MARCH 28, 2019
Massachusetts Healthcare Workforce CollaborativeHealthcare – Career Advancement Programs (H-CAP) Conference
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Agenda
Overview of Statewide Talent Strategy: Workforce Skills Cabinet• Statewide “Gap” Analysis Data• Regional Teams -Blueprints • Formation of Healthcare Collaborative
• Data Analysis • Objectives• Intended Impact
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Workforce Skills
Cabinet (WSC)
Workforce Skills Cabinet: Doing Better Work Together
EOHED
EOE EOLWD
Develop workforce
knowledge/skills
Promote job growth and set conditions for
business growth
Connect/ reconnect
workers to jobs
…To Better Serve Our Stakeholders.
1. Align State and Regional Workforce Strategy and Resources
2. Expand career pathways for youth in healthcare, manufacturing, tech (STEM)
3. Expand hiring pipelines for business in healthcare, manufacturing, tech (STEM), focusing on underserved adult populations
Students,
Businesses, and
Workers.
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d.Regional Blueprint
Workforce
Economic DevelopmentEducation
MOBD, REDOs, RPAs, local economic development
Representatives from K-12, Voc-Tech, Community Colleges, and 4-Year
Public Universities.
MassHire State Workforce Board, MassHire Local Workforce Boards
Regional WSC Team Membership
4/9/193
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Workforce Skills
Cabinet
Blueprints
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HC labor shortages expected to grow by ~3.5x from 2017 to 2024…
…leading to significant quality and financial implications
If issue is not addressed, HC labor shortages expected to grow ~3.5x by 2024 to gap of 43,000 workers
0
10
20
40
30
50
FY24FY17 FY18 FY23
Excess D
em
and (
K)1
FY19
12K
FY20
16K
FY21 FY22
43K
19K24K
28K33K
38K
~3.5x
1. Excess Demand = Demand – Supply. A positive number represents a workforce shortage, a negative number represents oversupplySource: BCG Labor Market Model 2017; Providers Council workforce crisis report; EOLWD occupational employment and wage statistics; BCG analysis
Critical to act
promptly in order
to reverse trend
Decrease in quality and accessibility of care• Waitlists and longer delays for patients• Greater employee turnover due to burnout• Higher inpatient mortality rates driven by
medication errors and spread of infections
Health care labor shortage could cost ~$1-2B in annual lost MA workforce income
• Assumption: Weighted average of entry-level health care wages applied to projected labor shortage
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Recall: Analysis of BLS and LMI data identified 3 priority job groups
Registered Nurses
Direct Care
Behavioral Health
• Need across multiple regions• Experts view as highly critical
• Industry reports emphasize as highly critical
• Experts view as highly critical
• Industry reports emphasize as highly critical (opioid crisis)
• Experts view as highly critical• Priority area for gov't of MA
~14K
~10K
~1K
2024 est. job gap
43,000 HC Jobs
33,000HC Jobs
Focused on jobs with greatest impact from
macro-drivers: regional themes, qualifications
mismatch, and workforce size
Jobs prioritized based on data analysis, SME interviews, and
regional needs
26,000HC Jobs
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Healthcare Collaborative
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With the support of Governor Baker's office, the Workforce Skills Cabinet is bringing together a group of health care leaders to address ongoing HC workforce shortage facing MA
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Goal is for this group to develop and drive ~2-3 cross-sector initiatives over the next several years
To be co-
created
by this
group
MissionClose HC workforce
shortages in MA to improve patient quality of care, provide new opportunities for a diverse workforce, retainpre-eminence in the industry, and fuel continued growth
Proposed solutions and support
EnablersCoordination on interdependenciesBest practices and lessons learned
• Outcomes tracking• Continuous improvement
Interviews, analysis, and regional planning blueprints inform priority HC roles
Funding and support infrastructure
Initiative #1 Initiative #2 Initiative #3
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Governance overview: HC Collaborative to engage with WSC and regional teams
Regional implementation and focus
Berk-shires
Greater Bos NESE Cape &
Islands
Pioneer ValleyCentral
Workforce Skills Cabinet
HC CollaborativeSubgroup Subgroup Subgroup . . .B
B
C
Subgroup Operating Structure
HC Collaborative and Regional Implementation
Governance Structure
A
HC Collaborative engagement with WSC
A
C
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"Ask" of members
Attend quarterly HC Collaborative meetings
Lead or participate in a subgroup for one of the
targeted initiatives
Report subgroup progress and updates to HC
Collaborative
Bring respective institutions to the table to ensure
lasting, sustainable changes
Leverage industry expertise to refine goals and develop
initiatives
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Rosalin AcostaMA Secretary of Labor & Workforce Development
Collaborative Chairs
Charlie BakerGovernor of Massachusetts
Collaborative Sponsor
Recall: Collaborative of MA HC leaders formed to address workforce gap
Public/Quasi-Public Organizations
Richard Burke Fallon Health
Julie Burns RIZE
Tim Foley 1199SEIU UHWE
James W. Hunt Jr. MA League of Comm. Health Ctrs
Amanda Oberlies Organization of Nurse Leaders
Steve Walsh MHA
Donna Kelly Williams MA Nurses Association
EducationJoseph Aoun Northeastern University
Maureen Binienda Worcester Public Schools
F. Javier Cevallos Framingham State University
Antoinette Hays Regis College
Marty Meehan UMass System
Paula Milone-Nuzzo MGH IHP
Luis Pedraja, PhD Quinsigamond Comm. College
Advisors
Rob Souza BCG
Dave Matheson BCG
Stu Gander BCG
Government
Marylou Sudders Health & Human Services
Jim Peyser Office of Education
Mike Kennealy Housing and Economic Development
IndustryMaureen Bannan Hebrew Senior Life
Henry East-Trou Gandara Center
Tom Grape Benchmark Senior Living
Tara Gregorio MA Senior Care
Gene Green South Shore Health
Lisa Gurgone Mass Home Care
Peter Healey BIDMC
Kim Hollon Signature Healthcare
Myechia Jordan The Dimock Center
Mark Keroack Baystate Health
Kiame Mahaniah Lynn Comm. Health Center
Antony Sheehan Aspire Health Alliance
Kate Walsh Boston Medical Center
Dr. David TorchianaPresident & CEO
Partners Healthcare
XXX = Recently added to the Collaborative
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Shortage drivers can arise at different points of the career life-cycle and vary by job type
Insufficient supply: Do sufficient numbers of untrained workers find the field desirable to enter?
Inadequate educational/training opportunities: Are educational/training opportunities sufficiently available to potential applicants who desire them?
Qualifications mismatch: Are qualifications/credentials of applicants aligned to employer needs and expectations?
Low retention: Does job deliver enough satisfaction, compensation, and future prospects to enable sustainability?
Insufficient supply
Inadequate education/
trainingopptys
Qualifications mismatch
Low retention
Driver: lack of qualified educators and clinical training opportunities2
1. "How Severe is the Shortage of Substance Abuse Specialists", PEW Charitable Trusts, 2015 2. AANC Report on Enrollment and Graduations 2017 3. Data Driven Advocacy to Address Home Care Aide Policy, HCAC 4. Expert interviews
Driver: high churn due to poor remuneration3
Driver: lack of ROI on training1
Driver: overlapping qualifications4
Primary driver
Secondary driver
RNs
All priorityoccupations
Behavioral Health
HHAs, CNAs
WORK IN PROGRESSTO BE REFINED WITH YOUR INPUT
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Leading up to the April meeting, we will identify and develop high-impact long and short-term initiatives
First we will brainstorm initiatives based on shortage
drivers…
Short-term(time to impact)
Long-term(time to impact)
…categorize into short-term and long-term
initiatives…
Low HighImpact
Low
High
Feasibility
…prioritize initiatives according to feasibility and
impact…
Goal for today
…and build a high-level plan to implement top initiatives
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Timeline
Design Build Test Refine
Design Build Test Refine
Short term Solutions
Long term Solutions
Milestone 1
Date: [ ]
Milestone 2
Date: [ ]
Milestone 1
Date: [ ]
Milestone 2
Date: [ ]
KPI 1 KPI 2
KPI 1
KPI 2
DRAFT
WORK IN PROGRESSTO BE REFINED WITH YOUR INPUT
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Following kickoff, HC Collaborative to follow multi-year plan to implement, sustain change
Refine, track, and expand
• Continuously refine initiatives, leveraging Collaborative members to overcome roadblocks
• Track outcomes to evaluate effectiveness, funding decisions
• Roll-out policy solutions and programmatic interventions while expand participation
6 – 12 Month Action Plan
Design and implement
• Convene subgroups aligned to each initiative
• Design operational plan / budget
• Secure commitment from state, local leaders
• Implement preliminary programs to earn "quick wins"
• Create quarterly progress reports
Assess impact, sustain change
• Assess total impact of programs in closing the workforce gap
• Broadly promote Collaborative with HC stakeholders not involved in initiative
• Ensure program sustainability moving forward once Collaborative dissolves
Year 2 Year 3Year 1
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Strategy to Align & Fund Strategies
We will align on strategies recommended through the HC Collaborative through our existing work across the Workforce Skills Cabinet:
The WSC partners work together to align existing funding through the following resources to regional blueprints:
• Connecting Activities - $5M
• High Quality Career Pathways
• Adult Education (state and federal funding) - $40M?+
• Higher Education Capital Funding
• Workforce Skills Capital Funding – $45M over three years
• Workforce Competitiveness Trust Fund - $5M
• EOHED Manufacturing Funding - $2.5M
New Resources
• The Administration proposed a package of solutions to address skill gaps in manufacturing, healthcare, and tech industries to
build talent pipelines, spanning K-12 up through post-secondary education and on-the-job training. The Governor’s budget invests in a package of strategies to meet existing and future talent demand totaling more than $36M in FY20 resources to impact targeted to Healthcare, Tech, and Manufacturing across EOE, EOLWD and EOHED.