RTC:Rural ResearchIMPLICATIONS FOR MEETING WIOA PERFORMANCE INDICATORS

WIOA Performance Accountability Common indicators

Percentage of program participants who obtain unsubsidized employment Average costs per participant Indicators of effectiveness in serving employers

Levels of accountability State performance Local performance Program performance (e.g. Vocational Rehabilitation)

Study 1: Premature Exit from VR In 2012, VR spent approximately $365 million to serve 291,334 consumers who dropped out of services (RSA 2012) $138.8 million – unable to locate or lost contact $124.4 million – consumer refused services $101.6 million – consumer failure to cooperate

Figures underestimate true costs Exclude administration costs Exclude staff salaries Exclude any services that are not directly billed on an individual basis

Research parameters Prospective study

Study participants (n = 355) were newly enrolled in the VR program Collected four waves of data at 6 month intervals

Evaluated VR experiences and satisfaction with services Barriers and facilitators to employment

i.e. health problems, transportation issues, substance use, personality traits

VR services received Rate of VR service delivery – pacing Satisfaction with counselor Exit from VR and reason

Theoretical background Relationship

Working alliance – shared goals, tasks and bonds between the consumer and counselor

Delivery pacing Engagement in the process needs to capitalize on short-term motivation

Reinforcement Outcomes are better if reinforcement is provided frequently and early in the process Positive interactions are reinforcing – good counselor/consumer relationship

Counselor/consumer relationship Counseling Satisfaction Scale (CSS-12): 12 items to measure 4 counseling dimensions

Relationship: respect, listens, understands, responds Meeting: productive, informative, comfortable Professionalism: follow-through, job market Responsiveness: makes time to meet, returns phone calls, returns emails

Mean values for individual questions fell between somewhat satisfied and satisfied on all dimensions

Overall satisfaction with VR services was significantly correlated to the CSS-12 at all time periods (p ≤ .000)

Service delivery pacing Almost half felt VR pacing was “too slow”

Results were consistent across all time periods (46%, 47%, 43%, and 49%)

Only 1-3% felt that pacing was “too fast” at any time period

Reason for Exit Compared results based on exit reason(s)

Personal reasons: (e.g. concerns about losing benefits, health issues, family issues, substance use issues, transportation barriers, moved)

Dissatisfied with services: (e.g not receiving desired services, VR stopped contacting me, problems with counselor, process taking too long)

Met goals: (e.g. got a job, received desired services)

Reason for Exit

Services too slow

About the right pace

Personal reasons

50% 50%

Dissatisfied with services

71% 29%

Met goals 28% 72%

Rate of contact or reinforcement Examined the number of face to face contacts and phone/email contacts for each six month interval.

Time 1 Time 2 Time 3 Time 4Face to face conversations µ = 2.8

Mdn = 2µ = 2.3Mdn = 1

µ = 1.7Mdn = 1

µ = 1.5Mdn = 1

Phone/email conversation µ = 3.1Mdn = 2

µ = 2.6Mdn = 2

µ = 1.8Mdn = 1

µ = 1.8Mdn = 1

Rate of Contact by VR SatisfactionSatisfaction with VR Face to Face

Visits Time1

Phone/Email Conversatio

ns Time 1

Face to Face Visits Time3

Phone/Email Conversations

Time 3Dissatisfied 1.89 1.73 .58 .79Somewhat dissatisfied

2.14 2.41 1.95 1.90

Somewhat satisfied 2.62 3.52 1.41 2.24Satisfied 3.49 3.71 2.53 2.12Significance p ≤ .000 p ≤ .000 p ≤ .012 p ≤ .007

Implications More engagement during the VR process and faster service delivery pacing may reduce early exit. Increased contact creates opportunities for developing working allianceCost neutral communication channels (such as email, phone, or video) may be

effective engagement strategies (vs. face to face meetings)Compressing upfront services may help consumers become engaged in the VR

process and reduce drop out

Even a small increase in consumer engagement could result in significant financial and employment outcomes to meet WIOA performance indicatorsUsing 2012 data, a 5% increase in retention rates could save approximately

$16.3 million and result in an additional 6,650 employment outcomes

Study 2: Outreach to Rural Business 82 VR informants Representing 48 VR agencies and 37 states Respondents included counselors (26%), supervisors (5%), area managers (45%), and

administrators (24%)

Study focused on effective rural service delivery methods Subset of questions related to strategies for engaging rural businesses

35 out of 48 agencies indicated business outreach in rural communities

Key Findings Attend community events

Job fairs, employer events, trade shows

Participate in community organizations Chambers of Commerce; Rotary

Provide services to employers ADA compliance; tax incentives, job retention,

follow-along

Develop long-term relationships Continuous engagement (check-ins regarding

employer needs, vacancies, etc.) Maintain trust Personal relationships!!!

Hire employment specialists Extensive travel to develop community presence

Collaborate Shared employees or resources across

government work programs

Maintain rural offices Provide a location for establishing continuous

presence

Hire locals Established community connections Reduces turnover

Acknowledgements

RTC:Rural◦ Catherine Ipsen

◦ catherine.ipsen@mso.umt.ed◦ 406-243-4562

◦ Rebecca Goe◦ Rebecca.goe@mso.umt.edu◦ 406-243-2151

Research Partners◦ CSAVR, Kathy West-Evans

Funding Agency◦ NIDRR