHealth, Inc. OH Unity Point Health, IA University Hospitals, OH Urban Health Plan, NY Emerging Champions Baystate Medical Center, MA Inglis Health Care, PA Long Beach Memorial Hospital, CA Parkland Hospital & Health, TX University of Maryland Memorial Hospital, MD

6 Business Guide to Investing in Frontline Health Care Workers Increasing organizational impact by advancing frontline workers skills and careers EDUCATION FOR ECONOMIC OPPORTUNITY

7 Investment Framework Recognizing value of frontline workers Aligning with strategic business priori4es & measure impact U4lizing evidence- based employer best prac4ces Integra4ng workforce program design with business impact analysis

8 Value of Frontline Workforce Cri4cal to delivering high quality pa4ent- centered care Important role on the health care team Increase produc4vity and efficiency Diverse segment of the workforce 4 in 10 US vacant health care posi4ons for entry- level frontline workers Demand growing but turnover high

9 Strategic Business Priorities Triple Aim Be`er pa4ent experience Lower cost of care Improved popula4on Health Strategic Business Priori4es Quality & Safety Pa4ent Experience Workforce Availability Employee Competency & Advancement Employee Engagement Community Impact

10 Measuring Business Impact Improve Quality & Safety Quality Metrics Medical error rates Readmission rates Pa4ent falls Infec4on rates Coding error rates Improve Employee Competency & Advancement Competency Metrics Competency demonstra4on Knowledge gains Skill applica4on Behavior change Career growth and development Improve Pa4ent Experience Pa=ent Experience Metrics Cleanliness of environment Quietness of environment Responsiveness of staff Discharge informa4on Transi4on of care Increase Workforce Availability Workforce Availability Metrics Turnover/reten4on rates Vacancy rates Days to fill posi4ons Temporary agency use Recruitment costs Orienta4on costs Increase Community Impact Community Impact Metrics Wage gains and wealth genera4on Community resident hire rate Improve Employee Engagement & Experience Employee Engagement Metrics Engagement and sa4sfac4on measures A`endance Turnover/reten4on rates Employee diversity

11 Employer Best Practices Best Prac7ce Standards Used by 25 Frontline Worker Champions Making Learning & Advancement Accessible Analyzing Data & Measuring Business Crea4ng Workforce Development Infrastructure Impact Engaging Leadership and Managers Leveraging Resources to Start, Scale & Sustain Programs

12 Integrated Approach Share Impact & Inform Strategy Define Strategic Priori4es Design Workforce Program Integrate workforce program design with business impact analysis Analyze Metrics & Assess Impact Implement Program & Collect Data Design Impact Analysis Be`er, more relevant data Use to build stronger business case for future investment

13 CareerSTAT Resources Available Now Case studies highligh4ng employer investments & business impact Access to industry leaders Business impact analysis resources Join the Network! h`p:// nfwsolu4ons.org/ ini4a4ves/careerstat Coming in Fall 2016 New CareerSTAT website Webinar series Revised Business Guide Detailed best prac4ces Organiza4onal self- assessment tool

14 TEL FAX Broad Street, 8 th Floor, Boston, MA TEL FAX info@jff.org 88 Broad Street, 8 th Floor, Boston, MA (HQ) 122 C Street, NW, Suite 650, Washington, DC th Street, Suite 900, Oakland, CA

15 University Hospitals Workforce Development: From Programs to Systems; Sustaining and Scaling

16 Who we are 51 locations across Northeast Ohio 16 hospitals 35 ambulatory sites 26,000 employees 1,700 positions monthly Over 14,600 applications received monthly 16

17 Making Strategic Frontline Worker Investments CareerStat Best Practice Standards Used by 25 Frontline Worker Champions Making Learning & Advancement Accessible Analyzing Data & Measuring Business Creating Workforce Development Infrastructure Impact Engaging Leadership and Managers Leveraging Resources to Start, Scale & Sustain Programs

18 Making Learning & Advancement Accessible Program System Partnering with others allows them to fulfill their mission and assist us Bridge to Your Future à ABLE Model of Pathways and Step Up Collaboration with community colleges College Recruiter on-site, Employee Enrichment Center 18

19 Creating Workforce Development Infrastructure Program System Leadership buy-in Strategic Plan Staffing and Teams: WD Professional, Pathways Coach Systems and processes for replication 19

20 Engaging Leadership and Managers Scale Sustain HR Generalists Talent Acquisition Organizational and Workforce Development Human Resources Business Partners Depart. Directors and Managers Chief Operating or Support Service Officers Hospital Presidents Community Relations Director Diversity Officers Community Relations and Diversity 20

21 Leverage Resources to Start, Scale & Sustain Programs Scale Sustain Braided funding Our own grant funding Leveraging partners funding Pulling funders together for conversations Future: Absorb more in operations 21

22 Analyzing Data & Measuring Business Impact Increase Community Impact: Community resident hire rate Wage gains and wealth generation Improve Employee Advancement Career growth and development Increase Workforce Availability Turnover/retention rates Vacancy rates Days to fill positions Temporary agency use 22

23 Level One Trauma Center Magnet Award for Nursing Excellence 5 years Ranked in US World News and Report as one of America s best hospitals for last 6 years Ranked in US World News and Report as one of America s best Children s hospitals for 2 years Elisheba Haqq-Stevens Robert Wood Johnson University Hospital New Brunswick, NJ campus New Paths to Professional Nursing

24 Outline The Need Overview of NPPN Program Key Success Factors Putting it Together Lessons Learned Looking Forward

25 The Need MIND THE GAP Nursing workforce 75.4% White 23.6% Black 7.5% Hispanic ( Minority Nurse, 2016) Educating and supporting minorities for professional nursing to better serve minority patients New Brunswick, NJ 56.9% Hispanic 14.4% Black 8.0 % Asian ( New Brunswick, 2016)

26 Overview of NPPN program RWJUH recieved grant from NJHI to fund NPPN program Collaboration between RWJUH and RUSON 16 minority employees particpated in a 24 month program to complete nursing prerequisites Students agreed to program guidelines. RWJ and RU both provided support

27 support A combination of both encouragment and financial assistance

28 Support : Financial NJHI grant Funding provided for academic expenses along with any other costs in order to complete prerequisites for example: childcare, parking, mileage, books, campus fees, and supplies. In addition, funds were given to hire an Academic tutor RWJUH tuition assistance Employees recieve up to $5,000 annually for tuition assistance

29 Key Success Factors for Encouragement Infrastructure Group Support Personal Coaching

30 Infrastructure consistency Culture of encouragement (Wong, 2015). Meeting space, IPads, academic advisement Nurse mentorship security Admission into RUSON Employment at RWJUH quality of life Career advancement Improved outlook for future generations

31 Group Support information Academic Navigation Academic Skills (Time Management, Critical Reading etc.) Financial Advisement affirmation Collective and common life challenges Share messages of perseverance and fortitude Special even dinners further showcase, potential based encouragement (Wong, 2015). communication Personal Meetings Texting, FB, s Study groups

32 Personal Coaching guide Academic tutoring Academic advisement Navigating personal challenges praise Reassurance via calls, texts, s, social media or personal meetings Offer credible, trustworthy messages of encouragement (Wong, 2015). trust Maintain privacy Non-judgmental environment Attend social functions

33 Hours of encouragement for 24 months x 16 students Infrastructure Support 37+ Group Support 1,606.5 Personal Coaching

34 Putting it together Total hours of Encouragement Hours provided 2,404+ success! Percentenge of available funds used 80%

35 Nine tenths of education is encouragement ~Anatole France Poet and 1921 Nobel Prize for Literature

36 What we learned 24 month timetable Students found it difficult to complete prerequisite within the required time frame previous college credits Students who had previous college credits were better able to master difficult courses required for acceptance into RUSON

37 Student GPA Averages based on college credits acquired before starting NPPN 3.3 at least zero 3.5 at least Students with 15+ CC Students with at least 15 CC Students with at least 8 CC Students with zero CC

38 Moving Forward Because of the success of the NPPN program, RWJUH will continue a similar program which will provide a combination of both encouragement and financial support.

39 Closing Remarks Program as a prototype for other organizations Assist employees to pursue higher education, career advancement and an overall improved quality of life Greatest benefit comes from the combination of encouragment and financial support

40 I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel ~ Maya Angelou

41 Credits new paths to professional nursing Kathleen E. Zavotsky, PhD, RN, CCRN, CEN, ACNS-BC, Assistant Vice President, The Center for Professional Development, Innovation and Research at RWJUH Sarah Kelly, PhD, RN, Director, Generic Baccalaureate Program, Assistant Professor at RUSON Elisheba Haqq-Stevens, MFA, RN Academic Tutor/Staff nurse at RWJUH and Writing Instructor at RU Claudia Pagani MSN, RN-BC, Director Nursing Education at RWJUH Myrna Young, MSN RN, CNOR, Nursing Education Specialist at RWJUH Christopher Duffy MLIS, Medical Library Manager at RWJUH Peter Abary BS, Human Resources Recruiter at RWJUH Presentation template by Slides Carnival

42 thanks! any questions? You can find me at

43 New Paths to Professional Nursing Video (5:50) Bernilda Quinones NPPN student Graduating from RUSON in June v=2kzuofulo3q

44 SMALL GROUP DISCUSSION > What struck you about the stories of the three working students? > What employer prac4ces to support frontline worker career advancement do you think have the greatest impact on working students? > What data/informa4on makes the most compelling case for employer investment in frontline workers? What are the challenges associated with gathering that data/informa4on?

45 PLEASE TAKE A MOMENT TO COMPLETE THE QUICK SESSION SURVEY ON THE JFF SUMMIT APP. THANK YOU! TEL FAX info@jff.org 88 Broad Street, 8 th Floor, Boston, MA (HQ) 122 C Street, NW, Suite 650, Washington, DC th Street, Suite 900, Oakland, CA