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Norton Healthcare: Integrating Workforce Investments with Business Impact

June 9, 2017

The Norton Healthcare case study is the first in CareerSTAT's business practice series on how healthcare employers invest in the skills and careers of their frontline workers. This study documents Norton Healthcare's approach to workforce development and program measurement with a focus on how strategic goals, workforce needs, and programatic tools influence decision making and investment goals.

Healthcare Workforce Transformation: Preparing the Workforce for a Healthy Rhode Island

May 11, 2017

Rhode Island is changing the way it delivers and pays for healthcare. In Rhode Island, healthcare doesn't stop at the doctor's office or the hospital bed—It extends to where people live, work, play, and learn. It rewards quality outcomes rather than quantity—the number of patient visits. This approach to care is data-driven and evidence-based—tracking patient populations to identify risks and measure results. To achieve its goals, Rhode Island has mounted a number of initiatives to change healthcare payment policies and service delivery.None of these changes in healthcare are possible without a transformed workforce—with the right workers, with the right skills and tools, in the right place at the right time. To determine what this workforce looks like and how to prepare for it, the Rhode Island Executive Office of Health and Human Services, in partnership with the State Innovation Model Test Grant, convened a cross-section of stakeholders from the state's healthcare providers, education and training organizations, and policymakers in health and workforce. This group—the Rhode Island Healthcare Workforce Transformation Committee—gathered to establish workforce priorities and weigh potential strategies. Topics analyzed included primary care, behavioral health practice and integration, social determinants of health, health information technology, oral health, chronic disease, and home and community-based care. This report, prepared by Jobs for the Future (JFF), provides background research to support Rhode Island's development of a healthcare workforce transformation strategy. To determine workforce needs in a changing healthcare environment, this study asks not just how many new workers are needed in particular occupations, but how to renew the skills of the existing workforce to assume new and evolving healthcare roles in new settings.

CareerSTAT Guide to Investing in Frontline Workers

January 13, 2017

The CareerSTAT Guide to Investing in Frontline Health Care Workers provides health care employers with strategies and a framework for investing in the skills and careers of frontline worker to increase business impact and provide workers with opportunities for advancement and growth. The Guide explains why health care employers invest in their frontline workforce and offers metrics to make the business case for investment

Building Career Ladders in the Age of the Affordable Care Act

December 1, 2015

This report documents the steps taken by an urban teaching hospital to develop its frontline workforce and achieve the goals of the Affordable Care Act (ACA). Responding to a host of challenges, including the ACA's "triple aim" -- better patient experience, lower costs of care, and improved health for populations -- Jersey City Medical Center/Barnabas Health (JCMC) has invested in the skills and career development of its employees to build a robust talent development effort targeting frontline workers, including patient transporters, receptionists, and housekeepers. This report uses the experience of Jersey City Medical Center to document how one health care employer is implementing frontline workforce development, and how workforce investment can advance business objectives and organizational mission in the post- ACA environment. The research is guided by these questions: 1. What frontline workforce development activities have been implemented at JCMC? Why were these chosen? How were they implemented? What are the outcomes? 2. Which activities that JCMC has undertaken to transform care affect frontline workers? 3. Why invest in the frontline health care workforce? What is the case for doing so, according to the chief executive, and the clinical, human resources, and workforce leaders? 4. Which impacts of workforce development are most relevant to the organization's mission and business objectives?

Connecting the Dots: A Case Study of Transforming Care and the Frontline Workforce at UnityPoint Health-Des Moines

July 1, 2015

A growing number of health care employers have made substantial investments in the skill and career growth of their frontline staff -- many of whom spend the most time with patients, taking vital signs, bringing meals, changing linens, and registering them into or out of the hospital or clinic. Iowa's UnityPoint Health, a leader in developing frontline workers, is committed in transforming the way it delivers care. UnityPoint Health's Des Moines hospitals and clinics are showing that it is possible to connect the dots between developing a skilled workforce and delivering better care. While this process is far from finished, UPH offers valuable lessons in aligning talent development with business objectives in the age of the Affordable Care Act. This is a case study of UnityPoint Health and its effort to transform care, develop frontline workers, and fully align these objectives in its Des Moines hospitals and outpatient clinics.

Implementing the Patient Protection and Affordable Care Act: Impacts on the Frontlines of Caregiving

March 11, 2014

The National Fund for Workforce Solutions and its implementation partner, Jobs for the Future, have conducted research examining the impact of the Patient Protection and Affordable Care Act (ACA) on the frontline health care workforce as part of CareerSTAT, an initiative to document and endorse the business case for investments in the frontline hospital workers based on health care leader recommendations. This report includes reviews of current literature and data sources, as well as interviews with executives and practitioners in hospitals, primary care clinics, and long-term care institutions. This report is intended to assist health care leaders, policymakers, and practitioners in gaining a greater understanding of the workforce implications of the ACA in general, and in particular, for frontline workers.

CareerSTAT: A Guide to Making the Case for Investing in the Frontline Hospital Workforce

April 1, 2012

The U.S. health care system is at a turning point, and no more so than in the nation's hospitals. They face increasing pressures to provide more and better care at lower cost. At the same time, revenue streams -- from Medicare and other sources -- are uncertain, as is the future of health insurance reform. New models are emerging for coordinating care and delivering it in a patient-centered way, as are new technologies, from new diagnostic and treatment methods to electronic health records. And the emphasis on demonstrated, measurable evidence of hospital performance has rarely been greater. Yet one thing is constant: health care is a distinctly high-touch, labor-intensive enterprise. And it depends in part on workers at the front lines of care: nursing assistants, housekeepers, medical assistants, unit secretaries, dietary service workers, and a host of others who work 24/7 to answer call lights, empty bed pans, pass trays, or draw blood. Today, some health care providers are discovering that investing in the education, training, and career advancement of these frontline workers pays off not only in dollars and cents but also in less measurable ways, including enhanced worker performance and skill, better functioning patient care teams, expanded pipelines for filling positions, and improved morale. The concept of investing in the frontline health care workforce is in good currency, but translating that into wider practice is not simple. At times, it requires overcoming the skepticism of decision makers, both private and public, about the value of long-term investments in human capital. It requires clear models, compelling arguments, and evidence to back them up. But in all cases, it requires engaging the leaders in the "C-Suite" -- chief executive officers, operating officers, financial officers, human resources officers, nursing officers -- in bringing the case to their peers in other institutions. This guidebook was prepared for CareerSTAT, an employer-based project to make the case for developing frontline hospital workers. It documents effective practices in leading hospitals around the United States, drawing on interviews with senior managers and executives. It presents the arguments that managers themselves make for investing in the training and education of less-skilled workers, along with the types of evidence and metrics that managers and senior decision makers find most persuasive.

A Primer for Work-Based Learning: How to Make a Job the Basis for a College Education

December 31, 2008

Provides an overview of the Jobs to Careers model, in which employers and colleges collaborate to embed curricula and training in the work process, as a way to meet healthcare labor force needs. Includes grantee profiles, lessons learned, and worksheets.