Occupational Therapy Assistant Kennebec Valley Community College Years:

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1 OT/OTA PROGRAM STRATEGIC PLAN (All information must be submitted in typewritten format.) 2006 STANDARDS - FORM G Analysis of program evaluation, internal and external environments: Strengths 1. Dedicated faculty. 2. Students are successful in completing the program; most graduates sit for the NBCOT boards within 6 months of graduating, 100 % of 2010 graduates taking the NBCOT exam passed as first time takers; The average total pass rate of OTA program graduates taking the NBCOT exam for the first time for cohort is 91.5 %; Nine out of the twelve 2010 graduates shared that they found employment in the OT field within 6 months of graduation; One returned to school for further education and is working P/T in OT. Two are of unknown status. 3. The OTA Advisory Board is committed to helping the program meet its goals and objective and maintain its mission. 4. We have worked to improve the balance (by practice arena and public members) of our advisory board to inform our program for the future. We currently have practitioners from: pediatrics, SNF, mental health, public members, outpatient and OT education. We have two public members. Occupational Therapy Assistant Kennebec Valley Community College Years: Program evaluation results Internal institutional environment External environment 1. The OTA faculty are supportive of one another and try to be flexible to meet the needs of the students, the program, each other and the college; The administration is supportive of the OTA program and sees the faculty as integral members of the college community; we have been able to develop a practitioner teaching assistant position for 39 hours each semester to support student lab needs. 2. Graduation rates are steady and NBCOT pass rates are improving. 3. The OTA advisory board is comprised of OTs/ OTAs and community members who willingly participate in the program development and maintenance in all programmatic domains. 1. Program and faculty are highly respected within the state. This promotes a sense of trust and creates support for our program within the Maine OT community. It also creates opportunities for us to increase our draw on more informed, qualified applicants; other OT programs recognize the KVCC OTA program for its contributions. Faculty are invested in the Maine Occupational Therapy Association (MeOTA) and are members of AOTA and NBCOT. Students are integrated into the Maine OT network early and often. They are enculturated into AOTA and its benefits. 2. OTA practitioners are working in the state of Maine as per our mission; the most recent licensure count (2009) is 200. We recognize that there are 11 more from the class of 2010 bringing this number to 211 OTAs licensed to deliver OT services in Maine. We continue to develop the proportional expertise of OTs, OTAs and community members on our board to help suit our

2 Program evaluation results Internal institutional environment External environment 5. All OTA students are members of AOTA 5. The college supports methods to assist students to become AOTA members. We have had 100% membership for 3 years. needs for the present and the future. Interfacing with PDs for information/is useful. The KVCC OTA website is clear and accessible 4. Guidance counselors are more informed about occupational therapy and our OTA program. This supports more prepared students and increases diversity in our program. Weaknesses 1. Day to day work load is too great to creatively plan and implement plans for the future. There is little time for reflective planning. 2. We are a dedicated Faculty of two (2). Student needs are greater. Fieldwork issues are more complex ranging from acquiring sites to reservation commitment followthrough. The demands from parties external to the OTA (ACOTE, MCCS, CIHE) create stress. 3. The general perception of the role of the Occupational Therapy Assistant continues to be a drawback for students and alumni. Licensure and Legislators do not understand OTA skills, roles, and/or concerns. Some students and alumnus feel they continuously need to justify their choice to be an OTA. 4. We compete with 3 Masters in programs for FW sites. Although prepared in school for FW supervision, the majority of our alumni do not regularly take FW students. We are unclear as to the real reason for this. Mental Health facilities diminishing are and do not always employ OTs/OTAs. 1. The institution is supportive of the OTA program; however the institution has limited financial resources. The state has a large budget shortfall, and the Maine Community College System is taking its share of financial loss. The community college system is growing rapidly. This is reflected in our student numbers as well. There are no financial strategies or methods in place for developing more OTA positions because the faculty/financial needs are so great in all areas, including general education. Faculty numbers are not always consistent with student ratios and program success; Creative planning is difficult. 2. KVCC growth needs are dependent upon legislative decisions. 3. Program is supported and respected in the college 1. The Maine State Legislature governs finances regarding the MCCS. KVCC is one of 7 institutions within this system. 2. The institution must respond, and is reactive to the demands of external entities for fiduciary and accreditation needs. 3. The perception of OTAs remains divided. Students are still asked why they don t become OTs. They are sometimes expected to perform at levels beyond their capabilities on FWII (being compared to OT students). Students and alumni frequently report the need to justify/explain themselves as OTAs. The program is highly respected, however, for educating qualified and competent OT practitioners. 4. The number of FW sites using OTA supervisors to mentor students continues to be an educational issue; confusion still exists about the delineation of clinical, professional, and supervisory roles and responsibilities for the OT/OTA. Licensure and OTA supervision

3 Program evaluation results Internal institutional environment External environment Reimbursement is inadequate; therefore salary is compromised. This creates limitations, especially for Level II FW, based on 2006 standards. Non-traditional sites do not use OTAs as credentialed professionals (example MHRT/C certification is valued more than OTA credential in state MH system). Opportunities 1. We can and have developed strategies and methods for increasing faculty/ faculty support by demonstrating the continued need for creative programming and ACOTE compliance. We recently hired 2 more COTA/L lab assistants-1 for OTS 101 and 1 for OTS 103 giving us a total of three (3). 2. The numbers of consistently competent graduates increases the understanding of the role of the OTA in our state; new client options, educational offerings and job opportunities can follow for the citizens of Maine. 3. We can create a better network of alumni to support our FW students in their education (i.e. through the help of MOTEA, MeOTA {OTA liaison representative} and forum meetings), we invite alumni back to campus for continuing education purpose (leadership and mentoring), we will look into creating a Webinar for FW education community as part of the allied health program. There could be more interactive education within the AH department to demonstrate real life integrated practice. 4. There is little planning time available to support the development of new sites or to develop and/or support creative FW opportunities at nontraditional sites due to small numbers of OTA faculty 1. There is an increased interest in inter-departmental teaching as the PTA program has been redeveloped. (ex. ethics, professional issues and medical terminology) 2. There may be opportunities to co-teach with alumni to engage them and students at new levels. 3. Support for student success is apparent from our mission to the Marden Student Success Center, to daily interactions campus wide. 4. The OTA PD and the admissions director communicate regularly about how to improve processes in order to accept the most prepared students into the OTA program. A plan is in place to establish unique criteria for OTA continues to be an area of confusion for some. 1. There are opportunities to market OT and the role of OTAs to legislature, policy makers and potential business partners re: OTA essential skills and education. 2. a. OTA alumni can be tapped to learn how to be leaders and how to take on leadership roles. This is an opportunity to draw them in. b. Partner with MeOTA/MOTEA/AOTA to assist in dedicating educational opportunities re: how to be a FW supervisor and professional development for OTAs; how to be a leader. c. FW educator promotion

4 Program evaluation results Internal institutional environment External environment initiation and OTA mentor: student applicants Summer program. 4. Our success rates in graduation numbers and in employed alumni are stable. We have reasonable applicant pool numbers to support program admissions, clear admission procedures and program specific retention procedures/outcomes. They can support the strategies for increasing highly prepared prospective students. We continually review these procedures to benchmark their value. 1. The State of Maine is struggling financially as is true of many states in KVCC s funding is ultimately dependent on determinations from the Legislature. Professional Developments monies have been re-instated this for this AY but it is unclear for how long. There are no monies for more F/T faculty in the OTA program. Money for supplies is sufficient. 2. MaineCare reimbursement cuts in rates and fees for occupational therapists and occupational therapy assistants may affect job growth in the near future. This may eventually affect interested applicants. More and more OTAs are working in per diem employment. Threats 1. Decreased funding for community colleges diminishes opportunities for OTA program faculty growth. 2. Changing national healthcare arena, legislation and funding may impact OT/OTA jobs. Recent decreases in MaineCare reimbursement rates across the board for OT deters practice in specific arenas. 3. FW sites in some critical areas of OTA education are limited due to federal and state support- decreased understanding of OT in MH and decreased role OT plays in MH in Maine; regulations and misunderstanding of the role of the OTA. This limits the occupational therapy assistant to maintain needed supervisory roles in certain practice arenas. The future FW needs of OTA students may be in jeopardy in some settings. 4. Encroachment 5. The OTA is not always recognized for their 1. At this time, we understand that the Governor plans to leave appropriations for higher education at current levels so we anticipate that we will be flatfunded for the next biennium. We also believe that merits and COLA s for all state and MCCS employees will be frozen for at least the next three years. Retirement and health insurance for state employees is proposed. The MCCS Board of Trustees is resistant to increasing tuition or fees. If there is an increase, it will be minimal. 2/3.Healthcare continues to be in a state of flux. Change is always a time of concern for citizens and healthcare providers. In just this past year (2010) MaineCare fees for Occupational Therapy have been cut by 10%, across the board, and OT has had a rate adjustment cut from approximately per evaluation to per evaluation to comply with Federal

5 Program evaluation results Internal institutional environment External environment capacity (licensure) and/or in documents (in particular texts) codes. Re-evaluation and intervention rates are in line with this process as 6. Role of the OTA in areas of emerging well. practice not well defined; therefore potential future jobs are at risk. Licensure impacts the role that the OTA can fulfill. They do not have a vision for emerging practice. 4. Athletic trainers, activity therapists, recreational therapist and MHRT/C (MH providers who support people with SPMI) are competing for jobs that OTAs are skilled for. 5. a. Occupational Therapists continue to be unclear of the role of the OTA, especially in licensing/supervision. There are still myths in Maine that OTAs work under the licensure of the OT. This is a workforce issue. b. OTAs need to accept leadership roles within the Maine OT community. c. OTA students need to hear and see their education and credentials, as a resource value to the profession; the use of OT and OTA used effectively in texts, documents and in public policy. Using the occupational therapist will is not inclusive. This continues to improve but constancy and consistency is crucial. There is discussion Nationally and statewide, and rumor about limitations in healthcare jobs and new proposals for bachelor degree OTA programs. This concerns the OTA program at a macro and micro level. 6. AOTA does not consistently voice a clear plan for the future of OTAs.

6 Program evaluation results Internal institutional environment External environment Professional programs are not consistent in teaching the role of the OTA. This allows for confusion and myths. This creates concern for OTAs in the profession, as well as prospective students and program growth. Licensure issues impact the role of the OTA to be proactive in emerging areas.

7 Institutions Strategic Goal #1: Educational Quality and Customer Satisfaction Long-Term Program Goal #1 Action Steps Person(s) Responsible Due date for Action Results/Update 1. The OTA Program will: continue to maintain/revise a mapping system for: a) maintaining compliance with ACOTE Standards and other mandatory reports b)assess the currency of the OTA program (process and content) in the Maine OT community- continually 1. a) OTA Program Director b) OTA Faculty, alumni, OTA Advisory Board, and MOTEA 2. OTA faculty and KVCC administration 3. OTA faculty; 1. a) AY b) ongoing and reviewed annually 2. Fall, 2010; ongoing 3. Assessed annually at the close of AY; students will sign up for club and AOTA 2. Provide sound, principled, student- centered occupational therapy assistant education to meet the needs of the citizen of Maine; ensure that student to faculty ratios are no greater than 1:15 in lab. SOTA advisor, KVCC administration. membership (through fees) each year in Fall semester 1. Digest and maintain regular review and discussion of the current ACOTE Standards. - Review the plan for continued review, analysis and updates. - Review a regular schedule to review general and specific requirement, and document progress. - Assess the current OTA program with regards to ACOTE standards. 1. Assess the curriculum content and FW education with regards to NBCOT results and the Maine OT community. 2. Develop COTA/L lab assistant positions for OTS 101, 103 and 203 in addition to existing open lab position to ensure student safety and to better meet learning needs. 3. Create opportunities for students to connect with the world of OT 1. We have created some systemic methods towards this action step and will have an integrated process. We will continue to review the process for improvement. We review results of each AY at our last advisory board meeting of the AY and after the close of the summer semester to prepare for new year. 2. We hired 2 additional COTA/L lab assistants for 39 hours per semester for OTS 101 and OTS 103. We are making plans for another position by AY for OTS A SOTA club was formally created in Student participation inconsistent from year to year due to life schedule conflicts. Students have raised funds to send peer reps to the AOTA Student Conclave as well as funds for particular local causes of interest. OTA students commute and are often non-traditional students with outside obligations. This impacts SOTA club participation. Since 2009, all students are AOTA members.

8 Institutions Strategic Goal #2: Faculty and Staff Development Long-Term Program Goal #2 Action Steps Persons Responsible Due date for Action Results/Update 1. Faculty will develop and maintain professional development plans each academic year which support both OT role and professional role OTA Faculty OTA Faculty professional development needs based 2. Faculty will stay current with CEUs and PDUs for licensure and certification renewal. 1. Faculty will assess their needs based on the student outcomes, the strategic plan, teaching content, faculty evaluation and professional interests; 2.Faculty will complete professional development CEUs for licensure, biennially and complete the NBCOT PDU portfolio to meet cycle requirements. Institutions Strategic Goal #3: Information Technology and Educational Innovation 1. Professional Development Plans are reviewed/ developed each academic year. 2. Faculty are in compliance with NBCOT and Licensure regulations and cycles. Long-Term Program Goal #3 Action Steps Persons Responsible Due date for Action Results/Update 1. OTA Program Faculty will use IT, as needed, to promote best practice in on site and distance education and as an adjunctive method in all course delivery OTA Faculty; IT dept OTA Faculty OTA Faculty 2. Service Learning 3. Health Literacy (HL) as part of Cultural Competence to be explored. 1. a. OTA Faculty will keep pace with Blackboard, Vista technologies, and Jenzabar. b. Develop power point and interactive learning tools, as needed, for student success. c. Develop, with the expertise of the IT department, a plan to teach more 1. a. ongoing b. ongoing; review and education c. initiated in Fall 2008, this is ongoing. We have not had the success we had hoped; we continually review student learning needs and access technology in 1. Reviews are completed by FT faculty each AY. Professional development plans are in place for AY a. We are continuously learning new techniques for successful IT learning strategies through individual trainings. b. Faculty currently use power point for lectures but are finding that reading is diminished with this technique. Students look for notes vs. taking their own. We have initiated an outline format for many classes vs. entire documents. We also use PDF file systems for power point delivery in keeping with

9 Long-Term Program Goal #3 Action Steps Persons Responsible Due date for Action Results/Update interactively using Blackboard teaching as warranted. greener methods of presenting lectures. Students have adjusted. d. Utilize professional websites (i.e. AOTA) for increased student interaction and learning d. begun fall 2008 we regularly use professional websites (i.e., ACOTA, Re-review May, 2010 we determined this process is working. We will continue to review 5/11. c. We have not been as successful 2. We will construct and employ the foundational approach of doing. Ideals of emotional intelligence, personal responsibility, leadership, CAOT); This has become standard operating procedures in our teaching. as planned in this area as Blackboard training takes time we do not have. We will review this as time permits or need requires. d. We use professional websites health literacy and cultural competence and collaboration are imbedded in these service learning experiences as well as curriculum 2. ongoing; incorporated into OTS 102 (1 st year; second semester) and OTS 203 (2 nd year; 1 st semester) (especially AOTA) and to promote interest and knowledge in evidence based practice, etc. Results are student s have access to the most current information and have a personal interest in content and course context. 3. HL will be added to OTS 101 and OTS 203 as syllabus objectives. 3. A Health Literacy component will be added to both OTS 101 and OTS 203 and be presented to the curriculum committee in Fall, Delivery will begin Fall, student membership to AOTA. 2. By employing this foundational approach we link all behaviors to professional skills needed for success. 3. Health Literacy is a useful concept being addressed nationally to support many groups in their healthcare goals. Our students will understand the role that HL plays in successful intervention.

10 Institutions Strategic Goal #4: Fiscal Responsibility Long-Term Program Goal #4 Action Steps Persons Responsible Due date for Action Results/Update 1. To work within the budget confines and continue to retain quality OTA programming 1. OTA Faculty- Program Director and AFWC 1. End of each AY; ongoing 1. Keep spending within budget and respect financial constraints, but ensure fundamental responsibilities and learning activities stay intact. Institutions Strategic Goal #5: Enrollment: Retention and Quality 1. Results of this effort will be reviewed with advisory board in April and with administration in June, 2011 and every year thereafter. The evidence of quality education will be determined by learning outcomes, student satisfaction surveys and faculty feedback LT Program Goal #5 Action Steps Persons Responsible Due date for Action Results/Update 1. The OTA Program Director will work with admissions to 1. a. Develop a coordinated system 1. Program Director, admissions office, 1. a. Ongoing; review annually 1. Success will be determined by an increase in qualified applicants in review admissions criteria to improve preparedness; particularly in critical thinking and reading. of communication and action between the OTA program and the admissions enrollment/retentio n committee 2. OT PD 3. OTA Faculty and b. begun in 2010 the admissions director and the OTA PD are the OTA applicant pool and retention numbers. Increase in successful first time pass rates in NBCOT will reflect the success of 2. The OTA Program will accept no more than 24 students/year. and enrollment office. OTA advisory board tracking successful this developing process. Development will be reviewed each Returning students will only be b. Review admissions students and AY. allowed to return if there is availability. The P.D. will discuss with administration a criteria, particularly to prerequisite reading scores and reading numbers on the HOBET. Final 2. This policy will ensure quality of education and surety of ample space for students to learn. temporary decrease in accepted numbers beginning fall HOBET test scores, to determine reading review of data will occur 3. The Long Range Plan is ongoing and reviewed yearly; 3. The OTA program will develop a long range plan to promote OTA in traditional ranges consistent with academic success. Summer, The Dean of students has a. The fifth round of Lunch with the Experts occurred fall, 2010; it is well received by students and nontraditional arenas to support future applicant c. Identify a system and publish qualifying been invited to this data and the community experts. We regularly need to re-schedule

11 interest. information. d.. Accept qualified and informed students in order to balance the enrollment numbers with retention numbers 2. Document this policy on the OTA website and reflect this policy in the OTA handbook and information session. 3. a. Promote the OTA Program Lunch with the Expert program to establish an ongoing relationship with services in the area that support Maine citizens in their health and social needs. Develop a list of these Experts for future opportunities. Develop a reciprocal speaking plan to promote the OTA in areas that do not currently use OT services. analysis meeting. c. By Fall, 2012 we will have a comprehensive system in place which identifies criteria sufficient for academic success. d. Ongoing; we are accepting students determined as qualified using the current applicant/admissions process. 2. Fall, a. Ongoing; The PD director is currently working with OTs/OTAs, guidance counselors, government agencies, legislature and MeOTA to educate and introduce the role of the OT/OTA in non traditional arenas. our spring experts due to weather and cancellations that decreased class time but resume in Fall. We now have experts asking to speak and have increased our network.

12 Institutions Strategic Goal #6: Alumni and Community Partnerships (Interaction, FW, Mentoring, Marketing and Collaboration) Long-Term Program Goal #6 Action Steps Persons Responsible Due date for Action Results/Update 1. OTA Program will market 1. Program Director internally and externally 2. a. Program 2. OTA program will engage our alumni to become active members of the KVCC community. Director, OTA Faculty and OTA representative 3. OTA program will maintain SOTA club and grow the club to include all OTA students and invite alumni to participate to MeOTA b. OTA Faculty and Advisory Board in some of the activities that may also support them as OTAs. 3. Program Director (SOTA) Advisor 1. PD will continue to speak to Health Science Certificate (HSC) students to discuss OT; will participate in maintaining the OTA website with IT; engage in speaking engagements educational PR and overall college and community activities which can promote OT and the OTA program. 2. a. The OTA Program will host monthly OTA Forums held by MeOTA and the OTA representative of MeOTA and faculty will speak at forums 1x/year b. The OTA program will host an annual OTA Leadership Forum each spring semester Develop an OTA mentor program with alumnus and students 3. Students will be encouraged to reach out to alumni. The SOTA Club will biennially review the charter and bylaws to 1. HSC students meet 1 time/semester for individualized allied health program introductions; website maintenance is ongoing as are opportunities for marketing. 2. a. ongoing-1x/month annually; annually b. Beginning in Fall, 2011 create a mentor: student network through OTS SOTA Club is active. We will invite alumni to participate in any events that we hold between now and The charter was re-developed in It will be reviewed biennially. 1. The results are successful-we continue to receive a number of qualified applicants from this process. 2. These are successful programs which are growing. The MeOTA OTA Forum information is particular to OTAs but OTs are also invited. The OTA Leadership Forum is only for OTAs. Both bring KVCC graduates back to campus and give faculty an opportunity to connect with them. Second Annual Leadership Forum was held 4/24/09. The 3 rd Forum will be scheduled for the AY associated with OTS 201. b. This will result in greater alumni support and greater understanding of OTA roles. 3. As the SOTA club grows, changes are made to include as many OTA students as are interested with flexibility for non-traditional students. Students will reach out for alumni support

13 incorporate the needs of the OTA students and to sustain the club. Institutions Strategic Goal #7: Facilities-OTA Lab Supplies, Safety And Maintenance Long-Term Program Goal #7 Action Steps Persons Responsible Due date for Action Results/Update 1. OTA program will maintain and update necessary facilities as we grow and change. Advancements in technology and program development will be addressed. 1. a. ongoing b. Requests have been made 3 years in row; legislature must approve monies to fulfill requests. 1. a. OTA lab will be cleaned regularly and updated b. New equipment lists will be requested through regular funding mechanisms. Items over are requested through capital equipment campaigns. 1. a. Program Director, Faculty and lab assistants, OTA students, Maintenance Department and Finance Director b. OTA Faculty/Allied Health Department Chair and KVCC Finance Director 1. Regular cleaning is done routinely; Students and OTA Faculty/lab assistants ensure upkeep of equipment, cleanliness of lab, etc. participate in a yearly cleaning day. OTA faculty and lab assistants. We have received pediatric sensory equipment, new items are waiting; lab cabinets and Snoezelen equipment are in the list. Institutions Strategic Goal #8: Decrease Carbon Footprint LT Program Goal #8 Action Steps Persons Due date for Action Results/Update Responsible 1. OTA program will maintain policies and procedure consistent with KVCC s plan to use technology when academically suited and advantageous. 1. See OT Program Goal #3 1. OTA Faculty 1. Ongoing 1. This will result in compliance with KVCC Goals and increase student and faculty awareness of environmental factors of learning.