RETAIN Staff Interviews

APPENDIX B
INTERVIEW TOPICS FOR RETAIN ADMINISTRATORS AND STAFF

Interview topics for RETAIN program administrators and staff

In this appendix, we provide a checklist of topics we will cover during the first and second
site visits and telephone interviews. Not all topics are applicable to all states or respondents.
Mathematica likely will not cover all topics with a single respondent. For example,
organizational partnerships will be the focus of discussions with RETAIN administrators; service
delivery will be the focus of discussion with staff. We will tailor the interview guide for
particular states and respondents, and we will build on information we obtain during early
program implementation.

Interview topics to cover during the first visit to RETAIN program states
A. Background
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Respondent’s role in organization and tenure in position
Respondent’s role on RETAIN
Organization’s role in RETAIN
Other staff in organization involved in RETAIN (number and roles)
How RETAIN fits with organization’s overall structure

B. Organizational partnerships
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Roles of partner organizations in RETAIN (organizations that support service delivery)
Overall organization and management structure of RETAIN
Nature of communication and collaboration between organizations involved in RETAIN
Gaps/weaknesses in program partnerships
Strengths/facilitators of program partnerships

C. Recruitment and enrollment activities
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Target population and strategies to identify workers who are eligible for RETAIN
Strategies used to recruit and enroll RETAIN enrollees into the demonstration
Challenges to recruiting and enrolling individuals into the demonstration
Facilitators of recruiting and enrolling individuals into the demonstration
Progress toward recruitment and enrollment goals
Reasons why eligible workers choose not to participate in RETAIN

D. Fidelity to recruitment and enrollment activities
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Recruitment and enrollment activities compared to planned model of recruitment and enrollment and
reasons for adaptations

E. Program operations and service delivery
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F.

Service delivery model
Return-to-work coordination
Health care provider training
Incentives for health care providers to use occupational health best practices to treat workplace injury
Early communication to stakeholders in the community to return the worker to work as soon as possible
Workplace-based interventions
Retraining/rehabilitation for workers who can no longer perform their prior job or suitable alternate work
Tracking and monitoring the medical and employment progress of RETAIN service users
Changes made to services as a result of participation in RETAIN
Fidelity to service delivery model

Barriers to and facilitators of program implementation
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Challenges to operationalizing each service delivery component, including provider and worker
participation
Facilitators of operationalizing each service delivery component, including provider and worker
participation

G. Use of technical assistance for implementation
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Technical assistance received
Changes in implementation in response to technical assistance

H. Data collection procedures
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Functions and utility of the state’s management information system and data entry processes

Interview topics covered in the second visit to RETAIN program states
A. Background (for new respondents only)
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Respondent’s role on RETAIN and tenure in position
Organization’s role in RETAIN
Other staff in organization involved in RETAIN (number and roles)
How RETAIN fits with organization’s overall structure

B. Organizational partnerships
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Changes to organizational partnerships to support service delivery under RETAIN
Nature of communication and collaboration between organizations involved in RETAIN
Gaps/weaknesses in program partnerships
Strengths/facilitators of program partnerships

C. Program operations and service delivery
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Changes to service delivery model
Changes to return-to-work coordination
Changes to health care provider training
Changes to incentives for health care providers to use occupational health best practices to treat
workplace injury
Changes to communication to stakeholders in the community to return the worker to work as soon as
possible
Changes to workplace-based interventions
Changes to retraining/rehabilitation for workers who can no longer perform their prior job or suitable
alternate work
Changes to tracking and monitoring the medical and employment progress of participating workers

D. Barriers to and facilitators of program implementation
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Challenges to operationalizing each service delivery component, including provider and worker
participation
Facilitators of operationalizing each service delivery component, including provider and worker
participation

E. Fidelity to the service model and evaluation design
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F.

Current service delivery compared to intended services as originally conceptualized and reasons for
adaptations
Fidelity to the evaluation design

Sustaining service delivery after the demonstration
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Plans for sustaining service delivery
Anticipated challenges for sustaining service delivery

G. Counterfactual service environment
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Services similar to RETAIN available to workers who are eligible for RETAIN
Similarities and differences to RETAIN program services

H. Program costs
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Project budget and funding
Additional revenue sources for RETAIN aside from cooperative award funds
Financial reporting processes
Payments or incentives provided to enrollees and/ or service users
Staff and volunteer time dedicated to RETAIN and specific program components (and nature of time
collection systems)
Overhead and capital costs allocated to RETAIN (and nature of accounting systems)
Subcontract or vendor payments