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.