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Answer
The effective use of desktop computer technology is an
institutional competency that any organization - a nonprofit
group or government agency, no less than a private sector
company - must master if it is to function in today's
business environment. Automated client-information systems
are vital for storing, managing and analyzing program
data - it simply cannot be done manually in an efficient
manner. Yet, users of this technology are usually sobered
to discover that for all their powerful capabilities,
software systems are an enabler - not the answer!
A well-designed system will improve program management
by providing timely data to guide decision-making and
enable managers to understand trends that might be emerging
in the caseload. It will streamline reporting, save many
hours of staff time formerly spent compiling reports,
and provide a host of other benefits. And it is not unreasonable
to expect that "good data" will help attract
future funding if you use it effectively to tell your
story. Automated client-information systems should not
be viewed as a luxury that is beyond the reach of community-based
organizations. They are necessary tools of the trade.
The goal of the last "Question from the Field"
(QFF # 8) was to describe how to select the right tracking
system for you organization. In this "Question,"
we highlight the issues that should be considered when
implementing a tracking system. Key implementation lessons
include:
Give staff the opportunity to discuss
the client-information system. Before you begin
to shop for a system, give program staff opportunities
to discuss how they think information tracking can help
them do a better job and also to air their concerns. In
a program environment that has relied primarily on manual
tracking the staff may be uncomfortable about a new system
for any number of reasons. People recognize the benefits
of automated tracking, but worry about how it will affect
their workload. They may feel they lack computer skills
to learn to use it efficiently, or they may fear having
their work monitored more closely by management. If staff
are very attached to their manual data collection forms
and records, there are packages that can closely mirror
the format of manual files.
Train, Train, and Train Some More.
Giving staff the help they need to learn how to
use the new system is undeniably important, but it is
also expensive - particularly if they have limited experience
working with new technology or if the tracking system
is difficult to use. Make sure that your project budget
adequately covers the cost of training. If it scrimps,
your organization will pay for its shortsightedness many
times over in lost time and productivity and damaged staff
morale. If program staff are not able to see the immediate
benefits of a tracking system, they are not going to use
it.
Assign someone on staff to oversee
the client-information system. Large organizations
typically have a team of specialists whose sole responsibility
is to maintain database systems, and your organization
also needs someone on staff who knows your system well
and attends to its proper functioning. This person's primary
responsibility will be to check the database continually
to ensure data integrity, monitor data input procedures,
and provide direction to other staff about data entry
questions. It would be well worth the extra investment
in training this staff person may require to ensure that
he or she can be the internal resource other staffers
can look to for support.
Integrate new technology with the
case management process. This will be the most
difficult challenge staff will confront when a new client-information
system is introduced. If the data system is not integrated
into the case management process, the result will often
be to increase work not shrink it. The case manager could
continue to prepare written case notes on a client, and
then enter the information into the computer. Or perhaps
records entered manually are handed over to a data entry
person. Work that bypasses the integrated case management
system defeats the purpose of having switched to the new
technology in the first place. Program staff should be
encouraged to use the client-information system when they
are meeting with the client and input information during
the meeting or immediately following. Similarly, tools
such as an income calculator or the Earned Income Tax
Credit (EITC) worksheet templates should be readily available
on the computer desktop so the case manager can illustrate
to the client the financial benefits of working. Staff
may struggle with this process initially as it represents
a major behavior change from the way they have traditionally
worked. Some may type very slowly and find the task of
entering data while counseling to be very tedious. That
is to be expected. The only way they will become comfortable
and learn to type faster is by using the system every
day. Help staff to see the client-information system as
a tool to be used in support of case management, not as
a data entry task that occurs after it.
Make the data entry process simple
and consistent. Incorrect or missing data will
render a tracking system useless in a very short time,
and the likelihood of mistakes and omissions increase
if it is a burden for staff to enter data. You can minimize
extra work if data can be entered directly into the system
as it is collected from the client during office-based
interviews or phone contacts, for example. If staff are
expected to collect information in the field, it may be
unrealistic to insist that they take additional time when
they return to the office to enter data into the computer.
Instead, you may want to designate one or two people to
handle at least some data entry duties for a group of
staff. But avoid using volunteers for this job; limiting
the number of users to those who are trained to use the
system will help keep your data "clean" and
will reduce inaccuracies.
It is possible to make data entry simpler and more consistent
in a well-designed client-information system by designing
intelligence into it. For example, drop-down lists, radio
buttons and check boxes can be used to minimize typing
and allow the user to "point and click" to select
and enter a proper value. By limiting the user's choices
to predetermined values, data consistency can easily be
maintained. For example, an ethnic group descriptor such
as 'Latino' doesn't get changed to 'Hispanic', or 'Spanish',
or 'Hispanic-American' depending on who enters the data.
Other techniques include formatting fields so they accept
only specified data entries. For example, a zip code or
telephone-number field is formatted so that it will accept
only numerical entries and it transcribes them into the
appropriate format automatically. Yet another technique
is to include "required" fields so that data
cannot be saved unless certain information, such as a
complete name or a Social Security number, is entered.
This prevents partial records from being created and builds
in a minimum requirement for information that must be
entered in order to create a new client record in the
system.
Plan for system maintenance and repairs.
Problems with software or hardware will be inevitable,
and your organization must be prepared to deal with them.
Software vendors are not responsible for fixing hardware
problems, so you should take care to understand the support
options offered by the tracking system provider. If you
do not have someone on staff who can troubleshoot hardware
problems, then you should have a maintenance contract
with a local vendor who can provide this critical technical
support.
When choosing a tracking system, check the hardware requirements
carefully to be sure that what you buy will work on your
existing computer system. You should anticipate how many
computers would be using the new software; what operating
system they use; and how much random access memory (RAM),
storage space, and processor speed they have. You should
also know whether the system you are buying is usable
on a local area network (LAN) that will allow several
members of your staff to access it simultaneously. If
you must share information across agencies or have a need
for wide-area networking (WAN), then be aware that your
technical needs and associated costs will rise significantly.
If your computers are not up to par, you will have to
replace or upgrade them. Perhaps there are people in your
community with technical expertise willing to donate time
to help a nonprofit organization set up and configure
a computer network.
Understand the costs. The price
of a 'low-cost' client-information system can run from
$5,000 to as much as $7,500. On top of that are the costs
of hardware and training, installation, and software support,
which is usually sold through an annual maintenance contract.
If you are buying a network version of an application,
license costs may be applicable. Training costs generally
run from $400 to $1,000 per day. Software maintenance
contracts add about 30 percent annually to the purchase
price of the software. Some vendors do not offer annual
contracts and, instead, provide maintenance at an hourly
rate. Some systems are so simple that an annual maintenance
agreement is not needed, but they can become very expensive
over time when costs of upgrades, annual license fees,
and on-going training are factored in. Make sure you fully
understand early in the project what your final installed
"site costs" (including annually recurring charges)
will be.
Your organization's goal in implementing an automated
client-information system should be to strive for clarity
- clarity as to what you want the software to accomplish
with client information; clarity about what you need for
internal management needs; and clarity in communicating
these requirements to others. Regardless of whether you
are buying an off-the-shelf system or a custom designed
system, negotiate terms that protect you - not the vendor.
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More
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Note
*See the March
2002 QFF to read Part I: How do I choose a automated
tracking system for my welfare-to-work program? |
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No. 9, May 2002
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John Padilla
is Vice President of New Paradigms Consulting, a consulting
firm in New Haven, Connecticut, specializing in com-munity
development, organizational development and workforce
issues. John provides technical assistance and consulting
services to nonprofit organiza-tions, foundations, state
and local government, with particular emphasis in workforce
develop-ment strategy and program design, and applying
computer technology and business process analysis to organizations
seeking to improve organizational performance. John’s
background includes twenty years of private sector experience
in high technology industries.
Julie Filbrun
works as a Research Associate in MDRC's Research Technology
Unit. A graduate of Duke University, where she earned
her degree in Public Policy in 1997, Julie develops applica-tions
and researches new technologies to improve data manage-ment
and report pro-duction efficiency at MDRC. She also trains
and supports MDRC programmers. Prior to joining MDRC in
1999, Julie was an information technology consultant for
Pricewaterhouse Coopers.
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