Health professions employers have been historically plagued by cyclical shortages and surpluses of various types. CHWA recognizes this challenge, and seeks to develop a more sustainable, cost-effective strategy that strengthens the economic viability of health professions employers and meets the near and long term needs of California residents.
Addressing health workforce needs requires attention to current and projected local, regional, and statewide population dynamics. Demographic and health statistics are needed to ensure that planning is evidence-based, makes optimal use of available assets, and conforms with current and projected needs.
Strategic investment in our own California communities is essential to build a cultural competent workforce that will cost effectively addresses our current and future health care needs. We face a “perfect storm” of shortages and maldistribution in various health professions disciplines, disparities in health outcomes and access among people from different ethnic, cultural, and economic backgrounds, and poor quality public schools in urban and rural communities with a high proportion of African American, Latino, Southeast Asian/Pacific Islander, and Native American residents.
Beyond Institutional Interests
CHWA members come to the table with acknowledgment of a responsibility to go beyond the immediate needs and interests of their institutions and constituencies. They have made a commitment to work together to develop creative solutions that address and anticipate the needs of all California residents at the local, regional, and statewide level.
Community Benefit/Corporate Social Responsibility/Social Contract
Both nonprofit and investor-owned health professions employers have a responsibility and role to play in building an effective health professions workforce. Funding and/or tax exemption for higher education institutions comes with social contract responsibilities to collaborate with each other and increase access to youth from diverse California communities. These responsibilities require shared vigilance in the development of solutions that meet basic ethical standards agreed upon by all stakeholders.
A variety of sectors have a role to play in building a health professions workforce that will effectively address the needs of our growing and diverse population, including, but not limited to K-12 education, undergraduate and graduate higher education, philanthropy, policymakers, community-based organizations, labor, and health professions employers in the private and public sector.
Partners in the process declare a commitment to shared responsibility in the achievement of stated goals and objectives. As such, they recognize the need for flexibility and accommodation, shared investment of resources, and when necessary, undertaking shared risks.
Neutral Convening / Evidence-Based Decision Making
CHWA is guided by a commitment to reasoned consideration, accommodation, and balancing of the diverse stakeholder interests and priorities. We also share a commitment to the collection and use of quantitative and qualitative data and information to inform near term decision making and long term strategic planning.
Priority Areas of Focus and Strategies
1. Strengthen K-12 student readiness and motivation to pursue health careers
a. Build member knowledge of K-12 innovations, emerging lessons, and existing challenges
b. Partner with the Dept of Education to link CHWA members with and develop policies and programs that have meaningful input and impact
2. Align academic production and employer needs through innovations in delivery system, practice model & training
a. Disseminate research and promising practices (Delivery Systems workgroup)
b. Increase Employer – Academic partnerships through workgroup
c. Identify priority additional targets for new delivery and practice models and corresponding workforce implications.
d. Facilitate discussion of new training models using technology
e. Co-Host with CHP a convening to highlight work and further engagement and recommendations (if secure targeted funding)
f. Explore linkages and funding opportunities with other states (e.g., MA)
g. Align pre-HP curricula with employer needs and make coursework more standardized and transferable
h. Facilitate development of institutional/HP employer MOUs (if secure targeted funding)
3. Partnership and technical assistance with current and emerging workforce initiatives for greater synergy, support, efficiency and results
a. Partner with CA Workforce Investment Board on new Health Sector Strategy
b. Partner with CSU to advance selected recommendations
c. Partner with the CA Health Professions Consortium and others to advance HPWD
d. Continue role and/or technical assistance with CINHC, CHA, CPCA, CWA, RHORCs and other member workforce initiatives.
e. Partner with Federal Government on linkages with CA efforts. Be positioned as the CA health workforce “home’.
f. Recruit representatives from regional workforce initiatives to participate in CHWA and participate in workgroup to being facilitating connections and coordination.
g. Provide technical assistance to regional workforce stakeholders and disseminate promising practices (if secure targeted funding).
4. Leadership of the CA Health IT workforce initiative
a. Partner in development and implementation of the CA HIT HW Strategy
b. Coordinate development of proposal for ARRA HIT workforce RFP.
c. Partner with regional extension centers on workforce plan development and implementation (if secure targeted funding).
5. Short term and long-term workforce planning and development
a. Coordinate with and support the work of the Assembly Select Committee on Workforce Access (e.g., coordinate, investigate, and advance issues for hearings, and help raise funds for Master Plan development)
b. Partner with OSHPD on Clearinghouse (SB 139) implementation
i. Develop inventory of data sources, format, availability and gaps
ii. Develop regional maps of program focus, scale, partners, and gaps
iii. Conduct systematic gap analysis (if secure targeted funding)