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 on 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 PRACTICE  Leadership Assessment and Development  Transitions into Practice  Professional Portfolio Management Residency/Fellowship  Client Portals  Internships  Standardized Onboarding  Virtual Professional Communities of Practice  Knowledge/Competency Assessment  e and Blended Learning EDUCATION  Allied Health Continuing Education  Futures Program  Continuing Medical Education  ANCC rn.com  Electronic Health Record Conversion  ACPE RxSchool  Transitions into New Facility  Academic Progression Programs RESEARCH  Foundation  Federal Funding Qualified Quality Outcomes Research  Grants Program Development   Scholarships  Translational Research Available Now Phased Progression

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 Transition into Practice TIP Blended Learning Contract Commitment Upskilling with Progressive Precepted Experience Delivery Within Client Organization Learning On Site Perinatal Advanced Continuing Education Identified preceptor with Specialty training – L&D AMN Advanced Practice Goal of National Certification Perinatal Orientation and project management Education Program Previously untrained with no clinical experience 120 hours over 30 weeks 1 year 2 year New Grad BSN Residency Experienced RN without specific knowledge 120 hours over 30 weeks 6 months 2 year Fellowship

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

Crosswalk of Dimensions for Care Coordination and Transition Management with Core Competencies* Dimension RN in Care Quality and Safety Education Interprofessional Education Public Health Coordination and for Nurses (QSEN) Collaborative Core Nursing Competencies Transition Management Core Competencies Competencies Domain #3: Communication Skills Support Self-Management Patient-Centered Care Domain #4: Cultural Education and Engagement Competency Skills Patient-Centered Care of Patient and Family Cross-Setting Communication Interprofessional Domain #1: Analytical Patient-Centered Care and Transition Communication Assessment Skills Coaching and Counseling of Patient-Centered Care Domain #8: Leadership and Patients and Families System Thinking Skills Nursing Process: Assessment, Evidence-Based Practice Roles and Responsibilities Plan, Intervention, Evaluation Quality Improvement Domain #1: Analytical Assessment Skills Teamwork and Collaboration Teamwork and Collaboration Team and Teamwork Domain #5: Community Values/Ethics for Patient-Centered Planning Patient-Centered Care Dimensions of Practice Skills Interprofessional Practice Domain #6: Basic Public Health Quality Improvement Science Skills Population Health Management Informatics Domain #2: Policy Development/ Advocacy Patient-Centered Care Safety Program Planning Skills *Haas, Swan, & Hanes, 2013

Care Coordination: Priorities for Measurement Patient and Family Process Measures of Outcome Measures of Structural Measures Experience of Care Care Coordination Care Coordination  Measures of staff and Coordination  Measures of the  Standardized measures team competence in  Measures that address development, of preventable care coordination, timeliness and implementation, and hospitalizations and particularly competence responsiveness of care regular review of an emergency room visits. in complex care and services. integrated plan of care  Measures of patient and coordination and  Measures that capture incorporating patient family satisfaction with transitional care for patient and family goals and family preferences care coordination and seriously ill patients and preferences for care and goals. transitional care. and their families. and services.  Measures of timely and  Measures of quality of  Measures addressing  Measures that consider accurate communication life and functional access to appropriate unique care coordination of the plan of care status across the and competent care and transitional care across providers and continuum of care. coordination and needs of children and settings. transitional care. their families.  Measures that consider the extent to which care coordination and transitional care are culturally appropriate. American Academy of Nursing Care Coordination Policy Brief 3.5.12

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