Presentation Transcript

1. Wisconsin Nursing Workforce Development Initiatives

   Suzanne Schuler MSN, RN Interim Executive Director Wisconsin Center for Nursing
2. Healthier Wisconsin Partnership Program (HWPP) Goals: Expand data collection and analysis of the supply and distribution of the Wisconsin registered nursing workforce with additional details on advanced practice nurses (APN’s). Enumerate and analyze the non-governmental public health workforce statewide and locally, who address the core public health functions and essential services.
3. HWPP Goals: Expand Wisconsin’s capacity to designate as many eligible Health Professional Shortage Areas as possible to maximize access to HPSA-linked resources and help with workforce planning. Expand the existing nurse forecasting tool available in Wisconsin to incorporate various policy scenarios that may affect future supply and demand.
4. HWPP Progress To Date Launched a mandatory RN Survey for nurses who are renewing their license. The survey incorporated the national minimum data set Questions were structured so that data can be used to forecast trends. Questions incorporated comments from many constituencies. The survey received strong endorsement from nursing groups across the state.

5. Building Public Health Nursing Capacity through Partnerships with Philanthropy

   Suzanne Schuler, Interim Executive Director Wisconsin Center for Nursing Paula Lucey, Project Director
6. Responding to theNursing Workforce Shortage Nursing shortage expected to continue Stability and quality of health services relies on sufficient supply of appropriately educated and skilled nurses Community-based interventions needed to find relevant solutions for different communities Community-specific collaborative leadership needed to identify unique local problems and resources, and to create sustainable improvement strategies Many issues, require locally relevant strategies
7. A partnership of the Robert Wood Johnson Foundation and the Northwest Health Foundation to encourage local foundations to act as catalysts in their communities to develop strategies needed to create and sustain a stable and adequate nursing workforce.
8. Program Basics Local, regional or statewide private, family, independent or community grant making foundations and grant making public charities are eligible Approximately 10 awards of up to $250,000 each are made annually for projects lasting up to two years. Local foundations and other funding partners must match awards with at least $1 for every $1 awarded.
9. Priority Areas: All in Nursing Diversity Faculty Development and Educational Infrastructure Public Health Geriatric and Long-Term Care Collaboration and Leadership Must address at least one of these areas.
10. Local Benefits of Partnerships Increasing community awareness re: nursing shortage Ensuring appropriate community leaders are involved in the partnership and provide visible direction Creating a community-wide collaboration across multiple sectors and stakeholders Developing leadership training/mentorship programs Identifying adequate funding to conduct the work Facilitating changes in organizational culture to create new opportunities and eliminate existing barriers
11. Local Benefits of Participating in National Project Local leverage of being selected through national competitive grants process Local and national leverage of RWJF funding New collaborations across PIN partners Growing network among philanthropic partners (GIH, Nurse Funders Collaborative) Synergy with Institute of Medicine Commission on Nursing’s Future (shared leadership)
12. The Wisconsin PIN Partnership - Raising the Bar Faye McBeath is a local foundation and the grant recipient. Wisconsin Center for Nursing is the operating partner and Medical College of Wisconsin Health Communities is the evaluation partner. Goal: To increase the diversity and number of community and public health nurses in the workforce.
13. What Partners are investing in Wisconsin? 9 BSN colleges in the area participate and advise 2 FQHC’s, 3 public health departments, 2 nursing centers, a community clinic and an AIDS Resource Center provide matching support for the scholars program and preceptors 2 additional foundations provide financial and technical support Black Nurse and Hispanic Nurse Associations provide advice and support
14. Major Activities Joint academic / practice activities Curriculum review Pre-placement clinical brochure Unbound clinical literature review and white paper WCN Scholars program Graduating seniors Intensive internship builds on capstone class 17 students have participated
15. Lessons Learned It is acceptable to reinvent the wheel Importance of critical conversations around projects Finding a point of shared foundation or value is critical point of departure (Quad Council standards or state health plan) Having people in the same room is critical The Scholars learn Role of nursing, community resources, true understanding of social determinates of health and learn about themselves.
16. Other Lessons The spirit is willing but the piggy bank is empty Hard to recruit agencies, most recognize need but have no investment money The students love the community but: They have a lot of debt when leaving school Salary and benefit differences are critical Still have the one year in acute care myth Meaningful change in diversity must include a way to move people from RN to BSN quickly -- next phase of the project.
17. For further information: Paula Lucey, MSN, RN, Wisconsin Center for Nursing palrn@sbcglobal.net www.partnersinnursing.org Suzanne Schuler, MSN, RN, Wisconsin Center for Nursing sgschuler@yahoo.com

18. State of Wisconsin Initiative to Fast Track Nurse Educators(SWIFT Nurse Educator)

    Sally Lundeen, Ph.D, RN, Project Leader Funded by the US Department of Labor
19. The Imperative By 2020, the demand for nurses in Wisconsin will exceed supply by 13% and if we are going to be able to meet this demand, we must increase the supply of nurse educators WI Health Resources & Services Administration Bureau of Health and Human Services
20. National Faculty Data
21. Faculty Age Data in Wisconsin
22. Do We Really Have a Problem? Wisconsin mirrors national trends both in the denial of qualified applicants to nursing programs and in decreasing numbers of nursing faculty. Of Wisconsin nurses over the age of 50, more than half (54 percent) are in nursing education and nearly one-third of the state’s faculty members are scheduled to retire in the next three years (Wisconsin Registered Nurse Workforce Survey, 2001). This is not only a UW System problem, but one that both the Technical Colleges and the private colleges in Wisconsin are facing as well.
23. Do We Have to Address It Now? If there is to be a sufficient supply of nurses to meet projected health care needs, then it is essential to significantly increase capacity in nursing education programs across the state. A shortage of nurses is expected to begin after 2010. Given the time it takes to graduate a baccalaureate nurse, coupled with the timeline of projected shortage, the time to act is now. Capacity must be built in our educational institutions to increase the number of academic and clinical faculty ready to teach, and prepare more baccalaureate nurses who, in turn, have the potential to become nurse educators.
24. SWIFT Nurse Educator Goals Increase by 120 the number of masters prepared nurses in Wisconsin committed to serving as nurse educators, with at least 20 of these candidates being from underrepresented minority groups
25. SWIFT Nurse Educator Goals Target nurses with associate and baccalaureate degrees to receive employer and community support to enroll in and complete UW master’s degree programs for preparation as nurse educators and recruit non-nurses who want to become nurse educators into UW direct-entry master’s programs in nursing
26. SWIFT Nurse Educator Goals Enhance current partnerships among UW nursing schools and Wisconsin Technical College nursing programs by improving pathways to master’s education for nurses with associate degrees
27. SWIFT Nurse Educator Goals Implement and evaluate long-term partnerships among employers, nursing education programs, and local Workforce Development Boards to support nurse educator candidates through their master’s programs
28. SWIFT Nurse Educator Goals Disseminate information about the SWIFT initiative for consideration as a national model, including lessons learned and recommendations about statewide partnership development, resources required, and data needs
29. How Can Employers Help? Participation in the SWIFT initiative involves the following commitments: Agree to support at least one employee who is motivated to become a nurse educator through their master’s preparation in nursing, including Tuition support Paid time off (the equivalent of 8 hours per week when classes are in session)
30. How Can Employers Help? The commitment for support will last 2-4 years, depending on whether the candidate has a BSN degree The typical MSN program can be completed in a little over two years, with full course loads each semester Depending on the candidate’s academic history, it will take 1-2 years to complete the BSN, with full course loads
31. Candidate Commitments Candidates should be willing and able to take full course loads while they continue to work for their employers Candidates must agree to conditions in exchange for this support Continue to work for employer for a specified period of time after receiving their MSN degree Agree to teach part-time in a local nursing program post-master’s degree Agree to refund all or a portion of the support if they leave their employment or do not complete their degree
32. What Happens After Achieving the Degree? Post-master’s employment Candidate will continue to work for employer, ideally in a position that will utilize knowledge and skills gained in graduate program SWIFT program staff will assist in finding local employment as a nurse educator, with primary employer involved in those arrangements
33. Current Participating Employers To date, participating hospitals and hospital systems include: All Saints-St. Mary’s Medical Center, Racine Aspirus Wausau Hospital, Wausau Aurora Health Care System Children’s Hospital of Wisconsin Froedtert Hospital Franciscan Skemp Healthcare Meriter Hospital, Madison St. Mary’s Hospital Medical Center, Madison Wheaton Franciscan Healthcare
34. In Summary There were 15 SWIFT candidates admitted in January 07 at 3 UW campuses An additional 11 candidates from WFH are in progress toward their master’s degree SWIFT candidates were added in several later admissions cycles There was a focus on finding candidates representing ethnic minorities to serve as role models for recruitment of more minorities into the nursing profession
35. Outcomes As of June 2009 22 completed their MS Program in Nursing 15 completed the Health Professional Educational Certificate (HPEC) 20 candidates are currently teaching nursing Additional candidates who could not continue full-time are on the way to completing their MSN
36. In Summary For additional information about the SWIFT Nurse Educator Initiative check our website at http://www.swift.uwm.edu; and/or Contact Project Director Jo Ann Appleyard at 414-229-5760 or jaa5@uwm.edu