5.2.3 SAMHSA FI Authorization Letter

You will also have a personal identification letter provided by SAMHSA, the sponsor of the study. This letter shows that SAMHSA formally authorizes you to work on the NHSDA for RTI (see Exhibit 5.2). Show this to respondents or others who question your legitimacy as an interviewer.

5.2.4 The Q & A Brochure

The Q&A (Question and Answer) Brochure (see Exhibit 5.3) provides a ready reference about the study, including answers to commonly asked questions. You will have copies to give to people who ask for additional information or to leave when a respondent is not available when you visit. Also, if you need to recontact the DU to complete the interview(s), leave a copy of the brochure with the selected respondent(s).

Exhibit 5.3 Question and Answer Brochure

Exhibit 5.3 Question and Answer Brochure (Continued)

5.2.5 NHSDA Information

With the importance given to statistics about drug use and abuse, you will have handouts to offer that were produced using NHSDA data. You may simply show these to interested or hesitant respondents who wish to see proof about how the information is used, or you may give copies to the respondents. The following will be provided to you:

• Highlights from the 1998 NHSDA (see Exhibit 5.4)

• NHSDA Preliminary Results (this publication is only available for you to show, not to distribute)

• Newspaper clippings about the NHSDA

• "SAMHSA News" Article

• How NHSDA Data Are Used (see Exhibit 5.5).

At times you may locate articles in your local papers that you feel would be particularly helpful in persuading potential respondents to participate. Local press can be very effective, but the content of the articles must be reviewed for possible bias before you can distribute any copies. Send any interesting articles to your FS who will forward them to RTI. All news articles must have their usage approved in advance by RTI and SAMHSA.

Exhibit 5.4 NHSDA Highlights

Exhibit 5.4 NHSDA Highlights (Continued)

Exhibit 5.5 Agencies Who Use NHSDA Data

Your screening introduction provides potential respondents with a general idea of what to expect from the study. Many people are satisfied with the explanation in the introductory statement. Others will have questions or concerns. Use your knowledge of this particular study, as well as your knowledge of survey research in general, to answer the respondent's questions and address any specific concerns.

If you do not know the answer to a question, offer to find out the answer either right away or later, depending on how important it is to the participation of the potential respondent. If the respondent's participation rests on getting an answer immediately, offer to call your FS first and, if necessary, your RS to resolve the problem. Use the toll-free numbers when calling from a respondent's home.

Use the Q&A Brochure and other NHSDA publications freely with reluctant respondents. Be very familiar with the contents of the brochure. In addition, some of the most common questions asked by respondents and the appropriate responses are shown in Exhibit 5.6. Study these carefully so that you become very skilled in using this information. It is crucial that you be completely comfortable explaining the survey to potential respondents.

Exhibit 5.6 Answering Questions

Most individuals are friendly and willing to cooperate but a few individuals will have concerns, objections, suspicions, or fears. What may appear to be a refusal to cooperate may be just an expression of concern or a need for more information about the study, the procedures, or the background of the research. The following points should help you to reduce or eliminate "refusals" when making contacts:

• Do not invite refusals. An air of apology or defeat can sometimes trigger a refusal. Assume that the respondent will want to participate.

• A friendly, confident and positive manner—assertive but not aggressive—will usually have positive effects.

• Listen carefully to the respondent's comments and try to determine the basis for objections. Then target your responses to those objections or concerns.

• A little more detail about the study, the procedures, confidentiality, or the time involved may answer the "unasked" question. Sometimes the best technique is to simply ask, "Is there something more I can explain to you about your participation in this study?"

If you are unable to overcome a respondent's objections and the person simply will not consent to the screening, then accept the refusal as courteously and graciously as possible and thank the person for his/her time. Do not pressure, argue, or otherwise alienate the person. Whatever the circumstance of the refusal, always remember to be professional, courteous, and friendly. Your goal is to leave the door open for another contact by you or by someone else to secure a promise of cooperation. Exhibit 5.7 contains common reasons given by respondents for refusing a screening or an interview. Different reasons need to be countered with a different emphasis in response. It is important to listen to the respondent's comments and tailor your response to the respondent's concerns or need for information.

Exhibit 5.7 Countering Refusals

5.4.1 Refusal Reasons

The refusal conversion letters, available in English and Spanish, are tailored to the primary refusal situations encountered in the field. Copies of the refusal letters are provided in Appendix C of this manual. So that you can better understand how to categorize a refusal reason, the refusal categories are shown as they appear in the Newton and explained here:

1. Too busy / No time / Did too many surveys already

The number one reason for refusals is lack of time. Modern life can be very demanding-many people are overextended and see no relief in sight. They may be civic-minded and have already participated in a number of other surveys. On the day you called on them, they were particularly overwhelmed and felt they could not spare the time for one more thing—they may even have said they had no time, ever.

2. Surveys (or Government) too invasive / Doesn't want teen exposed to subject

These people feel (to varying degrees) that surveys, the government in general, or the subject of the survey are an invasion of their privacy. They may use phrases such as "surveys are a waste of time and money," "I never do surveys," or "surveys are too personal." They may also state that they do not like putting such personal information onto a computer or that they have philosophical, religious, or political reasons for not participating in surveys. In the case of parents, they may be concerned about exposing their teen to the subject matter of the survey.

3. Clarify confidentiality, legitimacy, or selection

Be sure to listen carefully to what residents are telling you-they may simply be seeking clarification or may need more information. Questions about the legitimacy of the study or how the confidentiality is guaranteed may be the root of their refusal. They may not have been listening very well when you explained the study and still need help understanding the nature of the study. Or they may not be computer-literate and are afraid of conducting an interview on a laptop.

4. "Nothing in it for me" / Uncooperative

Although rare, there are those people who are simply uncooperative—they either will not give a specific reason for their refusal or feel that since there is nothing in it for them, there is no reason to cooperate.

5. Parent or HH member disallows/Welfare or INS concerns

Sometimes people refuse to participate because of an outside force that is controlling their behavior, not because of the actual survey. That outside force may be another person, such as a spouse or a parent, who has a strong interest in what the respondent does. That outside force may be institutional or a social force, such as immigrants concerned that you actually work for the Immigration and Naturalization Service (INS) or welfare recipients concerned that their household status is being investigated.

6. Too ill/house messy/not dressed

Refusals in this category are situational and will not generate a refusal letter. They refused because you called on them at a time when their temporary circumstances did not permit them to participate.

7. Need to discuss with FS

In some cases, a respondent will say they are refusing for one reason but based on other comments the respondent made, you feel there is an underlying or unspoken reason for the refusal. Additionally, sometimes a respondent gives a refusal reason that does not appear to fit into any of the categories listed in the Newton. In these instances, rather than selecting a questionable refusal reason thereby generating an inappropriate refusal conversion letter, select this option and make very explicit notes in the Refusal Comments section. Your FS will see this information the next day on the project Website and talk with you about this refusal.

Do not rely on memory to recount the events surrounding the refusal to your FS. Making notes in the Newton at the time of the refusal will help you adequately and objectively discuss the situation with your FS. It will help your FS decide if a follow-up letter is appropriate to assist you or another FI in later contacts. Once your FS has discussed a questionable refusal with you, he/she will assign a reason and determine the timing of the printing and mailing of the letter, if appropriate.

Though refusals may be discouraging, learning to handle them professionally—and not personally—will be the most successful approach in the long run. Do not allow refusals to change your positive attitude and approach when interviewing. Even the best interviewers experience occasional refusals; it is not necessarily a reflection of your ability as an interviewer. The important thing is to learn from refusals and then begin again with the next household.

The figures below report our interview response rate experience for the 1999 NHSDA. The interview response rate is the proportion of those who complete the interview compared to the total number of people selected to participate. As you can see, it can be more difficult to obtain the participation of those above age 26+ (those more likely to be busy with jobs and families), but even among this age group, 67% of all eligible respondents actually completed the survey.

1999 NHSDA Interview Response Rates by Age - Summary

Several years ago, RTI conducted a special survey of non-respondents (people who declined to participate) in a major national field study. People who had refused to participate in the study were recontacted to learn if, and how, non-respondents differed from participants. After the study was completed, we held a debriefing conference with the field interviewers who worked on the special study. They discussed the techniques that were successful in obtaining participation. The following paragraphs summarize the findings from those discussions.

To be successful at interviewing, you must develop your own particular style and then interact with potential respondents in a way that is comfortable for you. When you are developing your style, please keep the following "tips" in mind:

• A positive attitude is crucial when interacting with potential respondents. You need to feel confident about yourself and your knowledge of the survey in order to create a positive atmosphere. If you approach the door with an air of uncertainty, the potential respondent may:

  - question the validity of the survey

  - view the survey negatively and reduce its importance

  - be more likely to say "no" when asked to participate.

  If you are not enthusiastic and knowledgeable about the study, the potential respondent is not likely to be interested in participating.

• Persistence is the key to gaining cooperation. For not-at-home cases, you must attempt to reach someone at different times of the day and on different days of the week. Talk to a neighbor to find out a time when the potential respondent is most likely to be at home.

  If you are unable to persuade the potential respondent to participate during one of your visits, say "I'll come back when you are not as busy," or "I'll stop by the next time I'm in the neighborhood." These statements leave the door open for recontact, since they imply a respect for the person's reason not to participate at this time. Before leaving, give potential respondents a Q&A Brochure for review. If they have Internet access, suggest they look at the NHSDA respondent Website at http://nhsdaweb.rti.org. For your information, the content of the respondent Website is shown in Appendix D.

• Stress the confidentiality of the survey, emphasizing that answers are only reported as totals and individual names are never associated with answers.

• Make sure every potential respondent feels how crucial he/she is to the overall success of the survey. Respondents should know that they are unique because due to the precise nature of the sampling procedures, no one selected for the survey can be "replaced" by someone else.

• Most people today are very busy and do not have much free time. They may not wish to spend what free time they have to participate in a long interview. Instead of saying, "The questions will take about an hour to finish," try something more like, "The questions will take about an hour to finish but the length varies and depends on the individual. Let's start and see how it goes." Be honest but do not dwell on the time involved. Many people will tell you that they do not have an extra hour but will stand at the door and discuss the survey with you for 45 minutes!

• Finally, you must provide thorough documentation of all attempted contacts in the Record of Calls on your Newton. Record the details of what happened during each contact. It may give you useful information if you have to initiate further contacts, such as refusal conversion attempts. Review your documentation before the next contact and plan and organize your approach. For example, if a potential respondent said he/she had a sick child and did not have time to participate, begin your recontact with "I hope your child is feeling better." Remembering these details will help build a positive relationship with the potential respondent. Such "tailoring" of the approach conveys interest and respect for the respondent's situation and is often the key to obtaining cooperation.

An interviewer's appearance and style of delivery establish an initial impression that can either alienate the respondent or encourage cooperation. You should project a professional manner that you can modify according to the circumstance. The basic elements of a professional approach include:

• showing proper identification and supporting documentation

• displaying a thorough knowledge of the purpose of the project and its materials

• delivering a courteous straightforward presentation

• conveying respect for the respondent.

While exhibiting these behaviors, you should also attempt to "fit in" to the neighborhood by dressing and acting like the majority of individuals in the area. The goal is to reduce respondent suspicion.

Good rapport is probably the most important tool of the interviewer and you can achieve this by being sensitive to the respondent and the respondent's living conditions. During phone conferences with your FS, discuss your approach to non-completed cases and attempt to define the potential respondent's reaction. Be aware of how the respondent is reacting to you. The eventual aim is to develop the ability to predict and even modify respondent reaction. Once you can do this, you will be more successful in avoiding refusals. You will be better equipped to counter respondent objections with an appropriate response.

An abrasive manner is not desirable. Although an aggressive interviewer can occasionally "bully" respondents into participation, this tactic is not required nor appropriate and is unethical and unprofessional. On the other hand, an interviewer who is too passive will be unsuccessful. Passivity conveys a lack of confidence or commitment to the survey. This attitude will not motivate the neutral or uninterested respondent. You must "win over" such a respondent and convince him/her of how important it is to participate. In essence, you must "sell" the value of the survey to each potential respondent. To do this effectively, you must be thoroughly convinced of the importance of the work. If you are not convinced of the validity and importance of the project, the respondent will not be convinced either.

Some refusals will occur no matter how effective and adaptive you are. These can be due to factors outside your control and may or may not be situations that you, or your supervisor, can counter. If a neighborhood is experiencing a series of household break-ins or personal assaults, residents may be particularly reluctant to let you into their homes. This type of information will be readily revealed to you once you begin work in the neighborhood. If a respondent reports such circumstances, it is a good idea for you or your FS to contact local police to inform them of your presence in the area. Also, you may choose to wait and return to the neighborhood at a calmer time. In neighborhoods where residents are very suspicious, engaging the services of a local person can be very effective (a member of a local community group or clergy) so residents recognize the familiar face upon approach. Such a person must be chosen carefully, and you must restrict the involvement of this individual, since confidentiality is the cornerstone of the study. As with any third party, this person must not be present during the administration of the interview. See Section 5.9 for more information on using escorts.

Occasionally you may encounter an apartment building, group of buildings, or entire community that you cannot readily enter. This may be for many reasons, such as:

• a guard, doorman, or front gate personnel

• security-coded door bells

• access codes needed to open doors or gates

• intercoms used to announce the presence of a visitor

• key required to gain access to the entrance or doorbells.

Each of these circumstances can present a unique set of problems when you attempt to contact SDUs. However, few of these locations are impossible to enter. Interviewers have been successful by carefully observing the situation, contacting the proper personnel and then providing a thorough explanation of the study. Some tips that may help in gaining access include:

• Always display your ID badge prominently.

• Carry extra copies of the lead letter and Q&A Brochure.

• Be observant. Look for signs or plaques mentioning the name of the manager or owner of the building.

• Tell the guard or doorkeeper that you are not selling anything, you are not going door-to-door, and you have specific units to visit. Explain that you have sent a letter (show copy) and that the individual residents were notified and may be expecting your visit. State that this is not a marketing survey.

• Be persistent. Go ahead and do your absolute best to gain entry during your initial visits. Sometimes as more time goes by, the situation becomes more challenging. The guard may ask a supervisor about you without allowing you to present your story or may become more stubborn about not allowing you to do your job.

• If it becomes necessary to speak to a manager or owner, emphasize how important the survey is and that RTI has strict rules about privacy and confidentiality. Tell the manager that the interview is voluntary and that you will give the respondent the opportunity to make an informed decision about participating in the study.

• If necessary, ask your FS to send a letter to the management of the location explaining your visit and asking for their cooperation. The FS might find it necessary to contact a housing board or association in person.

• A five minute video entitled "Your Important Role" can also be sent by FS request. Exhibit 5.8 contains the well-worded script for this video.

Each situation is unique. You should diligently explore every avenue possible, remaining open to methods or approaches that may vary considerably based on location. In most cases, you should gather all relevant facts possible, then call your FS to discuss a plan of action. As mentioned, a letter may help. Your FS has a copy of RTI's "Guide to Controlled Access Situations" plus information from RTI's Website about controlled access situations identified during other phases of the study. Your FS can access these resources to locate additional ideas about how to gain access to problem areas.

Since our study uses a random sampling procedure, the neighborhoods selected will represent all types of communities. In those areas where you feel you are at increased risk, the use of an escort is encouraged. In addition, your FS may suggest an escort if you are working in an area where neighborhood suspicion is high and cooperation is low. In either case, you must get verbal approval from your FS before using an escort. Escorts are reimbursed on an hourly basis by you (see Section 11.6 for details) and can be local residents of a given neighborhood, local clergy, your friends/family or official off-duty police escorts. The use of police escorts must be cleared in advance through your FS, since this could intimidate respondents if not handled carefully. We do not want to alienate respondents, but we also do not want interviewers placed in dangerous situations. You will need to be very aware of the social climate in your segments since it can have a direct impact on your success.

Escorts should travel with you and act as a second presence in the area but usually should not accompany you to the door. With our heavy emphasis on confidentiality, we want our approach to the actual household to be as nonthreatening as possible. Escorts should remain in the car or in a public area of the building while you work.

When working in what you feel is a high-risk area, you should always discuss the situation with your FS. Following are some general safety tips on working safely and smartly.

Area

• Be aware of the area—assess the situation and observe people. Stay alert and tuned in to your surroundings. Do not daydream. Know where you are going and walk with confidence.

• Observe where you can find the nearest telephone, business, police station, fire station, or public building, and know their hours of operation.

• Put possessions in the trunk of your car before entering the area. Do not leave things visible in your car, particularly your computers.

• Carry computer equipment as inconspicuously as possible.

• Talk to children. They can be helpful passing along information about who you are.

• If anyone asks who you are, briefly tell them who you are and what you are doing. They may pass the word along.

• Park your car in a convenient area. Move it as necessary as you work.

• Avoid taking short cuts through dark or wooded areas. Avoid walking in areas where there are tall hedges or shrubs.

Dress

• Keep your dress professional; not too casual.

• Do not wear jewelry.

• Do not carry a purse. Put your keys, a couple of dollars, and change for a pay phone in a pocket.

• Keep your FI photo ID badge visible.

Multi-unit Buildings

• Carry a flashlight—apartment building hallways can be dark even during the daytime. Often light bulbs are burned out or broken.

• Make noise, such as a low whistle or rattle your keys as you walk in the hallway or up a stairway. You do not want to startle or surprise anyone who might be hanging around.

• Go right to the selected apartment and do your business—don't look interested in what people are doing in the hallway. Do not stare. You should acknowledge them with a nod, smile, or brief eye contact, but go directly to the apartment—that's your task.

• Be aware, but do not concentrate on any other things going on in the apartment building. Your main function is to find the selected apartment. If you look too interested people will think, "What do you want—what are you looking at?"

When you hear someone talking about "going to work," you may think of a person commuting to an office to spend eight hours behind a desk. Or perhaps you think of someone in the service industry who spends work time waiting on customers or preparing food. These people work in one location. There are others who work out of their home, using a computer and a telephone. Or maybe you know someone who drives a delivery truck, driving and carrying packages to homes or businesses.

When you go to work on the NHSDA as a Field Interviewer, your work environment may fall into one of three settings:

• in your home preparing supplies, planning your next trip to sample neighborhoods, conferencing with your FS via telephone, or transmitting data to RTI

• commuting to/from sample areas using a personal automobile, public transportation, or on foot

• on a respondent's property, either inside or outside, conducting the screening or interview.

Each setting has its own conditions that can affect your personal safety. This section covers details of how you can work more safely in each of your work settings.

5.11.1 The Home

The NHSDA has various kinds of supplies and materials: interviewer manuals, computer equipment, assignment kits and bulk supplies (handouts, brochures, etc.). Organizing these materials allows you to work more efficiently and more effectively. This section focuses on how to store and use these materials so you can work more safely.

Select some specific place in your home where you can keep all of your NHSDA materials. This place needs to be away from common traffic areas and away from curious little ones, whether children or pets.

Probably the biggest safety issue when working from home is how to safely move heavy supplies. Some tips from a "Safetyclips" article appearing in the February 1997 issue of the National Safety Council's Safety+Health magazine¹ are provided in the following sections. Points to consider when moving NHSDA (or any other) items in your home are listed in Exhibit 5.9.

5.11.2 Traveling To, From and Within a Segment

While a few field interviewers use only public transportation, most FIs need to drive a vehicle to accomplish work in the field. Please carefully read Exhibit 5.10 which presents the Operating Motor Vehicles for Business Use policy for field staff. NHSDA interviewers are employees of Headway Corporate Staffing Services so must comply with the conditions as presented.

Exhibit 5.10 Headway Motor Vehicle Policy

Every time you get behind the wheel of a car an accident is possible. So when in your "automobile office," you need to be constantly thinking of how you can drive safely.

The Allstate Insurance Company offers the following information on Auto Safety through their Website (www.allstate.com). This information includes material from the National Safety Council's Defensive Driving Course and their annual publication Accident Facts. Please carefully read the excerpt regarding driving safely included as Exhibit 5.11.

Another good way to stay safe on the road is to simply "be nice," even if it means giving up your right-of-way. For FIs driving to unfamiliar areas: study the maps before you go. If you must consult a map while traveling, pull over. Do not try to read the map while driving.

In its recently published Defensive Driving: The Best Offense, the National Safety Council gives the suggestions included in Exhibit 5.12 to help prevent collisions at intersections.

Unfortunately, in spite of your best attempts at prevention, sometimes an automobile accident does happen. State Farm Insurance company offers the information shown in Exhibit 5.13 on its Website (www.statefarm.com) regarding the proper steps to follow if you are involved in an automobile accident.

RTI adds to that list: If the accident occurs while you are working on the NHSDA, DO notify Headway and your FS about the accident as soon as is practically possible.

Driving isn't the only way you travel during your work as a field interviewer. Even if you drive to a segment, you do a lot of walking going from one selected unit to the next. Consider for a moment how you walk, and how you can walk more safely:

1. It's natural to take bigger strides when you're in a hurry, but this can increase your chance of falling. This is especially true if the ground is rocky, uneven, damp or icy. So slow down and take shorter steps.

2. Make a wide turn at corners. This will help you to see who, if anyone, is on the other side, and can help to prevent a collision.

3. As much as possible, choose a well-lit path when it's dark outside. Be wary of dark areas such as alleys or unlit streets. If you're inside, check that a light is turned on before you walk through a room or hallway.

4. Be careful going from the dark into sudden bright light. You can be temporarily blinded, so you need to give your eyes time to adjust to the lighting difference. Slow down or stop until you can see where you're going.

5. As much as possible, choose walkways and aisles that are clear of debris and clutter.

6. Use extra caution when climbing and descending stairs-even if it's only two or three steps.

7. Use handrails when they're available.

8. Take only one step at a time. Don't try to bound up stairs two or three at a time.

9. Be sure you're not carrying too many materials in your arms; this can negatively affect your balance and can keep you from seeing where you're going.

10. Always be on the lookout for loose stair runners, broken boards, debris, or slippery spots on the stairs.

11. Be careful when stepping off of a curb. Be sure to assess the depth to avoid ankle twists, slips, or falls.

Wear a comfortable, practical pair of shoes. Flat shoes are a better choice than heels. Having a professional appearance is important, but wearing uncomfortable and/or slippery shoes for the sake of fashion is unwise in the long run.

Another consideration as you're moving about in your segments is the weather. The NHSDA is a year-round survey, conducted across the entire United States. Depending on your location and the time of year, you may find yourself working in driving rain, heavy snow, bitter cold, gale-force winds, or blistering heat. Let common sense be your guide—dress appropriately for the weather, and seek shelter when you're too hot or too cold. If you become very uncomfortable, take a break and continue when you feel better or the weather is more tolerable.

Sometimes, it can be difficult to recognize when the temperature is getting to be too extreme. This can be especially true in hot weather. Exhibit 5.14 contains practical advice for interviewers working in the heat.

5.11.3 On a Respondent's Property

The final working environment for an FI doing a field survey is on a respondent's property-either inside or outside, completing the screening process or administering the interview. Many of the safety tips already covered about safe walking and working in extreme temperatures apply when you're on a respondent's property. There are other safety concerns as well.

The most frequent report of concern is about dogs. Many people own dogs, often for their own personal safety considerations. That means you must be very cautious when approaching a sample dwelling unit, especially one where it's obvious one or more dogs are around. Always be cautious when approaching a strange dog. Even one who appears to be friendly can suddenly become agitated. If a dog or other menacing animal blocks the path between you and the respondent's door, be careful. If the dog is obviously aggressive, don't put yourself in a dangerous situation. Try to get the attention of someone living in the household and ask him/her to restrain the dog while the two of you talk.

It's not just animals of the four-legged variety that can give cause for concerns about safety. While the majority of respondents you work with will be friendly, there will be some who are not so nice. You should expect to receive some level of verbal abuse from some of your respondents—unfortunately, this comes with the territory of being an FI. However, you shouldn't place yourself at risk for physical assault. If a respondent becomes physically confrontational or violent, or threatens you in any way with a real or stated weapon, get away

from that residence immediately. Talk with your FS about what happened, and together you will form a plan about how-or if-that particular residence should be approached.

Achieving targeted response rates for completed screenings and interviews is of utmost importance to the project. But ensuring your safety while you are working is even more important, and no one is in a better position to do that than you. We want you to be successful and safe as you complete your work as an FI on the NHSDA.

REVIEW OF Chapter 5
Obtaining Participation

To assist your learning process, read the following summary of key points in this chapter. Following the summary are several questions to ask yourself. These questions will help you identify those areas you understand, and pinpoint the areas where you would benefit from re-reading a particular section.

SUMMARY

• To assist in your goal to obtain participation at all of your SDUs, you will be provided with an extensive inventory of tools (letters, brochures, articles) to use at the door with the respondent (R) and to leave as handouts. However, none of these tools will be as important as YOU and YOUR approach. It is imperative that you not only maintain a positive and confident attitude, but that you completely know the study.

• It will be necessary for you to overcome respondent objections and concerns. The "trick" is to listen carefully to what the R is saying. Every DU and every respondent must be handled uniquely.

• No matter what the situation, you must be professional and treat the R with courtesy and respect.

• Reasons for refusals are broken down into specific categories. In your Newton, you will indicate the type of refusal encountered, thus enabling a specifically tailored letter to be generated at RTI.

• When handling any case, including refusals, it is essential that you make timely, informative notes in your Newton's ROC.

• Due to the unique nature of this job, you will have several different work environments: your home, car, the neighborhoods of your segment, and respondents' homes. It is crucial that you work safely in all of these situations, using common sense and provided safety guidelines.

QUESTIONS TO ASK YOURSELF

1. How would you answer these respondent questions?

I don't drink, smoke, or use drugs. Why would you want me in your survey?

How did you select me?

How do you keep my answers confidential?

Why don't you just go next door and talk to my neighbor? She loves to do this sort of
thing.

What happens to the data after you gather it from all of us?

2. What would you say if the respondent offered these objections?

I'm too busy.

I don't like surveys.

I don't want my kid to talk about drugs with you. He's too young.

I don't trust that my answers are safe.