Mercy Neighborhood Ministries outlines healthcare career pathway and long-term supports for Cincinnati residents

Mercy Neighborhood Ministries presented its healthcare-focused workforce pathway and follow-up support services to the Cincinnati Healthy Neighborhoods Committee on May 20, saying the programs combine short, subsidized credential training with navigation and long-term follow-up to improve employment and retention.

The presentations, led by Sue Kathman, executive director, and Amy Shinkle, managing director, described three primary training tracks: a hospital worker readiness program that gives graduates priority consideration with Mercy Health hospitals; a certified nurse aide (CNA) training program approved by the Ohio Department of Health; and a home care aide training program approved by the Ohio Department of Aging. The organization said the training is designed for entry‑level positions and to accommodate participants who need part‑time schedules and literacy‑appropriate materials.

“The strategy is to implement high‑quality programs that empower participants,” Kathman said. “We walk with them. We don't tell them what to do.” The presentation emphasized that Mercy Neighborhood Ministries pairs classroom instruction with individualized resource navigation after graduation.

Why it matters: Committee members said the city needs not only training but follow‑up support to avoid churn in entry‑level healthcare jobs. Amy Shinkle told the committee that “workforce supportive services is game changing for our community,” echoing program emphasis on retention as well as placement.

Mercy reported program metrics from the last full year: 333 individuals served through workforce‑supportive programs; more than 5,500 unduplicated contacts; nearly 80% of participants requested at least one one‑on‑one meeting with a resource navigator; 421 contacts with a financial coach; and nearly 90% of participants are Cincinnati residents. Mercy also reported spending $33,307 from its annual budget on direct participant supports and said it supplements those dollars with partner resources. Mercy told the committee it works with First Financial Bank for financial coaching and with Mercy Health for hiring pathways.

Program design details presented to the committee included literacy‑level adjustments (teaching materials at roughly a fifth to sixth grade reading level), extended course schedules (six to eight weeks rather than compressed two‑week trainings), subsidized tuition including built‑in state testing fees, and low nurse‑to‑student ratios for skills practice (one nurse to two‑to‑four students for skills labs). Kathman said Mercy became an on‑site testing location for the CNA state exam to reduce test anxiety and access barriers.

Committee members asked about childcare and transportation planning. Mercy said it does not provide childcare directly but works with local partners (for example, 4C) to plan contingency care and with Lyft and other partners to address transportation needs; Mercy characterized transportation, housing and utilities as the most frequent supports requested. The presentation noted a rising demand for mental health counseling among participants.

The committee accepted the Mercy Neighborhood Ministries presentation and, without objection, filed it.