The following is a list of PAS Workforce resources related to Ohio.
The list is provided and maintained by the National
Clearinghouse on the Direct Care Workforce. Each citation contains
an abstract and information about how to obtain the entire version.
Paraprofessional Healthcare Institute and the North Carolina Department of Health and Human Services. (March 2004). Chart of direct-care workforce activities in Ohio.
Abstract:
This chart describes existing or enacted direct-care workforce initiatives in this state as of March 2004. The information was collected as part of a national survey of state initiatives on the long-term care direct-care workforce. Additional details about this state may be found in the full report.
Davis, Shawn L. (2002). Mercy Health Partners of Southwest Ohio: Senior Health and Housing Services recruitment and retention (R & R) initiative. Scripps Gerontology Center.
Abstract:
This concept paper describes an initiative at Mercy Health Partners that used a total quality management approach to improve recruitment and retention of CNAs. MHP's initiative created a more positive organizational culture, constructed a values-based orientation program, improved relationship-skills training for CNAs and supervisory training for nurses, identified characteristics of successful CNAs to establish hiring criteria, and involved CNAs in a targeted recruitment campaign.
Straker, Jane K., and Robert C. Atchley. (June 1999). Recruiting and retaining frontline workers in long-term care: Usual organizational practice in Ohio. Scripps Gerontology Center.
Abstract:
This research study focuses on how nursing home providers and home health agencies calculate their staff turnover rates. The authors found that most providers could not adequately document turnover costs and consequently could not evaluate the benefits of increasing wages to reduce these costs.
Tilley, Jane, Kristen Black, Barbara Ormond and Jennie Harvell. (November 2003). State experiences with minimum nursing staff ratios for nursing facilities: Findings from case studies of eight states. U.S. Department of Health and Human Services.
Abstract:
Conducted by the Urban Institute for the U.S. Department of Health and Human Services' Office of the Assistant Secretary for Planning and Evaluation, this study was commissioned as a follow-up to the Phase I and Phase II nursing home staffing studies conducted for the Centers for Medicare and Medicaid Services by Abt Associates. The researchers surveyed all state laws mandating minimum staffing ratios and conducted case studies of eight states (Arkansas, California, Delaware, Minnesota, Missouri, Ohio, Vermont, and Wisconsin) that either instituted, modified or eliminated nursing staff ratios in recent years. The report concludes that minimum staffing ratios can help impose a standard on facilities that have inadequate staffing, but staffing ratios are not the only factor affecting the quality of care residents receive.
Greater Cleveland Long Term Care Workforce Initiative. (2003). Training directory for entry level health care careers in Cuyahoga County. The Cuyahoga Community College Foundation.
Abstract:
This directory of training programs was created as part of the Greater Cleveland Long Term Care Workforce Initiative. The directory outlines the eligibility criteria for acceptance into direct-care worker training programs, and lists training programs for state tested nursing assistants (STNA), home health aides, and personal care aides/attendants. The directory describes each type of training program and indexes them by location. The directory also provides information about continuing education for direct-care workers.
The Margaret Blenkner Research Institute. (2004). Cuyahoga County direct care workforce organizational survey. The Margaret Blenkner Research Institute.
Abstract:
The Cuyahoga County Long Term Care Work Force Initiative hired the Margaret Blenkner Research Institute (MBRI) to conduct a survey in 2003 to measure the results of the work completed by Initiative in its efforts to improve the direct-care workforce in the county. The survey lists information about organizations that employed direct-care workers who helped people with activities of daily living in Cuyahoga County in 2003. Unless specifically stated otherwise, the questions in the survey refer to direct-care workers.
Noelker, Linda S. and Farida K. Ejaz. (2001). Improving work settings and job outcomes for nursing assistants in skilled care facilities. Margaret Blenkner Research Institute, Benjamin Rose.
Abstract:
This paper reports on a project undertaken to improve job satisfaction and commitment of nursing assistants in greater Cleveland nursing homes. Nursing assistants surveyed complained about inadequate training, poor supervision, and insufficient compensation and benefits. Focus groups conducted with nursing assistants and supervisors also found a common desire for more training. The report discusses improvements accomplished by the project, including the development of trainings for supervisors and nursing assistants.
Ejaz, Farida K. and Linda S. Noelker. (April 2006). Tailored and ongoing training improve job retention. Better Jobs Better Care.
Abstract:
This report discusses training of state-tested nursing assistants (STNAs) in Ohio nursing homes. Researchers found that satisfaction with both initial and on-going training was linked to STNAs' satisfaction with their work. Recommendations include more hours of initial training, longer and more in-depth orientation, and more continuing education.
Larson, Sheryl A., et al. (April 2007). National validation study of competencies for frontline supervisors and direct support professionals. Research and Training Center on Community Living, University of Minnesota.
Abstract:
Based on surveys of frontline supervisors (FLSs) and direct support professionals (DSPs), this study looks at the relative importance of different workplace competencies. The authors suggest that the results of the surveys could inform modifications to FLS and DSP competency sets, and can also be used to assist organizations in the job application process and in planning trainings.
