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Label: Figures ES.1 and 4: Years 1 and 2, Impacts on Quarterly UI-Covered Employment and Cash Assistance for Single Parents
Text Description: This figure illustrates quarterly impacts on UI-covered employment and cash assistance for the PRIDE group and control group from Quarter 2 through Quarter 9. The figure displays two line graphs: one showing impacts on employment and another showing impacts on cash assistance. The horizontal axis on both graphs depicts each of the eight quarters relative to random assignment. The effects of the PRIDE program can be estimated by the difference in outcomes between the two groups. Asterisks mark whether these differences are “statistically significant,” meaning that it is quite unlikely that the differences arose by chance. The number of asterisks indicates whether the impact is statistically significant at the 1 percent, 5 percent, or 10 percent level. (The lower the level, the less likely that the impact is due to chance.)
On the employment graph, the vertical axis shows the percentage employed, on a scale from 0 to 100. In Quarter 2, the employment rates were 10.4 percent for the PRIDE group and 9.6 percent for the control group. The graph displays a general increase in the percentage employed for the PRIDE group over the eight-quarter span. By Quarter 9, the percentage employed had increased to 19.6 for the PRIDE group. The control group had a smaller rate of increase in employment, and, unlike the PRIDE group, the control group had a small decrease in employment in Quarters 6 and 8. In Quarter 9, the employment rate for the control group was 16.1 percent. In Quarters 6 and 9, two asterisks indicate a significance level of 5 percent. In Quarters 4, 7, and 8, three asterisks indicate a significance level of 1 percent.
On the cash assistance graph, the vertical axis shows the percentage of those who have ever received cash assistance, on a scale from 0 to 100. The graph shows that cash assistance for the PRIDE group declined every quarter. In Quarter 2, the percentage of those who had ever received cash assistance was 99.1 percent. In Quarter 9, this had decreased to 78.1 percent. The percentage of those who had ever received cash assistance in the control group also declined every quarter. The rate of decline was not as high as the rate for the PRIDE group. In Quarter 2, the rate was 99 percent; at the end of Quarter 9, it had fallen to 82.1 percent. (back to Figure ES.1) (back to Figure 4)
Label: Figure 1: Random Assignment Periods
Text Description: This figure shows the random assignment periods for the PRIDE program in New York City. The figure shows that random assignment of the program and control group began during the last quarter of 2001 and continued until the last quarter of 2002. The figure shows that random assignment for the survey sample began in the second quarter of 2002 and continued until the last quarter of 2002. The figure also shows that PRIDE operations ran from the beginning of 1999 and ended in the last quarter of 2004. (back to Figure 1 )
Label: Figure 2: Participant Flow
Text Description: This figure illustrates the main steps involved in identifying and serving PRIDE clients. Public assistance recipients who asked to be exempted from work activities were referred to the New York City Human Resources Administration (HRA) contractor for a medical evaluation. After examination, recipients were deemed “exempt,” “employable with limitations,” or “nonexempt.” Recipients who were deemed employable with limitations were scheduled for an appointment with the HRA/PRIDE case management unit, where it was determined whether they were ready to participate in PRIDE. If they weren’t ready, their case would be reevaluated. If the case management unit decided that they were ready, then the individuals were randomly assigned into either the PRIDE group or the control group. If they were randomly assigned into the control group, they were informed that they were excused from work requirements. If they were randomly assigned into the PRIDE group, they were then scheduled for an appointment at the PRIDE vendor, where they were evaluated again to determine whether they would be assigned to the Work Based Education (WBE) track or the Vocational Rehabilitation (VR) track. (back to Figure 2)
Label: Figure 3: Summary of How ERA Case Managers Typically Spent Their Time
Text Description: This pie chart shows how PRIDE case managers spent their time. The chart shows that case managers spent a total of 39 percent of their time working with clients, of which 3 percent was spent with working clients, 19 percent was spent in contact with nonworking clients, and 17 percent was spent with work experience clients. Case managers spent 61 percent of their time working on activities besides client contact, which included administrative duties (23 percent), monitoring clients’ participation in services (7 percent), staff meetings (6 percent), noncompliance tasks (4 percent), work experience-related duties (3 percent), job development (3 percent), outreach ( 3 percent), and other miscellaneous activities (11 percent). (back to Figure 3)
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