18 Jan Components of the DSRIP Workforce Training Strategy
“I am not a teacher… but an awakener” – Robert Frost
Samir D’Sa, Principal, NY DSRIP Services, Charles Baumgart, MD, Senior Medical Director and Phil Wirtjes, Sr. Associate, Advisory Services, xG Health Solutions, January 18, 2016
The NY Medicaid DSRIP program mandates significant workforce training because DSRIP is shifting the paradigm from hospital-focused care to delivering care in the outpatient and community setting. The healthcare workforce in NY state is indeed confronting an awakening that is likely to upend traditional business models and empower clinical caregivers to truly work at the “top of their license.”
As Performing Provider Systems (PPS’) begin to develop their workforce strategy, special attention is needed for training and education. High-performing DSRIP PPS’ will equip their healthcare workforce with capabilities that set them up to succeed in a value-based reimbursement environment. Organizing training for tens of thousands of healthcare professionals can be daunting – we offer a framework that PPS’ can use to create a training strategy for their workforce.
Here are a few basic questions. The answers help shape the training strategy for your PPS.
Who needs to be trained?
- What new roles is DSRIP creating (e.g., care management teams, community health workers)?
- Which employees need training for redeployment to new roles?
- Should employees of vendors that interact with patients get training?
- How do we prioritize training for existing employees?
- Should we prioritize those whose positions may be at risk?
- Should we focus on employees/providers best positioned to deliver the largest impact on DSRIP results?
What training topics are pertinent?
- What general training topics apply universally (e.g., DSRIP 101)?
- What training is project-specific… and within project training, should there be basic and advanced training for different providers involved?
- What is the right medium (e.g., webinar vs. classroom) and frequency (one time or recurring)?
- What are the major gaps in current state training that need to be filled?
How should the training operating model be structured?
- What organizational structure (e.g., shared service), processes, or technology should be in place?
- How should training effectiveness be documented, measured, and evaluated?
- What is the role of state programs, vendors, and educational institutions?
- What train-the-trainer capabilities are needed? What managerial training capabilities are needed?
When does training get delivered (roadmap)?
- When should each type of training be delivered? Should we front-end training in years 1 and 2 OR spread it equally across 5 years?
- Should we offer all PCP-related training in one batch to a practice, or should they be staggered?
- Should we prioritize front-end workers over executives? In which circumstances should they be trained together?
- Which trainings must require refresher courses? How often?
- What approach should we use for training under-performing providers?
Which special considerations should be top of mind?
- What are the guiding principles for effective and efficient training delivery? What are the elements of team-based training?
- What specific training modifications are needed to account for cultural differences and hotspots?
- What change management practices should complement the training strategy? What are the top risks and mitigation anticipated?
- When is hands-on, immersion training with real-world cases essential (e.g., embedded care managers)?
Training on such a large scale across the PPS is essential to DSRIP success, but can be a herculean effort. With some forethought, planning, and structure, PPS’ can roll out a pragmatic training program that meets DOH requirements and delivers real value to their workforce.
For more information about DSRIP, contact Andrew Blackmon at firstname.lastname@example.org.