Building the New Healthcare Workforce: Translational Research to - - PowerPoint PPT Presentation

Building the New Healthcare Workforce:

Translational Research to Improve Financial, Clinical, Patient and Staff Engagement Outcomes

Presented by:

• Marcia Faller, PhD, RN

Chief Clinical Officer AMN Healthcare

• Brenda Fischer, PhD, RN, MBA, FACHE, CPHQ

Vice President Education and Professional Advancement Center for Professional Advancement AMN Healthcare

Learning Objectives

• Identify key strategic, operational and leadership

actions to ensure effective workforce planning to meet person-centered care mandates under the Affordable Care Act.

• Translate the new workforce building model’s

application into your organization.

• Understand the impact of effective workforce planning

and training programs on improving financial, clinical, patient and staff engagement outcomes.

Outline

• Industry Workforce Challenges and Risk of Inertia
• Financial and Operational Impact
• Center for Professional Advancement

– National Emerging Roles Study – Poll on emerging roles – Futures Program – Poll on workforce planning

• Workforce Building Model

– Evidence-informed framework

• Strategic, Operational and Leadership Actions

Industry Workforce Challenges and Risks of Inertia

Workforce Challenges

• Increased demand for competent

contemporary roles

• Aging workforce and population
• Tsunami of retirements
• Influx of patients due to

Affordable Care Act

Risks of Inertia

Hazards of not planning for the new healthcare workforce

• Recruitment and retention disaster
• Aging workforce without necessary new skills
• Not going to have a workforce
• Reimbursement loss from lack of outcomes
• Market share loss from patient dissatisfaction
• Reputation loss from declining quality

Financial and Operational Impact

Financial Impact

• Labor costs 54.2% of operating budget
• Turnover costs
• Recruitment costs
• Decreased reimbursement if not performing at

benchmark in value based system

• Market/volume/reputation loss if not performing
• n publicly reported metrics

Operational Impact

• Acute care census fluctuations
• Shift to community based care
• Staffing new roles
• Staffing existing high demand/low supply roles
• Care coordination challenge
• Rough transitions

The Center for Professional Advancement

The Mission of The Center

TO ADVANCE PRACTICE, EDUCATION AND RESEARCH IN HEALTHCARE

Center for Professional Advancement

National Strategic Innovation Leadership

Available Now Phased Progression PRACTICE EDUCATION RESEARCH

• Transitions into Practice

Residency/Fellowship

• Internships
• Virtual Professional Communities of Practice
• Knowledge/Competency Assessment
• Leadership Assessment and Development
• Professional Portfolio Management
• Client Portals
• Standardized Onboarding
• Futures Program
• ANCC rn.com
• ACPE RxSchool
• e and Blended Learning
• Allied Health Continuing Education
• Continuing Medical Education
• Electronic Health Record Conversion
• Transitions into New Facility
• Academic Progression Programs
• Foundation
• Grants
• Scholarships
• Federal Funding Qualified

Program Development

• Translational Research
• Quality Outcomes Research

National Emerging Roles in Healthcare Study

• First of its kind
• Examine new roles and organizational readiness
• Clinical and Human Resource leaders across the

country

• Final report presented at Healthcare Workforce

Summit November 6 & 7 in Washington DC

• Invitation to participants

http://www.healthcareworkforceforum.com/

Emerging Roles Poll

Healthcare Futures

Mission: Build the Future Workforce with High Quality Education and Training Programs

Creating Value at a Critical Moment

Healthcare Futures: Delivers your new workforce supply so all your energies can focus on patient care.

Healthcare Futures:

Key Components of Creating the New Workforce

Forecasting consult Customize training program Partner with professional organizations Build cohort program Blended learning Clinical placement Mentoring/Precepting Competency assessment National Certification

The Healthcare Futures Mission: Build the future workforce with high quality education and training programs.

Role/Specialty-Specific Implementation Example

Upskilling with Progressive Learning Specialty training – L&D Previously untrained with no clinical experience New Grad BSN Residency Experienced RN without specific knowledge Fellowship Blended Learning Delivery

Perinatal Orientation and Education Program

120 hours over 30 weeks 120 hours over 30 weeks Transition into Practice TIP Precepted Experience On Site 1 year 6 months Contract Commitment Within Client Organization 2 year 2 year Identified preceptor with AMN Advanced Practice project management Goal of National Certification

Perinatal Advanced Continuing Education

Front Loaded Learning E-Learning Content Transition into Practice (TIP) Precepted Experience On Site Contract Commitment Within Client Organization Care Coordination and Transition Management Role American Academy of Ambulatory Care Nursing Previously untrained with no clinical experience New Grad BSN Residency Experienced RN without specific knowledge Fellowship 30 hours over 3 weeks 30 hours over 3 weeks 6 months 2 months 2 year 2 year APN without specific knowledge Fellowship 30 hours over 3 weeks 1 month 2 year

Role/Specialty-Specific Implementation Example

Identified preceptor with AMN Advanced Practice project management Goal of National Certification

Crosswalk of Dimensions for Care Coordination and Transition Management with Core Competencies*

*Haas, Swan, & Hanes, 2013

Dimension RN in Care Coordination and Transition Management Quality and Safety Education for Nurses (QSEN) Core Competencies Interprofessional Education Collaborative Core Competencies Public Health Nursing Competencies Advocacy Support Self-Management Education and Engagement

• f Patient and Family

Cross-Setting Communication and Transition Coaching and Counseling of Patients and Families Nursing Process: Assessment, Plan, Intervention, Evaluation Teamwork and Collaboration Patient-Centered Planning Population Health Management Patient-Centered Care Safety Patient-Centered Care Patient-Centered Care Patient-Centered Care Patient-Centered Care Evidence-Based Practice Quality Improvement Teamwork and Collaboration Patient-Centered Care Quality Improvement Informatics Values/Ethics for Interprofessional Practice Interprofessional Communication Roles and Responsibilities Team and Teamwork Domain #5: Community Dimensions of Practice Skills Domain #6: Basic Public Health Science Skills Domain #3: Communication Skills Domain #4: Cultural Competency Skills Domain #1: Analytical Assessment Skills Domain #8: Leadership and System Thinking Skills Domain #1: Analytical Assessment Skills Domain #2: Policy Development/ Program Planning Skills

Care Coordination: Priorities for Measurement

Patient and Family Experience of Care Coordination

• Measures that address

timeliness and responsiveness of care and services.

• Measures that capture

patient and family goals and preferences for care and services.

• Measures that consider

unique care coordination and transitional care needs of children and their families.

• Measures that consider

the extent to which care coordination and transitional care are culturally appropriate. Process Measures of Care Coordination

• Measures of the

development, implementation, and regular review of an integrated plan of care incorporating patient and family preferences and goals.

• Measures of timely and

accurate communication

• f the plan of care

across providers and settings. Outcome Measures of Care Coordination

• Standardized measures
• f preventable

hospitalizations and emergency room visits.

• Measures of patient and

family satisfaction with care coordination and transitional care.

• Measures of quality of

life and functional status across the continuum of care. American Academy of Nursing Care Coordination Policy Brief 3.5.12 Structural Measures

• Measures of staff and

team competence in care coordination, particularly competence in complex care coordination and transitional care for seriously ill patients and their families.

• Measures addressing

access to appropriate and competent care coordination and transitional care.

Workforce Planning Poll

Workforce Building Model Evidence-Informed Framework

Workforce Building Model Process Components

• Analysis
• Operational need
• Proactive industry stance
• Continuous improvement cycle/evaluation

Analysis

• Ask the right questions
• Support the questions with appropriate data
• Metric profile
• Population served
• Staff diversity
• Staff retirement schedule
• Job and competency analysis
• Job progression chart

Operational Need

• Forecasting with key stakeholder involvement

– Current workforce profile – Future workforce needs – Gap analysis – Plan to close gaps

Proactive Industry Stance

• Focus on transformational change
• How will that effect how we provide care?
• Plan to support our people to bridge the change
• Efficient and cost effective
• Community and industry pipeline partnerships

Continuous Improvement Cycle/Evaluation

• Clear goals
• Reassess industry changes
• Revisit assumptions
• Monitor balance scorecard dashboards

Strategic, Operational and Leadership Actions

Actions

• Courage to practice and lead innovation
• Strategic priority at the Board of Directors level
• External expertise partnering for success
• Built into organization balanced scorecard
• Workforce planning committee with key stakeholder membership
• Standing leadership reporting agenda item
• Internal clinical, operational and finance leadership planning

partnership.

References

• “Emerging Roles in Healthcare Study”, Center for Professional Advancement, AMN

Healthcare, preliminary findings, November 2014.

• “Developing an Effective Health Care Workforce Planning Model” American Hospital

Association/American Organization of Nurse Executives/American Society for Healthcare Human Resources Administration, October 2013.

• “2015 Environmental Scan”, American Hospital Association, September 2014.
• “Collective Genius: The Art and Practice of Leading Innovation”, Hill, Brandeau, Truelove,

Lineback, Harvard Business Review Press, 2014.

• “Care Coordination and Transition Management Core Curriculum”, American Academy of

Ambulatory Care Nurses, 2014.

• “Care Coordination: Priorities for Measurement”, American Academy of Nursing Care

Coordination Policy Brief 3.5.12.

Contact Info

• Marcia.Faller@amnhealthcare.com
• Brenda.Fischer@amnhealthcare.com
• Healthcare Workforce Summit Registration

http://www.healthcareworkforceforum.com/

• Center for Professional Advancement web page

www.amnhealthcare.com/thecenter

Questions and Answers

• Thank you for participating in this webinar