I’m thrilled to sit down with James Maitland, a renowned expert in geriatrics and healthcare policy, whose extensive work has shaped innovative approaches to training healthcare providers for an aging population. With a deep understanding of programs like the Geriatrics Workforce Enhancement Program (GWEP), James has been at the forefront of addressing the critical shortage of professionals equipped to care for older adults. Today, we’ll explore how GWEP is transforming elder care training, the creative ways it reaches communities, the impact of funding challenges, and the future of this vital initiative.
Can you share an overview of what the Geriatrics Workforce Enhancement Program does to prepare healthcare providers for the unique needs of older adults?
Absolutely. The GWEP is a federally funded initiative designed to bridge the gap in expertise for caring for the aging population. It trains a wide range of professionals—doctors, nurses, social workers, therapists, and even community health workers—by providing specialized education on age-friendly care. The program focuses on issues like frailty, cognitive decline, and chronic disease management, which are common among seniors. It also prioritizes reaching underserved areas, such as rural communities, by partnering with universities and hospitals to extend training and resources where they’re needed most.
What inspired some of the innovative approaches, like the mobile van in St. Louis that visits senior centers and churches?
The mobile van concept came from a need to meet older adults where they are, especially in communities with limited access to healthcare. In St. Louis, students from various disciplines use this well-equipped van to conduct hour-long geriatric assessments at places like senior centers or nursing homes. They evaluate patients for things like muscle weakness, balance issues, and memory problems, all free of charge. Afterward, patients get a printed care plan to guide their next steps, which empowers them to better manage their health with clear, actionable advice.
I’ve heard about online training programs, like the one in Oregon for community health workers. Can you walk me through what that entails?
Sure, the Oregon program is a fantastic example of leveraging technology to expand access to training. It’s an eight-hour online course tailored for community health workers, covering essentials like Medicare and Medicaid basics, hospice and palliative care, and effective communication with older adults and their families. This format makes it accessible for busy workers, preparing them to support seniors in practical ways. It’s about building confidence and competence in a short, focused curriculum, and there’s definitely interest in scaling this model to other states.
How do informal community engagements, like speaking at local churches about dementia care, fit into the broader mission of GWEP?
These engagements are a cornerstone of GWEP’s approach to education beyond formal settings. For instance, in Louisville, program leaders often respond to community requests, like speaking at a church about the challenges of caring for loved ones with dementia. These events happen fairly regularly and provide direct support to caregivers and families. The feedback is often heartfelt—people appreciate the practical tips and emotional validation. This personal touch not only educates but also builds trust, reinforcing the larger goal of creating a network of informed caregivers and providers.
Funding for GWEP faced a significant scare with a 34% cut this year. Can you describe the uncertainty that created for program leaders?
It was a tough period, to say the least. When the expected $41.8 million dropped to $27.5 million without clear explanation, program directors were left scrambling. For 10 weeks, there was no certainty about whether the funds were delayed or gone for good. Leaders had to consider drastic measures like layoffs or halting key activities, such as geriatric rotations. The stress was palpable as they reached out to congressional representatives for answers, all while trying to maintain services with limited resources.
With the Trump administration’s budget proposing to eliminate GWEP by 2026, how does that kind of threat influence long-term planning?
That proposal was a real wake-up call. Even though the funds were eventually restored this year, the threat of complete elimination in 2026 creates a cloud of uncertainty. Programs are now looking at contingency plans—diversifying funding sources, strengthening partnerships, and advocating harder for bipartisan support. The impact on morale is significant; staff and trainees worry about the sustainability of their work, which can dampen enthusiasm even as they remain committed to the mission.
Having political support, like from Senator Susan Collins, seems crucial. Can you speak to the importance of that backing for GWEP’s survival?
Political support is absolutely vital. Senator Collins’ advocacy, including her powerful speech on the Senate floor, helped highlight GWEP as a smart, modest investment in elder care. Her voice, along with others who’ve championed the program, reminds policymakers of the growing need for trained professionals as our population ages. It’s not just about funding—it’s about validating the program’s impact, which encourages grantees to keep pushing forward despite the challenges.
What is your forecast for the future of programs like GWEP in addressing the needs of an aging population?
I’m cautiously optimistic. The demand for geriatric expertise is only going to grow as the over-65 population surges, and programs like GWEP are critical to meeting that need. If we can secure stable funding and continue to innovate with training models—whether mobile vans, online courses, or community outreach—I think we can make significant strides. But it will require sustained advocacy and a willingness to adapt to policy changes. My hope is that the value of this work becomes undeniable to all stakeholders, ensuring its place in our healthcare system for years to come.
