A Demand-Driven Catalyst for Workforce Development: Maryland

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A Demand-Driven Catalyst for Workforce
DevelopmentMarylands Healthcare Coordinated
Approach Workforce Development is Economic
Development
2
The Agenda

• Industry Cluster Approach to Workforce
  Development
• Cluster Benefits The Business Case
• Marylands Coordinated Approach

Phase 1 Assessment
Phase 2 Research Organizational Development
Phase 5 Implementation
Phase 3 Creating the Framework
Phase 4 Workforce Summit
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Maryland Recognized the Need to Think Differently

• Create a demand-driven model to enable the
  workforce system to meet the needs of a
  competitive marketplace
• Identity needs of demand-side and align
  supply-side to meet those needs
• Help service providers understand the needs of
  employers
• Inform employers of the capabilities and
  capacities of service providers

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Maryland Focuses on the Healthcare Cluster First

• Healthcare was identified as an industry with
  Critical Skills Shortages by the GWIB
• Healthcare is a major economic driver in Maryland
• The industry is organized in respected and
  recognized associations
• A wealth of data was available to help determine
  goals and measures
• The crisis is apparent to the public and
  political forces

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Marylands Research and Development

• Identified private sector Initiative Chair
• Created an industry led Steering Committee
• Aligned the work of the Sub Cabinet with the
  Steering Committee
• Initiated drive to obtained funding
• Created a Monograph to quantify demand needs
• Collected national and state labor market
  information
• Researched and collected Promising Practices from
  around the state and country
• Surveyed 12 local WIB capabilities

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Marylands Private and Public Financial Support

• U.S. Department of Labor, Employment and Training
  Administration, Community Audit Grant
• U.S. Department of Labor, Veterans Employment
  and Training
• Maryland Department of Labor, Licensing and
  Regulation /
• Maryland Governors Workforce Investment Board
• Adventist Healthcare
• Association of Maryland Hospitals and Health
  Systems
• Calvert Memorial Hospital
• Civista Health Inc.
• Doctors Community Hospital
• Fort Washington Hospital
• Holy Cross Hospital
• Johns Hopkins Hospital
• Kessler Adventist Rehabilitation Hospital, LLC
• Maryland General Hospital
• Mercy Medical Center
• Montgomery General Hospital

72,000 raised for research, Summit planning and
execution
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Marylands Strategic Framework

• Attraction Recruitment
• Retention
• Career Development
• State Policy Finance
• Military Transition
• Labor Market Information

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Marylands Healthcare Workforce Monograph

• Defined the problem in clear and quantifiable
  terms
• Designed to be consistent with Strategic
  Framework
• Evaluated and documented Promising Practices in
  Maryland and across the nation
• Multiple Utility
• Basis for soliciting grants
• Reference for strategy selection
• Definitive public policy document
• Aligned with agenda to the summit

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Marylands Overarching Strategy Goals

• Increase the number and diversity of individuals
  choosing healthcare occupations
• Expand educational capacity to meet the needs of
  the labor force
• Increase the retention rates of Marylands
  current healthcare workforce
• Expand the skills and expertise of the incumbent
  workforce
• Establish a coordinated and sustainable approach,
  led and supported by private and public sector
  leaders

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Marylands Strategy Selection Process

• GWIB reported to Steering Committee and Sub
  Cabinet about other healthcare initiatives.
• Promising practices presented at Steering
  Committee meetings
• Benchmarking trips made to other regions
• Electronic surveys and polls conducted
• Brainstorming list constantly updated
• Evaluation criteria utilized to select
  initiatives
• Recommending initiatives for Summit sessions

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Maryland Governors Healthcare Workforce Summit

• August 28, 2003 Annapolis, Maryland
• Gathering of 168 key stakeholders in the crisis
• Forum for all perspectives
• Private sector leadership
• Federal and State government
• Education and workforce professionals
• Not your everyday conference
• No hand wringing, complaining
• Not just a learning experience
• CALL TO ACTION

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Maryland Governors Healthcare Workforce Summit

• Demonstrated commitment by State public officials
• Governor Ehrlich
• Secretary Fielder, Executive Director Seurkamp
• Inspired and encouraged by U.S. Asst. Secretary
  DeRocco
• Demonstrated commitment by private sector
• CEO Forum
• Chairman of GWIB
• Strategy Sessions aligned with strategic
  framework
• Monograph
• Cross-functional
• Interactive and dynamic process
• Results orientated
• Strategy selection
• Champion recruitment
• Task analysis
• Measurable framework

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Strategy Sessions Objectives

• Reviewed the Steering Committees suggested
  initiatives
• Explored best practice examples from Maryland and
  across the nation
• Suggested alternative initiatives
• Prioritized and selected top initiatives
• Developed an initiative Action Plan
• Recommended Champions

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Marylands Healthcare Workforce Strategy
Initiatives

• Attraction and Recruitment
• Project an image of healthcare as a viable career
  choice and give those with interest in field the
  information they need to make good decisions
  about education and training options and
  services.
• Military Transition
• Facilitate the transition of military healthcare
  personnel and spouses to practice in the State of
  Maryland
• Systems Capacity and State Policy
• Expand the capacity of secondary and
  post-secondary education programs to increase the
  emerging pipeline of qualified healthcare
  graduates
• Retention
• Provide systems to help create a meaningful
  quality of work-life for those individuals
  working to heal others by applying management
  training programs to address and improve
  workplace culture and supervisory dynamics
• Professional Development
• Focus on career development by expanding career
  pathways to other populations and at all levels
  of employment (pre-employment, entry, technical,
  and professional) including assessment,
  advertisement, mapping, and coaching

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Healthcare Cluster Coordinator Role

• Convene Steering Committee and Sub-Cabinet to
  guide implementation activities
• Provide the forum for continuous improvement
• Maintain a system to access labor market
  information and trends
• Provide administrative support as needed to
  Strategy Implementation Committees
• Disseminate information about strategy
  implementation to relevant parties

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Questions Marylands Healthcare Coordinated
Approach Workforce Development is Economic
Development