Name: Sandy Snyder Title: Project Assistant Phone: Date: April 4, 2013 Fax: Address:

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2 Chancellor s Office California Community Colleges Grant Number: CONTACT PAGE District/College: Grossmont-Cuyamaca Community College District/Grossmont College Address: 8800 Grossmont College Drive City: El Cajon State: CA Zip+4: District Superintendent/President (or authorized Designee) Name: Cindy L. Miles, Ph.D. Title: Chancellor, Grossmont-Cuyamaca CCD Phone: Date: April 4, 2013 Fax: Address: Cindy.Miles@gcccd.edu Responsible Administrator (Should not be the same as Project Director) Name: Sunita Cooke, Ph.D. Title: President, Grossmont College Phone: Date: April 4, 2013 Fax: Address: Sunita.Cooke@gcccd.edu Project Director (Person responsible for conducting the daily operation of the grant) Name: Ann Durham, RN, MSN, FNP, Esq. Title: Deputy Sector Navigator [current HWI Director] Phone: Date: April 4, 2013 Fax: Address: Ann.Durham@gcccd.edu Person Responsible for Data Entry Name: Sandy Snyder Title: Project Assistant Phone: Date: April 4, 2013 Fax: Address: Sandy.Snyder@gcccd.edu Business Officer (or authorized Designee) Name: Sue Rearic Title: Vice Chancellor, Business Services Phone: Date: April 4, 2013 Fax: Address: Sue.Rearic@gcccd.edu Person Responsible for Budget Certification Name: Sue Rearic Title: Vice Chancellor, Business Services Phone: Date: April 4, 2013 Fax: Address: Sue.Rearic@gcccd.edu ii

3 APPLICATION ABSTRACT California has been presented with an urgent need to expand its health workforce capacity to achieve the goals of the Patient Protection and Affordable Care Act of 2010 (PPACA). This expansion of the healthcare workforce is vital to the regional economy and the viability of its healthcare organizations. The California Community Colleges are uniquely positioned to be at the forefront of healthcare workforce development as community colleges provide the majority of the nursing and allied health programs in the state. The healthcare sector is one of the largest employers in California, providing a wide range of job options to residents of both urban and rural areas. California is already experiencing statewide and regional shortages and maldistribution in many critical health professions. Over the next 3 years, this sector will add nearly 130,000 new jobs, a growth of 8%. Further compounding the shortage of health workers, by 2014, up to 5.9 million additional Californians will have access to health insurance coverage through implementation of the PPACA. This will result in the need for California to expand its full-time primary care workforce by 10-25% over the next 10 years. For California Community Colleges, that will mean changes in the curriculum as well as an increase in the number of graduates from nursing and medical assisting programs.. The Deputy Sector Navigator will facilitate the primary response to the increased need for nursing and allied health, which will be implemented through the project objectives outlined in the workplan, including: providing technical assistance to regional and statewide projects participating in the regional and the statewide Health Sector Advisory Committees engaging with the Regional Consortium and other regional organizations to respond to Health Sector needs serving as the regional Health Sector technical expert staying current with industry workforce development needs and trends facilitating collaborative communities for dialog among faculty members and industry practitioners toward the goal of curriculum alignment supporting sector partnerships, and assisting the Regional Consortium to meet the needs of the Health Sector in the San Diego/Imperial region The Key Talent identified as the San Diego/Imperial Deputy Sector Navigator for Health is Ann Durham, the incumbent San Diego/Imperial Health Workforce Initiative Director The objectives and corresponding activities and procedures were designed to achieve project outcomes, align with funding priorities as well as metrics and accountability measures of the RFA as the Health Sector creates partnerships to meet industry need. All of these activities are designed to align with the four-pronged framework of Doing What Matters for Jobs and the Economy to respond to the call of our nation, state, and regions to close the skills gap. iii

4 Table of Contents Deputy Sector Navigator for Health San Diego/Imperial Region Cover Letter... i Contact Page... ii Application Abstract... iii Table of Contents... iv Need... 1 Response to Need... 6 Annual Workplan Application Budget Summary Application Budget Detail Sheets Project Management Dissemination iv

5 NEED 1. Define the size, common characteristics of the businesses and workforce, locations, industry associations, educational partners (including high schools, ROCPs, community colleges, universities and others), competitors, projected growth and prospect for positive outcomes in serving this regional industry sector. Please identify and discuss supply and demand gaps in this sector s regional workforce. Size and Workforce: The San Diego/Imperial Counties (SDIC) region totals 8,858 square miles making this single region larger than the state of New Jersey. The population density in each of the counties differs markedly; Imperial has 41.8 persons per square mile and San Diego has 735. The labor force for the two counties in the region totals close to 1.7 million workers; of these, about 149,900 (8.8%) are out of work. There are significant disparities in the unemployment rates of each County. As of December, 2012, the unemployment rate for Imperial County was 25.1% and for San Diego was 8.1%. ( According to the Bureau of Labor Statistics, the healthcare sector combines medical technology and the human touch to diagnose, treat, and administer care to the general population. The healthcare sector is typically comprised of the following three subsectors: Ambulatory Health Care Services: 71,431 CA firms with 831,700 employees Hospitals: 2,219 CA firms with 376,800 employees Nursing/Residential Care Facilities: 8,909 CA firms with 269,900 employees (COE Healthcare Sector Profile, 2013) The healthcare sector plays a critical role in maintaining the health and well-being of the population as well as contributing to the economic development of communities in California. With rapid population growth, the need for high-quality healthcare services is expanding which will require a sufficient pool of qualified workers. While most sectors are struggling to rebound from the recent economic downturn, healthcare continues to add jobs. This provides job seekers with an opportunity to enter and retain employment in a wide range of health occupations and skill levels. California is a racially and ethnically diverse state, and San Diego is among the most diverse counties in California. The San Diego/Imperial Region was home to 3.3 million people in 2010; by 2020, the region s population is projected to increase to 3.8 million residents. The labor force for the two counties totals close to 1.7 million workers; of these, about 170,000 (10.3%) are out of work. Median household incomes range from $39,400 (Imperial) to $61,500 (San Diego. (COE Regional Labor Market Profile, 2012) Businesses and Projected Growth: Healthcare services industries in the San Diego/Imperial region account for more than 67,000 jobs. Looking forward to 2014, employment projections estimate industry growth at around 4%, or close to 76,000 jobs. The largest gains are projected for professional, scientific and technical services (+13,700 jobs) and healthcare services (+12,000 jobs). The largest growth in this sector is projected for: 1

6 Physicians offices: 2,625 offices with 11% increase in jobs to 33,463 Hospitals: 131 establishments with 8% increase in jobs to 23,223 Home health care services: 219 establishments with 14% increase in jobs to 10,067 Elder care facilities: 323 establishments with 14% increase in jobs to 9,900 (COE Regional Labor Market Profile, 2012) Major employers in the healthcare services industries in the region include: Kaiser Permanente 5,000 jobs Sharp Grossmont Hospital 3,000 jobs Tri-City Medical Center 2,400 jobs Sharp Rees Stealy Medical Centers 2,000 jobs Industry Associations: American Association of Critical-Care Nurses (AACN) Association of CA Nurse Leaders (ACNL) CA Association for Nurse Practitioners (CANP) CA Association of Nurse Anesthetists (CANA) CA Chapter of American Psychiatric Nurses Association (APNACA) CA Emergency Nurses Association (CAL-ENA) CA Licensed Vocational Nurses Association (CLVNA) CA Nurses Association (CNA) CA Nursing Students Association (CNSA) CA School Nurses Organization (CSNO) CA State Association of Occupational Health Nurses (CSAOHN) PeriAnesthesia Nurses Association of CA (PANAC) Sigma Theta Tau International Honor Society of Nurses (STTI) CA Dental Hygienists Association (CDHA) CA Dental Assistants Association (CDAA) Dental Hygiene Committee of California (DHCC) CA Medical Assistants Association (CMAA) CA Society of Medical Assistants (CSMA) American Health Information Management Association (AHIMA) CA Physical Therapy Association (CCAPTA) Occupational Therapy Association of CA (OTAC) CA Society of Radiologic Technologists (CSRT) CA Association for Medical Laboratory Technology (CAMLT) Educational Partners: The SDIC region includes 9 California community colleges: Cuyamaca College, Grossmont College, Imperial Valley College, MiraCosta College, Palomar College, San Diego City College, San Diego Mesa College, San Diego Miramar College and Southwestern College. There is one WASC-accredited nonpublic 2-year institution. The region also includes two public 4-year colleges, 12 WASCaccredited non-public 4-year institutions and 29 state-approved institutions. Additionally, there are six institutions exempt from state approval. (California Postsecondary Education Commission) 2

7 San Diego County has 74 public comprehensive high schools and 28 public charter high schools, as well as 82 private K-12 high schools. Imperial Valley has eight comprehensive high schools, one private high school and eight K-12 private high schools. (California Department of Education School Directory The San Diego County Regional Occupational Program (ROP) provides career technical education instruction at 125 locations in 18 high school districts and Juvenile Court and Community Schools. ( 2/10/13.) The Imperial Valley ROP currently provides 95 course sections at 10 school sites. ( The Health Workforce Initiative has worked closely with the Health and Science Pipeline Initiative (HASPI), a collaborative network of K-16 educators, industry representatives, and community organizations that are actively engaged in a common effort to improve students ultimate success in healthcare professions. HASPI s 3 primary goals are to: Increase health/medical career awareness Improve proficiency in middle school, high school, and college science courses Ease student transition to post-secondary programs and improve retention rates Competitors: The main competitors of the community college nursing and allied health programs are the for-profit private institutions that have been saturating the region. In addition to competing for our students, these institutions also contribute to the demand for an extremely limited supply of clinical placements which are critical to program completion and employment. Although no solution to the supply/demand gap has been identified, the region is fortunate to have a very strong and thriving entity, the San Diego Nursing Service-Education Consortium, which provides the platform for scheduling clinical placements each semester. Supply & Demand Gap: Primary Care Nurses: There are currently 363,599 Registered Nurses (RNs) with an active California license (California Board of Registered Nursing, 2011). In 2010, this translated to a 4.2% vacancy rate in hospitals, further compounded by an 8.2% turnover rate (Hospital Association of Southern California, 2011). The average age of the workforce is 47 years, with more than 50% of California working nurses over the age of 50 years (although this varies by region). There is a need to redirect nurses from acute care hospitals to community-based health care delivery, ambulatory care, and public health. Healthcare reform implementation and other factors will increase the need for nurses to work in and play increasingly important roles in primary care settings; particularly advanced practice nurses. The Institute of Medicine (IOM) and Robert Wood Johnson Foundation (RWJF) released a study and recommendations on the Future of Nursing (IOM/RWJF, 2010). A priority focus of the study was on preparing nursing for successful implementation of healthcare reform. Of the eight recommendations, number four is to Increase the proportion of nurses with a baccalaureate degree to 80% by Working groups representing California Community Colleges, CSU, UC, and industry are currently working toward this goal as part of AB 1295 Collaboratives, as well as the request from industry for California Community Colleges to offer BSN degrees. 3

8 Medical Assistants: Currently, there are 76,100 medical assistants (MAs) employed in California. MAs represent roughly half of all clinical support staff utilized at clinics throughout the state. In California, the MA role is among the fastest growing occupations. Between 2008 and 2018, 31,820 MA job openings are projected. This includes 23,300 new jobs, a growth of 30.6%. There is not a shortage of applicants, but there is a demand for higher-skilled, better-prepared applicants as the care model changes to the Patient Centered Medical Home. These new roles and competencies have been incorporated into the revised HWI Medical Assistant Curriculum Model that will be disseminated in to California Community College faculty in medical assistant programs and in collaboration with the CWIB Health Workforce Development Council. 2. Discuss curricular challenges and opportunities with respect to skill gaps facing your regional industry sector including the relationship between available workforce and employer need within the community college tier of education and between higher education and industry. Discuss efforts to establish and articulate career pathways in this sector for region-wide stackable certificates across multiple colleges and districts, strategies as they relate to a new candidate pool or incumbent workers. The region s nine community colleges offer an array of healthcare programs and certificates, each often with their separate advisory committees. Where curriculum or required certification is regulated by external boards, the curriculum is relatively consistent. However, based on feedback from the HWI Statewide Advisory Committee, major curricular challenges include: 1] statewide alignment of nursing and allied health prerequisite courses (including on-line science prerequisite courses), 2] transition to practice programs, 3] overall preparation level of students and their readiness for entry level employment, 4] program alignment to industry need, 5] changing curriculum fast enough to meet industry need, and 6] creating new programs to meet industry need for emerging healthcare occupations. As the state prepares for the implementation of health care reform and the corresponding increase in need for primary care workers, CA Community Colleges will need to transform nursing and medical assistant program curricula. In 2012, HWI developed an Ambulatory Care RN curriculum that can be adapted by any ADN program to better prepare students for work in the primary care/outpatient setting. HWI is currently completing the revision to the Statewide Medical Assistant Curriculum Model. This new curriculum includes the role transition for the Medical Assistant in the new team model of care as needed in healthcare reform. SDIC HWI Director Ann Durham led the DACUM panels for both the Ambulatory Care RN and the Medical Assistant job analyses. Ann is also leading the efforts in the Medical Assistant Curriculum revision. As a result, she is now collaborating with the San Diego Funder s Collaborative and UCSD Extension to develop a customized curriculum and career ladder training program for incumbent medical assistant workers employed by Family Health Centers San Diego and North County Health Services. 4

9 Once this training program has been piloted, the resources which have been developed will be made available through the HWI website for use throughout the state. 3. Discuss the inventory of organizations, bodies, advisories, hubs, centers, collaboratives, and other entities inside and outside of the community college system that are currently active in-region for this industry sector. Identify the gaps, overlaps, and opportunities for improvement and discuss plans to leverage assets into the current structure. Health Workforce Initiative Center at Grossmont College SDIC Regional Consortium/Workforce Development Council Regional Community College Nursing and Allied Health Program Advisory Committees San Diego Nursing Service-Education Consortium California Workforce Investment Board & Health Workforce Development Council San Diego Workforce Partnership & One-Stop Career Centers Hospital Association of San Diego & Imperial Counties; California Hospital Association The California Endowment; The California Wellness Foundation SDSU; CSU SM; UCSD Association of California Nurse Leaders; California Action Coalition Sigma Theta Tau, International Nursing Honor Society One of the HWI goals is to work with other organizations to avoid duplication of services and to leverage resources. Current HWI Director Ann Durham participates in various meetings, committees, and other convenings to stay informed of workforce activities in the region, to disseminate information to regional stakeholders, and to contribute to opportunities for growth and improvement. 4. Describe the opportunity for more effective regional communication and collaboration with constituents, including the regional consortia leadership, community college faculty and administration, K-12 and 4-year partner education institutions, the workforce system, trade associations, and other interested parties. The HWI collaborates with industry and education providers on a regular basis and has provided funding for many health workforce projects. A minimum of 2 Advisory Committee meetings are held annually to discuss workforce strategies. HWI Director Ann Durham regularly participates in SDIC Regional Consortium/Workforce Development Council meetings and serves on various Nursing and Allied Health Advisory Committees throughout the region. Each of the 9 regional community colleges communicates with local constituents and enjoys their respect and varying levels of participation in their work. The challenge is to provide more effective and timely communication to all of these stakeholders across the region. HWI, in collaboration with the Regional Consortium, will continue to make effective communication a priority. This, in turn, will lead to true collaboration and the most efficient use of time for both the colleges and the community partners. 5

10 RESPONSE TO NEED The Health sector stands out as a bright area in the economy of California. While nearly every aspect of employment in the state has decreased over the past few years, healthcare stands out as a promising career for workers of every age and interest. The California Community Colleges are positioned to be at the forefront of workforce development in the Health sector for the foreseeable future since we provide the majority of the nursing and allied health training programs in the state. The expected increase in health workforce demand due to health care reform may occur simultaneously with major health workforce supply challenges as defined in the Need Statement. Supply challenges will increase pressure on the capacity of providers to meet access, quality and cost goals. Safety net and rural providers in particular may face greater workforce challenges if a large portion of the three million additional insured through Medi-Cal seek services from them. The ability of the California Community College system to mobilize and respond to meet workforce needs has been proven in the example of Associate Degree Nurse Program expansion. The effectiveness of this ongoing effort has been augmented by the synergism of the coordinated actions of the Health Workforce Initiative (HWI) Statewide Director and regional HWI Center Directors, CA Community College Nursing Programs, the CCCCO, and the Statewide Health Occupations Advisory Committee. DSN funding will be used to coordinate and collaborate regionally, and to develop effective sector partnerships with employers, regional consortium, community colleges, high schools, ROCPs, WIBs, and other regional organizations to ensure a skilled workforce in support of the regional economy and Health industry sector and to establish career pathways for the regional community into those regional economies. The DSN will support and improve regional workforce training within the Health sector for entry level and incumbent workers, and partner with regional employers, community colleges, high schools and Regional Occupational Centers and Programs on curriculum and certificate development and program alignment, and offering contract education, credit, and non-credit training. 1. The DSN will work collaboratively in a network comprised of the statewide SN and other DSNs within the sector. The DSN will work collaboratively with the Chair and/or Co-Chairs of the Regional Consortium to align the needs of sector employers with the program and curriculum offered by colleges within the Regional Consortium. Additionally, the DSN will work with the Regional Consortium, and individual colleges within the region offering courses and programs within the sector, to develop faculty collaboratives, connect programs and employers, and promote and strengthen curriculum and program alignment. The Deputy Sector Navigator will act as a workforce system integrator, identifying and connecting needs and resources, by participating in Health sector meetings with the SN 6

11 and other regional DSNs to collaborate in planning a statewide and/or regional response to the specific identified needs of each region. This will be accomplished by the DSN attending and participating in at least 3 meetings with the SN and DSNs throughout the year. The day after each of these meetings, the SN and DSNs will meet with the Statewide Health Occupations Advisory Committee to continue to identify needs and response to needs throughout the state and in various regions. As these plans of action are set into motion, the DSN will work as part of the team to accomplish the identified goals. Additionally, the DSN will continue to act as a workforce system integrator, identifying and connecting needs and resources, by participating in Regional Consortium meetings and collaborating with the Chair to align the needs of Health sector employers with the programs and curricula offered by colleges within the region. This will be accomplished by attending and participating in at least 4 Regional Consortium meetings, as well as all of the Health sector Advisory Committee meetings, to plan a minimum of 3 priority Health sector activities or projects. These projects will be determined after receiving input from Advisory Committee members (comprised of representatives from both industry and academia). The college partners are eager to be the first choice of employers when they are seeking solutions to workforce training needs. The DSN can help make this happen by working together with the Regional Consortium Chair to bring together a robust regional Health Sector Advisory Committee. As needs are identified, they can either be addressed by connecting employers with existing resources, or by working with college partners to revise or create curricula to meet the workforce training needs identified by the Committee. Another important aspect of filling the role of workforce system integrator is to work with the Regional Consortium and individual colleges within the region offering courses and programs within the sector, to develop faculty collaboratives, connect programs and employers, and promote and strengthen curriculum and program alignment. A key component of accomplishing these objectives is to offer mini-grants to each of the 9 colleges in the San Diego/Imperial region to fund the development of faculty collaboratives, to create projects which will connect programs and employers, and to collaborate with others to ensure program alignment and/or to revise or strengthen curriculum. The offering of mini-grants to achieve these objectives will be done in collaboration with the Regional Consortium, which has developed and utilized a proven and successful planning process to administer and monitor mini-grants or sub-contracts for the region. First, the requirements of the funding source would be reviewed, and then modifications to the existing process would be suggested, if warranted. Input would be solicited from all affected groups, and the process would be adopted through a vote of the Regional Consortium s Workforce Development Council. Once approved, the process would be followed, including: dissemination of applications, selection committee/graded ranking sheets, encumbrance of funds, via purchase order or contract, monitoring, final report, accounting/purchase orders, web site posting of outcomes, evaluation and close-out. 7

12 The DSN will continue to provide technical assistance to the CA Community College nursing and allied health program advisory committees in the region by facilitating connections to the healthcare industry. This will be accomplished by attending at least one annual advisory committee meeting at each of the 8 San Diego/Imperial colleges which have a nursing and/or allied health program, and by assessing needs such as the lack of adequate placements for required clinical experiences for students. This has been a longstanding concern of all the nursing and allied health programs in the region. As needs are identified, connections to the healthcare industry will be established or nurtured by leveraging well-established networks and relationships that have been cultivated over the past 5 years. These relationships will continue to be strengthened through the DSN s participation in various industry associations, such as the Association of California Nurse Leaders, Sigma Theta Tau, International, the Hospital Association of San Diego & Imperial Counties, the San Diego Nursing Service- Education Consortium, and her work as the Regional Co-Champion of the California Action Coalition. 2. The DSN will work with employers, industry and labor organizations, and WIBs within the region to determine gaps in the workforce; promote integration of workforce training and employment; strengthen programs within the sector at regional colleges and high schools; provide incumbent worker training; promote opportunities for contract education and faculty professional growth; and thereby, promote and support growth of the sector within the regional economy. The DSN will act as a workforce system integrator, identifying and connecting needs and resources, by working closely with the Regional Consortium to complete a gap analysis, partnering with the Center of Excellence, SN, DSNs, the San Diego Workforce Partnership and the Imperial County Workforce Development Board (regional WIBs), and leveraging other resources. This analysis will include real-time regional data, including incumbent workforce needs, inventory of public and private program offerings, student enrollments and completions, and employment statistics. As documented in the Need Section, labor market demand projections and evidence gathered from the healthcare industry show that demand will exceed supply of these vital workers over the next 10 years. The 112 California community colleges are one of the primary educational providers of these workers to the state. Increasing program production of these workers on a statewide basis is a daunting task in itself, but along with increased production, industry is also asking for an increase in the level of preparation of entry level workers for all allied health occupations. Intense discussions at the January 2013 HWI Statewide Advisory Committee meeting regarding where this responsibility resides will continue at the next meetings. Industry is also concerned about the rapidly changing models of healthcare delivery and the ability of the colleges to adapt curriculum. The goal is to start with nursing and radiological technology convening statewide discipline discussion groups to work on curriculum alignment with industry in the changing healthcare climate. 8

13 To address some of the ongoing issues addressed by the Statewide Health Occupations Advisory Committee, the DSN will participate in the BOG baccalaureate degree task force as suggested by Chancellor Brice Harris. It is especially important for the San Diego/Imperial Health DSN to be involved, as two of the prospective schools who will be involved in the pilot are Grossmont College and San Diego City College. The DSN will also support the California Community College Nursing Advisory Committee (3CNAC) efforts to communicate within the community college structure regarding the business need and request for community colleges to offer the BSN. The San Diego/Imperial HWI Director has been instrumental in conducting the Medical Assistant DACUM Job Analysis, and in leading the Medical Assistant curriculum revision. As DSN, she will provide Medical Assistant faculty development through implementation workshops for the revised curriculum model, which will include the newly enhanced roles of the medical assistant in the team model of care. Likewise, the DSN will provide Nursing faculty development training for community colleges interested in the implementation of the HWI Ambulatory Care RN Curriculum. Program improvements and curricular changes must also address issues related to the increasing diversity of the California workforce and the demands to provide patients with culturally competent healthcare providers. Under the leadership of the current San Diego/Imperial HWI Director, HWI has completed 18 Cultural Competency modules (available on the HWI website) which may easily be incorporated into California Community College nursing and allied health training programs. The expertise of the San Diego/Imperial HWI Director in the area of cultural and linguistic competency has been enhanced through her role as Director of the San Diego Welcome Back Center (WBC). The WBC works with internationally trained health professions to help them get licensed to work in California. The San Diego Center has worked with over 3,600 participants in the past 10 years, resulting in: 1) elevated socioeconomic status for the participants, 2) an increase in culturally competent and linguistically similar providers for our increasingly diverse patient population, and 3) an increased number of tax payers, rather than recipients of tax-funded benefits. To achieve the goal of increasing the preparation level of students entering CA Community College nursing and allied health programs, an important partnership has been created between HWI and the Health and Science Pipeline Initiative (HASPI). HAPSI is a statewide collaborative which began in San Diego, that has been documented to improve students ultimate success in healthcare. In San Diego high schools, California Standardized Testing (CST) scores from reflect that 93% of students that take HASPI Medical Biology score higher on the Biology exam than the state average. The three primary goals of the HASPI project are to: 1) increase healthcare career awareness; 2) improve performance in high school and college science courses; and 3) strengthen transition and retention rates in college programs. HASPI is a network of middle schools, high schools, and community colleges that are actively preparing 9

14 students for college science courses and health training programs. The DSN will continue to facilitate dissemination of the HASPI model through professional development and technical assistance with partner high schools in the region, and will fund the annual HASPI Curriculum Conference. HASPI Curriculum to be disseminated will include Medical Biology, Medical Chemistry, Medical Physiology, Medical Math, and the capstone course, Medical Theory and Practice. The Health Workforce Initiative has a rich history of providing professional development for incumbent workers, as well as faculty development programs which benefit both nursing and allied health faculty members AND the students they teach. In the coming year, plans are already in place for a Certified Emergency Nurse Review Course for incumbent workers, a Men in Nursing workshop for interested students, faculty members, and incumbent workers, and a Teaching Strategies workshop for community college faculty and members of industry education departments. These programs have always been valued by HWI constituents, and they fill a need which has consistently been identified in the region. 3. Gaps within the workforce will be identified and prioritized and strategies developed and implemented using SB 1402 and/or SB 1070 funding. Examples of strategies to address workforce gaps include: creating community collaboratives, professional development opportunities, curriculum development, articulation of curriculum in a career pathway, career lattice, or in a system of stackable credentials, career guidance module development, seminars, workshops, and collaboration between faculty, with an outcome of integrating the needs of employers and addressing within the curriculum and programs the job skills and competencies required for employment and advancement. The DSN will act as a workforce system integrator, identifying and connecting needs and resources, by performing a regional gap analysis in collaboration with the Regional Consortium and other regional partners, as mentioned above. Gaps will be identified and prioritized by the industry and education partners, and strategies will be developed and implemented using SB 1402 and/or SB 1070 funding. At the same time, the SN and the DSNs will address the requests put forth by the Statewide Health Occupations Advisory Committee in (which may well align with the results of the pending gap analysis), including: 1) alignment of nursing and allied health prerequisite courses, 2) merit-based enrollment for allied health programs similar to AB 1559 for nursing programs, 3) better preparation of students for entry level allied health occupations, 4) continue partnership with the Health and Science Pipeline Initiative (HASPI), 5) document best practices for Transition to Practice programs for new nursing graduates, and disseminate and post the results on the HWI website, and 6) integration of new models of healthcare into allied health and nursing curriculum. In addition, the creation of collaborative communities will be discussed. The first of these will likely be a convening of the Directors of the Medical Assisting programs in the region. This has never been done before, and it has been recently been identified as an important need. It will allow the program directors and faculty members to share best 10

15 practices, and to integrate the needs of employers by addressing within the curriculum the job skills and competencies required for successful employment, retention, and advancement. Professional development opportunities will be offered, including those mentioned above: a Certified Emergency Nurse Review Course for incumbent workers, a Men in Nursing workshop for interested students, faculty members, and incumbent workers, and a Teaching Strategies workshop for community college faculty and members of industry education departments. Other opportunities, identified by the gap analysis, will also be addressed. The current HWI director will continue her work with the San Diego Funders Collaborative and UCSD Extension, developing curriculum and training modules for the enhanced roles of Medical Assistants under the Patient Protection and Affordable Care Act (PPACA). Once developed, the DSN will participate in the pilot program, and all material developed will be disseminated through the HWI website, and will be available for statewide use. This will provide the opportunity for Medical Assistants to progress up the career ladder that is being developed by many organizations, such as physicians offices and community clinics, which are seeking designation as Patient Centered Medical Homes. This is an approach to a team model which will be important to the organization both in providing quality care and in receiving optimal reimbursement for services rendered. 4. The DSN will work with representatives of business, labor, and professional trade associations to develop and implement courses and programs to train incumbent workers in the regional industry sector. A key objective is to enable incumbent workers to become more competitive in their region s labor market, increase competency, and identify career pathways to economic self-sufficiency. Sector strategies may be implemented using articulated career pathways or career lattices and a system of stackable credentials. Curriculum will be offered through a variety of methods including credit, non-credit, or contract education depending on the needs of the employer. Through her well-established contacts with representatives of business, labor, and professional trade associations, the DSN will act as a workforce system integrator, identifying and connecting needs and resources, by continuing to develop and implement courses and programs to train incumbent workers in the regional industry sector. Along with programs such as certification review courses and faculty development workshops, the DSN will facilitate courses, workshops, and programs identified through the gap analysis as being in high demand in the region. In addition to increasing competency, this will allow incumbent workers to become more competitive in the San Diego/Imperial labor market, leading to increased economic self-sufficiency. The programs that are developed will be offered through a variety of methods, including credit, non-credit, or contract education, depending upon the needs of the employer. 11

16 Currently, plans are already in place, in partnership with the California Organization of Associate Degree Nursing (COADN) Deans and Directors, to provide nursing professional development at 2 statewide meetings, including offering the Clinical Faculty Academy. Additionally, the revised HWI Medical Assisting Curriculum will be introduced at the statewide MA faculty association meeting, as well as at meetings in the San Diego/Imperial region. An ongoing effort will be to support Medical Laboratory Technician (MLT) faculty meetings to share budget and program issues, labor market needs to justify program existence, outreach to labs to educate on how to integrate MLTs, and to facilitate communication with Laboratory Field Services. Efforts will continue to provide Broadband continuing education for RN faculty and incumbent RNs, with an ultimate goal of curriculum integration into ADN programs. The SN and the DSNs will continue to support the California Community Colleges Nursing Advisory Committee (3CNAC) to the CCCCO, with members representing the COADN statewide regions. The DSN will collaborate with the SN and other Health DSNs to develop best practice protocols for partnering with LWIBs to fund nursing and allied health training in the following areas: 1) RN Specialty Certificates, 2) Certified Nursing Assistants, 3) Licensed Vocational Nurses, and 4) Medical Assistants. Additionally, the DSN will work with the SN and other Health DSNs to deliver incumbent worker training to: 1) Medical Assistants, 2) RNs needing Specialty Training, 3) Ambulatory Care RNs, and 4) new nurse graduates in Transition to Practice Programs. 5. The DSN will collect and report data on all required accountability measures working with common metrics and accountability measures, and working with the statewide LaunchBoard initiative. In collaboration with the SN, DSNs and Regional Consortium, the DSN will work to develop best practices for collecting and reporting data on all required accountability measures, utilizing the CCCCO s Common Metrics and Accountability Measures. The DSN will attend training to be provided by the Regional Consortium on all aspects of the statewide LaunchBoard Initiative, and will report data as instructed by the CCCCO. When LaunchBoard is fully understood and operational, the DSN will work with the Regional Consortium to develop a plan to not only report the data by regional sector, but to analyze the impact on the region, and to suggest possible action plans to move student momentum points in a positive direction. 12

17 Chancellor s Office California Community Colleges District: Grossmont-Cuyamaca CCD College: Grossmont College Grant Number: ANNUAL WORKPLAN Objective Number*: 1 The DSN will work collaboratively in a network comprised of the statewide SN and other DSNs within the sector. The DSN will work collaboratively with the Chair and/or Co-Chairs of the Regional Consortium to align the needs of sector employers with the program and curriculum offered by colleges within the Regional Consortium. Additionally, the DSN will work with the Regional Consortium, and individual colleges within the region offering courses and programs within the sector, to develop faculty collaboratives, connect programs and employers, and promote and strengthen curriculum and program alignment. Activities 1.1 Participate in Health sector meetings with SN and DSNs to collaborate in planning a statewide and/or regional response to the specific identified needs of each region. 1.2 Participate in Health sector statewide industry advisory meetings with SN and DSNs. 1.3 Participate in Regional Consortium meetings and collaborate with the Chair to align the needs of the sector employers with the programs and curriculum offered by the colleges within the Regional Consortium. Timelines 1.1 Meeting months: 9/2013 1/2014 3/ Meeting months: 9/2013 1/2014 3/ Meeting months: 10/ /2013 2/2014 4/2014 Responsible Person(s) 1.1 SN DSNs 1.2 SN DSNs 1.3 DSN RC Chair RC Deputy Sector Performance Outcomes Navigator 1.1 Attend and participate in at least % 3 meetings with SN and DSNs to facilitate collaboration in planning a statewide and/or regional response to the specific identified needs of each region. 1.2 Attend and participate in at least % 3 meetings with SN, DSNs, and Statewide HWI Advisory Committee to continue to identify needs and response to needs throughout the state and in various regions. 1.3 Attend and participate in at least % 4 Regional Consortium meetings to plan a minimum of 3 priority Health sector activities/projects. In-Region Investment 1.1 0% 1.2 0% 1.3 0% Metric(s) No QS QS2 13 * Limit one (1) objective per page. List objectives according to numerical order, i.e., 1.0. Activities should have corresponding numbers (i.e., 1.1, 1.2, )

18 1.4 Work with the Regional Consortium, and individual colleges within the region offering courses and programs within the Health sector, to develop faculty collaboratives, connect programs and employers, and promote and strengthen curriculum and program alignment. 1.5 Provide technical assistance to the CA Community College nursing and allied health program advisory committees by facilitating connections to the healthcare industry /2013 2/ /2013 5/ DSN RC Chair RC SDIC Community Colleges 1.5 DSN CA Community College nursing and allied health program directors 1.4 Offer $6,000 mini-grants to each of the 9 colleges in the SDIC region to fund the development of faculty collaboratives, connect programs and employers, and promote and strengthen curriculum and program alignment. 1.5 Attend at least 1 advisory committee meeting at each of the 8 SDIC colleges which have a nursing and/or allied health program and facilitate connections to the healthcare industry % % % 1.5 0% 1.4 L1 1.5 QS2 14 * Limit one (1) objective per page. List objectives according to numerical order, i.e., 1.0. Activities should have corresponding numbers (i.e., 1.1, 1.2, )

19 Chancellor s Office California Community Colleges District: Grossmont-Cuyamaca CCD College: Grossmont College ANNUAL WORKPLAN Grant Number: Objective Number*: 2 The DSN will work with employers, industry and labor organizations, and WIBs within the region to determine gaps in the workforce; promote integration of workforce training and employment; strengthen programs within the sector at regional colleges and high schools; provide incumbent worker training; promote opportunities for contract education and faculty professional growth; and thereby, promote and support growth of the sector within the regional economy. Activities 2.1 Working closely with the Regional Consortium to complete a gap analysis, partnering with the Center of Excellence, SN, DSNs, the San Diego Workforce Partnership and the Imperial County Workforce Development Board (regional WIBs), and leveraging other resources. 2.2 Participate in the CA Community College implementation of the CA Workforce Investment Board Health Workforce Development Council recommendations and findings (January 2013 Report on Health Workforce Development Needs: Findings and Recommendations, CWIB) 2.3 Participate in the BOG baccalaureate degree task force as suggested by Chancellor Brice Harris. Timelines 2.1 7/ / Meeting months: 9/2013 1/2014 3/ BOG meeting date TBD Responsible Person(s) 2.1 DSN RC Chair COE SN DSNs SDWFP ICWDB 2.2 DSN SN 2.3 DSN Performance Outcomes 2.1 Attend and participate in meetings with the Regional Consortium and other partners to facilitate completion of the gap analysis; information will be used to plan regional response to identified needs. 2.2 Attend and participate in at least 3 meetings with SN and DSNs to plan implementation of the recommendations. 2.3 Attend and participate in at least 1 task force meeting and disseminate information as available. Deputy Sector Navigator % % % In-Region Investment 2.1 0% 2.2 0% 2.3 0% Metric(s) No. 2.1 QS * Limit one (1) objective per page. List objectives according to numerical order, i.e., 1.0. Activities should have corresponding numbers (i.e., 1.1, 1.2, )

20 2.4 Support 3CNAC efforts to communicate within the community college structure regarding the business need and request for community colleges to offer the BSN. 2.5 Provide Medical Assistant faculty development through implementation workshops for the revised HWI statewide curriculum model to include the new role of the medical assistant in the team model of care. 2.6 Provide Nursing faculty development training for community colleges interested in the implementation of the HWI Ambulatory Care RN Curriculum. 2.7 Provide technical assistance in securing funding for the San Diego Welcome Back Center (WBC). 2.8 Facilitate a Certified Emergency Nurse Review Course for incumbent workers in SDIC. 2.9 Facilitate a Men in Nursing Workshop for interested students, faculty member, and incumbent workers in SDIC Provide a teaching strategies workshop for incumbent nursing and allied health faculty and industry educators Work with HASPI to strengthen programs at high schools which lead to careers in the healthcare field; fund annual curriculum conference Provide technical assistance to statewide Medical Laboratory Technician (MLT) project /2013 5/ Workshop date TBD, target date 1/ Workshop date TBD, target date 4/ /2013 6/ Course date TBD, target date 6/ Workshop date TBD, target date 6/ Workshop date TBD, target date 4/ /2013 5/ Meetings: 9/2013 1/2014 3/ DSN 2.5 DSN 2.6 DSN 2.7 DSN WBC Manager GCCCD Auxiliary Exec. Director 2.8 DSN 2.9 DSN 2.10 DSN 2.11 DSN HASPI Director 2.12 SN DSNs 2.4 Disseminate information at a least 6 meetings of Health sector education and industry partners. 2.5 Provide 1 workshop to SDIC Medical Assistant program directors and faculty members highlighting the revised MA curriculum. 2.6 Provide a workshop to SDIC community colleges interested in the implementation of the HWI Ambulatory Care RN Curriculum. 2.7 Meet with WBC Manager 2 times per month to provide technical assistance in securing grant funding. 2.8 Facilitate 1 Certified Emergency Nurse Review Course. 2.9 Facilitate 1 Men in Nursing Workshop Facilitate 1 teaching strategies workshop Meet with HASPI Director 4 times per year; fund annual curriculum conference for SDIC high school science faculty members Collaborate with SN and DSNs 3 times/year to assess needs and plan response to needs of MLT programs at CA CCs % % % % % % % % % 2.4 0% % % 2.7 0% % % % % % LI1 LI6 2.6 LI1 LI QS2 LI6 2.9 QS2 LI QS2 LI LI QS2 16 * Limit one (1) objective per page. List objectives according to numerical order, i.e., 1.0. Activities should have corresponding numbers (i.e., 1.1, 1.2, )