A Demand-Driven Catalyst for

Workforce Development:

Maryland’s Healthcare Coordinated Approach

“ Workforce Development is Economic Development”

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The Agenda

• Industry Cluster Approach to Workforce Development• Cluster Benefits: The Business Case• Maryland’s Coordinated Approach

Phase 1: Assessment

Phase 2:

Research & Organizational Development

Phase 3: Creating the Framework

Phase 4: Workforce

Summit

Phase 5:

Implementation

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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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Maryland’s 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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Maryland’s Private and Public Financial SupportU.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 Governor’s 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•Peninsula Regional Health System•Sinai Hospital•Union Hospital•Washington County Hospital Association

$72,000 raised for research, Summit planning and execution

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Maryland’s Strategic Framework

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

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Maryland’s 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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Maryland’s 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 Maryland’s 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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Maryland’s 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 Governor’s 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 Governor’s 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 Committee’s 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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Maryland’s Healthcare Workforce Strategy InitiativesAttraction 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

Questions

Maryland’s Healthcare Coordinated Approach

“ Workforce Development is Economic Development”