SNCAHRSP Evaluation Report June 2011

Connor Communications and Consulting, Inc.

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

June 2011

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

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

1|© Connor Communications and Consulting, Inc.


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.



10 | © 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 .


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  Large geographical region makes all-
 Regional and national recognition as a inclusive face-to-face meetings
successful model for workforce and difficult/impossible
economic development initiatives  Economic recession persists
 Active, engaged partners  Perception of inequality in participation
 Committed volunteer board of directors and/or benefit
 Successful records of grant acquisition
and grant management

Opportunities Threats

 Common desire to continue efforts  Loss of funding
 BRAC regional growth  Loss of staff
 New healthcare facilities  Competing priorities
 New grant opportunities  Perception of inequality in participation
 Regional allied health vacancy rates are and/or benefit
worsening – is the region approaching a
tipping point that will lead to systems
changes because they can be postponed
no longer?



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



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).



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

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