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AH WD Final Report 11-5-10 - Home - Akron Regional Hospital ...
AH WD Final Report 11-5-10 - Home - Akron Regional Hospital ...
AH WD Final Report 11-5-10 - Home - Akron Regional Hospital ...
AH WD Final Report 11-5-10 - Home - Akron Regional Hospital ...
AH WD Final Report 11-5-10 - Home - Akron Regional Hospital ...
AH WD Final Report 11-5-10 - Home - Akron Regional Hospital ...
AH WD Final Report 11-5-10 - Home - Akron Regional Hospital ...
AH WD Final Report 11-5-10 - Home - Akron Regional Hospital ...
AH WD Final Report 11-5-10 - Home - Akron Regional Hospital ...
AH WD Final Report 11-5-10 - Home - Akron Regional Hospital ...
AH WD Final Report 11-5-10 - Home - Akron Regional Hospital ...
AH WD Final Report 11-5-10 - Home - Akron Regional Hospital ...
AH WD Final Report 11-5-10 - Home - Akron Regional Hospital ...
AH WD Final Report 11-5-10 - Home - Akron Regional Hospital ...
AH WD Final Report 11-5-10 - Home - Akron Regional Hospital ...
AH WD Final Report 11-5-10 - Home - Akron Regional Hospital ...
AH WD Final Report 11-5-10 - Home - Akron Regional Hospital ...
AH WD Final Report 11-5-10 - Home - Akron Regional Hospital ...
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AH WD Final Report 11-5-10 - Home - Akron Regional Hospital ...

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  • 1. Northeast Ohio Allied Health Workforce Development Planning Process Summary Report October, 2010 Source: www.explorehealthcareers.org “Health care as a whole is oneof the fastest-growing industry sectorsin the nation. The Bureau of Labor Statistics recently predicted that of the 30 fastest-growing occupations from 2008 to 2018, 17 will be in healthcare or medical research. Employment in health care is projected to increase by 21 percent, or by 1.6 million jobs. Many of these jobs include medical assistants, respiratory therapists, pharmacy technicians, paramedics and others—all considered Allied Health occupations.” Sara Hastings, Workforce Development Analyst, Division of Youth Services, Employment and Training Administration Executive Summary There isan urgentneedandabundantopportunitytoexpandthe AlliedHealthworkforce of Northeast Ohio. The needisdriven by highdemandforAlliedHealthprofessionalscreatedbyanagingpopulation increasinglyinneedof healthcare;the retirement of AlliedHealthprofessionals;advancesinmedical technologyrequiringnewskillsandknowledge;national healthcare reform whichnow assuresthe provisionof healthcare coverage formore people;the lossof manufacturingjobsandplantclosings; and double-digitunemploymentratescausedbythe economicrecession. The opportunitiesforAlliedHealthworkforce developmentare many: more jobswithgoodwages; more local and state taxesfroma growingworkforce;new andexpandedhealthsectorbusinesses; advancementopportunitiesforincumbentworkers;increasedenrollmentatcolleges,universitiesand traininginstitutesthatofferAlliedHealthcertification,licensure,accreditationanddegree programs; and an improvedqualityof life forNortheast Ohioans. Overthe past twoyears,more than 176 AlliedHealthprofessionals,educators,healthsystemand workforce leaders,policyleadersandotherhealthcare stakeholdershave beendiligentlyandrigorously workingtoaddressthe needandopportunity affordedby escalatingAlliedHealthcareerawarenessand workforce recruitment,developmentandretentioninNortheastOhio. Thishasbeendone through: Occupational Therapist Average Salary: $54,660 Years in School: 0-6 after high school Job Outlook: Excellent Cardiovascular Technologist Average Salary: $40,810 Years in School: 2-4 after high school Job Outlook: Excellent Pharmacy Technician Average Salary: $25,625 Years in School: 1-2 after high school Job Outlook: Excellent
  • 2. NortheastOhioAlliedHealthWorkforce DevelopmentReport - 2 Northeast Ohio Healthcare Facts:  There are more than 600 medical- related organizations,including 60 hospitalsin NortheastOhio.  There are 27 colleges and universities which house more than 20 academic programs in medical education.  Northeast Ohio is home to 12 of the top 18 medical device manufacturers in the nation.  Sixteen (16) cardiovascular companies moved to the region in the pasttwo years.  Northeast Ohio has grown the biomedical industry by 37%in the last 5 years,outpacinggrowth in the U.S.  Northeast Ohio research institutions are recipients of $500 million in federal and industry awards. Source: Cleveland+  AlliedHealthRoundtableDialogueshostedby NortheastOhioCouncil onHigherEducation(NOCHE) and NortheastOhioHealthScience &Innovation Coalition (NOHSIC) inJuly2008;  AlliedHealthWorkforce SummitIforhealthcare employersin September2009 hostedbyNOHSIC, with strongsupportand involvementfromAkronRegional Hospital Association,CenterforHealthAffairs,NEO HealthForce,NOCHEandOhioSkillsBank(OSB).  AlliedHealthWorkforce SummitII inDecember2009 for all AlliedHealthstakeholdershostedbythe same coalitionof organizationsthatorganizedthe first Summit.  AlliedHealthActionTeams: A planningprocesswas initiatedasanoutcome of the twoAlliedHealth Workforce Summits. The processentailedfiveAllied HealthActionteamsthatconductedresearchand developedactionplansto: o Improve accessto AlliedHealthtraining o Promote andexpandincumbentAlliedHealthworkforce development o Advance K-16 AlliedHealthcareerawarenessandacademicpreparation o ExpandopportunitiesforAlliedHealthfacultydevelopmentand more faculty o AlignAlliedHealthaccreditation,certificationandlicensurerequirements Recommendations: Thisreportcapturesthe process,researchfindingsand salientrecommendationsof the five AlliedHealthActionTeams. Fromthe beginning,the processwasdesignedtobe systemicand collaborative. Assuch,the actionteamswere comprisedof a mix of educatorsandAlliedHealth trainers,healthcare professionals,workforce development leadersandotherAlliedHealthworkforce developmentstakeholders. Keyrecommendationsthatemergedfromthe ActionTeamsare: 1. Create a regional alliance tocoordinate the clinical placementof AlliedHealthstudents. 2. Expandthe numberof AlliedHealthclinical faculty(on-site andatcollegesanduniversities). 3. Increase accessto clinical trainingopportunitiesbyofferingevening,nightanddaytime programs;varyingprogram start dates, providingsimulationtraining, andexpandingthe student to preceptorratio. 4. Buildthe capacity (i.e.AlliedHealthcareercounselorsonstaff) of healthsystemstoprovide careercounseling,planningandassessmentservices,aswell asworkplace education,training and professional developmentopportunitiesforAlliedHealthemployeesandincumbent workersinterestedinAlliedHealthoccupations. Specifictrainingthatwasidentifiedtobe of importance includes supervisorytrainingandaccesstoonline trainingresources. Professional cohort groups, financial incentives,flexibilitywithscheduling,andrecognition of educationand trainingaccomplishments werealsorecommended. 5. Educate and encourage healthsystememployerstoinvestinincumbentworkforce developmentthroughflexiblescheduling,release time,financial incentivesandincreasedon- site real and online accesstoAlliedHealthprofessional developmentopportunities. 6. Establisharegional AlliedHealth website topromote clinical training,provide careerpathway information,postemploymentopportunities, provide careerawarenesstoeducators and provide informationandlinkstoresources.
  • 3. NortheastOhioAlliedHealthWorkforce DevelopmentReport - 3 NextSteps: Some of the recommendationsare alreadybeingaddressedandotherswill be inthe near future. A third Summitwill be convenedinthe fall of 2010 to beginworkonimplementingthem. Actionswill take place withinindividual organizations,amongcoalitionsof stakeholdersandata state and federal policylevel. Giventhe currentavailabilityof AlliedHealthjobs,the prospectforcontinued growthin the demandforAlliedHealthprofessionals,andthe potential favorable impactof healthcare on the NortheastOhioregional economy,there iseveryreasonforAlliedHealthcare workforce developmenttobe a top workforce investmentpriority. Acknowledgements The AlliedHealthworkforce developmentplanningprocesshasentailedthe timeandleadershipof 176 individualsand numerous organizations. Organizationsrepresentedinthisprocessare: Health Systems Educators & Trainers Other Organizations Akron Children’s Hospital Akron General Medical Center Ashland County-West Homes Career Center Aultman Hospital Barberton Hospital (Summa) Cleveland Clinic/Foundation Community Health Systems EMH Regional HealthcareSystem FairviewHospital Humility of Mary Health System Metro Health Medical Center Salem Community Hospital Southwest General Health System St. Elizabeth Health Center St. Joseph Health Center Summa Health System/Foundation Union Hospital University Hospitals Akron Public School District Ashland County-West Holmes Career Center Auburn Career Center Baldwin-WallaceCollege Bryant and Stratton College CCS TrainingCenter Chancellor University Cleveland Metropolitan School Dist. Cleveland State University Cuyahoga Community College Cuyahoga Valley Career Center Eastern Gateway Community College IT Certification Institute Kent State University Lake Geauga Education Foundation Lakeland Community College Lorain County Community College MahoningCty. Career & Tech. Ctr. MahoningCty. TrainingAssociation Medina Cty. JointVocational Service Mount Union College National CollegeYoungstown PolarisCareer Center Portage Lakes Career Center Remington College Six DistrictEducation Compact Stark State College The Literacy Cooperative Tri-County Computer Services Assoc. University of Akron Wayne County Schools Career Ctr. Willoughby EastlakeSchools Youngstown State University Akron Regional Hospital Association Center for Health Affairs City of Cleveland/Employment Connection Cuyahoga County Board of MRDD Cuyahoga County Workforce Dev. Board Forum Health Greater Akron Chamber MahoningCounty OneStop Medina County Office of WorkforceDev. NEO HealthForce NEO Management Info. Network Northeast Ohio Council on Higher Ed. Northeast Ohio NursingInitiative Northeast Ohio Health Science & Innovation Coalition Ohio Board of Regents Ohio Department of Development Ohio Department of Job & Family Services Ohio Hospital Association Ohio Skills Bank OneStop Ohio Regional Talent Network Salem VNA Stark County Workforce Initiative Assoc. Summit County Job & Family Services Towards Employment Trumbull Career & Technical Center Trumbull County OneStop UH/Tri-C Accreditation Body WIB – Stark/Tuscarawas Counties Youngstown Workforce Dev. Board
  • 4. NortheastOhioAlliedHealthWorkforce DevelopmentReport - 4 Northeast Ohio Healthcare Facts:  Northeast Ohio educates more than 209,000 degree-seeking students from around the world.  Healthcarehas created 21,000 new jobs in Northeast Ohio in the professional,scientific and technology sector since1993.  More than $835 million in venture funding for 90 companies has been invested in healthcaresince2003.  Healthcareattracts more than $100 million annually in healthcarestart-ups.  Healthcarehas an impactof over $35 billion on the local economy. Source: Cleveland+ A complete rosterof participantscanbe foundinAppendix IV. AlliedHealthDefined The Associationof Schoolsof AlliedHealth Professionals definesAlliedHealthtobe professionalsinvolvedwiththe deliveryof healthor relatedservicespertainingtothe identification,evaluationandpreventionof diseasesanddisorders;dietaryandnutrition services;rehabilitationandhealthsystems management,amongothers. AlliedHealth professionalsare dividedintofourcategories: - Diagnostic (Cardiovascular Technologistsand Technicians,Medical/Clinical LabTechnicians,Radiological Technologists) - Medical Services(Dental Assistants,emergencymedical Techniciansand Paramedics,Medical Assistants) - Non-directCare (Dental Lab Technicians,Medical Appliance Technicians,Pharmacy Technicians) - Rehabilitation(Occupational Therapists,Speech-language Therapists,RespiratoryTherapists) UrgentNeedfor AlliedHealthWorkforce DevelopmentinNortheast Ohio Many forcesare creatinghighdemandforAlliedHealth occupations: an agingpopulationputtingmore demandonthe healthcare system;the retirementof AlliedHealth professionals;advancesinmedical technologyrequiringnew skillsandknowledge;low wagesandlackof advancement opportunities inotherprofessions;andinsufficientfacultyto trainenoughAlliedHealthprofessionals—the educator workforce isalsoagingand theirsalariesare notcompetitive withthose offeredbyprivate sectororganizations. There is hard data that compellinglyreinforcesthe urgentneedfor NortheastOhiohealthsystems,collegesanduniversities, workforce developmentprofessionals,AlliedHealth educators and policyleaderstoassertivelyinvestinandinitiate strategies that resultinan ongoingpipelineof skilledAlliedHealth workerstomeetthe needsof the regional healthcare industry and economy:
  • 5. NortheastOhioAlliedHealthWorkforce DevelopmentReport - 5 Architectural Rendering: Cleveland Medical Mart & Convention Center Northeast Ohio Healthcare Facts  Nearly 500 U.S. patents have been issued to businesses in NortheastOhio in the pastfour years.  Northeast Ohio is home to more than 480,000 healthcare,bioscienceand supportworkers, including9,000 physicians. Source: Cleveland+  Ohioand NortheastOhioare facingeconomic challengesof historicproportions,includinga state budgetdeficitthatisprojectedtobe as large as $8 billionby2012-13 (Source: “Official:Ohioin'Recovery Mode',”Columbus Dispatch,July8, 2010);  State and regional unemploymentrates, causedby manufacturingjoblosses, automobile plantandrelatedindustryclosings,exceedthe national unemploymentrate andare nowhoveringinthe double digits(source: U.S.Departmentof Labor);  The sixthhighestout-migrationof people fromthe state inthe country(source: U.S. Departmentof Labor);  Despite unemployment,astate budgetdeficit,lossof populationandplantclosings,the healthcare sectorinNortheastOhiooffersgreatpromise forimprovingthe strugglingregional and state economybycreatingnew jobs,careeradvancementopportunitiesandnew businesses. The regionrepresents50percentof Ohio’sGrossDomesticProduct. It isa major centerfor innovationinbiomedical andbiotechnologydevelopments.  NortheastOhio hasestablishedan international reputationformedical research and developmentof innovative equipment and techniquesthatare attractingnew companiesfromall overthe world. The regionalsohasthe fifthlargest concentrationof medical facilitiesinthe U.S., includingthose thatare a part of NOHSIC. Basedon 2006 data compiledbythe Universityof Cincinnati,greaterCleveland hospitalshave atotal annual economicimpactof $15.5 billiondollarsprovidingfor137,197 jobs and generatingapproximately$399.4 millionin state and local tax revenues. These figuresdonotaccountfor new constructionunderwayor plannedforthe nearfuture suchas the ClevelandClinicFoundationMainCampusfacilitiesand the future National Reference Laboratory,AustenBioInnovationInstituteinAkron,Cleveland Medical Mart and ConventionCenter,andUniversityHospitals’AhujaMedical Center,toname a few.  The Bureau of Labor Statisticspredictsthatof the 30 fastest-growingoccupationsbetweennow and 2018, 17 will be inhealthcare ormedical research. By2018, employmentinhealthcare is projectedtoincrease by21 percentorby 1.6 millionjobs. Thistrendisexpectedtoholdin Ohio,as well. OhioLaborMarketInformationindicatesprojected“tremendous”growth through2014 in healthcare occupations. The OhioDepartmentof JobandFamilyServices estimatesthere will be an estimated22,176 annual openingsforhealthcare occupationsinOhio through2014, causedby retirements,new technologyandemergingnew occupations(source:
  • 6. NortheastOhioAlliedHealthWorkforce DevelopmentReport - 6 44% 22% 16% 15% 9% Regional Occupational Need: Percentage Change Anticipated Between Current Annual Openings and # of Openings in 3 Years (Source: Ohio Skills Bank - NOHSIC) Medical Technologists Physical Therapists Medical Lab Technicians Respiratory Therapists Cardiovascular Technicians ODJFS). Currently,the OhioHospital AssociationreportssignificantvacancyratesinOhioAllied Healthoccupationssuchas RespiratoryTherapy(15.1% vacancy),Pharmacy(10.6 % vacancy), Medical Technology(12.2%vacancy) and RadiologyTechnology(9.8% vacancy).1  An AlliedHealthworkforce needsassessment surveycompiledinSeptember2009 by the Ohio SkillsBankusingdataprovidedby17 hospitalsandhealthsystemsinNortheastOhio indicated that there are 474 AlliedHealthpositionscurrentlyavailable and bythe endof 2012, this numberisexpectedtoincrease tomore than 1,780 unfilledpositions. Hospitalsreportedthe greatestprojectedfuture needtobe forthe positionsof Medical Technologists, Pharmacy Technicians, PhysicalTherapists,RespiratoryTherapists andRadiologicTechnologists (see chart on nextpage).  On May 23, 2010, PresidentObamasignedintolaw the PatientProtectionAffordable Care Act of 2010. Fromthislegislation,itisexpectedthatthere will be anincreasedneedforprimary care, whichwill ultimately place evenmore demandfor AlliedHealthprofessionals (source: U.S. Departmentof Labor). The anticipatedoutcomesof expandingandimprovingthe AlliedHealthworkforce of NortheastOhio are many:  A bettereducated,skilledandmore globallycompetitive workforce.  A larger,more diverse andculturallycompetenthealthcare workforce.  More highdemandvacanthealthcare jobsfilledbydislocatedandincumbentworkers.  More advancementopportunitieswithincreasedpayforincumbentworkers.  A strongertax base to supportpublicservicesandqualityof life forall.  The region’sreputationforhealthcare excellence sustained,if notexpanded. 1 Source: Ohio Hospital Association.
  • 7. NortheastOhioAlliedHealthWorkforce DevelopmentReport - 7 Employers Workforce/ Human Services Educators Background For the past two years,leadersof NortheastOhiohealthsystems, Workforce InvestmentBoards,collegesanduniversities,training organizationsandcoalitionsincludingNortheastOhioHealthScience & InnovationCoalition(NOHSIC),OhioSkillsBank(OSB),Northeast OhioCouncil onHigherEducation(NOCHE),AkronRegional Hospital Association(ARHA),CenterforHealthAffairs(CHA),and NEO HealthForce have beenengagedinaplanningprocesstoimprove the preparation,availabilityandqualityof the region’sAlliedHealth workforce. The processhasbeenextensive andcomprehensive. Keyactivitieshave included: 1. AlliedHealthRoundtable DialoguesheldJuly 21, 2008 co-hostedbyNOCHEand NOHSICand featuringDr.LoisMargaret Nora,presidentof NortheasternOhioUniversitiesCollegesof Medicine andPharmacyas the keynote speaker. Approximately60participantsof the Roundtable dialoguesaddressedthe urgencyof Allied HealthWorkforce Development,keyAlliedHealthWorkforce Developmentissuesfacedby employersandeducators,andwaystofacilitate collaborativeproblem-solvingand implementationof solutions. 2. AlliedHealthWorkforce Summit I heldon September21, 2009: ThisSummitheldatthe Universityof Akronprovidedanopportunityforhealthcare employerstoaddressthree key topics throughpresentationsandsmall groupbreakouts: o Gaps inAlliedHealtheducationandtraining,andemployer workforce needs o ImprovedaccesstoAlliedHealthclinical trainingsitesandimprovedworkforce readiness o Alignmentof AlliedHealthlicensure requirementswithneedsof the field Approximately70representativesfromNortheastOhiohealthsystems,trainingandeducation providers,Workforce InvestmentBoards,collegesanduniversitiesandotherinvitedguests participatedinSummitI. Mr. Brad Whitehead,President,Fundfor ourEconomicFuture was a featuredkeynotespeakerandpresentationswere made by SeanMcGlone,AssociateGeneral Counsel andDirectorof HealthPolicy,OhioHospital Association;DebHardy,Dean,Science and HealthTechnologies,LakelandCommunityCollege/OhioSkillsBank;RoyAnderson,Director, EducationPartnerships,AlliedHealthEducation,ClevelandClinicandTara Hall,Salem CommunityHospital;KyleKlawitter,SystemVice President,HumanResources,SummaHealth System. 3. AlliedHealthWorkforce Summit II heldon December4, 2009: The second Summitwasheldat the HiltonAkron/Fairlawnandfeatured remarksbyWilliamRussell,AssociateVice Chancellor, AdultEducationandInstitutional Collaboration,OhioBoardof Regents; TracyCarter,MHSA, Directorof GovernmentAffairsandHealthPolicy,SummaFoundation; andRoyAnderson, Director,EducationPartnerships,AlliedHealthEducation,ClevelandClinic. A panel presentation on the alignmentof AlliedHealthaccreditation,certificationandlicensure requirements was made by:
  • 8. NortheastOhioAlliedHealthWorkforce DevelopmentReport - 8  John J. Bazyk, MS, OTR/L: Chairperson,Departmentof Physical Therapyand Occupational TherapyPrograms,Departmentof HealthSciencesandAssociate Professorof Occupational Therapy,ClevelandState University  Maria Delost, Ph.D.,MT (ASCP): Vice Chair2009, Chair2010 of the National Accrediting AgencyforClinical LaboratorySciences(NAACLS) Review Committee forAccredited Programs;ProfessorandDirectorof Clinical LaboratoryPrograms,YoungstownState University  Barbara Leisinger,BS,MT (ASCP): Laboratory Clinical Educator, Clinical Site Coordinator,Instructor, Laboratory Administratorand EducationCoordinator,Summa HealthSystem  John Myers,BS, PT, MBA: Program Director(CAPTESite Visitor), Physical TherapistAssisting Program,Divisionof AlliedHealth & Nursing,LorainCounty CommunityCollege  Moderator: DeborahL. Hardy, Dean,Science andHealth Technologies,LakelandCommunity College Keyissues addressedby 125 participants representinghealthcare,education, workforce developmentandtrainingrepresentationswere: o Gaps inAlliedHealthEducationandTrainingandEmployerWorkforce Needs o ImprovedAccesstoAlliedHealthClinical TrainingSitesandImprovedWorkforce Readiness o Alignmentof AlliedHealthLicensure RequirementswithNeedsof the Field o K-16 CareerAwarenessandAcademicPreparationforAlliedHealthCareers o AdultWorkforce DevelopmentandRetention o AlliedHealthFacultyDevelopment 4. AlliedHealthAction Teams: At the secondSummit,participants agreedtoestablishfiveaction teamsto reviewthe ideasthatemergedfromthe AlliedHealthRoundtablesandthe two Summits,gatheradditionaldata,researchbestpracticesanddeveloprecommendedregional actionplansfor keyissuesassociatedwithAlliedHealthworkforce development. The following ActionTeamswere established: o Access to AlliedHealthTraining: Co-Chairs: RoyAnderson,Director,Education Partnerships,AlliedHealthEducation,ClevelandClinic andPatriciaM. Gray, Ph.D.,Vice President,HealthCare EducationInitiatives,CuyahogaCommunityCollege o K-16 AlliedHealthCareerAwarenessand AcademicPreparation: Co-Chairs: LinnGahr, Region8 Co-administrator,OhioSkillsBank/LakelandCommunityCollege andBeth Vidmar,Director,HumanResource andWorkforce Development,SummaHealthSystem Access to Allied Health Faculty Development K-16 Career Awareness & Preparation Licensing, Accreditation & Certification Incumbent Workforce Development NEO Allied Health Workforce Development Action Teams
  • 9. NortheastOhioAlliedHealthWorkforce DevelopmentReport - 9 o IncumbentAlliedHealthWorkforce Development: Co-Chairs: Tracy Carter,MHSA, Directorof GovernmentAffairsandHealthPolicy,SummaFoundation andLisaGoetsch, M.Ed., Director,Workforce Development,KentState UniversityandActingCoordinator, NEO HealthForce o AlliedHealthFaculty Development: Co-Chairs: Deidre Windom,Director,Human Resources, Humilityof Mary HealthPartners andFrank P. Ward, Ph.D.,Dean,Allied Healthand Nursing, LorainCountyCommunityCollege o AlignmentofAlliedHealthAccreditation, CertificationandLicensure Requirements: Co-Chairs: Deborah L. Hardy,Dean,Science andHealthTechnologies,Lakeland CommunityCollege andAngelaKey,PHR,CCP,Director,HumanResources,EMH Regional Healthcare System Each ActionTeam consistedof across-sectionof healthcare,healtheducation,workforce developmentandalliedhealthfieldtrainers. BetweenJanuaryandJuly2010, ActionTeam participantsfulfilledtheircharge todevelopactionplansthatwill remove barrierstoAllied Healthworkforce development,diminishgapsbetweenAlliedHealtheducationandtraining, and the needsof employers;increase the pool of qualifiednewandincumbentAlliedHealth workers,andincrease K-16studentawarenessof AlliedHealthcareers. Barb Greene,Principal,CommonGoodConsulting,Inc.andCarlaSibley,Director,Community Partnerships,AkronPublicSchoolsprovidedcommunicationandprocessfacilitationsupportto the ActionTeams. The remainderof thisreportpresentsthe scope of workand recommendedactionplansof each AlliedHealthActionTeam. Access to AlliedHealthTraining Programs Action Team Leaders: RoyAnderson,Director,Education Partnerships,Allied HealthEducation,ClevelandClinicandPatriciaM. Gray, Ph.D.,Vice President, HealthCare EducationInitiatives,CuyahogaCommunityCollege Action Team Members: Michael Glonek,YoungstownState University; Cara Padin, SouthwestGeneralHealthCenter; MarquitaRockamore, Cityof Cleveland;JohnThornton,StarkState College;andPamWaite,Centerfor HealthAffairs Key QuestionAddressed: Whatare potentialsolutionsto improving accessto Allied Health clinical training sites and howcan weimproveand supporttheclinical experience? Action Team Research Topics:  Alignmentof trainingslotswithemployerneeds  Contractual relationshipsbetweenemployersanduniversitiestosupporttrainingof students  Needforexpandedaccessto clinical traininginevening,nightsandweekends  Employerincentivesandapprovedtimeforonsite training
  • 10. NortheastOhioAlliedHealthWorkforce DevelopmentReport - 10  Bestpractice of CenterforHealthAffairs: StudentMax—centralizedopportunitiesforAllied Healthtraining  Collaborativedesignandmanagementof CEUtrainingandincentivesbyemployersand educators  Bestpractice of Humility-MaryHealthPartners(Youngstown) forcentral clearinghouse for clinical trainingandshadowing  Barriersto AlliedHealthtrainingprograms  Regional standardizedAllied Healthorientation  Bestpracticesfor criminal investigationprocess  Modelsof innovative nontraditional AlliedHealthclinical educational experiences  Tensionbetweenemployerexpectationsforstaff productivityversusneedfortime forstudent training Research Tools:  ActionTeamsurveyof regional healthsystemHRmanagerstoassessemployertrainingcapacity inAlliedHealthdisciplineswithgreatestneed: Laboratory(MT/MLT), OT/OTA,PT/PTA,Speech, PhysicianAssistant  Vendordevelopmentof acriminal investigationsystemtobe administeredbyaConsumerFair CreditReportingagency  Bestpractice researchof StudentMAXTM — centralizedopportunitiesforAlliedHealth training—thisresource hasbeensuccessfullyused for Nursingsince 2006 throughNortheastOhio NursingInitiative (NEONI).  Bestpractice researchof Humility-MaryHealth Partners’central clearinghouse forclinical training and shadowing  Northeast Ohio Nursing Forecast through the Mt. Sinai Health Care Foundation, CHA and NEONI can serve asa model forpredictingsupply and demand for Allied Health careers/professions. Key Findings  Physiciansmustbe preceptorsforPhysicianAssistantstudents.  Employerproductivitymeasuresare a barrierto recruitingclinical staffas instructors/preceptors.  There isneedanddemandfor evening,nightanddayclinical trainingopportunities.  Contractual relationshipsbetweenemployersanduniversitieswere notidentifiedtobe a barrier to studentaccessto AlliedHealthclinicaltraining.  EmployerincentivesforonsitetrainingexistforPTA,DPT,OTA,OT and RT in the formof performance evaluations,careerladderand/orclinical instructorcredentialing.  No employerincentivesexistforPhysicianAssistantsorLaboratory.  Humility-MaryHealthPartnershasdevelopedanaffiliationagreementtemplatesothatan educationaffiliate hasone agreementformultiple programs. StudentMAXTM Model
  • 11. NortheastOhioAlliedHealthWorkforce DevelopmentReport - 11 Action Team Recommendations  PhysicianAssistants (PA): Appeal toregional physicianorganizationsto askmembersto considertrainingPA students(i.e.Pediatrics,Geriatrics,Surgery,OB,ER).  Respiratory Therapy (RT): (1) Remove ormodifyproductivitymeasuresfromthose participating intrainingstudents;(2) varythe regional assessmentof programstart datesto supportthe range of clinical experiencesneeded;(3) encourage academicprogramstoconsiderandask clinical sitesforevening,nightandweekendshiftstudentexperiences.  Laboratory (MLT/MT): (1) Appeal tocurrent hospital laboratoriesthatare notparticipatingin trainingMLT or MT students;(2) investigate if projecthire moneycanbe usedforemployers interestedintrainingMLT/MT studentsusingclinical instructors/preceptors.  RehabilitationSciences(OTA,OT, PTA, DPT, SLP): Consider2 studentsto1 preceptormodel.  Create a regional alliance forthe coordinationof clinical placementof AlliedHealthstudents.  Promote preceptor(train-the-trainer) programs.  Pilotthe use of StudentMAXTM foran AlliedHealthdiscipline,anonlinecentralizedclinical placementsoftware system. K-16 AlliedHealthCareerAwarenessand AcademicPreparation Action Team Leaders: Co-Chairs: LinnGahr, Region8 Co-administrator,Ohio SkillsBank/LakelandCommunityCollege andBethVidmar,Director,Human Resource andWorkforce Development,SummaHealthSystem Action Team Members: MelissaCarr, Tri-CountyComputerServices Association;BarbaraFlinn,ClevelandClinic; DavidKleinschmidt,Ashland CountyWestHolmesCareerCenter;DonLandek,UniversityHospitals;Danita Logan, OneStopOhio;RonnaMcNair,CuyahogaCommunityCollege; Barbara Mikuszewski,CuyahogaCommunityCollege; KimberlyMoss,SummaHealthSystem; MollyNeider, CuyahogaCommunityCollege;Bill Novak,CuyahogaValleyCareerCenter;AnnMarie Ondo,Akron Children’sHospital;GinaPastella,NeoHealthForce (since resigned);KathyRadigan,WilloughbyEastlake Schools;BelindaRichardson,CuyahogaCommunityCollege; CarlaSibley,AkronPublicSchools; Patricia Smith,Trumbull CountyOneStop;andCheryl VanHorn,MetroHealthMedical Center Key Question Addressed: What needs to be done to significantly increase student awareness of Allied Health careers and assure appropriate K-16 academic preparation for career pathways? Action Team Research Topics: 1. Identifyandprioritize issuesrelevanttothisarea 2. Researchandidentify bestpracticesinNortheastOhioandelsewhere 3. Determine the interestof K – 16 educators inpromotingAlliedHealthcareerawarenessto theirstudentsandto identifythe typesof programsandmethodsof deliverythatwouldbe mostvalued
  • 12. NortheastOhioAlliedHealthWorkforce DevelopmentReport - 12 Research Tools:  ActionTeamsurvey wasdesignedanddistributedto54 K-12 school representativesinNortheast Ohioconsistingof superintendants,curriculumdirectors,careerdevelopmentspecialists, professionaldevelopmentspecialists,science/healthlearningspecialistsK-12,counselors, school communityliaisons,school improvementcoordinators,executive directors,principals and assistantprincipalsinEconomicDevelopmentRegions8,9 and12 representingthe Cleveland,AkronandYoungstownareas. The survey hada 46 percentresponse rate from26 respondents. Key Findings: The ActionTeam’sresearchidentified these prioritizedneedsindevelopingasustainable approach to careerawarenessinthe alliedhealthfieldamongK-16population:  Academicpreparednessparticularlyinmathandscience  Engagementof parentsincareerawareness  Adequate resources,includingtime,availabletocounselors/teacherstodevote tocareer awareness  Availabilityof programsatnon-traditional timesoutsideof the classroom  Curriculumalignment,on-site speakersandpresenters(particularlythose abletospeakin languagesinadditiontoEnglish) andfieldtripswere rankedasmostimportantwaystoenhance careerawareness. The researchalso indicatedthatthere isstrongschool districtsupportof K-12 AlliedHealthCareer Awarenesswiththe belief thatthe focusof such effortsshouldbe atthe middle school level. Preferred educatormethodsforcareerawarenesseducationinclude fieldtrips,shadowingandweb-based learningopportunities. Surveyrespondentsindicatedthata database of resourceswouldbe helpful. Action Team Recommendations  Conductadditional research, particularlyinthe areasof engagingK -12 educators,more comprehensive identificationof bestpracticesandfurtherevaluationof the impactof best practicesto bestguide students,parentsandeducators.  House and maintain anupdatedandcomprehensive database withthe www.healthy- careers.orgsite. Verypreliminaryresearch suggeststhatthe costof the database housedatthe www.healthy-careers.orgsite wouldbe $36,000 for the initial workandwebsite maintenance wouldbe $300 annually.  Market the HealthCareers database with healthcare,education,workforce developmentand otherprofessionalsandstakeholders.  Conductfocusgroups withK – 12 representativesforfurtherresearchintowhatmethodologies are mosteffective,rank/prioritizebestpracticesastoefficacy,andpromote accessto Allied Healtheducationandtrainingopportunities.
  • 13. NortheastOhioAlliedHealthWorkforce DevelopmentReport - 13 IncumbentAlliedHealthWorkforce Development Action Team Leaders: Tracy Carter,MHSA, Directorof GovernmentAffairsand HealthPolicy,SummaFoundationandLisaGoetsch,M.Ed.,Director, Workforce Development,KentState UniversityandActingCoordinator,NEO HealthForce Action Team Members: Richard Biering,AkronChildren’sHospital;Sandra Bizzell,CuyahogaCountyWorkforceDevelopmentBoard;Christine Bok,Ohio One Stop;Marsha Bucciarelli,ITCertificationInstitute; Jeanine Carroll, ClevelandState University; Diane Euchenhofer, GreaterAkronChamber;ElizabethGildone,Cleveland ClinicFoundation;Bill Hanigan,MedinaCountyOffice of workforceDevelopment; MyaHasson, Eastern GatewayCommunityCollege;DavidKleinschmidt,AshlandCounty-WestHolmesCareerCenter; Chelsea Mills, TowardsEmployment; KimberlyMoss, SummaHealthSystem; RobertPaponetti, The Literacy Cooperative;Debbie Perkul,UniversityHospitals;andCathyRowan,AkronChildren’sHospital Key QuestionAddressed: How can theadvancementof incumbentworkersinto high demand allied healthoccupationsbeadvanced by employers? Action Team Research Topics:  Employercapacityfortraining,providingaccesstoavailableprograms,andestablishing learning centers  Employee assessments  Reviewof currentdatato supportinvestmentintrainingprograms-i.e.costtorecruit,learning curve,lostproductivity,benefitsof retention,employee engagement Research Tools:  OSB Data, resourceslists,ARHA CareerPathwaysbook,NOHSICvideosby profession,Tri-C careercards, online resources, UnitedStatesDepartmentof Laborpublicationsandwebsite, O'Netand others  Bestpractices: ClevelandClinic: ProjectReachTowardEmploymentplanningtools Key Findings– Data Review:  Employersshould review institutional policiesandprogramstosupportemployeeadvancement and education(i.e. tuitionadvancement/reimbursement,workrelease,etc.)  Needtoselectinstitutionand/orindividual withresponsibilityforemployee career advancementplanning,awarenessplans,resource coordination,trainingandcommunicationof postings  Advancementshouldbe incorporatedintoemployee performance reviewsasa professional developmentcomponent  Employeesneedgreaterawarenessof opportunitiesforadvancement, skillsrequired,where to findhelp,jobfit,employer-basedresources,development/advancementversusperformance management  Lack of alignmentof basicskillsrequirementsandresourcestocareerpathwaysawarenessand materials  The alliedhealthprofessionlacksa"marketing"planforeachinstitutiontoensure regular communications
  • 14. NortheastOhioAlliedHealthWorkforce DevelopmentReport - 14 Action Team Recommendations: 1. Provide careercounselingforemployeesthatincludes communicationandfollow upplanwith employee(andsupervisor) tosupportemployee intheireducation,professional development and advancement. 2. Establish employeecohorts;linkstudent/employeesforstudygroups andpeersupport 3. Recognize employeesforgoal attainment(i.e. newsletterarticlesandrelatedactivitiesshowing employeeadvancement,degree completion) 4. Establishawarenesstrainingforsupervisors/stafftosupportcareerdevelopmentcounseling (alignedwithsupervisortrainingactionplan) 5. Provide opportunitiesforemployerstodevelopstrategiesinconjunctionwithother departmentstoalignemployee advancement activitiesand plans 6. FundA.H. workforce development capacity-buildingwithinhealthsystememployers,education providers,workforce developers andregionalpartners byhavingtrainedorcertified (e.g.Global CareerDevelopmentFacilitatorcertification) careercounselors withparticularexpertise inAllied Healthor create a pool of sharedregional AlliedHealth orworkforce developmentspecialists; fundtrainingcurriculumandothertrainingresources 7. Identifyviable trainingprovidersandorganizational capacityforinternal trainingprograms. 8. Develop AlliedHealth careerinventoryandrelatedtools 9. Coordinate with AlliedHealthCare AwarenessActionTeam toprepare andutilize same resourcesforincumbentanddislocatedworkers AlliedHealthFaculty Development Action Team Leaders: Deidre Windom,Director,Human Resources, Humilityof Mary HealthPartners andFrankP. Ward, Ph.D.,Dean,AlliedHealthandNursing,LorainCountyCommunity College Action Team Members: Stacy Buser,Universityof Akron; Barb Demyan,SouthwestGeneralHealthCenter;Carol Drennan,Kent State University-Ashtabula;BarbaraLeisinger,SummaHealth System;Barbara Pisanelli,SummaHealthSystem; MonikaMokos, SouthwestGeneral HealthCenter Key QuestionAddressed: Whatcan universities, trainersand employersdo to removebarriersand increase theregional poolof Allied Health faculty? Action Team Research Topics:  Regional availabilityof clinical sitesandpreceptortraining  Highereducationandtrainers’understandingof workforce needsof employers  Removingbarriersandofferingincentivesforclinical staff toteach
  • 15. NortheastOhioAlliedHealthWorkforce DevelopmentReport - 15 Research Tools: Two surveyswere initiatedbythe AlliedHealthFacultyDevelopmentActionTeam. One online surveywascompletedby106 out of 140 clinical instructors (76percentresponse rate). A secondonline surveywascompletedby48out of 145 humanresource professionals(33percent response rate). Bothsurveyswere administeredtoclinical instructorsandhumanresource professionalsatinstitutionsinNortheastOhio. (AppendixII) Key Findings– Clinical Staff Survey:  Perceivedobstaclesforclinicalstaff toserve asclinical instructorsintheirdisciplinesor professionalareas: Highworkload,employerexpectationsforproductivity,lackof rewards/incentives  Perceiveddegree of employersupportforprofessionaldevelopmentof clinical staff forclinical instruction: verystrong  Participationasa clinical instructorseenasstrengthbypeers? Yes  Participationasa clinical instructorseenasstrengthbysupervisor? Yes  Typesof instructordevelopmentactivitiesrespondentshave participatedinoverpasttwoyears: workshops/seminars,formal training,onlinecourses,conferences  Typesof activitiesinwhichrespondentswouldlike toparticipate: workshops/seminars,brown bag lunches,conferences  Overall satisfactionwithrespondents’rolesasa clinical instructor: satisfied/somewhatsatisfied  Awarenessof formal trainingopportunitiesinrespondents’disciplines: yes  Suggestedincentivesforincreasing numberof clinical instructors: increased compensation, availabilityof teaching resources, more recognition  Reasonsforchoosingto be clinical instructor: increasedknowledge,improved andexpanded skills, includingtechnical skills Key Findings– Health SystemHuman Resource ProfessionalsSurvey:  AlliedHealthprogramsutilizingclinical faculty: Medical LabTechnician,RadiologyTechnician, Physical andOccupational TherapyAssistants,Medical AssistantsandPharmacyTechnicians.It was notedthatRadiationTechnologyisatsaturationpointatarea institutions. ManyRadiation Technologystudentsmove ontootherspecialties.  Itemsthat qualifyfortuitionreimbursementatrespondents’institutions: collegecourse work leadingtoa degree orcertificate  Itemsqualifyingforreimbursementthroughindividualdepartmenteducationbudgetsat respondents’institutions: workshops,seminarsandcontinuingeducationprograms  Perceiveddegree of supportforprofessionaldevelopmentof AlliedHealthclinical instructorsat respondents’institutions: mostsaidstrong;however14out of 33 saidsupportwasweakor veryweak  Institutions’preferencetodevelopin-houseprofessional developmentprogramsforclinical facultyor sendoff-site: mixedwithin-househigherthanout-sourcing  Availabilityof in-houseclinical facultydevelopmentprograms: 53% yes  Typesof in-house programsbeingoffered: workshops,seminars,collaborative programs with educational institutions,computerbasedtraining  Availabilityof facilitiesforemployeestoutilizedcomputer-basedtraining: 96% yes  Opportunityforemployees toreceive paidtime off toattendprofessional development programs: 69% yes
  • 16. NortheastOhioAlliedHealthWorkforce DevelopmentReport - 16 Action Team Recommendations: 1. Encourage employerstoprovide accesstowebsite forclinical trainingandinstructions 2. Promote regional online learningopportunitiesthroughcentralizedandindividualinstitutions’ websites 3. Initiate regionalcollaborativeprogramsthatdevelop andemploy clinical faculty 4. Encourage employersandsupervisorstoprovide flexible workloadsand schedulestosupport clinical instruction 5. Encourage employersandsupervisorstorecognize andprovide creative incentivesand awards (e.g.CEUs) for clinical instructorswhetherin-house(athealthsystems) orthrougheducational institutions 6. Identify anddisseminatebestpracticesforpromotingandexpandingclinical instruction AlignmentofAlliedHealthAccreditation, CertificationandLicensure Requirements Action Team Leaders: DeborahL. Hardy, Dean,Science andHealthTechnologies, LakelandCommunityCollege andAngelaKey,PHR,CCP,Director,Human Resources,EMH Regional Healthcare System Action Team Members: StaceyAshford,RemingtonCollege; MariaDelost, Ph.D.,YoungstownState University;and DonnaMoore-Ramsey,Cuyahoga Community College Key QuestionAddressed: Whatneedsto be doneto align licensure, accreditation and certification standardswithAllied Health training and employerneeds? Action Team Research Topics:  Differentiatingbetweencertificationandlicensureforeachhighdemand alliedhealthoccupation  Commonalitiesinaccreditationprocessesbetweenprofessions Research Tools:  SummitI surveywithhighdemandoccupationdata  Highdemandchart focusedonhighdemandoccupationsof PhysicianAssistant, Respiratory Therapist,Medical LabTechnologist/MedicalTechnologist,Physical Therapist/Physical Therapy Assistant  AssetMaps from OhioSkillsBank Regions8,9, 12  Researchresource: http://arha.org/Career/2010ARHA%20HealthCareerGuide.pdf  Researchresource: http://www.ama-assn.org/ama/pub/education-careers/careers-health- care/directory.shtml Key Findings  Afterreviewof the highdemandareasof PA,PTA/PT,MLT/MT, and Respiratory, the Action Team recognizedthatRespiratoryandMLT/MT permitlimitedemployment optionswith anticipationof licensure/certification.  Employershire graduatesonlimitedstatusandprovide parametersforlicensure/certification.  Concernswere identifiedwiththe transitionfromPTA toPT—itisnota smoothtransition.
  • 17. NortheastOhioAlliedHealthWorkforce DevelopmentReport - 17  Several advisory boardsexistacrossthe regionandthe same stakeholdersparticipate. Action Team Recommendations 1. Collapse actionteamintoanothercommitteetoensure some periodicmonitoringof accreditation,licensure,andcertification. 2. Provide venue toshare committeefindingswiththe large healthcare communitythrougha website thatismaintainedandcentralizedforall toreferasneeded. Conclusion: Recommendationsand NextSteps The recommendationsthatemergedfromthe ActionTeamsandtheirplanning processesare below: 1. Create a regional alliance tocoordinate the clinical placementof AlliedHealthstudents. 2. Expandthe numberof AlliedHealthclinical faculty(on-site andatcollegesanduniversities) by: a. Recruitingfromregional physicianassociationsandhospital laboratories; b. Promotingpreceptor(train-the-trainer) programs; c. Removingormodifyingemployerproductivitymeasurestoencompassclinical instruction; d. Initiatingregional collaborative programsthatdevelopandemployclinical faculty; e. Identifyinganddisseminatingbestpracticesforpromotingandexpandingclinical instruction; and f. Offeringincentivesandrecognition. 3. Increase accessto clinical trainingopportunitiesbyofferingevening,nightanddaytime programs;varyingprogram start dates;providingsimulationtraining,andexpandingthe student to preceptorratio. 4. Buildthe capacity(i.e.AlliedHealthcareercounselorsonstaff) of healthsystemstoprovide careercounseling,planningandassessmentservices,aswell asworkplace education,training and professional developmentopportunitiesforAlliedHealthemployeesandincumbent workersinterestedinAlliedHealthoccupations. Specifictrainingthatwasidentifiedtobe of importance includessupervisorytrainingandaccess toonline trainingresources. Professional cohort groups,financial incentives,flexibilitywithscheduling,andrecognitionof educationand trainingaccomplishmentswerealsorecommended. 5. Educate and encourage healthsystememployerstoinvestinincumbentworkforce developmentthroughflexiblescheduling,release time,financialincentivesandincreasedon- site real and online accesstoAlliedHealthprofessional developmentopportunities. 6. Establisharegional AlliedHealthwebsite topromote clinical training,provide careerpathway information,postemploymentopportunities,provide careerawarenesstoeducatorsand provide informationandlinkstoresources. NextSteps: There are a numberof nextstepsimpliedinthe researchandrecommendationsof the AlliedHealthplannersthatparticipatedinthisworkforce developmentprocess. These include:  Reconvene all regional AlliedHealthworkforce stakeholdersinathird Summitinthe fall of 2010 to learnaboutthe researchand recommendationsof the AlliedHealthActionTeams,andsecure renewedandadditionalcommitmentstohelpinitiatethe recommendations.  Acquiringregional,state andfederal fundingtoinitiatesystemicregional AlliedHealth workforce developmentresourcesthatbuildcareerawareness,expandtrainingandgrowthe pipelineof skilledemployeesforhighdemandAlliedHealthoccupations.
  • 18. NortheastOhioAlliedHealthWorkforce DevelopmentReport - 18  Convening,educatingandsecuringthe commitmentof healthcare employerstoinvestin incumbentworkforce development.  Meetingwithpolicyleadersto educate aboutthe needforAlliedHealthworkforce development and to engage themtoinfluence policy,convene stakeholdersandacquire funding.  Identifycritical linksinthe regional AlliedHealthworkforce developmentsystemforhiringand placingAlliedHealthworkforcedevelopmentcounselorsorspecialiststofacilitate AlliedHealth workforce development(careerawareness,assessment,referrals,education).  Conveninghigheducationandemployerleadershiptojointlydevelopstrategiesandincentives for increasingandretainingthe numberof AlliedHealthfaculty.  Identifyingactionteamsortaskforcestoinvestigatethe replicationoradaptationof Student MAXTM , NE OhioNursingForecastandotherregional bestpracticesinthe regionthatcan furtherworkforce developmentof AlliedHealthprofessionals.  Buildthe capacityof intermediaryorganizationssuchasNOHSIC,CHA,NEONI,OneStopsand othersto effectsystemicchange thatfavorablyimpactsAlliedHealthworkforce developmentin NortheastOhio. Appendices(inelectronicformatonly) AppendixI: Northeast OhioAlliedHealth Programs 1. NOHSIC,NortheastOhioCouncil onHigherEducation 2. NortheastOhioEducational FacilitiesOfferingAlliedHealthCareer Programs AppendixII: Surveys and Research 1. OhioSkillsBank AlliedHealthEducatorSurveyOctober2009 2. AlliedHealthCareerAwarenessSurvey –Summer2010 3. AlliedHealthEmployerSurveysandSummaries: Laboratory,PhysicianAssistant,Rehabilitative and RespiratoryTherapyOccupations 4. AlliedHealthFacultyDevelopmentSurveys: Clinical Instructors AppendixIII: Best Practices inthe AlliedHealth Field 1. AlliedHealthcare Model ProgramsandBestPractices 2. HealthCareersCollaborative—Cincinnati 3. Healthcare InPractice (HIP) BestPractice-CareerAwareness K-8 4. K-16 SolutionsandBestPractices 5. NOHSIC–ClevelandClinicSedde SaberInitiative AppendixIV: AlliedHealth PlanningProcessParticipantsRoster

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