Human trafficking awareness/education and community outreach

Monica Swords, May 8, 2015

Siouxland Coalition against human trafficking

Swords, 1

Introduction

Dr. Tererai Trent, founder of the Trent Foundation, an organization that builds schools in

Zimbabwe and acquaintance of this writer posted a letter to her grand-children on Facebook,

April 2, 2015. In the letter she wrote to her grand-children advice that she herself had been given

by her grandmother many years ago. “There are certain birds in this world that build their nests

using the feathers of other birds” (Appendix 1).

Today “approximately 21 million people world-wide” have been building the nests of

others, exploited as modern day slaves. Today this is referred to as Human Trafficking. Human

trafficking, considered to be the “fastest growing criminal activity in the world generates $150

billion per year. $99 billion of the world market share coming from forced commercial sex

trade,” as stated by the International Labour Organization (ILO) (Appendix 2).

A conference, “Human Trafficking in our Communities,” sponsored by the Sioux City

Diocesan Peace & Justice and the Sioux City was held at Briar Cliff University, June 14, 2014.

Several speakers from Council Bluffs, Iowa and one speaker from Sioux Falls, South Dakota

discussed human sex trafficking cases in their respective areas, (Appendix 3).

On July 23, 2015 a group of concerned Siouxland citizens attended the first meeting

following the conference at Mercy Hospital. This meeting led to the formation of the Siouxland

Coalition Against Human Trafficking (SCAHT), (Appendix 4). During the early meetings myths

surrounding human trafficking were revealed, (Appendix 5). Human trafficking is often thought

to be an international problem only present in the US in relationship to undocumented

immigrants or brought here illegally. Human trafficking, in fact, is a form of exploitation that

affects all people.

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Human trafficking is a hidden crime. Some Siouxland agencies have reported to SCAHT

members that they suspect they have had contact with clients who may have been victims of

human trafficking. (Appendix 5) Those agencies report that they lack the training to further

investigate their suspicions. Training specific to agencies in accordance to their specific scope of

practice is available for DCP at government websites, (Appendix 6). Without proper training

DCP agencies and their staff will not be able to meet the specific needs that victims of human

trafficking in Siouxland require.

Monica Swords, Briar Cliff University (BCU), Bachelors of Social Work major, accepted

the challenge of a practicum in human trafficking. Her internship would be to work as support

staff for SCAHT. Her role would be to become a change agent for SCAHT in January 2015,

(Appendix 7).

Since SCAHT is not a Social Service Agency, but a volunteer organization, field

supervisors and agency placement were needed. Sister Shirley Fineran, OSF, LISW, Assistant

Professor of Social Work, and Direct Field Supervisor at Briar Cliff University arranged for

Swords a field placement at Catholic Charities in Sioux City, Iowa, (Appendix 8). Her field

supervisors would be Amy Block, LISW, CDAC, Executive Director/Therapist and Meg

Bessman-Quintero, LISW-Therapist (Bi-Lingual).

The Need for Change:

Due to the relative infancy of SCAHT needs were identified easily by Swords. She

understood that identification of the change needed to take place early in her internship due to

the short amount of time available. “It is vital to the long-term process and to the well-being of

the change agent to spend sufficient time assessing the situation before embarking on the total

change effort (Fineran, 2015, p. 19)

Swords, 3

Swords began researching extensively the available data on human trafficking before her

internship began. The process of research continued until the conclusion of her internship.

Awareness of human trafficking globally and within the borders of the United States has been

increasing with governmental emphasis being placed on the working towards a solution to the

problem.

City governments representing the four municipalities of Siouxland; North Sioux City,

South Dakota, South Sioux City, Nebraska, Sioux City, Iowa, and Seargant Bluff, Iowa issued

proclamations in January and February. This proclamation recognized January as Human

Trafficking Awareness month, (Appendix 9). The proclamation is consistent with the national

declaration President Barak Obama issued in 2014. This declares January as National Human

Trafficking Prevention Month.

SCAHT monthly meetings began to reveal a lack of resources almost immediately as the

formal/legal process of organization began. Non board members of the coalition frequently

expressed interest in speaking at various community groups (non-professional) to raise

awareness. Shortly after the formal/legal process of organizing began SCAHT presence began to

work on raising awareness within Siouxland even without economic or educational resources.

Recognition of awareness from Siouxland city governments helped SCAHT cover two of

the three goals established in the mission statement through awareness and collaboration. The

mission statement had been determined during the November meeting:

To work towards abolishing all forms of human trafficking through education, advocacy and

collaboration, (Appendix 10).

Antecedent conditions are pre-existing ideologies that prevent change. These conditions

“are circumstances existing prior to or at the time of the initial idea-gathering process,” (Fineran,

Swords, 4

2015, p. 29). Comments such as “it has always been done this way,” give reference to antecedent

conditions. For the coalition, antecedent conditions were noted to be uncertainty about the future.

This related to not having a plan. Swords noted this and suggested that a goal planning

committee be established to identify short-intermediate-long term goals, (Appendix 11). The

request was granted. At the same time an event committee was established to discuss future

events that would cover education for DCP, Siouxland citizens, and members of the coalition,

(Appendix 12). Lack of economic resources was another antecedent condition.

Change residue was not easily identified at this step of the change process. “Change

residue may be feelings, issues, or activities from previous change efforts,” (Fineran, 2015,

p. 29). Since each person involved with the coalition brought a wide range of life experiences to

the group, Swords was certain that change residue existed.

During meetings with the members of the SCAHT goal and event committee it became

apparent that Swords’ role as change agent would be connected to Education/Awareness and

Coalition Support, (Appendices 11 & 12). Identifiable needs were to search for or develop

curriculum to be used by SCAHT members conducting awareness training with community

groups and possibly DCP. Although not mentioned by SCAHT leadership or members, Swords

felt that a tool was needed to introduce the existence of SCAHT in Siouxland and the services

that the coalition could offer to the community. Together with the help of Bloch and Bessman-

Quintero, Swords’ supervisors, and Fineran, BCU Field Instructor, Swords identified that her

change statement would be;

CHANGE STATEMENT: To develop awareness and educational materials for SCAHT

representatives and community outreach. (Appendix 13)

Swords, 5

As the change agent, Swords would work to develop a SCAHT brochure and an

awareness/education presentation. Swords would be assisting with a grant application for

SCAHT funding in order to fulfill her obligations in relationship to a Grant Writing class that she

was enrolled in at BCU, (Appendix 14). This would be a way for Swords to assist SCAHT with

obtaining funding and add to her skill set as a Bachelor of Social Work student.

Phase I: Identifying the Change Opportunity

“A change effort may be initiated in response to any situation, need, problem, or

community issue,” (Fineran, Sister Shirley. Macro Social Work Change Process Handbook.

2015, p. 43). It is a planned change that is limited in scope, directed toward enhancing quality of

life, consumer roles are included, and is guided by a professional practitioner (Fineran, 2015,

p. 19). The intended change was defined as creation and development of awareness/educational

material and a SCAHT brochure, (Appendix 13).

An educational presentation would be created to be utilized as SCAHT approved

curriculum available to members of the community who would like to learn about human

trafficking, (Appendix 15). The information in the presentation curriculum would cover

statistical information, myths, risk factors, prevention, and information about the presence of

human trafficking in Siouxland. The presentation would be a guideline for SCAHT members.

Swords also identified the need for a multi-faceted brochure to be utilized by SCAHT

members, (Appendix 16). The brochure would raise awareness about SCAHT’s existence and the

services that the group would offer to the community. It would also be utilized as an invitation

for groups to hold educational meetings and as a tool of measurement for the coalition.

Swords identified herself as the change agent, or “the person who would coordinate the

change process” (Fineran, 2015, p. 21). Swords was only able to identify the change opportunity

Swords, 6

by listening SCAHT members. “The change agent system includes the people who belong to the

agency or organization working to or requesting the production of change” (Fineran, 2015, p.

45). Swords recognized all members of SCAHT as the change agent system. However, Swords

would be the primary person to work on the proposed change.

Swords realized that she would not be able to work with all members of the coalition

during the change process. Swords noted that monthly SCAHT, goal committee, and event

planning meetings often veered off task. This was due to lack of leadership skills. In order to

maintain effective time management Swords determined that she would maintain the planning

system by asking the executive board members; Linda Holub, Co-Chair, Rixner, Co-Chair,

Donna Houck, Treasurer, and Barb Small, Secretary for “input during the planning phase”

(Fineran, 2015, p. 45), (Appendix 17).

Swords, as the change agent, would maintain the action system, or “the individuals

involved in the change process. This system may include other members of the organization”

(Fineran, 2015, p. 45). The executive committee would be the “sanctioning system or ‘the people

with the formal authority and capacity to approve and order the implementation of the proposed

change strategy” (Fineran, 2015, p. 45). She would need to identify boundaries within the change

opportunity. “Decisions need to be made regarding the scope of the change and the active

implementers during the change process” (Fineran, 2015, p. 43).

The target system is defined as “individuals, groups, organizations, or communities that

need to be changed in order to achieve the objectives of the change episode” (Fineran, 2014, pg.

45). The target system in the identified change process is primarily SCAHT members, because

the members will be working directly with material and presenting it to members of the

community.

Swords, 7

The client system, “individuals, groups, organizations, or communities who will be the

beneficiaries of the change process,” (Fineran, 2015. p. 45) are defined as SCAHT members,

community members, and victims/survivors of human trafficking. These clients would benefit

either directly (primary) or indirectly (secondary) by the change process (Fineran, 2015, p. 45).

The primary beneficiary of change related to developed awareness and education material for

SCAHT are victims/survivors of human trafficking. The secondary beneficiaries from this

change process are the Siouxland community and SCAHT representatives.

After the systems, primary beneficiaries, and the comments made by SCAHT members

was identified it would need to be determined if the change process should continue. This was

not a decision Swords could make on her own.

During the February monthly SCAHT meeting, Swords presented the idea to create an

awareness brochure. This announcement was met with mixed reaction. The majority of the

members were in favor of the idea. Some were not in favor. The immediate negative reaction

was due to the lack economic resources. Swords informed members that until money for printing

was secured a template could be created. She also reminded members that a grant was being

applied for. The coalition agreed that Swords could begin development of the brochure. Julie

Elbert, LISW, Catholic Charities Clinical Director/Therapist and SCAHT member, offered the

assistance of her husband Steve Elbert, Development Director at Catholic Charities to Swords.

Steve Elbert graciously agreed to assist the next day, (Appendix 8).

March 2, 2015 Swords attended the event planning committee, (Appendix 12). This

committee, set up by Fineran with a goal of organizing SCAHT future events and trainings. The

agenda for this meeting was to review educational material from various government and private

sources. After the group had viewed several on-line awareness presentations Swords noted

Swords, 8

through active listening that the viewed material wasn’t supported by the group. Swords offered

to create a “sample presentation” for SCAHT. The attendees agreed to have Swords develop

sample education material.

Swords identified her change process statement as follows:

“To create and develop awareness and educational material for the Siouxland Coalition Against Human Trafficking and community outreach.” (Appendix 13).

With two projects identified, boundaries had to be identified. Boundaries help “those

involved in the change become aware of obstacles such as money and time” (Fineran, 2015, p.

44). Swords recognized that money and time would be the boundaries affecting this change

process.

Phase II: Analyzing the Change Opportunity

“The analysis phase examines why the opportunity exists and to define its aspects and

implications. Analysis provides the information available needed for the change process design

and implementation,” (Fineran, 2015, p. 49).

During the months preceding her internship Swords attended all SCAHT meetings and

took an active role in decision making during the meetings. She also began researching

information about all forms of human trafficking and its impact on the world, the United States,

and in the Midwest. While attending classes at BCU during the fall semester Swords began

focusing many of her class projects and papers around the topic of human trafficking. This study

focus helped her discover many research resources for her future internship, (Appendix 18).

During the monthly meetings preceding the formal organization of SCAHT many of

those attending expressed confusion about the actual existence of human trafficking in

Siouxland. Many in attendance felt that they had witnessed or been near victims of trafficking

and some had reported their sightings to local law enforcement. Members expressed concern that

Swords, 9

law enforcement did not take those reports seriously. Members wondered what services, if any,

were available in Siouxland for a suspected victim. There was also a lack of knowledge

surrounding current laws on human trafficking.

As SCAHT members become more informed the need to raise awareness in Siouxland

about Human Trafficking was more apparent. In order to raise awareness in Siouxland and the

surrounding areas effective material would need to be developed to support SCAHT members in

their goal of raising awareness.

In order to make the awareness/educational material an effective change Swords did more

research by seeking out other anti-human trafficking groups in Iowa and other Midwestern states

to compare what data they were referencing and also what community groups they were working

with to raise awareness,(Appendix 19). It was established that the data referenced would come

from, but not limited to;

The Polaris Project (http://www.polarisproject.org/) The Covering House (http://thecoveringhouse.org/) Breaking Free (http://www.breakingfree.net/) International Labour Organization (http://www.ilo.org/) The National Human Trafficking Resource Center (http://traffickingresourcecenter.org/)

Some of the community groups that SCAHT members had expressed interest in arranging

educational presentations with were,

Church Groups Parents Educators (outside of the school system) Businesses City Government officials Concerned Citizens

There were both “restraining forces, or those inhibiting change” and “driving forces, those

pressing for change,” (Fineran, 2015, p. 55). The restraining forces were some of SCAHT’s

Swords, 10

leadership that seemed to stop forward motion of the coalition’s momentum when a member

verbalized a new idea. The driving force was the inclusivity of the majority of the member’s

passion and concern about human trafficking and the need to create an environment of change

related to ending the crime.

Phase III: Setting Goals and Outcomes

Goals create forward motion to planned change process. Outcomes measure the

movement by monitoring timelines and success. Planned forward movement assists the change

agent by providing a clear path. “The development of goals, objectives, and outcomes provide

the change agent system a clear path to travel,” (Fineran, 2014, p. 59).

Swords recognized that without clear goals, interventions, and outcomes the task of

creating concise awareness/education material could become overwhelming. Research on the

topic of Human Trafficking is extensive, therefore following a plan would keep the change

process moving forward in a timely fashion.

Much of the initial research that Swords would be organizing would be used to create

both the awareness presentation and the brochure. Data found would also be included during the

grant writing process. Swords created a Gantt chart to assist with visual organization of tasks and

timeline, (Appendix 20). Development of goals and objectives also helped Swords to turn her

attention to the SCAHT mission statement.

Keeping the mission statement in mind helped Swords not only to focus on her task, it

helped her to focus on hope, (Appendix 10). Swords also noted that focus on the mission

statement aided her work to focus on the primary beneficiaries of the change process and not her

own personal agenda. “A mission statement serves as the foundation from which to build and

Swords, 11

grow,” (Fineran, 2015, p. 61). Swords strove to work with the best interests of the victims of

trafficking and SCAHT at all times.

Goal 1: To identify consistent, concise, and credible information and assimilate data into

development of educational and awareness tools for SCAHT representatives.

Objective 1: Attend SCAHT meetings and obtain information regarding data to be used by

March 1, 2015.

Objective 2: Gather and assimilate data into order of placement within SCAHT awareness tools

by March 15, 2015.

Outcome 1: Victims of human trafficking will benefit from SCAHT members having access to

awareness raising curriculum.

Goal 2: To identify data representative of human trafficking in the Siouxland area due to lack of

current studies.

Objective 1: Contact Detective Bruce Hokell for permission to reference a statement he made

regarding HT in Siouxland at the February 25, 2015 SCAHT meeting by March 15, 2015.

Objective 2: Identify legal court documents relating to human trafficking prosecution in similar

demographic areas as Siouxland in the Midwest relating to human trafficking by March 15,

2015.

Outcome 2: Victims of human trafficking will benefit from raised awareness in the community

by police and legal acknowledgement of human trafficking activity in Siouxland and similar

Midwestern communities.

Goal 3: To assemble the SCAHT executive committee with a sample presentation and brochure

template for correction feedback with the tools.

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Objective 1: To allow SCAHT executive committee the opportunity to view and offer feedback

regarding educational tools by April 1, 2015.

Objective 2: To incorporate feedback into educational tools by April 20, 2015.

Objective 3: To present sample information and brochure template at SCAHT meeting on May

6, 2015.

Outcome 3: Victims of human trafficking will benefit from increased awareness by SCAHT

access to SCAHT approved curriculum and awareness tools.

Goal 4: To develop a committee of SCAHT members to monitor statistical and legal data for

needed changes.

Objective 1: To develop a reference guide of resource data that was implemented into tools by

June 1, 2015.

Objective 2: To organize committee to monitor statistical and legal changes beginning February

1, 2016.

Outcome 4: Victims of human trafficking will benefit from SCAHT presentation of statistics

during education and awareness opportunities being current.

Goal 5: Create an efficient tool of measurement to monitor ratio of brochure distribution to

completed awareness presentations.

Objective 1: To create a tool that will monitor brochure distribution as it relates to scheduling

and completing awareness presentations to concerned community groups and DCP June 1, 2015.

Objective 2: To transfer responsibility of monitoring and documenting rates of completed

awareness presentations to SCAHT executive committee by June 1, 2015.

Outcome 5: Victims of Human Trafficking will benefit because completed presentations will

raise community awareness.

Swords, 13

Goal 6: To obtain funding for creation of educational and awareness tools through grant

application process.

Objective 1: To identify SCAHT needs for funding by February 15, 2015

Objective 2: To identify appropriate grant by February 28, 2015

Objective 3: To complete grant application process and submit by April 1, 2015

Outcome 6: Victims of Human Trafficking will benefit by SCAHT receiving funding sufficient

to cover fees relating to creation of educational and awareness tools.

Goal 7: To identify specific SCAHT representatives available and willing to lead awareness

presentations to specific target populations of communities and DCP groups.

Objective 1: Ensure those representatives were familiarized with approved awareness material

by May 31, 2015.

Objective 2: Ensure that access to approved material is available to representatives for

presentations by May 31, 2015.

Outcome 7: Victims of HT will benefit from awareness presentations lead by well informed

SCAHT representatives.

After the goals and objectives were developed, Swords began to design and develop

educational and awareness tools. She also began to work with Fineran on information needed for

the grant application. Economic resources would be needed to develop and complete those items

as well as support for other SCAHT needs.

Phase IV: Designing and Structuring the Change Effort

The design phase helps the change agent to “define the purpose and nature of the change

intended, specify overall responsibilities and to create a delivery system,” (Fineran, 2015, p. 67).

The structuring phase is based on the importance of “definition of specific jobs, responsibilities,

Swords, 14

positions, and their relationship to one another,” (Fineran, 2014, p. 67). Swords identified this

would be an important phase of the identified change process.

Since the internship Swords accepted was not with an established agency opportunities

for change were endless. While Swords’ internship role had been identified as staff for the

Siouxland Coalition Against Human Trafficking (SCAHT) there had been no clear description of

duties. Swords found this to be both helpful and burdensome. Swords identified SCAHT needs

first and adjusted her responsibilities surrounding those needs.

In February and March of 2015, Swords identified material that would directly assist all

beneficiaries of the change process and promote SCAHT’s mission statement goals. The material

included a brochure to create awareness about human trafficking, SCAHT existence, and

services offered to the community. The other tool would be an educational presentation to be

used for educating community groups.

After the need for these tools were identified, Swords developed a list of credible data

resources that would be referenced in the material she would create. The resources she would

reference had been previously mentioned at SCAHT meetings by all members. Swords

determined that she would be using data from: Polaris Project, National Human Trafficking

Resource Center, Braking Traffik, The Covering House, Breaking Free, and the International

Labour Organization, (Appendix 21).

Swords determined that the burden of proof would be accessing credible data affirming

the existence of human trafficking in Siouxland. Swords was unsure about what data to

reference. While still contemplating this boundary she began compiling international and

national human trafficking statistics.

Swords, 15

On March 15th, 2015, Swords determined that the burden of proof would lie in discovery

of human trafficking legal cases that took place in the upper Midwest with similar demographics.

Swords only needed to locate to this information.

Swords first called and emailed Stephen O’Meara, retired United States Attorney, and

Tim Duax, current United States Attorney for northern Iowa, and received no response,

(Appendix 22). She requested assistance from Briar Cliff University criminal justice professors

and they were unable to assist. Swords continued to search for the information online.

Swords utilized Briar Cliff University library databases and other internet resources in an

attempt to locate prosecuted Human Trafficking legal cases. On March 17, 2015, Swords

discovered the Human Trafficking Legal Database. This database was developed by the

University of Michigan, School of Law and The Human Trafficking Clinical Program,

(Office for Victims of Crime, (2013). Federal Strategic Action Plan on Services for Victims of

Human Trafficking in the United States 2013-2017. Washington, D.C.). It was designed to help

new and untested human trafficking laws move forward. It also contains the first Human

Trafficking Law Database (HTLD) available to the public, (Appendix 23). This discovery was

what Swords needed for development of the awareness/education material.

Swords was aware that a committee should be involved with the process of development.

The committee should be made up of SCAHT members. SCAHT membership is exclusively

volunteer and Swords recognized time management would be an issue. Swords decided the best

way to complete the change process successfully would be to complete the presentation and

brochure on her own and present them to the executive board for approval. The executive board

could then make the changes they felt were needed. SCAHT executive board would become the

Swords, 16

planning committee, (Appendix 24). Full sanctioning of the material developed would be a

matter for all SCAHT members.

The executive board’s primary responsibility would be to review, critique, and create

needed changes. Swords would present sample projects to the executive board allowing ample

time for them to review and modify. She would then adapt the material according to their

specifications. Following the final modifications, the material would be presented to members of

SCAHT at SCAHT’s May meeting. Swords intends to continue her membership with SCAHT

following her internship and will request development of a review committee responsible for

updating the material on a yearly basis.

As the change process continued Swords was sure to visit with her field supervisors for

guidance and support. Both Amy Bloch and Meg Bessman-Quinteras assisted Swords with her

leadership skills by offering helpful suggestions. They also assisted her with the creation of a job

description. Swords recognized that in her life structure has always been important. The lack of a

job description created difficulties for Swords when setting personal boundaries. By creating an

internship job description for herself, Swords found her role identified and did not volunteer for

so many SCAHT duties, (Appendix 25).

Phase V: Determining Resources

Determining Resources is an important phase of the change process. What Swords had to

ask was: “Is the Siouxland Coalition Against Human Trafficking (SCAHT) prepared to make the

necessary cost expenditures that will implement the change process? Budgeting money for the

change process is crucial. When funding is necessary and there is not money available to fund

the change process, the process will come to an end,” (Fineran, 2014).

Swords, 17

Swords recognized that funding was not available. Although a grant had been written and

submitted there were no guarantees that the money would be awarded. Houck, SCAHT Treasurer

and executive board member was in the process of opening an account at Liberty National Bank

in North Sioux City, South Dakota. The initial deposit would be minimal.

Because Swords had recognized resource complications early on she had determined that

creating a brochure template would be a proactive step for the coalition. Printing would take

place at the time money became available. Brochure design development was accomplished with

the assistance of Steve Elbert. Elbert also assisted Swords by informing her of low cost printing

options through various companies, (see budget).

Costs of the educational presentation was minimal. Swords developed a power point

presentation. This was no cost to the coalition. Sharing of the presentation material would be

accomplished through email to the SCAHT representatives. Another access option for SCAHT

members would be to save the material on a flash drive. Flash drives can be purchased for

approximately ten dollars at most department stores. For the immediate future, email access

would be utilized.

Swords did understand that technology availability could be a barrier for some SCAHT

members who do not have access to a laptop computer. Unfortunately at this time SCAHT

members who wish to lead education presentations would need to have access to a laptop

computer. Options for access to technology, free of charge would be reserving the Gleeson room

at the Sioux City Public Library for group presentations, (Appendix 26). This room does have

access to a large video screen and audio capabilities. Swords understood that technology could

be a barrier to some SCAHT members presenting education presentations.

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Development of material was created with volunteer work and monetary cost was zero.

Swords projected the costs by creating a budget of costs at the time of development as listed

below, (Appendix 27).

Siouxland Coalition Against Human Trafficking

Budget for Educational and Awareness Development

Expenses Costs

Printing (250 brochure) $300

5 Flash Drive’s (presentation) $50

Income: (Grant) $10,000

Phase VI: Implementing the Change Process

This phase refers to the “action that takes place when change is implemented with the

agency. Change can be systematically planned, analyzed, and thought out, but unless action is set

into motion, change does not occur. Implementation of change restates much of what has already

been describes and details how changes will be implemented,” (Fineran, 2014, p, 77).

The development of awareness and educational material has been an ongoing process

since the need was addressed. It has been implemented throughout the change process. The

executive committee, Bessman-Quinteras and Bloch, supervisors, Catholic Charities Marketing

Director, Steve Elbert, along with Fineran, BCU Direct Field Supervisor assisted, guided, and

have proven to be helpful assets to the change process.

Without the executive committee members’ role in the planning process, development of

these materials would be difficult to accomplish is such a short time. Swords contributes to the

Swords, 19

planning committee by accomplishing tasks by or before the projected intervention dates as

stated in objectives and goal planning stage.

An interpersonal area that Swords has needed to address is maintaining a strong

leadership role during meetings in order to keep the group focused on time management.

Conversation during meetings often veer off task. This lack of focus is counter-productive to the

change process. Swords discussed this with supervisor Bloch. Bloch advised Swords to be

proactive with pre-planning techniques specific to this type of situation.

Swords approached this matter by pre-planning before meeting with the executive

committee. She explains via email what it is that needs to be accomplished relating to the change

process and directs the executive committee to email her any change, (Appendix 28).

Since Swords presents executive committee during their regular meeting, Swords is not

expected to stay for the entire meeting. She informed the committee the amount of time she will

need to present the material, allowing for questions and answers. She does not go over that time

frame. This approach has been successful for Swords and a technique that Swords will continue

to use in her future career as Bachelor of Social Work.

Phase VII: Monitoring the Change Process

“The monitoring phase can begin early in the change process. Monitoring means

checking to make sure the change process is being accomplished in the manner and direction as

indicated in the planning and design phases,” (Fineran, 2014, pg. 79).

Swords developed a “check list for monitoring implementation of the planning and

design stage, (Appendix 29). The check list helped her visually maintain positive forward

progress while working on the change process. This tool allowed Swords to ensure that daily

tasks are completed and that steps are not being missed.

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Phase VIII: Evaluating the Change Process

During the evaluation phase that judge the action used in creation of the change process.

The evaluation phase judges the worth of the change. The question: “Did the planned goals and

objectives meet the expected outcome?” is asked and answered, (Fineran, 2015, pg. 81).

“Evaluation of the change process makes a value judgment about the worth of the change,”

(Fineran, 2015, p. 81)

It is important to develop tools that gather reliable and valid information. Swords created

a form that would monitor distribution of the brochure and correlate its distribution related to the

number of completed educational presentations, (Appendix 30).

An evaluation tool was developed to be completed by those attending educational

presentation that would help SCAHT members evaluate if the content created an environment of

greater awareness and understanding about human trafficking, its existence world-wide, and

locally, (Appendix 31). Each SCAHT member would be required to submit the information to

the awareness/education committee previous during monthly SCAHT meetings. Swords would

be the leader of this committee to ensure completion of these tasks.

Phase IX: Reassessing and Stabilizing the Change

“The final phase of the change process is when the transfer of responsibility takes place

and closure begins” (Fineran, 2015, pg. 85). While Swords intends to remain with the Siouxland

Coalition Against Human Trafficking (SCAHT) as a volunteer, her role as staff awareness and

educational development will no longer exist.

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The awareness/educational material will become the sole property of SCAHT and will be

used in a manner that reflects and promotes their mission statement. Swords was able to

complete the educational presentation before her internship ended. She has been able to develop

brochure examples in the time allowed. This has not been presented to the executive committee

for initial viewing, (Appendix 16). Economic resources were not available to have brochures

printed during the change process. The change agent expected this to be the case. The

awareness/education committee will work in conjunction with the executive committee along

with SCAHT members to see that implementation of all phases of the change process are

completed in a timely fashion as funds become available. This committee will also monitor

evaluation tools, (Appendices 30 & 31).

Throughout the change process Swords received great support in her supervisors, Amy

Bloch and Meg Bessman-Quintero. Their guidance through suggestions and constructive

criticism assisted Swords as she navigated through the change process from discovery to

completion. The entire staff at CC was open and helpful. Swords felt comfortable approaching

each staff member with questions and for guidance, (Appendix 8). Swords also worked closely

with Sister Shirley Fineran, BCU Social Work Field Instructor and SCAHT member. Fineran

and Swords worked together on the 150th anniversary Grant of the Sisters of St. Francis and was

the endorser of the grant for SCAHT, (Appendix 14). Fineran’s support and guidance through

suggestions and constructive criticism was also helpful.

Upon completion of the entire change process, Swords was able to provide the Siouxland

Coalition Against Human Trafficking with the awareness and educational material needed to

begin raising awareness about human trafficking in Siouxland and the surrounding area.

Swords, 22

References

Fineran, Sister Shirley. (2015). Macro Social Work Change Process Handbook. Sioux City,

Iowa.