2016 NAO Conference HRSA’s Area Health Education Centers (AHEC) Updates June 30, 2016 Luis Padilla, M.D. Associate Administrator Bureau of Health Workforce Director, National Health Service Corps Health Resources and Services Administration

BHW Leadership Updates Dr. Luis Padilla, Associate Administrator (AA), Bureau of Health Workforce (BHW) CAPT Sheila Norris, Sr. Advisor, Office of the Associate Administrator (90 day detail) CDR Jackie Rodrigue, Acting Director, Division of Health Careers and Financial Support (90 day detail) Israil Ali, Acting Deputy Director, Division of Health Careers and Financial Support (90 day detail) CDR Corey Palmer, Branch Chief of Health Careers and Pipeline Branch, Division of Health Careers and Financial Support

Bureau of Health Workforce Vision & Mission VISION - From education and training to service, BHW will make a positive and sustained impact on health care delivery for underserved communities. EDUCATION MISSION - Improve the health of underserved and vulnerable populations by strengthening the health workforce and connecting skilled professionals to communities in need. TRAINING SERVICE

BHW Strategic Goals (2016-2018) Guide and inform national policy around health workforce development and distribution Develop a strategic approach to health workforce investments Strengthen and facilitate academic, clinical, and community partnerships to build and sustain impact in underserved communities Inspire and align the Bureau in support of the BHW Vision

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Preparing a Diverse Workforce Diverse Workforce – Improved Quality of Care Greater diversity among health professionals is associated with improved quality of care for underserved populations, including racial and ethnic minorities and those from disadvantaged backgrounds 47% of trainees in BHW programs are minorities and/or come from disadvantaged backgrounds 6

Improving Workforce Distribution Training, Recruitment, and Retention – Improved Access in Underserved Communities Clinicians who receive training in community-based and underserved settings are more likely to practice in similar settings 87% of NHSC clinicians continue to practice in underserved areas up to two years after they complete their service commitment 46% of BHW funded trainees are employed in underserved areas 7

Transforming Health Care Delivery Modern Care – Improved Outcomes & Lower Costs Changing service delivery to meet 21st century needs through an emphasis on quality care that encourages innovative team-based and interprofessional approaches Our programs serve as a catalyst to advance changes in health professions training that are responsive to the evolving needs of the health care system In AY 2014-15, 23 BHW programs had an inter-professional focus. Within those programs 2,658 clinical training sites were engaged in interprofessional team-based care

Patient and Family Centered Care Rising Model of Care Team- Based Care Value- Based Care Patient and Family Centered Care Integrated Services Population Health

Key AHEC Redesign Questions from Stakeholders Why is it necessary to redesign AHEC program? How will the redesign impact current AHEC grant activities and partnerships? What are the expected outcomes? When will the changes occur?

Rationale for Redesign Variability among AHEC Centers’ activities and foci; Duplication and overlapping activities with other HRSA- funded workforce training and education programs; Need for consistent measures of effectiveness across programs; and Need to align AHEC Program processes and activities with HRSA/BWH’s strategic priorities.

Impact of Redesign Overarching goal of the AHEC Redesign- to structure and operationalize the AHEC Program in a manner that drives improvements in performance and accountability, provides opportunities to demonstrate value-add and maximizes the collective impact of the program in three focus areas: Distribution of Health Professionals, Diversity of Health Professionals, and Practice Transformation AHECs receive funds from many sources (e.g. state, private foundations, other grants and contracts) and have identified strategic partners to support their efforts and mission. Existing partnerships may continue and new partnerships should be explored in support of the HRSA-funded initiatives. This redesign focuses on HRSA-funded activities.

Redesigned AHEC The core purpose of the AHEC will remain. Revised purpose statement- The AHEC to develop and enhance educational networks (including clinical training) to improve the distribution and diversity of health professionals who serve rural and underserved populations and can provide quality care in the context of a transforming health care system.

AHEC Redesign, Cont. Specific goals of the AHEC Redesign process: Provide clear expectations regarding the role and responsibilities of AHEC Programs in the monitoring, evaluation, and reporting of their Center’s core activities* and the collective impact of those activities on the proposed AHEC Program focus areas which are aligned with HHS/HRSA/BHW strategic priorities. Strengthen and refine the relationships between AHEC Programs and Centers by providing specific guidance on core activities* based on the proposed AHEC areas of focus and programmatic expectations. Establish core performance metrics* and emphasize the need to measure specific processes and outcomes that align with HHS/HRSA/BHW strategic priorities and AHEC’s legislation and demonstrate the value-add of the AHEC Program. *Core activities and metrics are in development

AHEC Redesign Approach PHASE 1: CONCEPTUAL DEVELOPMENT-early 2015 Major issues identified via the budget process; Conducted an analysis of the 53 AHEC grant recipients; and, Identified major challenges of the current AHEC structures and variance of activities.

AHEC Redesign Approach, Cont. PHASE 2: HIGH LEVEL WORKGROUP DISCUSSIONS Developed logic models and timeline; Engaged AHEC stakeholders via ACICBL Advisory Council; and, Convened a HRSA High Level Workgroup to identify the focus areas and evaluative measures.

AHEC Redesign Approach, Cont. PHASE 3: STAKEHOLDER ENGAGEMENT Met with NAO Leadership to solicit feedback on the future direction of the AHEC Program; Engaged stakeholders across HHS/HRSA and other federal pipeline development programs to drill down on the focus areas in order to identify potential AHEC activities and strategic partnerships; and, Attend the National AHEC Organization Conference (June 2016)

AHEC Redesign Approach, Cont. PHASE 4: DEVELOPMENT OF FOA Regrouped with HRSA High Level Workgroup to discuss final FOA Discussion Tool; Present to HRSA Leadership to AHEC Redesign and FOA Discussion Tool; and Development of FOA January 2017- Release of AHEC FOA

Questions

Connect With Us Luis Padilla, M.D. Associate Administrator Bureau of Health Workforce Director, National Health Service Corps Health Resources and Services Administration 5600 Fishers Lane, Rm. 11W-29 Rockville, MD 20857 Phone: 301-443-5794 Web: bhw.hrsa.gov Workforce Connections newsletter: www.hrsa.gov/subscribe LinkedIn: www.linkedin.com/company/national-health-service-corps www.linkedin.com/company/nurse-corps Twitter: twitter.com/HRSAgov twitter.com/NHSCorps Facebook: facebook.com/HHS.HRSA facebook.com/nationalhealthservicecorps facebook.com/HRSANURSECorps