Absence of conflict of interest. This study was reviewed using the Implementation Evidence Guidelines, Version 1.0.
Citation
Highlights
- The study’s objective was to examine the implementation of the Valuing Individual Success and Increasing Opportunities Now (VISION) which provided pre- and post-employment services to unemployed TANF recipients.
- The study authors conducted an implementation evaluation using data from baseline data, administrative records, program participation and implementation data, and the ERA 12-month survey.
- The study found that during the preemployment period, VISION was successful in engaging a large majority of program eligible clients. Despite staff difficulties developing and implementing postemployment retention and advancement component, participants appreciated the staff support and the long-term message about career advancement. The delivery of services was affected due to differences of staff philosophies about program policies and goals. The design of the program was able to link clients to public assistance.
- This was a well designed and implemented study.
- The embedded impact study was reviewed by CLEAR in December 2015.
Intervention Examined
Valuing Individual Success and Increasing Opportunities Now (VISION)
Features of the Intervention
- Type of organization: State Human Services Provider
- Location/setting: Salem, OR
- Population served and scale: Low Income Adults; 1,504 Participants
- Industry focus: Not Included
- Intervention activities: Pre and Post Employment Activities
- Organizational Partnerships: Community College
- Cost: Not Included
- Fidelity: Not Included
Valuing Individual Success and Increasing Opportunities Now (VISION) provided pre- and post-employment services which looked to help achieve the clients’ goals of job placement, retention and career advancement. Services were delivered at the Winema Career Center and included one-on-one meetings, VISION specific workshops, continued case management following employment, which focused on the job/educational advancement, insurance of benefits receipt, and help searching for better jobs. The project was implemented by the Oregon Department of Human Services in collaboration with Chemeketa Community College as Winema Career Center was operated by the community college. VISION’s target population was unemployed TANF applicants who qualified for welfare to work services. The intervention was funded by the Administration for Children and Families within the Department of Health and Human Services and had additional funding from the Department of Labor.
Features of the Study
Random assignment occurred between May 2002 and May 2004 and the implementation report presented results from randomization to 12 months post randomization. The study chose to locate the program at the One Stop Career Center in Salem (Winema Career Center) to help provide integrated employment services to program participants and better differentiate the program from the control program. The study authors conducted an implementation evaluation using program baseline data, administrative records, program participation and implementation data, and the ERA 12-month survey. Program participation and implementation data included reviews of case files, interviews with VISION staff, and focus groups.
Findings
Intervention activities/services
- The study found that VISION was successful in engaging the large majority of their clients during the preemployment period, however, because both the program and control group had the same job search participation requirements the levels of engagement were similar.
- The study found that VISION created and hosted a set of preemployment workshops that were not offered to the control group and had uneven participation.
- The study found that due to VISION's colocation with the One-Stop Career Center, staff were able to provide direct assistance with using the One-Stop resources. Due to VISION’s program design, staff members were able to help clients navigate the public assistance application process.
- The study found that survey respondents assigned to the VISION group were more likely to have participated in job search activities.
- The study found that respondents in the VISION group were more likely to receive help with job retention and advancement.
- The study found that VISION participants had a greater average number of staff contacts, including a slightly greater number of in-person meetings.
Implementation challenges and solutions
- The study found that it was difficult to merge line staff from partner organizations due to conflicting work cultures and philosophies.
- The study found that external factors including a public sector hiring freeze, the state's weak economy, and management staff with competing duties. Staff were responsible for managing both unemployed and employed clients. Staff turnover was high, especially among case managers which resulted in heavy caseloads due to trouble filling empty positions.
- The study found that VISION could be more successful if staff members were well versed in both job retention and advancement services which were found to have less priority than job placement and reemployment services.
Considerations for Interpreting the Findings
The authors noted that respondents may have had issues recalling staff interactions when filling out the 12-month ERA survey. Also, some of the questions in the ERA 12-month survey asked about service receipt but did not ask about the amount of service.