sncahrsp evaluation report june 2011

Connor Communications and Consulting, Inc.

June 2011

Evaluation of the

Southern NC Allied Health

Regional Skills Partnership An independent review of partnership

progress and implementation work

for the period of July 2009 – June 30, 2011

Evaluation of the Southern NC Allied Health Regional Skills Partnership June 2011

1 | © C o n n o r C o m m u n i c a t i o n s a n d C o n s u l t i n g , I n c .

Table of Contents

I. Overview

II. Methods

III. History of SNCAHRSP and Implementation Plan

IV. Impact of SNCAHRSP July 2009 – June 2011

a. Systems changes and accomplishments

b. Barriers and challenges

V. Survey results

VI. SWOT Analysis

VII. Recommendations for Sustaining the Partnership

VIII. Summary



I. Overview

This report provides and independent evaluation of the Southern North Carolina Allied

Health Regional Skills Partnership (SNCAHRSP) and the two year implementation plan of a

sector initiative to reduce allied health workforce vacancies in the region.

The purpose of this report is to explore the impact of the partnership’s efforts and identify

strengths, weaknesses, opportunities and threats to continued progress upon the end of the

funded implementation period.

II. Methods

The following methods were used to collect information and make observations about the

SNCAHRSP and partnership activities:

A 10-question survey was developed and distributed to all partnership members

using surveymonkey.com

Meeting minutes from general partnership meetings held between July 2009 – June

2011, as well as grant quarterly reports that were submitted during this time, were

reviewed

Direct observation of partnership meetings and retreats attended by Connor

Communications and Consulting, Inc. representative

Interviews with SNCARSP staff

Review of current literature on healthcare workforce issues and sector initiatives



III. History of SNCARSP and

Implementation Plan

In October of 2007, the North Carolina Department of Commerce (NCDOC) awarded seven

regional planning grants to workforce development boards across the state for the

development of regional skills partnerships. The partnerships were to plan sector initiatives,

which are regional, industry-led economic development models that seek to align

employers, educational institutions, workforce and economic development agencies, and

other stakeholders to address workforce shortages. Allied health was selected as the target

industry in projection of approximately 250,000 new jobs over the coming decade. Allied

Health Regional Skills Partnerships (AHRSPs) were patterned after similar partnerships

across the country that have successfully used sector initiatives re-employ adult dislocated

workers and provide career pathways to advance low-wage workers into higher-wage, high-

demand occupations.

Lumber River Workforce Development Board (LRWDB), based in Pembroke, NC, received a

$50,000 planning grant. LRWDB subcontracted to Southern Regional Area Health Education

Center (SRAHEC) based in Fayetteville to serve as the intermediary to convene the

partnership and provide administrative leadership for the work. The SNCAHRSP’s servicer

area encompassed Bladen, Cumberland, Hoke, Moore, Richmond, Robeson and Scotland

counties. The partnership that was formed included the following partners that signed a

Memorandum of Agreement (MOA):

Workforce Development Boards: Lumber River (fiscal agent), Pee Dee, Cumberland

County

Healthcare employers: Cape Fear Valley Medical Center, FirstHealth of the Carolinas,

Scotland Memorial Hospital, Southeastern Regional Medical Center

Community Colleges: Bladen, Fayetteville Technical, Richmond, Robeson, Sandhills

University: UNC-Pembroke

K-12 School Systems: Cumberland and Hoke

AHEC: Southern Regional

Base Realignment and Closure Regional Task Force (BRAC-RTF)

The SNCAHRSP developed an implementation plan targeting Physical Therapists (PTs) and

Physical Therapy Assistants (PTAs) as these two professions represented more than 50% of

all tracked allied health vacancies in the region.

The SNCAHRSP was awarded an implementation grant in the amount of $250,000 from the

NCDOC in July 2009 to fund the collaborative work prescribed in the partnership’s sector

plan through June 2011.

Midway through the implementation plan (July 2010), the SNCAHRSP had made significant

progress toward goals addressing PT/PTA vacancies and revised the plan to target newly



identified professions, including medical coders, medical lab technicians, and Occupational

Therapists/Occupational Therapy Assistants.

This report will evaluate the impact of the SNCAHRSP’s implementation period and will

provide recommendations for sustainability and continued work toward reducing allied

health vacancies in the region.

IV. Impact of the SNCAHRSP

July 2009 – June 2011

The following systems changes and accomplishments have been identified as the

SNCAHRP’s key contributions toward reducing allied health vacancy rates in the region:

Improved access to the region’s only PTA program. The program, based at FTCC in

Fayetteville, is now available to students in the eastern and western parts of the

region through consortium agreements with Bladen and Sandhills Community

Colleges.

An increased graduation rate has been observed in the PTA program. Prior to the

start of the implementation period, the graduation rate was historically 12 of 18

students. Dr. Heidi Shearin, PTA Program Chair at FTCC reports that the 2011

graduation rate was 16 of 18 students and states that “the PTA program retention

rate is higher than it has ever been.” Dr. Shearin reports that student supports

implemented by the SNCAHRSP have contributed to the increase in student

retention and graduation.

A new career ladder model was developed and implemented among partner

hospitals in the region that has helped fill vacant jobs. The career ladder model

employs second year PTA students as “PT Aides” at local employers with the

ultimate goal of promoting them to PTAs upon graduation from FTCC. Teresa

Sessoms, Recruitment Director at FirstHealth of the Carolinas, reports that the

career ladder program has helped fill long-term PTA vacancies.

A new Hospital Inpatient Medical Coding Specialist certificate program was

developed by FTCC in response to the region’s growing need for skilled inpatient

coding professionals. The program was approved in 2010 by the NC Community

College System and the curriculum available to any community college in the state

that wishes to offer the certificate program.

Training gaps among medical coding specialists were addressed with continuing

education to strengthen the knowledge and skill level of the existing coding

workforce and prepare coding professionals for advancement into higher-wage jobs.

A Medical Laboratory Technologist Reverse Transfer program is being explored and

planned at Sandhills Community College. Ron Layne at Sandhills Community College



shares that the identification of need and the establishment of regional support for

the program were a result of participation in the SNCAHRP.

Relationships were built and strengthened among organizations and individuals

participating in the SNCAHRSP. Networking was consistently reported as one of the

most valuable benefits of participating in the partnership.

The SCNAHRSP faced its share of challenges in accomplishing the above success.

The SNCAHRSP felt the impact of the economic recession throughout the duration of

the implementation period. Resource cuts and restrictions impacted every aspect of

the partnership’s efforts and outcomes.

Employers reported layoffs and position cuts, which impacted the availability of

vacant jobs that the partnership sought to fill.

Colleges and universities were unable to implement new degree programs due to

state budget restrictions. The much anticipated Doctor of Physical Therapy program

at UNC-P, for example, is currently on hold due in part to funding cuts to the

university. In a region already suffering from a pronounced shortage of skilled allied

health professions programs, absolute restrictions on new program start-ups limited

the partnership’s ability to create new training pipelines for supplying healthcare

professionals to the local workforce.

Regional capacity to train skilled allied health professionals is limited by the

availability of clinical placements. Stringent requirements for facilities and

preceptors severely restrict the number of students that can matriculate through

health professions programs in the region.

Unequal participation among all partners may impact long-term sustainability.

Several partners reported that their participation was limited by the demands of

their full-time work roles and responsibilities, and expressed concerns that their

voices and interests were underrepresented in the partnership. Other partners held

perceptions that SNCAHRSP funding and efforts benefitted some agencies more than

others may affect collaboration the future.

V. Survey Results

A 10-question survey was developed and launched using the freeware version of

suverymonkey.com. The survey was launched May 13 and closed May 27, 2011. The link to

the survey was emailed out to all individuals listed on the partnership roster as of May 13,

2011. Responses were collected anonymously and participation in the survey was

encouraged regardless of the amount of time or level of active involvement in the

SNCAHRSP. A total of 15 individuals responded to the survey, which is approximately one-

third of the partners listed on the roster. Screenshots of questions and responses follow.



General Observations from Survey Responses

More than half of the responders to the survey represent community colleges. This

was a reasonable response as community college partners were strong leaders in

most of the partnership initiatives and projects. Attendance at meetings also

reflects strong and consistent participation from community college partners.

The length of time that partners have been involved in the partnership is fairly

evenly distributed between one and three years. This is reflective of the nature of

the partnership; membership will change as priorities change. It appears that the

group has seen healthy growth throughout the planning and implementation periods

as inaugural members are still active in the partnership, and new members are

recruited and engaged in each year.

The majority of partners report ‘moderate’ attendance at partnership meetings (5-7

meetings per year).

o The activities that garnered the most active participation from partners were:

Boot Camp Planning (53% of respondents)

o Curriculum Development (47%)

o Student Supports Development (40%)

o Attending Learning Exchanges or Conferences (40%)

These responses reflect good engagement of partners in activities that were strongly

tied to key priorities in the implementation plan.

The majority of the partners responding to the survey thought that Southern

Regional AHEC’s role as intermediary and administrative leader of the partnership

was excellent (80%) or good (13%)

When asked to articulate two of the partnership’s accomplishments, nearly all

respondents could provide two responses that accurately represented partnership

efforts and outcomes. Most of the responses addressed the partnership’s work

done to address PT and PTA vacancies. Interventions for the medical coding

professions were also reported.

Almost all partners reported one or more direct benefits to themselves or their

organizations as a result of participating in the SNCAHRSP. Networking and

relationship-building was the most consistently reported benefit.

The greatest barrier to participation reported by respondents was meeting times

that conflicted with work schedules. Long distance travel to meetings was also

reported as a common barrier. Other barriers included finances, conflicting priorities

and starting late in the implementation period.

When asked to identify barriers to sustaining the SNCARSHP, the loss of funding and

loss of designated staff were consistent responses among nearly all survey

participants. One respondent voiced concern that the partnership only benefitted

AHEC financially, and held a perception that an organization had lost more resources

than what it could recoup on partnership efforts.



Respondents were asked to report what they would change to make the partnership

more successful. Responses ranged from ‘nothing’ to finding new funding and

making meetings more efficient with the use of technology. Concerns were

expressed throughout the survey that participation may decline and the partnership

may be in danger of dissolving without secured funding and staffing.

VI. SWOT Analysis

The following strengths, weaknesses, opportunities and threats clearly emerge from the

findings.

Strengths Weaknesses

Good track record of accomplishments

Regional and national recognition as a

successful model for workforce and

economic development initiatives

Active, engaged partners

Committed volunteer board of directors

Successful records of grant acquisition

and grant management

Large geographical region makes all-

inclusive face-to-face meetings

difficult/impossible

Economic recession persists

Perception of inequality in participation

and/or benefit

Opportunities Threats

Common desire to continue efforts

BRAC regional growth

New healthcare facilities

New grant opportunities

Regional allied health vacancy rates are

worsening – is the region approaching a

tipping point that will lead to systems

changes because they can be postponed

no longer?

Loss of funding

Loss of staff

Competing priorities

Perception of inequality in participation

and/or benefit



VII. Recommendations for Sustaining the

SNCAHRSP

Read the National Fund for Workforce Solution’s Report on Sustainability of Sector

Projects at http://www.nfwsolutions.org/downloads/publications/NFWSsustainability.pdf.

Immediately re-assess needs and set new priorities.

As the SNCAHRSP is preparing to transition to a new model of self-management with

volunteer leadership and in-kind support, there is an opportunity for the group to re-

define itself and the direction of its work. The group may wish to consider:

o Are there newly emerging allied health professions that present higher

priorities than those previously targeted?

o Are there other high-shortage professions (nursing, medicine, pharmacy) that

should be included in the partnership’s focus to amplify the impact of

efforts?

o Are there other counties that should be added to the partnership’s

recognized region?

o A new needs assessment and planning process will help new partners who

joined the SNCAHRSP at a later time to feel that they are now involved ‘from

the beginning’ and will give them a say in determining partnership activities

from this point forward.

Establish a new memorandum of understanding, a new work plan and new bylaws

or ground rules for the partnership.

o This can be an opportunity re-solidify commitment and formalize in writing

the new direction of the partnership.

o A less ambitious structure, plan, set of guidelines, etc., may take the pressure

off of the partnership to continue producing outcomes like those that were

achieved with funding and staffing.

Set a new meeting schedule and use of technology to conduct meetings.

o Partnership meetings have been held monthly over the past three years, but

most partners report that they are only able to attend 5-7 meetings per year.

It may be helpful to cut back to meetings every other month or quarterly.

o Explore the use of technology to conduct meetings – conference calls,

videoconferencing, email and chat meetings, etc. Research free and low-cost

modalities such as freeconferencecall.com and skype.com.

o Ask for partners with major responsibilities to provide written reports if they

are unable to attend meetings, or call in a report on a speakerphone. It

http://www.nfwsolutions.org/downloads/publications/NFWSsustainability.pdf



appeared in the meeting minutes that there were regular delays in making

decisions or moving forward with action items if a project leader was unable

to attend a face-to-face meeting. Use technology to involve people who

cannot be physically present.

o Use social media to build online communities (linkedin, facebook, twitter,

etc.). Use chat, discussion board, and other features of online communities

to quickly disseminate information and engage members in online

discussions.

Identify new leadership to grow within the partnership

o Develop a succession plan for current volunteer board of directors.

o Approach candidates for leadership now to mentor and prepare for

leadership roles.

Continue to seek out funding for the partnership.

o Monitor grant opportunities at grants.gov and assemble a grants team to

assess the suitability of grant solicitations for the partnership’s needs.

o Monitor the progress of the SECTORS (Strengthening Employment Clusters to

Organize Regional Successes) Act (S 665 HR 1240) and contact legislators to

voice support for the Act. If the Act passes, it could provide sustainable

government funding to sustain sector initiatives.

Until sustainable funding is identified, seek out sponsorships for expense-bearing

partnership activities.

o Partner organizations may not be able to pay set membership fees, but may

be able to sponsor or contribute to isolated expenses, such as meetings,

conferences, meals, printing, etc. Recognize sponsors visibly and memorably

for their contributions.

Join professional communities and network with peers engaged in sector

initiatives.

o Consider holding a joint yearly meeting with the other allied health regional

skills partnerships in North Carolina for networking.

o Seek out speaking opportunities at conferences and networking events to

present about the SCNAHRSP.

o Explore membership with the National Network of Sector Partners

(www.nnsp.org).

o Send a partnership representative to the bi-annual National Network of

Sector Partners Conference or the National Council on Workforce Education

conference (www.ncwe.org).

http://www.nnsp.org/

http://www.ncwe.org/



VIII. Summary

The Southern North Carolina Allied Health Regional Skills Partnership has drawn much

regional and national attention in its nearly four years of existence. In spite of the

challenges brought on by the economic recession, the partnership has been recognized for

its ability to build capacity and create systems changes that result in measurable impact to

the region’s workforce. Now, the SNCAHRSP faces its greatest challenge yet with the end of

grant funding and the loss of staff as of June 30, 2011.

A survey of the membership reveals that partners are knowledgeable and proud of the

SCNAHRSP’s accomplishments, see value in collaboration and are committed to continuing

the work. A volunteer board of directors will assume the responsibilities of coordinating

partner meetings and projects to move the partnership forward.

This transition time is an opportunity for the SNCAHRSP to redefine itself, assess new needs,

recruit new stakeholders and chart a new course. The partnership should continue to seek

funding and will need to invest time and energy in staying abreast of legislation and trends

impacting sector work. The SNCAHRSP should invest its future by identifying and growing

new leadership now.

sncahrsp evaluation report june 2011

Health & Medicine

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