Upload
others
View
2
Download
0
Embed Size (px)
Citation preview
Allied Health Advisory Group
October 2nd, 2015 9:30-11:30am UMass Medical School, Shrewsbury Campus Facilitator: Geoff Vercauteren Director of Healthcare Workforce Development
2
Welcome
Please say your Name
Title
Organization
Introductions
3
2016 Meeting schedule January 8th, 2016 9:30 – 11:30am
April 18th, 2016 9:30 – 11:30am
June 24th, 2016 9:30 – 11:30am
September 26th, 2016 9:30 – 11:30am
All meetings will be held at Shrewsbury campus
News and Announcements
4
Recently and soon-to-be released funding from DHE Direct Care RFP
▪ Awards announced October 21st, 2015
TRAIN Grant ▪ $1m over 12 months
▪ Focus – long-term unemployed
▪ Sector-based; includes healthcare
Rapid Response Grants ▪ $500,000 over FY 16
▪ Community Colleges eligible
News and Announcements
5
Nursing and Allied Health Initiative
http://www.mass.edu/nahi/home.asp
About
Allied Health Partners
Projects
AHAG Meetings
Documents
Minutes, etc.
Grants
AH RFP
Awardees
Resources
AH Resources
Workforce Plans
AH Workforce Plan
New Allied Health Website
6
New Allied Health Website
7
Review of the Nursing and Allied Health Summit – 9/25/15, Devens Conference Center Patricia Crombie, Director, Mass Action Coalition (MAAC)
Takeaways from the day
How do we bridge the allied health work we are doing with the nursing work being done?
Learning and Sharing
8
MA Action Coalition (MAAC) is co-led by the MA Department of Higher Education (DHE) & Organization of Nurse Leaders (ONL) of MA, RI & NH
Event was sponsored by the MAAC and partly supported by the RWJF Academic Progression in Nursing Grant (APIN)
Over a 150 leaders from nursing education and practice, healthcare and professional organizations
Goals
Disseminate MAAC & APIN outcomes and plans for future directions
Inform, engage and involve the healthcare community in the campaign
Illicit feedback and identify challenges and opportunities
MA Healthcare Workforce Summit
9
Keynote Address: John Lumpkin, MD,MPH- Senior VP, RWJF
“Nursing as Integral Part of Building a Culture of Health”
Culture of Health
Being healthy and staying healthy is an esteemed social value
Health of the population guides public and private decision making
Geography and demographics do not serve as barriers to good health
Everyone works collectively to foster healthy communities and lifestyles
Economy is less burdened by excessive health care spending
Everyone is supported to make proactive choices that improve health
Education: It Matters More to Health than Ever Before
MA Healthcare Workforce Summit
10
Create pathways to increase the number of nurses with a BSN or higher degree and to increase diversity in the nursing workforce
Promote the integration of the MA Nurse of the Future Nursing Core Competencies© - RN & LPN
Increase the faculty pool available to educate nurses from BSN through doctoral degrees
Remove scope of practice barriers for Advanced Practice RNs and strengthen interprofessional collaboration within the healthcare community
Priority Areas
11
Create pathways to increase the number of nurses with a BSN or higher degree and to increase diversity in the nursing workforce
Promote the integration of the MA Nurse of the Future Nursing Core Competencies© - RN & LPN
Increase the faculty pool available to educate nurses from BSN through doctoral degrees
Remove scope of practice barriers for Advanced Practice RNs and strengthen interprofessional collaboration within the healthcare community
Priority Areas
Overlap with Allied Health DCW goals for creating pathways into higher education.
ONL Spring Quarterly Meeting
Sheraton Norwood MA
March 7, 2014
On our way to 66% BSN by 2020
56%
59%
66%
50%
55%
60%
65%
70%
2012 2014 2016 2018 2020
Source: Massachusetts BORN Licensure Surveys 2012 and 2014.
ONL Spring Quarterly Meeting
Sheraton Norwood MA
March 7, 2014
Early signs of progress on diversity
259
227
138
109
0
50
100
150
200
250
300
2010 2011 2012 2013 2014 2015 2016 Target
Men African American Latino Asian
Increasing Numbers of BSN Graduates from Massachusetts Programs
Source: IPEDS. Completions Survey by Race.
14
Presentation:
“The Changing Role of the Direct Care Worker as Part of the In-Patient Care Team at a Large
Academic Medical Center”
Monique Terrio, RN, MBA, NE-BC; Nurse Administrator &
Director of PCA Float Pool; Brigham and Women’s Hospital
Learning and Sharing
15
16,000+ employees
793 beds
45,000+ admissions in 2014
600+ Patient Care Attendants (CNA’s)
About BWH
16
In-patient areas: Intensive Care Units
Medical/Surgical Units (step-down units)
Ambulatory: Emergency Department
Perioperative Areas
Dialysis and Infusion Center
Interventional Cardiac Testing
Where are Certified Nursing Assistants Working at BWH?
17
Assistive role: Help the Nurse with bathing a patient, repositioning
Re-stocking: Bedside supply carts, emergency and transport monitoring
Transport of patients: To and from testing areas
Set-up of sterile fields: Central intravenous lines, open-chest kit, burn dressings
Maintaining testing documentation (Dialysis Unit)
Specialized skills including: Phlebotomy, discontinuation of IV/Arterial lines, responding to medical codes in public areas (part of emergency response teams in ED/ICU)
CNA Responsibilities in the ICU
18
Activities of daily living “ADL’s”
Vital Signs (including manual and automatic blood pressure)
Oximetry readings and Electrocardiograms (EKGs)
Measuring and recording fluid intake/output
POCT (point of care testing)
Changing bed linen and incontinence care
Disinfection of multi-patient use equipment
Documentation of care
Constant observation of patients at risk for safety
CNA Responsibilities in Med/Surg Units
19
LONG-TERM CARE
Slower pace Less high-tech devices in use Patients more stable Able to establish caring
relationships with patients over time
More predictable routines May have less dependency on
computerization More physically challenging Fewer work flows
ACUTE CARE
Fast (stressful ) pace High-tech; new technologies Fewer but sicker patients Patients rotate out quickly Always prepared for the
unpredictable Constant readjusting of priorities;
less routine work Work flows and work environment
mostly computerized Magnitude of hospital size is
overwhelming
Patient Care Environment Comparison
20
Direct observation for patients at risk - often are the “first eyes” to alert the nurse of patient problems
Their voice is just as important as any other member
Care based on patient care plans
Communicate their portion of the care plan with patients
Culturally competent customer service
Basic emergency response and support during acute events
The CNA Role on a Care Team
21
Expectation of CNAs to participate in morning “rounds” and to contribute to the discussion at the bedside
Adoption of Electronic Health Record is changing the work flow—CNAs must now document all care in the EHR
New roles to play
EXAMPLE: New wireless surveillance system to monitor the safety of patients at risk for falls and falls with injury. Requires excellent communication, computer, and critical thinking skills; a strong clinical skills base; and astute observational skills
Care Redesign has Changed the CNA Role
22
Communication Able to discuss concerns verbally to a multi-cultural
audience – both patient and provider
Confidence to express opinion
Writing/presentation/speaking skills
Interpersonal
Cultural competency
Customer-focused (patient and family)
Understand unspoken communication (facial expressions, gestures, body language)
Critical Skills
23
Computer competency Able to share/read information via email
Complete computerized trainings
Able to enter/extract data from EHR
Able to use equipment that is computer based
Clinical skills Proficient in normal clinical skills
Participation in preventative care
Curiosity - must have a desire to advance learning and skills, open to new frontiers
Participation in unit-based research
Critical Skills
24
Questions?
25
• Offer or increase the length of clinical experiences
• Offer one day direct care previews
• Develop recruitment screening tools
Create Career Preview Opportunities
• Build direct care worker pathways
• Create recognized transferrable training
• Develop a direct care job website
• Invest in an information campaign for students (including financial aid awareness)
• Offer partial scholarships for students
Increase Career Awareness
• Staff a cross-secretariat task force to identify barriers
• Launch an advocacy campaign to improve reimbursement and wages
• Create an innovation fund to support new, untested, promising ideas
Change Policy
• Convene an education, employer and policy collaborative
• Articulate the business case for investing in the DCW
• Create regional data sets through the WIBs
• Launch a campaign to educate people on the value of the DCW in the healthcare system
Build the Business Case for Investing in the Direct Care Workforce
• Align core competencies across jobs and build consensus for support
• Pilot core competencies curriculum and offer statewide core competency courses
• Inform DCW curriculum with the employer needs
• Incorporate life/soft skills into direct care curriculum
• Align job descriptions and standards of practice
Invest in the Development of Core Competencies
• Develop and pilot a case manager model
• Offer post placement coaching
• Offer supervisor/staff management training
Provide Employer Support
AHAG Areas of Focus as of Oct. 2015
26
• Offer or increase the length of clinical experiences
• Offer one day direct care previews
• Develop recruitment screening tools
Create Career Preview Opportunities
• Build direct care worker pathways
• Create recognized transferrable training
• Develop a direct care job website
• Invest in an information campaign for students (including financial aid awareness)
• Offer partial scholarships for students
Increase Career Awareness
• Staff a cross-secretariat task force to identify barriers
• Launch an advocacy campaign to improve reimbursement and wages
• Create an innovation fund to support new, untested, promising ideas
Change Policy
• Convene an education, employer and policy collaborative
• Articulate the business case for investing in the DCW
• Create regional data sets through the WIBs
• Launch a campaign to educate people on the value of the DCW in the healthcare system
Build the Business Case for Investing in the Direct Care Workforce
• Align core competencies across jobs and build consensus for support
• Pilot core competencies curriculum and offer statewide core competency courses
• Inform DCW curriculum with the employer needs
• Incorporate life/soft skills into direct care curriculum
• Align job descriptions and standards of practice
Invest in the Development of Core Competencies
• Develop and pilot a case manager model
• Offer post placement coaching
• Offer supervisor/staff management training
Provide Employer Support
AHAG Areas of Focus as of Oct. 2015
RFP Goal Areas
27
• Offer or increase the length of clinical experiences
• Offer one day direct care previews
• Develop recruitment screening tools
Create Career Preview Opportunities
• Build direct care worker pathways
• Create recognized transferrable training
• Develop a direct care job website
• Invest in an information campaign for students (including financial aid awareness)
• Offer partial scholarships for students
Increase Career Awareness
• Staff a cross-secretariat task force to identify barriers
• Launch an advocacy campaign to improve reimbursement and wages
• Create an innovation fund to support new, untested, promising ideas
Change Policy
• Convene an education, employer and policy collaborative
• Articulate the business case for investing in the DCW
• Create regional data sets through the WIBs
• Launch a campaign to educate people on the value of the DCW in the healthcare system
Build the Business Case for Investing in the Direct Care Workforce
• Align core competencies across jobs and build consensus for support
• Pilot core competencies curriculum and offer statewide core competency courses
• Inform DCW curriculum with the employer needs
• Incorporate life/soft skills into direct care curriculum
• Align job descriptions and standards of practice
Invest in the Development of Core Competencies
• Develop and pilot a case manager model
• Offer post placement coaching
• Offer supervisor/staff management training
Provide Employer Support
AHAG Areas of Focus as of Oct. 2015
RFP Goal Areas AHAG
28
Discussion: What does the group see as other priorities?
What else should the AHAG focus on?
Our Future Work
29
Discussion: What should the next round of funding be for?
▪ If a small amount of funds were left over for FY16?
▪ What should we be planning to do for FY 17 funding?
What is the advocacy role of AHAG?
Our Future Work
30
Identify more employers to join
Identify legislative staff to join Who will help out?
Please connect with Geoff on both
Other “to do’s”
To Do:
31
Thank you sincerely for your time and dedication!!!