Management information and the organization: Homily from the experience of the data rich but information poor

Calvin Mooers's Law has long been one of my favorites. I often use it as an excuse for irrational behavior in library management. Over twenty years ago, Calvin Mooers commented: "An information retrieval system will tend not to be used whenever it is more painful and troublesome for a customer to have information than for him not to have it." Mooers was involved with information storage and retrieval systems in science, but his words are just as appropriate for management information systems (MIS). The problem with having information in Mooer's view is that you can't just let it sit there if it indicates that something must be done. If that something is hard to do or involves difficult social consequences (such as disrupting the faculty's habits of library use, or the student's timing of meeting his date), it will only cause ulcers, sleepless nights or unemployment if you don't make the adjustment. Of course there is one way to avoid all of the trouble, and that is not to have the information in the first place.published or submitted for publicatio

Developmental Disabilities Service Coordination in Nebraska

At the request of the LR 42 Service Coordination Workgroup, coordinated by the office of State Senator Dennis Byars, the University of Nebraska Public Policy Center conducted a study of developmental disabilities service coordination in Nebraska. The Public Policy Center explored the perceptions and experiences of a variety of stakeholders involved in the service coordination system for people with developmental disabilities. Analysis of the quantitative and qualitative data gathered from consumers of developmental disabilities services, consumers’ family members or guardians, Service Coordinators, and Service Provider Employees resulted in the following general observations. Stakeholder satisfaction with service coordination: • Many respondents make a distinction between satisfaction with service coordination in general and Service Coordinators. • Families and consumers generally are pleased and feel Service Coordinators try hard and are helpful and available. • Families, consumers, and Service Coordinators believe more strongly than do Provider Employees that Service Coordination is beneficial. • Families of consumers believe Nebraska does not provide the range of service options that many other states provide to consumers of developmental disabilities services. • Consumers’ family members expressed concerns about supervision and the types of activities offered to consumers at day services. • Consumers’ family members expressed concerns about frequent turnover in day service employees. The roles and responsibilities service coordinators currently are fulfilling, and the importance of various aspects of service coordination: • Consumers and their families generally believe that Service Coordinators help consumers and families in a wide range of ways. • Both Service Coordinators and Provider staff feel they advocate, ask what is important to consumers, and are familiar with the rights of consumers and their families. • Both Service Coordinators and Provider staff feel they support consumer self-determination. • Service Coordinators and Provider Employees indicate that Interdisciplinary Teams function well, but Provider Employees are slightly less positive about Teams. • Service Coordinators rank tasks associated with their job differently when comparing percent of time spent on the task and importance of the task. The working relationship between Service Coordinators and Service Provider Employees: • The relationship between Service Coordinators and Service Provider Employees is tenuous, particularly from the perspective of Provider Employees. • Service Coordinators believe there is a lack of Provider accountability. • There is ambiguity between the roles of Service Coordinators and Provider staff. • Overall, Provider Employees don’t agree as strongly as Service Coordinators that consumers know their Service Coordinator and can talk with their Service Coordinator whenever they want. How service coordination may be improved: • Stakeholders want to see increased funding to add more Service Coordinators and reduce caseloads. • Increase funding for services for people with developmental disabilities. • Families, consumers, and Service Coordinators believe changes are needed in the process for determining eligibility for hours and types of services. • Service Coordinators want processes to improve Provider accountability. • Greater communication and teamwork is needed between Service Coordinators and Provider Staff. • Service Coordinators and Provider staff may benefit from additional training opportunities

Developmental Disabilities Service Coordination in Nebraska

At the request of the LR 42 Service Coordination Workgroup, coordinated by the office of State Senator Dennis Byars, the University of Nebraska Public Policy Center conducted a study of developmental disabilities service coordination in Nebraska. The Public Policy Center explored the perceptions and experiences of a variety of stakeholders involved in the service coordination system for people with developmental disabilities. Analysis of the quantitative and qualitative data gathered from consumers of developmental disabilities services, consumers’ family members or guardians, Service Coordinators, and Service Provider Employees resulted in the following general observations. Stakeholder satisfaction with service coordination: • Many respondents make a distinction between satisfaction with service coordination in general and Service Coordinators. • Families and consumers generally are pleased and feel Service Coordinators try hard and are helpful and available. • Families, consumers, and Service Coordinators believe more strongly than do Provider Employees that Service Coordination is beneficial. • Families of consumers believe Nebraska does not provide the range of service options that many other states provide to consumers of developmental disabilities services. • Consumers’ family members expressed concerns about supervision and the types of activities offered to consumers at day services. • Consumers’ family members expressed concerns about frequent turnover in day service employees. The roles and responsibilities service coordinators currently are fulfilling, and the importance of various aspects of service coordination: • Consumers and their families generally believe that Service Coordinators help consumers and families in a wide range of ways. • Both Service Coordinators and Provider staff feel they advocate, ask what is important to consumers, and are familiar with the rights of consumers and their families. • Both Service Coordinators and Provider staff feel they support consumer self-determination. • Service Coordinators and Provider Employees indicate that Interdisciplinary Teams function well, but Provider Employees are slightly less positive about Teams. • Service Coordinators rank tasks associated with their job differently when comparing percent of time spent on the task and importance of the task. The working relationship between Service Coordinators and Service Provider Employees: • The relationship between Service Coordinators and Service Provider Employees is tenuous, particularly from the perspective of Provider Employees. • Service Coordinators believe there is a lack of Provider accountability. • There is ambiguity between the roles of Service Coordinators and Provider staff. • Overall, Provider Employees don’t agree as strongly as Service Coordinators that consumers know their Service Coordinator and can talk with their Service Coordinator whenever they want. How service coordination may be improved: • Stakeholders want to see increased funding to add more Service Coordinators and reduce caseloads. • Increase funding for services for people with developmental disabilities. • Families, consumers, and Service Coordinators believe changes are needed in the process for determining eligibility for hours and types of services. • Service Coordinators want processes to improve Provider accountability. • Greater communication and teamwork is needed between Service Coordinators and Provider Staff. • Service Coordinators and Provider staff may benefit from additional training opportunities