The Centers for Disease Control have unveiled a new website, which “provides all-hazards resources intended for individuals at healthcare facilities tasked with ensuring that their facility is as prepared as possible for an emergency. The healthcare facilities targeted by this page include hospitals, long-term acute and chronic care facilities, outpatient clinics and urgent care facilities, physicians’ offices, and pediatric offices and hospitals.”
From the summary:
The 2008 presidential election demonstrated a broad interest in health care reform focused on access to affordable quality care and cost containment for both public and private-sector payers. So far, the policy debate has centered on the delivery of acute care services, rather than long-term services and supports (LTSS). But there is a strong case that health care reform will not succeed unless LTSS are also addressed. This brief summarizes some views and history about policy opportunities for long term care that were voiced at a January 2008 roundtable and updates the possibilities to January 2009. Support for NASI’s distribution of the Brief comes from the SCAN Foundation.
PAS Workforce Library
Contains citations to resources related to each state. The library is provided and maintained by the National Clearinghouse on the Direct Care Workforce. Each citation contains an abstract and information about how to obtain the entire version.
* View the PAS Workforce library for any US State.
Number of Home and Personal Care Workers by State
The Center for PAS has tabulated, by state, estimates of the number of PAS workers and workers per persons with self-care difficulty.
* Read more and view the data for each US State.
Workforce Development Projects in Personal Assistance Services
More than 100 recently funded and currently funded research and demonstration projects to expand and improve the Personal Assistance Services workforce in the U.S.A. can be searched by state, category, and major federal, state, or foundation initiative. (updated 1/20/05)
* Search the Workforce Development Projects Database.
From an abstract:
The Direct Service Worker Resource Center has released a white paper (pdf) that provides a first-ever overview of workforce challenges and practices across four critical service sectors:
intellectual and developmental disabilities
Usually, each of these sectors is studied and written about separately, reflecting a fragmentation that is deeply rooted in the separate funding, policy, service, and advocacy worlds of each of these sectors.
But this paper-written by a team of workforce experts (including PHI’s Steve Edelstein and Dorie Seavey) who span these service systems-takes a different approach. It sets out to investigate similarities and differences across the sectors in job titles and tasks, workforce demographics, supply and demand, job conditions and compensation, codes of ethical standards, training requirements, turnover, and career paths.
Source: Charlene Harrington, Terence Ng, Stephen H. Kaye, Robert Newcomer, Center for Personal Assistance Services, January 2009
Medicaid home and community based services (HCBS) have been the focus of widespread efforts by the federal and state government to expand access. The focus of this report is to examine issues of access, cost, and quality for Medicaid HCBS programs. The trends in state Medicaid HCBS programs, target groups, participants, and expenditures are summarized. The paper shows the progress in providing Medicaid HCBS but also identifies many current problems and policies. Inequities in access to services and limited funds result in unmet needs for HCBS. HCBS cost issues have been a primary focus of policy makers and quality problems are largely not addressed. Policy recommendations are made to improve access, costs and quality at the federal and state levels in the future.
The Health Workforce Information Center (HWIC) provides free access to the most recent resources on the nation’s health workforce in one easy-to-use online location. Resources available through HWIC’s Web site will help health providers, educators, researchers and policymakers around the nation develop strategies to meet future workforce demands.
Through HWIC, you can stay up-to-date with the latest health workforce news and events, and connect with experts and organizations across the country.
HWIC offers the latest:
* Health workforce programs and funding sources
* Workforce data, research and policy
* Educational opportunities and models
* News and events
* Professionally-maintained and comprehensive online library
* E-mail news and updates
* Customized assistance from information specialists
Employee retention programs for long-term care staff need to be cost-effective and evidence-based. A retention specialist (RS) situated in nursing homes is one strategy that could improve retention of certified nursing assistants (CNAs) in nursing homes.
The current article presented findings from a randomized, controlled evaluation of the Retention Specialist Program (RSP). RSP targeted systematic facility problems related to staff turnover. Data collection involved CNA interviews and measurement of turnover at 30 facilities at baseline, six months and 12 months. Facilities were randomly assigned to the treatment or control group. As part of the intervention, RSs received training on retention, provision of ongoing technical assistance, and leveraging community resources. Outcome variables were attitudes toward the facility and satisfaction and job stress.
* In treatment facilities, CNA turnover rates significantly decreased from baseline to 12-month assessment as compared to control facilities.
* CNA ratings of quality of care increased from baseline to six-month assessment. Similar change was seen in quality of staff education and facility trainings.
* No changes were observed in job satisfaction or stress.
In fiscal year 2007, the Department of Veterans Affairs (VA) spent about $4.1 billion on long-term care for veterans. VA provides–through VA or other providers–institutional care in nursing homes and noninstitutional care in veterans’ homes or the community. In response to a statute, VA published in 2007 a long-term care strategic plan through fiscal year 2013. VA includes long-term care spending estimates in its annual budget justifications for Congress. These estimates are based on workload projections–the amount of care to be provided–and cost assumptions. VA has discretion in allocating appropriated funds among its medical services, such as long-term care. GAO examined (1) VA’s reporting of planned workload in its 2007 long-term care strategic plan and (2) VA’s long-term care spending estimates, including its cost assumptions and workload projections, in VA’s fiscal year 2009 budget justification. GAO analyzed budget and planning documents and interviewed VA officials.
Direct-care workers provide an estimated 70 to 80 percent of the paid hands-on long-term care and personal assistance received by Americans who are elderly or living with disabilities or other chronic conditions. These workers help their clients bathe, dress, eat, and negotiate a host of other daily tasks. They are a lifeline for those they serve, as well as for families struggling to provide quality care. Direct-care workers also constitute one of the largest and fastest-growing workforces in the country, playing a vital role in job creation and economic growth, particularly in low-income communities.
Source: Nicholas G. Castle, Journal of Gerontological Nursing, Vol. 35 No. 1, January 2009
Data from 3,946 nursing homes (66% response rate) were used to examine the advantages and disadvantages of using agency staff. A conceptual model showing potential reasons for the relationship between agency use and care quality was also developed. Fifty-nine percent of nursing homes used some agency staff (i.e., RNs, licensed practical nurses, nurse aides) in 2006. The conceptual model and empirical analyses show that agency staff likely influence other staff, facility operations, and residents. Administrators listed more disadvantages than advantages of using agency staff.