Supporting Health Centers through Workforce Development Feygele Jacobs Executive V.P./ COO RCHN Community Health Foundation March 2012
RCHN CHF • Evolved from reorganization of multi-tiered NYC-based delivery network multi-site CHC, managed care plan, and MSO ● Sale of the health plan (2005) provided the opportunity to develop the Foundation and make a substantial commitment to the broader CHC community ● RCHN CHF is the only Foundation in the country devoted exclusively to FQHCs, and has a national scope F. Jacobs | RCHN Community Health Foundation | March 2012 2
Foundation Mission and Goals • Natural progression of the Ryan Community Health Network, building on unique strengths • Mission: To support and benefit the work of community health centers nationally • Goals: To help CHCs address primary challenges and drive positive, sustainable change for the CHC market F. Jacobs | RCHN Community Health Foundation | March 2012 3
Foundation Strategies • Not-for-profit operating Foundation Entrepreneurial approach beyond traditional grant making • Supports CHCs through: Strategic investment Research and education Coalition building • Complements and supports work of NACHC, CHV and other foundations through collaboration and partnership F. Jacobs | RCHN Community Health Foundation | March 2012 4
Why Workforce? ● Staffing issues an ongoing consideration for healthcare providers Demographic shifts Limited labor pools relative to demand Uneven educational opportunities Vocational and other training needs F. Jacobs | RCHN Community Health Foundation | March 2012 5
Why Now ? ● Affordable Care Act Central aim: Expansion of overage − Medicaid expansion guarantees coverage for adults up to 133% of poverty − establishment of health insurance Exchanges Incentives to increase clinician supply and support primary care ● CHC Expansion $11 billion in health center funding F. Jacobs | RCHN Community Health Foundation | March 2012 6
Why Now ? ● Caring for patients is growing more challenging more patients, and more with increasingly complex health problems new technologies complexities of major expansion of and changes in insurance coverage Increased demand and complexity F. Jacobs | RCHN Community Health Foundation | March 2012 7
Why Now ? ● For coverage to translate into access, there needs to be capacity Convergence of need and opportunity ● Recognize role of CHCs as essential to the fabric of local economy CHCs generated economic benefit of $20 bil including jobs, spending on goods and services 2009, with more than $53 bil projected by 2015 Opportunities to further stimulate local economies and accelerate recovery and growth F. Jacobs | RCHN Community Health Foundation | March 2012 8
Why Focus on Entry Level ? ● Workforce dialog typically focused on providers Over 131,000 FTEs work in CHCs today − 50,700 providers and enabling staff − 80,900 other staff Need adequate base of skilled staff to support providers ● Team emphasis of patient-centered medical homes F. Jacobs | RCHN Community Health Foundation | March 2012 9
Project Objectives ● Support CHCs in transformation efforts Validate and verify assumptions and needs with CHCs ● Optimize ability of CHCs to serve as high quality and high-performing medical homes ● Embed talent and capability in CHCs to make them providers of choice F. Jacobs | RCHN Community Health Foundation | March 2012 10
RFP Responses ● Over 11o complete applications ● Funding requests totaling $225,000,000 ● Evaluation criteria included alignment with objectives community need documented capability to implement and sustain the project potential impact. F. Jacobs | RCHN Community Health Foundation | March 2012 11
RFP Responses ● Common themes ● Unique elements ● Evidence of compelling demand ● Highlight workforce challenge and need for additional support F. Jacobs | RCHN Community Health Foundation | March 2012 12
Aaron E. Henry Community Health Services Center, Clarksdale MS • AEHCHSC (1979) serves five rural counties in northwest MS with 3 freestanding clinics, 2 school-based sites and mobile medical unit • Project includes 11 counties and CHC partners • Recruitment: educational mentoring for middle school and high school students about health care careers Internships and training for students in community and four-year colleges • Retention: specialized computer- and video-training modules and training during work hours to enhance skills and increase job satisfaction. F. Jacobs | RCHN Community Health Foundation | March 2012 13
Charles B. Wang Community Health Center, New York City • Based the NYC metropolitan area, CB Wang (1971) provides 200,000 visits to over 39,400 patients at 4 sites. • Retention: On-line training to improve retention of receptionists, medical assistants, case managers, and community health workers Emphasis on customer service, interacting with the center’s patients, using medical terminology, and utilizing electronic health record and management systems Training is bi-lingual to best address needs of staff and patients Additional emphasis on mid-level manager training to facilitate better mentoring and support of entry-level employees. Community partnerships F. Jacobs | RCHN Community Health Foundation | March 2012 14
Penobscot Community Health Care Bangor, Maine • PCHC (1997) serves 60,000 patients at 15 locations. Project 350,000 patient visits • Retention: Skills enhancement for frontline health center staff - patient service representatives • Recruitment: Encompass diverse experiences and backgrounds, maximize job prospects for people who may not previously have considered applying for health care positions • Partnership with the Maine Community College System and the state’s other community health centers F. Jacobs | RCHN Community Health Foundation | March 2012 15
Seattle Indian Health Board Seattle, Washington • Urban center (1970) addressing needs of American Indian and Alaska Native patients in greater Seattle/King County. Offers primary care, chemical dependency services, traditional Indian Medicine. • Recruitment: • recruit interns and future employees through local colleges and vocational training programs, with a focus on outreach to American Indian and Alaska Native students. • Retention: Skills enhancement and career pathways for current staff improving computer skills, and electronic health records, using medical terminology, and providing culturally sensitive customer service. develop computer-training modules existing relationships with community colleges F. Jacobs | RCHN Community Health Foundation | March 2012 16
Wai’anae Coast Comprehensive Health Center, Wai’anae, Hawaii • WCCHC (1972) in Leeward Coast region serves approximately 29,000 patients, primarily Native Hawaiian, Asian and other Pacific Islanders. Largest and oldest CHC in Hawaii. • Longstanding emphasis on career development with in-house learning center • Significant local employer • Retention: Cross training so staff can work both within and across multiple departments • Recruitment: create internships for community college students increase opportunities, through existing educational programs and expanded outreach efforts, for U.S. veterans to obtain the skills they need to become successful health center employees. F. Jacobs | RCHN Community Health Foundation | March 2012 17
Project status • Started January 2012 • Funded for one year Present milestones, interim reports at mid- year • RCHN CHF assessing future funding opportunities F. Jacobs | RCHN Community Health Foundation | March 2012 18
More Strategy ● Embed Strongest possible talent and leadership ● Transform Existing settings and programs ● Leverage Availability of dollars and programs Facilitate effectiveness and replicability ● Support capability of CHCs as economic engines F. Jacobs | RCHN Community Health Foundation | March 2012 19
Let’s Stay in Touch! Feygele Jacobs Executive V.P./COO RCHN Community Health Foundation fjacobs@rchnfoundation.org 212.246.1122 ext 712 F. Jacobs | RCHN Community Health Foundation | March 2012 20
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