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Oregon Supported Employment Center for Excellence Individual Placement and Support Fidelity Overview Oregon EASA Conference November 10, 2010 In Partnership.

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Presentation on theme: "Oregon Supported Employment Center for Excellence Individual Placement and Support Fidelity Overview Oregon EASA Conference November 10, 2010 In Partnership."— Presentation transcript:

1 Oregon Supported Employment Center for Excellence Individual Placement and Support Fidelity Overview Oregon EASA Conference November 10, 2010 In Partnership with Oregon AMH, OVRS and RRI at PSU Jeff Krolick

2 What is an EBP? ► An EBP is a set of interventions that have demonstrated consistently positive outcomes in methodologically rigorous research studies, typically randomized controlled trials. (Bond, Becker and Drake 2010 in press)

3 What is a Fidelity Scale? ► A fidelity scale is an assessment procedure to measure the extent to which an intervention or practice is implemented as intended. (Bond, Becker and Drake 2010 in press)

4 IPS Fidelity Scale ► Reliability ► Content Validity ► Discriminative Validity ► Sensitivity to Change ► Predictive Validity

5 IPS Fidelity Scale Description ► 25 items ► Each item rated using a 1-5 score ► exemplary fidelity ► good fidelity ► fair fidelity ► 73 and below not IPS ► Oregon requires minimum score of 100

6 Highly Correlated Fidelity Items ► Community based services ► Full time employment specialists (Becker et al 2001) ► Rapid job search ► Focus on competitive employment (McGrew 2007)

7 Other Key Factors ► Job selection, integration with treatment team, quality of job development and vocational staffing most strongly differentiate IPS from other employment models. (Bond et al 2001) ► Consumer surveys indicate the quality of relationships with IPS staff and “practice assistance” are experienced as the most important aspects. (Johnson et al., 2009; Taylor, 2007)

8 Other Key Factors ► For successful implementation (high fidelity) strong leadership and mastery of key skills are positive factors ► Lack of leadership and negative attitudes about the IPS model correlate with unsuccessful implementation (low or no fidelity). (Marshal et al 2008)


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