The Kansas Reflector welcomes input from writers who share the goal of broadening the conversation about how public policy impacts the daily lives of people across the state. David Jordan is president of the Hutchinson-based United Methodist Department of Health Fund.
Healthcare is essential to our communities and the pressure is on the rise. In Part 1 of this series, we explored the challenges Kansas faces in supporting the health care system and workforce that communities need to thrive.
Recognizing changing demographics, workforce challenges, and changes in healthcare delivery presents an opportunity to build a sustainable healthcare system for the future.
To plan ahead and better understand the health worker crisis, the United Methodist Health Ministry Fund commissioned a study to examine Kansas’ current health professional education pipeline. Researchers at KU School of Medicine and McPherson College analyzed program completion data for 2019 using the National Center for Education Statistics’ Integrated Postsecondary Education Data System (IPEDS).
With healthcare facing a severe staffing shortage, the report found that Kansas, which has health professions programs located throughout the state, has an opportunity to strengthen its base and increase its locally-grown workforce. indicates that there is
In 2019, 11,804 students graduated from 459 health professional programs at 51 Kansas institutions. Most (62.7%) completed her degree program of two years or less in duration. The highest number of graduates completed degree programs in nursing or related medicine.
Since most graduates have less than two years of training, they are encouraged to switch from two-year secondary institutions to four-year secondary institutions to reduce credit losses and reduce barriers to additional training and degrees. must ensure an accessible transfer pathway for Also, policies requiring credit transfer between Kansas institutions of higher education should be considered.
Similarly, secondary, technical, and post-secondary education programs should be adjusted to ensure that high school-completed health care training is transferable and aligned with the needs of degree programs and employers.
We must continue to invest in non-traditional workforce development programs, such as Gov. Laura Kelly’s recently launched Office of Apprentices, aimed at developing and training new talent in critical industries such as healthcare. .
We need to look at scope of work and pay policies to get the most out of our employees and implement smart systems and policies that allow all providers in our team to maximize their scope of work. there is.
One example is Kansas’ newly authorized Community Health Worker program. The program trains community members in accredited programs that provide essential health guidance, resource and care coordination services, education, and navigation services. CHW helps consumers navigate the system better and reduce their use of costly services. This allows providers to focus on practice beyond the scope of their duties, reducing the burden on overworked staff. CHW is now accredited, but Medicaid reimbursement policies need to be changed to ensure providers are paid for their services.
There is an opportunity to make greater use of providers such as physician assistants and dental therapists to provide care under a physician-led team. Expanding the scope of work of his members of the team increases their ability to meet employee challenges.
We can leverage technology to maximize our workforce and better serve Kansas. Telemedicine offers that opportunity. Before COVID-19, only 11% of U.S. consumers used telemedicine, but 2020 has revealed its unique benefits, especially in rural areas. Consumers and providers now agree that telemedicine will take hold, playing a key role in integrated, patient-centered care systems.
By giving every Kansasian access to reliable broadband, we can decentralize our workforce and redesign our healthcare system in a different way. Residents will be able to access specialized care that is difficult to recruit in their communities while reducing the burden of recruitment. However, policies will need to change if this innovation is to be fostered in the long term.
Employee competitiveness requires an economically viable system. Kansas is one of 11 states that have not expanded Medicaid, putting hospitals and other providers at financial risk. The expansion will eliminate high standards of uncompensated care, prevent further hospital closures, and benefit all health care providers in Kansas.
Changing needs require new approaches. In the Rural Emergency Hospital model, the hospital continues to provide emergency services and routine care, but discontinues acute inpatient care.
Beyond direct workforce and healthcare system issues, Kansas needs to ensure community support to ensure that healthcare workers, including child care, stay in Kansas. A 2020 study reported that just 3% of Kansas counties met the required capacity before COVID-19. Addressing the childcare crisis will require continued efforts at all levels of government, but steps can be taken now, including better access to childcare subsidies.
There is no single solution. Increasing the healthcare workforce requires research, collaboration, policy change and the willingness to change the status quo. By working together, the people of Kansas can ensure that our communities are well cared for and thrive for generations to come. Join the conversation at https://communityconversationssk.com.
Through its opinion section, the Kansas Reflector works to amplify the voices of those affected by public policy or excluded from public debate. For information, including how to submit comments, click here.