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Housing Counseling Process Evaluation and Design of ... - HUD User

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Our estimate includes all types <strong>of</strong> education <strong>and</strong> counseling. Our average hours <strong>of</strong> time spent per<br />

client (5.9) is below the low-end <strong>of</strong> the range assumed by Collins <strong>and</strong> Baker since our estimate<br />

includes all types <strong>of</strong> education <strong>and</strong> counseling, not just pre-purchase, <strong>and</strong> many other types <strong>of</strong> housing<br />

education <strong>and</strong> counseling are less time intensive (see Chapter 6 for information on average hours <strong>of</strong><br />

services by type <strong>of</strong> client). Thus, our average <strong>of</strong> $431 is roughly in keeping with Collins <strong>and</strong> Baker<br />

given the somewhat less intensive level <strong>of</strong> services in our analysis. It is also important to bear in<br />

mind that the estimate by Collins <strong>and</strong> Baker is for what might best be described as an ideal method<br />

for providing these services, while our data represents that average experience across all agencies in<br />

an environment <strong>of</strong> constrained funding.<br />

To examine how average costs per client vary with agency characteristics, we estimated a simple<br />

regression model that included indicators <strong>of</strong> each agency’s total clients, client specialization, <strong>and</strong><br />

agency mission type, using the categories presented for each <strong>of</strong> these variables in Chapter 3. 32 In<br />

addition, we also included an estimate <strong>of</strong> the average hours <strong>of</strong> staff time spent per client. The<br />

estimate <strong>of</strong> staff time per client was based on survey responses indicating the amount <strong>of</strong> time devoted<br />

to a typical client for each type <strong>of</strong> counseling service including time spent in workshops, in one-onone<br />

counseling, <strong>and</strong> in case management. (Case management refers to activities conducted when the<br />

client is not present, including scheduling meetings, recording data, conducting follow up, <strong>and</strong><br />

advocating with other organizations on the clients’ behalf.) Since agencies reported the number <strong>of</strong><br />

hours spent on each client by the type <strong>of</strong> education or counseling received, we estimated a single<br />

weighted-average time spent per client by using the number <strong>of</strong> clients receiving each type <strong>of</strong><br />

education <strong>and</strong> counseling as weights. Hours spent in workshops were divided by 10 on the<br />

assumption that the average workshop included 10 participants. 33<br />

The regression model provides an estimate <strong>of</strong> how much average per client costs vary with each <strong>of</strong><br />

these agency characteristics. These estimates are presented in Exhibit 5-12. The most important<br />

factor in explaining variations in per client costs is agency size. While agencies serving fewer than<br />

150 clients a year averaging $464 per client, as client volumes increase per client costs steadily<br />

decline, averaging only $250 for agencies serving between 500 <strong>and</strong> 999 clients per year, <strong>and</strong> as low as<br />

$133 for the largest agencies serving 5,000 or more clients per year. This result suggests that there<br />

are some efficiencies to larger scale counseling operations.<br />

Average costs also vary with the number <strong>of</strong> staff hours spent per client, ranging from $244 per client<br />

for agencies that average fewer than 2.5 hours per client to $354 per client for those that average more<br />

than 8 hours per client. These estimates, however, are fairly crude given the available information.<br />

While the average agency has as average hourly cost implied by these figures <strong>of</strong> $88 per hour, which<br />

seems reasonable given staff <strong>and</strong> overhead expenses, the range <strong>of</strong> hourly costs is enormous. At the<br />

32<br />

33<br />

The sample used in the regression model excluded 13 observations that were missing information on hours<br />

spent per client as well as 55 observations that had extreme values for either total cost per client (greater<br />

than $1,600) or total average hours per client (greater than 50).<br />

We did not have any systematic information on average workshop attendance to inform this assumption,<br />

but rather based this assumption on our experience in observing workshops in the past. The average <strong>of</strong> 10<br />

allows for a range <strong>of</strong> participation from a small number <strong>of</strong> participants to class sizes in the 20s. In any<br />

event, the results were only slightly affected by changes in this assumption to allow for 20 participants on<br />

average in workshops.<br />

Chapter 5. Sources <strong>of</strong> Agency Funding <strong>and</strong> Costs <strong>of</strong> Providing Service 73

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