Running head: PROGRAM DATA MANAGEMENT

Change Process: Surry County Office on Youth Data Management Policy

Angela Blankenship
Briar Cliff University
August 5, 2016

PROGRAM DATA MANAGEMENT

Change Process: Surry County Office on Youth Data Management Policy

Introduction
When social work student, Angela Blankenship, began her internship at the Surry
County Office on Youth (SCOOY) she knew that the agency was important to the community,
but hadnt realized just how many families it affects in this rural Virginia county.
SCOOY began in 1987 as a one-person agency in a small office housed in the social
services building in Surry, Virginia. It now has its own five room building and a full-time staff of
four and one part-time program assistant that is employed during most of the school year. It
houses the Childrens Services Act (CSA), facilitates Precious Jewels and Boyz to Men after
school mentor groups, Youth Council, Surry Juvenile Community Crime Control Act Program
(SJCCCA), anti-substance use education groups, men and women mentoring youth groups, and
has recently acquired the Employment Resource Center with a staff of one which falls under its
leadership (S. Pierce, personal communication). Programs are subject to change due to funding
and/or grant requirements. All of these programs and over 40 volunteers enable SCOOY to
carry out the agencys mission statement which is:
The Surry County Office On Youth mission is to enhance the quality of life for
Surry County youth and families by promoting positive youth development, increasing
assets, and reducing risk factors (See Appendix A).
The above statement gives a clear picture of why the Office on Youth exists within the
community. It functions as the cornerstone on which every SCOOY program is built upon
(Fineran, 2014, p. 61). Every SCOOY program has its own set of goals and objectives to promote
the agency mission and measure its effectiveness. Each Program Coordinator has been

PROGRAM DATA MANAGEMENT

responsible for keeping track of participant information for record keeping and assessment
purposes. The reality is that the agency had no consistent method for data collection, storage,
and management for certain key programs when Blankenship began her internship.
The Need for Change
When Blankenship began her placement, the agency director, Mrs. Sophenia Pierce,
began discussing the different possible changes within the agency. The change that seemed
most appropriate was the agency name change. But before work could be done on a name
change, the agencys Program Assistant resigned from her position. Mrs. Pierce requested
Blankenship take over as Program Assistant and facilitate the after school mentor group,
Precious Jewels. Precious Jewels serves middle school students to provide positive role models
to engage them in various social and educational activities that promote positive self-esteem,
prevention of teen pregnancy/school dropout and encourage career and college guidance. The
job description states that a portion of the Program Assistants function is to assist with
collecting and maintaining necessary records, documentation, minutes, files; provide
information to support the preparation of reports concerning program activities (See Appendix
B). What Blankenship encountered was a problematic record keeping system resulting from
several factors.
The first contributing factor was that the Program Assistant position was only given
funding for 15 hours per week for approximately the school year. Along with record keeping
duties, the program assistants other duties are supervising volunteers during agency activities,
facilitating mentor/educational group sessions with adults and youth, chaperone field trips,

PROGRAM DATA MANAGEMENT

develop public awareness information, and general office work (See Appendix B). As typical in a
social service position, there is never enough time in the day.
In addition, SCOOYs building was very small. A table on the first floor in the copy area
had been designated as a work space for the former program assistant. The program file
cabinets are kept on the second floor of the building in the offices of the program coordinators.
The former program assistant utilized her own computer and cell phone as none were provided
for her in the past. The lack of unsecured communication methods raised concerns about
confidentiality (National Association of Social Workers (NASW)., 2008). Shortly before the
former program assistant resigned, the agency underwent staff restructuring and an office
became available for this position.
The fact that the programs were conducted off-site also contributes to the issue of data
management. Just about everything needed to conduct a meeting had to be packed up in bags
and crates and transported to the meeting locations. It was not uncommon for participants to
hand the facilitator enrollment forms, payments for activities, and other paperwork. This
increases the risk of misplacing important participant documents.
Along with the aforementioned factors, SCOOY lacked any sort of computer database
that would make accessing participant information quickly or easily. Blankenship was especially
concerned when there was no allergy/medical emergency information file to be taken with the
facilitator to activities. Blankenship quickly went through all files and made copies of every
participants emergency medical and contact information and assembled it into a file that could
be taken to all Precious Jewels meetings.

PROGRAM DATA MANAGEMENT

A typical Precious Jewels meeting would begin with taking attendance. If a childs name
was not called it would be added to the list. What Blankenship found while filing paperwork
was that some of the children that were attending the meetings had no documentation on file
at all. They had never actually filled out an enrollment packet (See Appendix C).
According to Fineran (2014), it is the responsibility of every staff member to initiate
change (p. 20). With this in mind, Blankenship decided to approach Mrs. Pierce to request that
instead of focusing on the agency name change that she be allowed to develop a new data
management process with the following change process statement: to redesign the methods
SCOOY is currently using for collecting and reporting program participants information by
developing a more efficient process which would include a database to more accurately
evaluate the needs of program participants. They discussed some of the things Blankenship
encountered while facilitating the Precious Jewels mentor group. Blankenship was very careful
not to be accusatory or blaming when pointing out some of the problems with the methods
data was being managed. She was empathic to the very busy schedules of the small staff and
pointed out that it would be beneficial to the agency to take advantage of having an unpaid
intern to help develop and implement this change. It was agreed that Blankenship would be
the change agent that is, the person to orchestrate or coordinate the change process for
the new SCOOY Program Data Management System (Fineran, 2014, p. 21).
Phase I: Identifying the Change Opportunity
The change opportunity was defined as redesigning the current methods of data SCOOY
was using for collecting and reporting program participants information by developing a more
efficient process which would include a database and to more accurately evaluate the needs of

PROGRAM DATA MANAGEMENT

program participants. Though the program coordinators had designed their own systems of
collecting and organizing data, there was no consistent system, process, or computerized
database being utilized within the agency. This was to be more of a ground-up development for
data management process.
Though the change agent saw the need to redesign several data collection methods,
such as program attendance sheets and reward point sheets, it was decided that the change
process would be limited to the Program Participant form in the enrollment packet for each
program (See Appendix C).
Now that the scope of the change process had been determined and unofficial support
had been gained, the next step was to request an official letter of sanction. For this change
process, the sanctioning system is SCOOY Director, Mrs. Pierce. The sanction letter was then
distributed to the other members of the change agent system who would also be working to
produce change (Fineran, 2014, p. 45) (Appendices D1-D2). Sanctioning gives the change agent
consent to go ahead with the change process and also lets the rest of the staff know that the
change agent has permission from the appropriate persons to continue with the change
process. Without sanctioning the change agent may be met with resistance by even those who
also see a need for the change (Fineran, 2014, p. 39).
Since the agency has only a small staff that wear many hats, it was decided that the
planning committee would be made up of the change agent, Mrs. Blankenship, and the agency
director/internship supervisor, Mrs. Pierce. Because the staff is often working off-site, it was
suggested that the change agent use any opportunity to informally consult with change agent
system when small windows of time allowed for it (See Appendix E).

PROGRAM DATA MANAGEMENT

The change agent system includes: Sophenia Pierce, Director of SCOOY; Spencer Logan,
Program Coordinator; LaJeune Stone, Program Coordinator; and Benita Veiga, Administrative
Assistant. The client system consists of the Surry County Office on Youth staff as primary
beneficiary and the program participants and their families as secondary beneficiaries. For this
change process only the primary recipients will be involved in decision-making. The target and
action systems will be the SCOOY staff.
Phase II: Analyzing the Change Opportunity
Fineran (2014) tells us that now that the change opportunity has been identified there
is usually some increased interest to move the process along. If this happens too quickly the
change agent system may be missing some valuable information that will give viability to the
process (p. 49). The change agent was definitely impatient get this change process moving,
but kept reminding herself that she must take the time to analyze the change opportunity to
gain important information to help guide the change process design and implementation
(Fineran, 2014, p. 49).
Inarguably, computer based data management helps agencies better respond to
demands for results-based services, but it also helps streamline processes so that if another
person has to step in, he or she could pick up where the other person left off (Reardon, 2009).
One of the obstacles for this change agent was gathering raw data. Because there was a
breakdown in the current system, there was no real way to do a statistical compilation of data
to analyze. Some of the most compelling evidence supporting the need for a complete process
to be designed and implemented was gained from the frustration experienced by the change
agent while trying to figure out how the former program assistant filed participant data.

PROGRAM DATA MANAGEMENT

Instead, data was collected as a running list of notes taken from the change agents experiences
while acting in the capacity of program assistant and notes from personal informal
conversations (Appendix F). The evidence ranged from lost (or non-existent) files, missing
parental consent forms, missing medical emergency forms, and incorrect contact phone
numbers/addresses for participants. Compiling any data proved to be a time-consuming,
tedious activity. The change systems all acknowledged the current system had needed to be
changed for some time, but none of them could find the time to tackle the task of changing it.
Phase III: Setting Goals and Outcomes
In order to settle on what clear path the change process would follow in order to
enhance SCOOYs mission statement to enhance the quality of life for Surry County youth and
families by promoting positive youth development, increasing assets, and reducing risk factors
the change agent needed to set goals, outcomes, and a time frame to complete steps for the
change process (See Appendix A). The following timeline was created to help the change agent
to stay on-task (See Appendix H):

Objective
Review Files
Meet with Staff
Brainstorming Meeting
Obtain Sanction
Research Database
Design Database
Develop Process System
Create Process Handbook
Training Session

May
4
4
16
16

June

July

Aug

17
8
29
2
4

PROGRAM DATA MANAGEMENT

Goal One: To identify the need for change in the current data reporting system being used to
manage participant information in the Surry County Office on Youth programs.
Objective One: Review current files, both hard copy and digital. May 4, 2016
Objective Two: Request any information regarding other methods that may be currently being
used individually by Program Coordinators. May 4, 2016
Objective Three: Request input from Program Coordinators regarding current data
management methods. May 4, 2016.
Outcome: Participants of the Surry County Office on Youth programs will benefit from the
identification of needs of the data reporting and management system.
Goal Two: To analyze the change opportunity and collaborate with the change system to
determine what areas of the current data management system will be revamped.
Objective One: Conduct a staff meeting to brainstorm ideas for a new system. May 16, 2014.
Objective Two: Obtain permission to go ahead with the purposed change process. May 16
Outcome: The members of the change system will benefit by having their ideas included in the
change process.
Goal Three: To implement computer database system to digitally manage participant data.
Objective One: Research Microsoft Access Database as an option June 17. 2014
Objective Two: Design database July 8, 2014
Outcome One: The staff at Surry County Office on Youth will benefit due to easier retrieval of
participant information.
Outcome Two: The ability to compile and evaluate data to provide the most effective
programming that will benefit clients.

PROGRAM DATA MANAGEMENT

10

Goal Four: Develop a consistent system for processing participant applications.

Objective One: Decide on a location for incoming applications until they are entered into the
database. July 29, 2016
Objective Two: Determine who will be responsible for data entry. July 29, 2016
Outcome One: Participants will benefit by a decreased risk of lost enrollment forms.
Outcome Two: Program Coordinators and staff will benefit by having a consistent system that
another staff member could follow in their absence.
Goal Five: Help make the transition from paper data file management system to digital data
management successful by developing a tool for staff to use.
Objective One: Create process handbook. August 2, 2016
Objective Two: Give a training session on the new database. Aug 4, 2016
Outcome: Staff will be successful in transitioning to a new system.
Phase IV: Designing and Structuring
This section requires the change agent to facilitate making the decision on which
approach will be used. By using the goals and objectives to guide, the change agent designs a
very detailed plan for how the change process is to become a reality (Fineran, 2014, p. 33).
In the early stages of the change process for SCOOY, the change agent system all agreed
that there needed to be some sort of digital information storage implemented, like a database.
(See Appendix G) The obstacle that kept coming back to the change agent was that the office
could have the best database system on the planet, but if the enrollment forms get lost before
theyre entered into the system, it would be of no use to the agency. In a planning committee
meeting, the change agent suggested that what the agency needed was a system a procedure

PROGRAM DATA MANAGEMENT

11

created and outlined that each staff member would follow every time they received paper
information that needed to be entered into the database. The change process had become a
policy approach because guidelines on managing client information would be developed
(Fineran, 2014, p. 67).
The change agent began to brainstorm ideas for a holding place for the enrollment
forms until it could be entered into the database. The change agent and Mrs. Veiga, the
administrative assistant in the change agent system, looked through the office supply catalog to
discover what options were available. They both knew it had to be something that was
convenient for the staff to use. It was decided that a seven pocket wall file organizer would be
perfect. Each pocket would be labeled with a program name. Inside the program pocket would
be two file folders. The first one would be labeled TO BE ENTERED. This would be the
holding place for all enrollment packets or other important documents until they could be
entered into the database. The second file folder would be labeled TO BE FILED. Once all
information had been entered into the database, the hard copy would be moved to this folder
where it would then be held until the person responsible for filing would pick it up.
The change agent also began to research database systems available for purchase
online, but their prices prompted her to look at Microsoft Access templates. After talking with
some former colleagues who were IT professionals who suggested it was often easier to
develop an Access database than it was to change a template to fit your needs, the change
agent began trying to relearn Access. When the change agent had an unexpected family
emergency and had to be out of town, it was realized there just wouldnt be enough time to

PROGRAM DATA MANAGEMENT

12

develop a database from scratch. The change agent returned to the template and looked at
how it could be made to work.
While trying to change the template to fit SCOOYs needs, there were many failed
attempts and frustration. The change agent even sent the database with her changes to a
friend in Germany who was familiar with designing Access and database development. He
explained the steps to tailor the template to the needs of SCOOY.
At this point, it was realized that there needed to be another element added to the new
program information management system support. When implementing any digital system,
support for the staff that will be utilizing it is essential. Otherwise, there is a risk that it will fall
by the wayside. With a database system like Access, there is also the risk that it will be
inadvertently changed and records could be lost. The change agent decided to develop a stepby-step handbook to assist staff. The handbook contained steps for data entry and uploading
forms and pictures, performing both simple and multi-criteria sorts, running reports, and
deleting fields. Each step was accompanied by screen shots to further assist staff in
understanding the database.
One question several staff members had was who would be responsible for data entry
and maintenance. Just as this new information management system was being completed,
SCOOY gained a student employee that would be responsible for data entry.
The next step in the data management system would be filling in the Program
Management System Tracking Form (See Appendix I). This form is to be filled out daily when
data is entered into the system. It tracks how many enrollment packets and forms are entered
and scanned and how many hard copies are filed daily. It also provides a place for the staff to

PROGRAM DATA MANAGEMENT

13

keep track of missing information from each participants file and jot down notes while they are
entering in the information.
Phase V: Determining Resources
Oftentimes, the only thing that prevents a change process that is completely supported
by staff is money. If the cost of a change process exceeds the budget for the fiscal year, it will
be shelved or forgotten entirely (Fineran, 2014, p. 74).
One of the largest concerns for the change agent was cost. This was the reason a
database system that was already installed in each staff members computer was chosen. This
held the cost down substantially. The in-kind student intern amount shown on the Surry
County Office on Youth Budget Worksheet is calculated by taking the documented change
process hours (completed outside of the agency) of 81 and multiplying by the Program
Assistants hourly wage of $10.92 for a total of $884.52. The only actual cost to implement this
system would be $89 to purchase the wall file organizer. This would come out of the office
supplies budget.

Surry County Office on Youth Budget Worksheet

Expenditures
Salaries & Wages - Regular
In-Kind Wages Student Intern
Youth Services Board
FICA
VRS
Hospital/Medical Plans
Group Insurance
Unemployment Insurance

2016
Budget
126,123
0
1200
9740
11,893
18,324
1,501
334

2017
Budget
129,296
0
1200
9948
8942
20,412
1688
199

Program Data
Management
0
885
0
0
0
0
0
0

PROGRAM DATA MANAGEMENT

Workers' Compensation
Repairs & Maintenance
Printing & Binding
Advertising
Postal Services
Communications
Motor Vehicle Insurance
Mileage
Convention & Education
Dues/Association Memberships
Youth Development
Promise Grants
Proud Fathers Program
Youth Forums
Parenting Programs
Youth Programs - CBN
Special Programs/Donations
Office Supplies
Vehicle/Powered Equip Fuels
Books & Subscriptions
Furniture & Fixtures
EDP

TOTAL

14

126
1,000
750
300
400
2,000
560
100
1,870
75
2,750
0
900
1,575
600
600
0
4,500
1,500
100
500
200

130
0
750
300
400
2,000
560
100
1,870
225
2,750
0
900
1,575
0
600
0
3,500
1,500
100
400
1,800

0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
89
0
0
0
0

189,521

190,250

974

Phase VI: Implementing Change

Because the change agent would not be at the agency during this phase, the change
agent system discussed what how the change would be realized. It was decided that the
change agent would load the database, the handbook, and all other supporting documents into
a thumb drive in order for Mrs. Pierce, the director of SCOOY to facilitate the change. All
original change process material would remain on the change agents computer at SCOOY.

PROGRAM DATA MANAGEMENT

15

One of the challenges that the change process will face is the technology aspects. Not
all computers are on the domain at SCOOY. Having all of the computers grouped on the same
domain would allow everyone to access the database.
Though the staff were excited to be able to access the program participant information
digitally, over time there is the possibility of resistance from them for the data entry part. The
implementation of the change process was to coincide with the agencys move to a new
building and the change agent hoped that being in a new environment would help the staff
accept the new procedure.
Phase VII: Monitoring the Change Process
In anticipation of the above mentioned threat of resistance of the staff to actually
accept and use the change process, the change agent developed a simple form. The program
management system tracking form was intended to be used daily after data entry or hard copy
filing. The person doing data entry is to fill out the date, number of enrollment packets entered
into the database, number of enrollment forms scanned, and number of hard copy files
updated. There is also a place for staff to record information that may be missing from the
participants files and a place for notes to be jotted down. (See Appendix I)
The program management system tracking form served two purposes. The first is that
provided a consistent place for staff to list items that may be missing from participants file and
also a place for them to jot down other important notes that need to be followed up on.
The second purpose for the program management tracking form was for it to be an
accountability tool for the director to use to track whether or not staff is actually using the
database and how effectively it is being utilized. It will also help during the evaluation phase.

PROGRAM DATA MANAGEMENT

16

Phase VIII: Evaluating the Change Process

The change agent was no longer at the agency for this phase of the change process;
however, an evaluation form was developed to help the director of SCOOY evaluate whether or
not the change process met its goal of more effectively managing program participant data,
therefore, improving the quality of service that program participants receive. (See Appendix J Pending IRB Approval) The evaluation form will also help Mrs. Pierce make a judgment as to
whether the change process will remain as it is, be change to accommodate changing agency
needs, or be terminated.
Phase IX: Reassessing and Stabilizing the Implemented Change
When the change agent began discussing possible change opportunities at Surry County
Office on Youth, she emphasized that she wanted to the change process to be something useful
something that would have a positive impact on both the staff and the clients it serves. The
entire change agent system agreed that there was a great need for a policy to get their data
management methods up-to-date since they were still maintaining the more than 600 annual
youth files by hand. The policy change provided guidelines for staff to follow so that
consistency of managing clients information both paper and digital versions - will be
maintained.
Though this change was intended to be permanent, it was the change agents hope that,
after the staff and director evaluated its effectiveness, the budget might later include a
professional database and the capability to have every SCOOY computer on the domain for
access.

PROGRAM DATA MANAGEMENT

17

Because the change agent would be finished with filed practicum hours by the time the
data management system is implemented, it was up to the SCOOY director and staff to use the
monitoring and evaluation tools to manage any potential resistance from staff on the utilization
of the policy.

PROGRAM DATA MANAGEMENT

18

References
Fineran, S. (2014). Macro social work change process handbook.
National Association of Social Workers (NASW). (2008). Code of Ethics of the National
Association of Social Workers. Retrieved from
http://www.socialworkers.org/pubs/code/default.asp
Reardon, C. (2009, July). Tech-savvy social work Meeting the digital demand. Retrieved from
http://www.socialworktoday.com/archive/072009p12.shtml

PROGRAM DATA MANAGEMENT

19

Appendices
Appendix A: Surry County Office on Youth Brochure

PROGRAM DATA MANAGEMENT

Appendix B: Program Assistant Job Description

20

PROGRAM DATA MANAGEMENT

Appendix C: Program Enrollment Packet

21

PROGRAM DATA MANAGEMENT

Appendix C: Program Enrollment Packet (cont)

22

PROGRAM DATA MANAGEMENT

Appendix D1: Request for Sanction

23

PROGRAM DATA MANAGEMENT

Appendix D2: Sanction Letter

24

PROGRAM DATA MANAGEMENT

Appendix E: Organizational Chart

25

PROGRAM DATA MANAGEMENT

Appendix F: Notes

26

PROGRAM DATA MANAGEMENT

27

Appendix G: Meeting Agenda

Appendix H: Gantt Chart

Objective
Review Files
Meet with Staff
Brainstorming Meeting
Obtain Sanction
Research Database
Design Database
Develop Process System
Create Process
Handbook
Training Session

June

July

Aug

4
4
16
16
17
8
29
2
4

PROGRAM DATA MANAGEMENT

Appendix I: Program Management Tracking Form

28

PROGRAM DATA MANAGEMENT

Appendix J: Program Management Evaluation Form (Pending IRB Approval)

29