participant completes a cleaning procedure, for example, project staff set up a time to inter¬ 
view the resident to gather feedback. Syracuse developed a brief questionnaire that technicians 
personally administer in the home with residents to learn about their experience with the pro¬ 
gram. A copy of this questionnaire is included at the end of this chapter. Syracuse staff prefer 
to do face-to-face interviews to more effectively understand residents opinions of the program, 
as well as to give the program a more personal touch and perhaps make a more significant con¬ 
nection with residents. This interview also provides an opportunity to encourage residents to 
continue the lead dust cleaning activities they learned through the program. 
Syracuse also found it important to request feedback from CBOs since they interact with both 
residents and landlords. The CBOs can provide a broader perspective of the program and make 
it more accessible to the community. In a brief written survey, Syracuse asks its partner CBOs 
about HEPA vacuum use among residents and how to better market the program to generate 
greater interest. A copy of the questionnaire used to solicit this feedback is included at the end 
of this chapter. 
Syracuse evaluates the outreach portion of its program in a number of ways. First, it quantifies 
how many residents submit a HEPA Vacuum Intake Questionnaire for participating in the proj¬ 
ect. This shows how effectively information about the program is disseminated to the commu¬ 
nity. The Syracuse program manager also looks at the number of residents who used the HEPA 
vacuums and will review the number of hits to the project Web site. 
7 4 
Chapter 9 
