RTC:Rural Research IMPLICATIONS 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 s  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% Dissatisfied with services 71%29% Met goals28%72%

Rate of contact or reinforcement  Examined the number of face to face contacts and phone/ contacts for each six month interval. Time 1Time 2Time 3Time 4 Face to face conversationsµ = 2.8 Mdn = 2 µ = 2.3 Mdn = 1 µ = 1.7 Mdn = 1 µ = 1.5 Mdn = 1 Phone/ conversationµ = 3.1 Mdn = 2 µ = 2.6 Mdn = 2 µ = 1.8 Mdn = 1 µ = 1.8 Mdn = 1

Rate of Contact by VR Satisfaction Satisfaction with VRFace to Face Visits Time1 Phone/ Conversatio ns Time 1 Face to Face Visits Time3 Phone/ Conversations Time 3 Dissatisfied Somewhat dissatisfied Somewhat satisfied Satisfied Significancep ≤.000 p ≤.012p ≤.007

Implications  More engagement during the VR process and faster service delivery pacing may reduce early exit.  Increased contact creates opportunities for developing working alliance  Cost neutral communication channels (such as , 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 indicators  Using 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 ◦ ◦Rebecca Goe ◦ Research Partners ◦CSAVR, Kathy West-Evans Funding Agency ◦NIDRR