A previous study had indicated high levels of burnout and stress among staff, in part due to the paperwork that required 60 percent of staff members' time. The agency used a central mainframe computer that required extensive coding for data entry and severely limited local staff members' access to and use of the information. The main goal of the microcomputer project was to increase local control of and access to information and reduce the amount of redundancy in processing case records. One microcomputer was purchased, and a programmer was hired as consultant. The first software developed was Timetracker, which kept track of employee hours and time off. The next software program focused on client information. After several successful applications were developed, the agency decided to carry out the program statewide and to purchase several hundred computers. The union supported the decision. Crucial elements in the success of the change process were extensive preparation of the staff, voluntary participation by clerical workers, the introduction of an initial computer program that was appealing and easy to use, and avoidance of the use of the technology as a staff reduction strategy. The results of the project indicated that the process of change is at least as important as the type of hardware and software purchased. 17 references