Researchers from the Council for Adult and Experiential Learning (CAEL) and Avalanche Consulting presented the key findings of their study to the Central Texas Healthcare Partnership on Tuesday, September 25th. Their research found that the five-county Austin-Round Rock Metropolitan Statistical Area continues to enjoy strong demand for middle-skill healthcare workers, including shortages of workers in several key occupations. For more information or to download a copy of the full reports, please visit https://centraltexashealthcarepartnership.org/

1. Workforce Solutions
Capital Area Healthcare Industry Analysis
PRESENTATION TO THE CENTRAL TEXAS HEALTHCARE PARTNERSHIP
September 25, 2018

2. 1
AGENDA • Project Objective
• Workforce Supply and
Demand Analysis
o How We Measure
o Supply
o Demand
o Gaps
• Workforce Alignment
Strategies
o Themes, Goals, and
Strategies
o Next Steps

3. 2
CAPITAL AREA HEALTHCARE
INDUSTRY ANALYSIS
Report 1
• Understanding the supply and demand dynamics
Report 2
• Creating a framework of strategic recommendations
Stakeholders
• Central Texas Healthcare Partnership
• Workforce Solutions Capital Area
• Funding and support from:
Project Objective
to better understand the labor market landscape and discover
potential strategies to increase alignment between regional
supply and demand for middle-skill healthcare careers

4. 3
WORKFORCE SUPPLY AND DEMAND
ANALYSIS: HOW WE MEASURE
Geography
• Large commuter workforce = metro
analysis
• Included Travis some County jobs data
Demand
• 2017-2022 average job creation
forecast by middle-skill occupation
• Focus on “Job Openings” measured by
BLS
Supply
• Measure credential completion levels in
2016 – are we producing enough grads?
• Can’t measure supply due to relocations, but we adjust our
model
• Non-credit data is limited to ACC, two others

5. 4
WORKFORCE SUPPLY AND DEMAND
ANALYSIS: SUPPLY-DEMAND DATA
EXAMPLES:
Unknown output due to non-credit: Home Health Aides (has 1,100 job openings)

6. 5
WORKFORCE SUPPLY AND DEMAND
ANALYSIS: SUPPLY-DEMAND DATA
EXAMPLES:

7. 6
WORKFORCE SUPPLY AND DEMAND
ANALYSIS: SUPPLY
Institution
2016
Total
Non-Credit
Certificate*
For-Credit
Certificate
Associat
e
Austin Community College 953 285 120 548
Goodwill 607 381 226
Everest Institute-Austin (Closed) 226 226
The College of Health Care
Professions-Austin 192 174 18
Virginia College-Austin 181 86 95
Southern Careers Institute-Austin 140 140
CyberTex Institute of Technology 93 93
Skillpoint Alliance 66 66
South University-Austin 12 12
National American University-Austin 8 1 7
National American University-
Georgetown 8 2 6
National American University-Austin
South 2 1 1
Texas State University **
Central Texas Nurse Network **
HEALTHCARE PROGRAM GRADUATES, 2016
SOURCE: AVALANCHE CONSULTING / US DEPT OF EDUCATION / NON-CREDIT PROVIDERS
Note: Many Non-Credit programs do not report their statistics to the US Dept. of Education. The above includes select non-credit programs
for which data were available.
*Data for non-credit is 2017 **May offer sub-baccalaureate programs for which no data is available

8. 7
WORKFORCE SUPPLY AND DEMAND
ANALYSIS: GAPS
Largest
Gaps
• Nursing Aide, Orderlies &
Attendants
• Registered Nurses
Moderate
Gaps
• LPN/LVN
• Medical Assistants
• Dental Assistants
• Pharmacy Technicians/Aides
• Dental Hygienists
• Ophthalmic Medical Technicians
• Medical Records & Health
Information Technicians
• Phlebotomists
Smallest
Gaps
• Physical Therapist Assistants
• Surgical Technologists
• Radiologic/Nuclear
Technologists & Therapists
• Medical & Clinical Laboratory
Technicians
• Cardiovascular Technologists &
Technicians**
• Occupational Therapy Assistants
• Magnetic Resonance Imaging
Technologists**
• Respiratory Technicians &
Therapists
• Diagnostic Medical
• Gap = job openings - graduates
• Largest volume gaps are Nursing Aides, Registered Nurses, and
LPN/LVNs
• ** Small gap, but severely undersupplied: Dental Hygienists,
select Techs
• But, be cautious about low entry-level wage growth

9. 8
WORKFORCE ALIGNMENT
STRATEGIES: THEMES, GOALS, AND
STRATEGIES
Goal 1: Create support for healthcare career pathways.
• 1.1: Develop and promote the use of consistent
messaging and career pathway resources in collaboration
with employers, training providers, and CBOs.
• 1.2: Promote healthcare career pathways for front-line
staff and low wage middle-skill, healthcare occupations.
Goal 2: Improve processes for directing job seekers into
healthcare careers.
• 2.1: Formalize processes for identifying potential
healthcare workers and referring them to resources in
the Workforce system.
• 2.2: Expand partnerships with community based
organizations.
Theme 1: Insufficient Career Pathway Advising and Awareness

10. 9
WORKFORCE ALIGNMENT
STRATEGIES: THEMES, GOALS, AND
STRATEGIES
Goal 3: Improve collaboration to address capacity challenges.
• 3.1: Explore collective solutions to experiential learning,
facility, and faculty capacity challenges between training
providers, local healthcare employers, and workforce
stakeholders.
• 3.2: Increase awareness of training programs for which
there is strong demand for workers and underutilized
enrollment capacity.
Goal 4: Expand partnerships across regional stakeholders.
• 4.1: Grow programs and processes to strengthen the
connection to K-12 institutions.
• 4.2: Provide a forum for training providers to find shared
solutions to completion, enrollment, and capacity issues.
Theme 2: Barriers to Scaling Education and Training Programs

11. 10
WORKFORCE ALIGNMENT
STRATEGIES: NEXT STEPS
Transactional
Change
Strateg
y 3.1
Systems
Change
High
Investment
Low
Investment
Strateg
y 1.2
Strateg
y 3.2Strateg
y 2.2
Strateg
y 4.1
Strateg
y 4.2
Strateg
y 2.1
Strateg
y 1.1
• Investment: The level of resources that may be required for
success on a continuum from high to low investment
• Impact: The type of change that occurs ranging from immediate,
transactional change to long-term, systematic change

12. 11
THANK YOU
Angela Gallagher
Council for Adult and Experiential Learning
(CAEL)
agallagher@cael.org
Chris Engle
Avalanche Consulting
chris@avalancheconsulting.com