Health System & Community College Partner to Grow Local Health Workforce

• Start with a Specific Deal: Begin with one focused agreement and deliver on it to build trust, leading to future collaboration opportunities.
• Workforce Development Focus: Community colleges, as key workforce engines, should align their programs with the needs of local employers, like hospital systems.
• “Yes, We Can Help”: Both organizations prioritize flexibility and a “can-do” attitude to meet each other’s needs. Michael Smith, CEO of CarolinaEast
• Over-Communicate: Regular communication between both organizations, even if not always formal, is essential to addressing needs and problem-solving.
• Effective Communication Channels:
  • The hospital promotes academic opportunities via email and word-of-mouth among current employees.
  • Informational sessions and press releases help the community and students learn about healthcare career pathways.
• Relationships Matter:
  • Cross-board representation allows both organizations to understand each other’s challenges and collaborate on solutions.
  • College leaders participate in hospital events like nursing student pinning ceremonies, reinforcing the partnership and creating networking opportunities for students.
• Creative Solutions to Logistical Challenges:
  • Coordinating clinical space and adjusting the nursing program schedule (e.g., moving maternal-child content to LPN’s third semester) was key to program expansion.
  • The introduction of a spring cohort for ADN students increased capacity, allowing for 80 graduates annually.
• Accommodating Growth:
  • The college adapted by creating new classroom and office spaces to handle increased enrollment.
  • Transitioned part-time roles to full-time to support the growing health care program, ensuring better student advising.

Recommendations for Scaling Academic Programs and Supporting Health Care Workforce Development:

• Evaluate Programs and Hiring Standards in High-Need Areas:
  • Quickly adapt programs to meet urgent workforce needs (e.g., using workforce development programs for surgical technology instead of traditional degree programs).
  • Offer accelerated training (e.g., 9-month certification vs. 2-year degree) to reduce time to workforce entry.
  • Revise hiring requirements (e.g., eliminating degree requirements for certain roles) to align with program offerings.
• Seek Out Additional Funding:
  • Use philanthropic and grant funding not only for faculty salaries but also for student support (e.g., covering tuition, transportation, child care).
  • Provide financial assistance for non-traditional students who face financial barriers, such as part-time workers or those without employer reimbursement.
  • Invest in expanding other high-need health care programs to meet local workforce demand.
• Generate Interest in Health Care Professions Before High School:
  • Engage students early (e.g., through seminars, career guidance, dual enrollment programs) to generate interest in health care careers.
  • Promote opportunities for high school students to earn college credits and complete health care prerequisites through programs like Career and College Promise (CCP).
• Evaluate Efforts to Retain Hospital Employees:
  • Focus on employee retention through professional development, growth opportunities, and targeted scholarships.
  • Conduct surveys to identify areas for employee academic development and program interest, adjusting offerings to meet these needs (e.g., evening/weekend LPN cohorts).
  • Address barriers hospital staff face in pursuing education (e.g., flexible schedules, financial assistance).
• Look for Ways to Partner Beyond Funding:
  • Collaborate on providing clinical training spaces and access to hospital technology systems for students, ensuring they are workforce-ready.
  • Share resources, such as operating suites for surgical technology students, to facilitate hands-on training.
• Assess Programs and Monitor Outcomes:
  • Continually assess and adapt programs to ensure they meet current healthcare demand and industry standards.
  • Partner with health systems to align curriculum with real-world skills and ensure graduates are fully prepared for their careers.

Key Points:

• Ongoing Partnership: CarolinaEast and Craven Community College plan to continue their partnership, problem-solving and adapting to community and workforce needs as they arise.
• Expanding Areas of Collaboration: Leaders are exploring new areas of partnership beyond patient care, including technology, human resources, health information management, and pharmacy technicians.
• Statewide Growth of Similar Partnerships: Other North Carolina community colleges, such as Blue Ridge, Davidson-Davie, Durham Technical, Wayne, and Surry, have launched similar partnerships with healthcare systems.
• Example of New Partnerships: In 2024, Wayne Community College partnered with UNC Health Wayne to hire a clinical nursing instructor for a five-year period.
• NC AHEC Nursing Instructor Program: The North Carolina Area Health Education Centers (NC AHEC) created a program to increase nursing faculty by partnering with practice organizations. The program trains RNs with a BSN or higher to serve as clinical nursing instructors while continuing in their practice roles.
• Addressing Health Care Worker Shortages: These partnerships are part of a larger statewide effort to address health care workforce shortages through collaboration between community colleges and health care systems.
• Value of Relationships: Craven Community College President Dr. Ray Staats highlights the importance of strong relationships in driving the success of these partnerships, calling relationships the “magic of our system.”