Healthcare Summit Findings

(1)

(2)

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.

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.

Methodology

 Question Review

 Brainstorming

– Individual Answer on Data Card

 Consideration

– Individual Sample Answers

 Group Feedback

 Answer Conclusion

(3)

Citizens Memorial Hospital

Wren Hall

Jeremy McLaughlin

Skaggs Community Health

Center

Brenda Blain

Community Blood Center of

the Ozarks

Don Thomson

Springfield - Greene County

Health Department

Kevin Gipson

Cox College of Nursing and

Health Services

Anne Brett

St. John’s College of Nursing

and Health Sciences

Martha Baker

CoxHealth Systems

Cindy Allard

Tyler Hedden

St. John’s Health System

James Brookhart

Jordon Valley Community

Health Center

Tina Munroe

St. John’s Hospital – Lebanon

Kelly Rhoades

Ozarks Community Hospital

(4)

Q1a:

What are the top three challenges facing the healthcare

industry over the next three years?

Competitive Environment

Conclusions

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.

* Percentage is calculated by dividing the number of responses by the total number of participants responding to the question (n=13).

Rank Responses Frequency Percent

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%

(5)

Conclusions

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.

Q1b:

How do you see your business expanding in the region over

the next three years?

Competitive Environment

Rank Responses Frequency Percent

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%

(6)

Conclusions

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.

Q2a:

What are your top three

concerns with the region’s

employment climate and its effect on your industry?

Employment Climate

Rank Responses Frequency Percent

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%

(7)

Conclusions

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.

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?

0%

20%

40%

60%

80%

100%

18 Months 3 Years No Somewhat Yes

Employment Climate

(8)

Q2c:

What are the top three job areas in which the industry is

facing the most severe employee shortages?

Conclusions

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.

Employment Climate

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%

(9)

Q3a:

What are the top three greatest weaknesses you see in your

new nursing employees?

Conclusions

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.

Employment Climate – New 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%

(10)

Conclusions

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

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?

0%

20%

40%

60%

80%

100%

(11)

Conclusions

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.

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?

0%

20%

40%

60%

80%

100%

(12)

Q4a:

What top three areas of improvement are most important in

helping your non-nursing employees become more effective

in their jobs?

Conclusions

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.

Employment Climate – Non-nursing

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%

(13)

Q4b:

What top three areas of improvement are most important in

helping your nursing employees become more effective in

their jobs?

Conclusions

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.

Employment Climate – Nursing

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%

15 Personal management 1 8%

16 Safe lifting practices 1 8%

17 Increased bedside time of BSNs 1 8%

(14)

Q4c:

What are the top three qualities you see in your best current

supervisory-level employees?

Conclusions

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.

Employment Climate – Supervisory-level

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%

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%

(15)

Conclusions

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.

Q5a:

Do you feel students should participate in a co-op or

internship prior to graduation?

Internships

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

No Somewhat Yes

(16)

Conclusions

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.

Q5b:

Would your organization be willing to provide internships or

mentoring opportunities for OTC students?

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

No Somewhat Yes

Internships

(17)

Q5c:

What are your top three concerns in working with student

interns?

Conclusions

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.

Internships

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%

(18)

Q6:

What three

areas do you believe that “partnering” with the

college could improve your industry and your organization’s

changes for success?

Partnering

Conclusions

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.

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%