A Glimpse at System Change in the Flint Healthcare Employment Opportunities Sector Initiative
An Interview with Norma Hagenow by Serena Unger
The Flint Healthcare Employment Opportunities (FHEO) Sector Initiative began
in 2002 as a project of the Greater Flint Health Coalition (GFHC) in
collaboration with over 20 local partners. FHEO works with healthcare
employers to make entry-level positions a stepping stone to a better life
for Flint’s low income, and primarily African-American residents. FHEO works
with residents to improve employability and occupational skills, and works
with employers to restructure hiring, retention and promotional practices to
help reduce turn-over and meet hiring needs. With GFHC managing the
initative, all industry, educational, and community-based partners
collaborate on planning, implementation, and management. As an industry-led
initiative, three major employer partners, Genesys Health Systems and
McLaren and Hurley Regional Medical Centers, have the primary role of
defining training needs.
Norma Hagenow is Chief Executive Officer of Genesys Health Systems, a
regionally integrated health care delivery system comprised of a complete
continuum of care with operating revenues of over 410 million. As Chair of
the FHEO Implementation Committee (which also serves as FHEO’s board of
directors), Norma has been a key player in promoting the project among other
local employers and has shown how important employer buy-in and employer
engagement is in turning out what she calls “win-win-win” outcomes for a
sector initiative. In my interview with her, we talked about the concept of
systems change. The case of FHEO shows that systems change is a process that
progressively produces deep rooted results. FHEO demonstrates how a sector
initiative moves from identifying resources to develop the initiative, to
clearly defining a vision, to building partnerships and breaking down silos,
to changes on the employer side, and eventually changes in the ways in which
the larger workforce development system attempts to close the gaps of the
labor market and ultimately reduces poverty in a community.
Key themes of system change in the FHEO project include:
The power of the vision in moving partners out of their silos
The observation that creating career ladders for workers (most clearly a worker benefit) is a win-win-win benefit for all constituents
Policy change and the creation of the right metrics are areas for system change
A key impact of system change (creating the structure that gives people in the Renewal Community support for moving up) changes participants’ attitudes and perspective
Effectiveness requires change in employers’ policies and practices
The workforce system and the state have used FHEO as a model and replicated it
Serena: Tell me where FHEO is right now as it approaches five years?
Norma: The original program is still there in terms of recruiting people
from the Renewal Community into soft skill training and into entry level
jobs, and then onto a career latter once they’re in the health care
industry. This is the most foundational purpose of the program in that you
take someone right from the community that really has a lot of odds against
them and help to create a sustainable career for them, not just an entry
level house keeping job, but one where they can keep moving up the career
ladder. We wanted to have an approach to finding funding and finding ways to
create career ladders. So that led to an LPN program with a workforce
development group here in town. Then there was a need for more teachers so
there was a grant from the state for nursing programs. One thing built upon
another. The labor department has come up with funding so that has helped to
create soft-skill training.
Serena: Did FHEO start out with a clear vision?
Norma: What was so unique about our vision is that we weren’t just going to
create entry level jobs in health care but we were going to create
sustainable health care careers. That became a very powerful vision. There’s
something about someone living in the Renewal Community, maybe they’re a
single parent that doesn’t have their GED and is trying to make something of
them self but faces too many barriers. The fact that we were able to martial
the energy of so many forces to create a career for that person—that was
very powerful.
Serena: What were the practices needed to be in place for that vision to
play out?
Norma: We needed to have the stakeholders that would be involved (creating
the curriculum, the training, the recruitment, the soft and hard skills).
What we had to overcome first is we didn’t know what one another did. We
took the first six months to try to create synergy at a time when we didn’t
know what we’re doing. So we had presentations and everyone listened to one
another. What are the needs of the hospitals in terms of front end workers?
Where are the openings and the opportunities as you move up the career
ladder? The second barrier was to keep everyone aware of what the vision is.
The vision is to create sustainable healthcare career that makes for
win-win-win for the community, the individual, and the health care
industry—the whole economic community. This win-win-win vision was very
powerful in keeping people out of their silos.
Serena: What system changes came about as FHEO implemented its vision?
Norma: Systems change is needed to overcome the tendency to remain in silos.
And this is done by learning about each other. It’s really about learning.
First you begin to understand each other, and then there’s working together.
How the partnership is able to work together is important in moving toward
the vision.
Then we broke it up into the categories of work to get done. First we had to
recruit people. Faith Access to Community Economic Development (FACED) said
that with their inroads into the churches and community, they’ll work on
recruiting and develop the interview process. This is how we reached out for
people to get into the program. Then there was a second group. The
curriculum development was done by the Technology Center and Mott Community
College. The health care representation worked on hiring requirements and
how employment would actually begin and how we would train and develop
managers to accept this new group of people to hire on. So we also worked on
leadership development. We divided the work into segments and brought it
back to the larger team as our process, then developed policies so that we
could accept the first class in the program.
Another powerful thing is that out of the vision we developed how we would
measure the outcomes. We wanted to be very clear about what win-win-win
meant so we set up criteria for the metrics. How many did we lose in the
first phase, how many did we have to recruit to have “X” amount in the first
class, what kind of drop rate was there? Ultimately—how many participants
had a job? Were they performing satisfactorily? And how in many months would
they be going on for high level training? Is it sustaining over each year?
The bottom line outcome is sustained careers. To break through to systemic
change, the program has to be metric oriented.
Serena: So systems change happened at the institutional level by having a
clear vision, learning about the capacities of each of the partners,
breaking down silos, and then creating a structure (like policies and
metrics) that provides opportunities for people to move up and succeed. What
effects of this system change do you see?
Norma: The idea that you have a critical path, that people can come into the
healthcare field and move up the ladder. That’s pretty dramatic. At our
meetings sometimes people come to us and tell their story and there are
tears in the room because you’re hearing stories of someone who thought they
had no hope. They were given soft skills, meaning how to dress, how to talk
to one another, how to get to work, how to be polite, how to relate to
people, handle conflict—just an understanding of self. They tell their story
of how they went to work, how they interacted with their managers. It’s
pretty amazing. I think that’s the effect of system change. Taking people
without hope and giving them a hand and they’re doing marvelously well.
Lives have changed.
Serena: Tell me how FHEO has effected system change in business practices
and the influence businesses have had on FHEO?