Healthcare Summit Findings

Transcription

1 Healthcare Summit Findings October 2008

2 Overview This summary of findings contains a statistical analysis based on individual participant responses to direct questions, ensuing informal discussions, and conclusions drawn from the responses. Each person who participated was assured that his/her comments would be treated in confidence, and that any quotations used in the summary would not be attributed to any specific respondent. An analysis of responses is provided for each question, including a graph or data table and a summary. Statistics are based on the total number (n) of participants who offered opinions in response to each question. Percentages are rounded to the nearest whole number. Methodology Participants were asked a series of questions in a closed response format followed by a group discussion and closed confirmation to identify ways in which the college s academic programs, career services, and corporate and professional programs could better serve local businesses and agencies. Question Review Brainstorming Individual Answer on Data Card Consideration Individual Sample Answers Group Feedback Answer Conclusion Individual Answer on Data Card Data Card Collection Page 2

3 Participants Citizens Memorial Hospital Wren Hall Jeremy McLaughlin Community Blood Center of the Ozarks Don Thomson Cox College of Nursing and Health Services Anne Brett CoxHealth Systems Cindy Allard Tyler Hedden Jordon Valley Community Health Center Tina Munroe Skaggs Community Health Center Brenda Blain Springfield - Greene County Health Department Kevin Gipson St. John s College of Nursing and Health Sciences Martha Baker St. John s Health System James Brookhart St. John s Hospital Lebanon Kelly Rhoades Ozarks Community Hospital Steve Bearden Page 3

4 Competitive Environment Q1a: What are the top three challenges facing the healthcare industry over the next three years? 1 Shortage of labor 8 62% 2 Reimbursement stability 6 46% 3 Aging workforce 4 31% 4 Competition 4 31% 5 Increase in number of uninsured 4 31% 6 Aging population requiring different services 3 23% 7 Rapid change in technology 3 23% 8 Nurse/ employee recruitment 2 15% 9 Staff retention 2 15% 10 Rising costs - technology, workforce, supplies 1 8% responding to the question (n=13). The anticipated shortage of labor was the top challenge voiced most frequently by the healthcare participants. There was also discussion about the current and future healthcare environment of reduced reimbursements, heightened competition and the anticipated increased demand for services by an aging population. Page 4

5 Competitive Environment Q1b: How do you see your business expanding in the region over the next three years? 1 Expanding education and prevention services 4 31% 2 Opening more rural-based clinics 3 23% 3 Increased out-patient services 3 23% 4 More outreach 3 23% 5 Expanded services to meet population growth 2 15% 6 Collaboration/sharing resources 1 8% 7 3-5% per year - consolidtion of services 1 8% 8 Adding a mobile unit to provide services 1 8% 9 Extending dental hygiene into the schools 1 8% 10 Expanding cancer care 1 8% 11 Expanding mental and behavioral health 1 8% 12 No expansion planned 1 8% 13 More self-service/high-tech products 1 8% responding to the question (n=13). Responses to this question were reflective of the specific segment of the healthcare industry that the participants represent. Generally, there was a tone of expansion through the extension of current services as opposed to the addition of facilities or services. There was also a trend in the responses toward educational and preventive services. Page 5

6 Employment Climate Q2a: What are your top three concerns with the region s employment climate and its effect on your industry? 1 Competition for staff/ salary wars 10 77% 2 Availability of qualified workforce 9 69% 3 Lack of commuication and customer service skills 2 15% 4 Turnover/ lack of loyalty 2 15% 5 Aging workforce 2 15% 6 Gas price increases will stem willingness to commute 1 8% 7 Relatively flat unemployment 1 8% 8 General education levels are low 1 8% 9 Growing liability of medical profession preventing the best and brightest from entering the field 1 8% 10 Training opportunities for current staff 1 8% 11 Cost of health insurance for employees 1 8% 12 Work ethic 1 8% responding to the question (n=13). The top concern was the competition for qualified staff due in large part to the shortage of qualified candidates in the labor pool as demonstrated by the second highest concern of the availability of a qualified workforce from which to hire. Page 6

7 Employment Climate Q2b: Do you anticipate having a large of enough pool of qualified candidates from which to draw employees in the next 18 months? In the next three years? 100% 80% 60% 40% 20% 0% 18 Months 3 Years responding to the question (n=13). No Somewhat Yes The responses for whether or not there would be sufficient candidates to hire from in the next 18 months was evenly split between those who thought so and those who thought not. When looking three years out, the responses reflect a more negative view with a majority of the participants indicating that they did not feel there would be a sufficient pool of qualified candidates from which to hire. Discussion involved the increase in anticipated retirements when looking farther into the future and that the demand for qualified candidates would be increased. Page 7

8 Employment Climate Q2c: What are the top three job areas in which the industry is facing the most severe employee shortages? 1 Nurses - advanced 10 77% 2 Pharmacists 8 62% 3 Nurses - practical 6 46% 4 Physicians 5 38% 5 Radiology technicians 4 31% 6 MD- family practitioners 3 23% 7 Physical therapists 3 23% 8 Occupational therapists 3 23% 9 Medical lab technicians 2 15% 10 Medical billing/coders 1 8% 11 Dentists 1 8% 12 Dental assistants 1 8% 13 Nurse educators 1 8% 14 EMTs 1 8% 15 Respiratory technicians 1 8% 16 Environmental health 1 8% 17 Psychiatrists 1 8% responding to the question (n=13). The resounding response to this question was that the most severe employee shortage would be for degreed nurses, especially those with experience. The need for pharmacists was the second most severe shortage mentioned followed by LPN and physicians. Page 8

9 Employment Climate New Employees Q3a: What are the top three greatest weaknesses you see in your new nursing employees? 1 Work ethic 6 46% 2 Critical thinking 5 38% 3 Unprofessional attitudes/appearance 4 31% 4 Misunderstanding of what the job requires 4 31% 5 Communication skills 4 31% 6 Interpersonal/ social skills/team skills 4 31% 7 Customer service skills 2 15% 8 Effective stress management 2 15% 9 Ownership 2 15% 10 Clinical/ analytical skills 1 8% 11 Time management 1 8% responding to the question (n=13). The lack of an appropriate work ethic was the greatest weakness in new employees mentioned by this group. A lack of critical thinking skills was the second weakness mentioned most often. These concerns were followed in frequency by - unprofessional attitudes, misunderstandings of job requirements, deficient communication, and interpersonal skills in equal number. Page 9

10 Employment Climate Nursing Q3b: Do you anticipate having a large enough pool of qualified nursing candidates from which to draw employees in the next 18 months? In the next three years? 100% 80% 60% 40% 20% 0% 18 Months 3 Years No Somewhat Yes responding to the question (n=11). A majority of participants did not feel there would be a qualified pool of nurses from which they could hire in either the next 18 months or three years. The picture for potential does appear a bit more positive for qualified nursing candidates three years out than it does for the next 18 months, but there still is a sense that there will not be a sufficient pool to meet their demands for qualified nurses. Page 10

11 Employment Climate Supervisory-level Q3c: Do you anticipate having a large enough pool of qualified supervisory-level candidates from which to draw employees in the next 18 months? In the next three years? 100% 80% 60% 40% 20% 0% 18 Months 3 Years responding to the question (n=11). No Somewhat Yes A majority of participants do not feel there will be a sufficient pool of qualified supervisory-level candidates from which they can hire in either the next 18 months or three years. However, there were a few participants who felt they would be able to hire supervisory employees largely due to their in-house employee development programs. They are growing their future supervisors from the current ranks of employees. Page 11

12 Community & Economic Community Trends& Economic Trends Employment Climate Non-nursing Q4a: What top three areas of improvement are most important in helping your non-nursing employees become more effective in their jobs? 1 People skills/ customer service 8 62% 2 Team skills 5 38% 3 Communication skills 5 38% 4 Work ethic 4 31% 5 Leadership development 2 15% 6 Critical-thinking skills 2 15% 7 Technical skills - computer 1 8% 8 Supporting employees with childcare, counseling, etc 1 8% 9 Analytical skills 1 8% 10 Professionalism 1 8% 11 Provide a clear career path 1 8% responding to the question (n=13). The soft skills interpersonal relations, effective communications, customer service, team skills - were most often mentioned as the areas current non-nursing employees could improve in. There continued to be concern about work ethic, but to a lesser degree than there was for new employees. Page 12

13 Community & Economic Community Trends& Economic Trends Employment Climate Nursing Q4b: What top three areas of improvement are most important in helping your nursing employees become more effective in their jobs? 1 Communication skillls 5 42% 2 Customer service 5 42% 3 Teamwork 4 33% 4 Critical-thinking skills 2 17% 5 Support/ encouragement/ recognition 2 17% 6 Flexibility 2 17% 7 Interpersonal skills 2 17% 8 Training for supervision 1 8% 9 Point of care decision-making 1 8% 10 Support for further education 1 8% 11 Work process improvement to gain efficiency 1 8% 12 Coping with stress 1 8% 13 Commitment to work 1 8% 14 Professionalism 1 8% 15 Personal management 1 8% 16 Safe lifting practices 1 8% 17 Increased bedside time of BSNs 1 8% 18 Leadership training 1 8% responding to the question (n=12). Again, the top areas cited most often for improvement were the soft skills of communication, customer service, and team-work skills. Critical thinking, giving encouragement, being flexible, and other interpersonal skills were also mentioned as areas of improvement for nursing employees. Page 13

14 Community & Economic Community Trends& Economic Trends Employment Climate Supervisory-level Q4c: What are the top three qualities you see in your best current supervisory-level employees? 1 Effective communicator 5 42% 2 Strong interpersonal skills 4 33% 3 Engage staff 3 25% 4 Collaborators - build relationships 3 25% 5 Gets things done 3 25% 6 Caring 3 25% 7 Professionalism 2 17% 8 Critical thinking/ problem solving 2 17% 9 Promote customer focus 2 17% 10 Creative 2 17% 11 Active listening 1 8% 12 Good trainer 1 8% 13 Represents organization well 1 8% 14 Sound values 1 8% 15 Loyalty 1 8% 16 Understands the big picture 1 8% responding to the question (n=12). There was considerable discussion regarding the need for quality supervisors to be effective communicators. The conversation closely linked interpersonal skills, engaging staff, building collaboration, the ability to get things done, and exhibiting a caring attitude. In listening to the discussion you got the clear understanding that participants were describing the same characteristics, but in their own words. Page 14

15 Internships Q5a: Do you feel students should participate in a co-op or internship prior to graduation? 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% responding to the question (n=12). No Somewhat Yes An overwhelming majority of participants felt students should participate in a co-op or internship experience prior to graduation. There was conversation around the limitations on time in the healthcare setting to devote to truly providing students with a quality experiences, but all felt it would be worthwhile for the students. Page 15

16 Internships Q5b: Would your organization be willing to provide internships or mentoring opportunities for OTC students? 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% No Somewhat Yes responding to the question (n=12). Again, even given the time constraints and other limitations, the vast majority of participants indicated their organizations would be willing to provide an internship or mentoring opportunity for OTC students. Page 16

17 Community & Economic Community Trends& Economic Trends Internships Q5c: What are your top three concerns in working with student interns? 1 Skill level 5 38% 2 Professionalism of students 4 31% 3 Time required of staff 4 31% 4 Liability 3 23% 5 Level of supervision required 3 23% 6 Providing a meaningful experience 2 15% 7 Physical limitations 2 15% 8 Their usefulness to us 2 15% 9 Willingness to take direction 2 15% 10 Communication skills 1 8% 11 Desire to continue in our organization 1 8% 12 Having enough mentors 1 8% 13 Establishing clear expectations 1 8% 14 Communication with liaison faculty 1 8% responding to the question (n=13). The skill level of students assigned to the internship experience was a concern for participants. They would need to have enough background in the field to accept what they might encounter in the healthcare environment. Also of concern was the professionalism of students and, as mentioned earlier, the time required by staff to supervise and mentor the students. Page 17

18 Community & Economic Community Trends& Economic Trends Partnering Q6: What three areas do you believe that partnering with the college could improve your industry and your organization s changes for success? 1 Increase the number of quality candidates 4 33% 2 Better-prepared employees 3 25% 3 Offering opportunities for healthcare providers to advance their educations 2 17% 4 Keep current with trends 2 17% 5 Curriculum development 2 17% 6 Physical therapy assistant internships 1 8% 7 Collaborative agreements for clinicals 1 8% 8 Provide ideas to OTC to improve clinicals 1 8% 9 Allow staff to be instructors 1 8% 10 Improve familiarity with the workplace 1 8% 11 Increase the number and types of programs/services 1 8% 12 Work with OTC to develop our own leaders 1 8% 13 Technical training 1 8% 14 Jointly forcasting workforce needs in healthcare 1 8% responding to the question (n=12). Participants clearly see OTC as the provider of qualified employee candidates for the healthcare industry. Also indicated was the opportunity for OTC to provide upgrade training for those currently in the industry and to help them stay up-to-date with trends of the field. Page 18