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Capital Area Healthcare Industry Analysis - Presentation to the Central Texas Healthcare Partnership

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Researchers from the Council for Adult and Experiential Learning (CAEL) and Avalanche Consulting presented the key findings of their study to the Central Texas Healthcare Partnership on Tuesday, September 25th. Their research found that the five-county Austin-Round Rock Metropolitan Statistical Area continues to enjoy strong demand for middle-skill healthcare workers, including shortages of workers in several key occupations.

For more information or to download a copy of the full reports, please visit https://centraltexashealthcarepartnership.org/

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Capital Area Healthcare Industry Analysis - Presentation to the Central Texas Healthcare Partnership

  1. 1. Workforce Solutions Capital Area Healthcare Industry Analysis PRESENTATION TO THE CENTRAL TEXAS HEALTHCARE PARTNERSHIP September 25, 2018
  2. 2. 1 AGENDA • Project Objective • Workforce Supply and Demand Analysis o How We Measure o Supply o Demand o Gaps • Workforce Alignment Strategies o Themes, Goals, and Strategies o Next Steps
  3. 3. 2 CAPITAL AREA HEALTHCARE INDUSTRY ANALYSIS Report 1 • Understanding the supply and demand dynamics Report 2 • Creating a framework of strategic recommendations Stakeholders • Central Texas Healthcare Partnership • Workforce Solutions Capital Area • Funding and support from: Project Objective to better understand the labor market landscape and discover potential strategies to increase alignment between regional supply and demand for middle-skill healthcare careers
  4. 4. 3 WORKFORCE SUPPLY AND DEMAND ANALYSIS: HOW WE MEASURE Geography • Large commuter workforce = metro analysis • Included Travis some County jobs data Demand • 2017-2022 average job creation forecast by middle-skill occupation • Focus on “Job Openings” measured by BLS Supply • Measure credential completion levels in 2016 – are we producing enough grads? • Can’t measure supply due to relocations, but we adjust our model • Non-credit data is limited to ACC, two others
  5. 5. 4 WORKFORCE SUPPLY AND DEMAND ANALYSIS: SUPPLY-DEMAND DATA EXAMPLES: Unknown output due to non-credit: Home Health Aides (has 1,100 job openings)
  6. 6. 5 WORKFORCE SUPPLY AND DEMAND ANALYSIS: SUPPLY-DEMAND DATA EXAMPLES:
  7. 7. 6 WORKFORCE SUPPLY AND DEMAND ANALYSIS: SUPPLY Institution 2016 Total Non-Credit Certificate* For-Credit Certificate Associat e Austin Community College 953 285 120 548 Goodwill 607 381 226 Everest Institute-Austin (Closed) 226 226 The College of Health Care Professions-Austin 192 174 18 Virginia College-Austin 181 86 95 Southern Careers Institute-Austin 140 140 CyberTex Institute of Technology 93 93 Skillpoint Alliance 66 66 South University-Austin 12 12 National American University-Austin 8 1 7 National American University- Georgetown 8 2 6 National American University-Austin South 2 1 1 Texas State University ** Central Texas Nurse Network ** HEALTHCARE PROGRAM GRADUATES, 2016 SOURCE: AVALANCHE CONSULTING / US DEPT OF EDUCATION / NON-CREDIT PROVIDERS Note: Many Non-Credit programs do not report their statistics to the US Dept. of Education. The above includes select non-credit programs for which data were available. *Data for non-credit is 2017 **May offer sub-baccalaureate programs for which no data is available
  8. 8. 7 WORKFORCE SUPPLY AND DEMAND ANALYSIS: GAPS Largest Gaps • Nursing Aide, Orderlies & Attendants • Registered Nurses Moderate Gaps • LPN/LVN • Medical Assistants • Dental Assistants • Pharmacy Technicians/Aides • Dental Hygienists • Ophthalmic Medical Technicians • Medical Records & Health Information Technicians • Phlebotomists Smallest Gaps • Physical Therapist Assistants • Surgical Technologists • Radiologic/Nuclear Technologists & Therapists • Medical & Clinical Laboratory Technicians • Cardiovascular Technologists & Technicians** • Occupational Therapy Assistants • Magnetic Resonance Imaging Technologists** • Respiratory Technicians & Therapists • Diagnostic Medical • Gap = job openings - graduates • Largest volume gaps are Nursing Aides, Registered Nurses, and LPN/LVNs • ** Small gap, but severely undersupplied: Dental Hygienists, select Techs • But, be cautious about low entry-level wage growth
  9. 9. 8 WORKFORCE ALIGNMENT STRATEGIES: THEMES, GOALS, AND STRATEGIES Goal 1: Create support for healthcare career pathways. • 1.1: Develop and promote the use of consistent messaging and career pathway resources in collaboration with employers, training providers, and CBOs. • 1.2: Promote healthcare career pathways for front-line staff and low wage middle-skill, healthcare occupations. Goal 2: Improve processes for directing job seekers into healthcare careers. • 2.1: Formalize processes for identifying potential healthcare workers and referring them to resources in the Workforce system. • 2.2: Expand partnerships with community based organizations. Theme 1: Insufficient Career Pathway Advising and Awareness
  10. 10. 9 WORKFORCE ALIGNMENT STRATEGIES: THEMES, GOALS, AND STRATEGIES Goal 3: Improve collaboration to address capacity challenges. • 3.1: Explore collective solutions to experiential learning, facility, and faculty capacity challenges between training providers, local healthcare employers, and workforce stakeholders. • 3.2: Increase awareness of training programs for which there is strong demand for workers and underutilized enrollment capacity. Goal 4: Expand partnerships across regional stakeholders. • 4.1: Grow programs and processes to strengthen the connection to K-12 institutions. • 4.2: Provide a forum for training providers to find shared solutions to completion, enrollment, and capacity issues. Theme 2: Barriers to Scaling Education and Training Programs
  11. 11. 10 WORKFORCE ALIGNMENT STRATEGIES: NEXT STEPS Transactional Change Strateg y 3.1 Systems Change High Investment Low Investment Strateg y 1.2 Strateg y 3.2Strateg y 2.2 Strateg y 4.1 Strateg y 4.2 Strateg y 2.1 Strateg y 1.1 • Investment: The level of resources that may be required for success on a continuum from high to low investment • Impact: The type of change that occurs ranging from immediate, transactional change to long-term, systematic change
  12. 12. 11 THANK YOU Angela Gallagher Council for Adult and Experiential Learning (CAEL) agallagher@cael.org Chris Engle Avalanche Consulting chris@avalancheconsulting.com

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