200 likes | 303 Views
Tales from the Front. Case Studies of Successful Workforce Partnerships Between Health Care and Education.
E N D
Tales from the Front Case Studies of Successful Workforce Partnerships Between Health Care and Education
Anne M. Loochtan, PhD, RRTVice President of Academic AffairsMercy College of Northwest OhioToledo, Ohioand President National Network of Health Career Programs in Two-Year Colleges (NN2)anne.loochtan@mercycollege.eduoranne.loochtan@nn2.org419-251-1785
Objectives: At the end of this presentation, the participants will be able to: • Identify key elements of successful workforce partnerships. • Strategize within their own organizations regarding successful partnerships. • Identify and mitigate possible pitfalls within existing and planned partnerships.
Case Study #1 • Midwestern community college • Profile • Project Elements: GRAD Program • What went right • What went wrong • How we fixed it
Case study # 2 • Midwestern community college (smaller, different environment) • Profile • Project elements: Health Care Collaborative, multiple constituencies, multiple potential fiscal agents • What went right • What went wrong • How we fixed it
Elements of good partnerships: • Stakeholder involvement • Advance planning • Communication along the continuum • Identification of key partners and their continued involvement • Process identification • Joint decision-making • Absolute commitment by all key partners • Financials: • Budget preparation • Budget decisions • Role delineation • Legal considerations
Advance planning • Decide as much as possible the scope of the project • Talk it out, using as many constituencies as possible • Look for holes • Involve partners on ALL sides (including future students if possible) • Walk through the details, include clerical and logistical issues (Who turns off the lights? Who is keeper of the keys? What about security?)
Communication along the continuum • Keep talking it out, using as many constituencies as possible • All decisions (major and minor) should be communicated to the group by meeting, writing, etc. • Determine your assumptions first • Establish mutual priorities and agree in writing • Keep everyone involved every step of the way
Identification of key partners and their continued involvement • You can’t have everyone involved at the decision-making table, but you MUST have identified key partners • If a key partner is reluctant, rethink the project
Process identification • What is the scope of the project from a process viewpoint? • What are the specific elements? • What needs to be done? • Identify the steps, map the steps and assign someone to be in charge of each step. • Integrate the steps with each, each organization and the fiscal process.
Mercy’s oversight model Administrative Oversight Team Steering Committee Key element Impact Team Committee A Committee B Committee C Committee D Committee Example: Marketing, Communication, Technology, etc.
Joint decision-making • The parties may differ significantly in their viewpoints • Agreements should be thoroughly discussed and final decisions should be in writing or at least in meeting minutes
Financial considerations • Budget preparation • Budget decisions
Role delineations • Who serves in what capacity? Be ready to assume a role that is outside of your comfort zone. • Is any one entity in charge? • How are decisions made? • Who serves an oversight role? Etc.
Legal considerations • Contracts? • Who serves as the fiscal agent? • How do you prove that deposits are JOINT money or project money, should the issue arise? • How do financial transactions take place? In colleges, this may be a significant limiter.
Anne M. Loochtan, PhD, RRTVice President of Academic AffairsMercy College of Northwest OhioToledo, Ohioand President National Network of Health Career Programs in Two-Year Colleges (NN2)anne.loochtan@mercycollege.eduoranne.loochtan@nn2.org419-251-1785Both presentations will be available on the NN2 website at:http://www.NN2.org/resourcespublications.html