Paper
Intelligent information systems: a tool for improving practice
- issue: Issue 1 / 2010
- authors: Terry Moore and Mike Gatehouse
- keywords: information, system, outcomes, reports
- views: 3745
- downloaded: 0
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abstract
Introduction
Well designed information systems can provide enormous opportunities for improving outcomes by supporting decision making at case, team and service levels. However, discussions on improving outcomes rarely consider the importance of information systems in the improvement equation.
Purpose
This paper will present challenges and solutions experienced in the US and UK with developing intelligent information systems for improving outcomes for looked after children. First, we will explore from the case and team levels where data inputs must be streamlined and outputs further developed to support case management. Secondly, we will discuss the design of information systems to support managers who need to continually monitor outcomes performance and analyze these results to improve practice, policy compliance, resource utilisation, commissioning and planning.
Key findings
- Information systems often provide little effective support for casework and are disliked for being clumsy and bureaucratic.
- Systems used in many local authorities fail to record in retrievable form the detail of what actually happens, what needs are being targeted by what services, whether these are actually delivered and whether they work-as we found in a recent study for DCSF of whether information can be retrieved for the Children in Need Census on the additional services accessed by children. Much information on service delivery is buried in free text and case notes.
- Dumb information systems are sinks into which we pour data. We take little out and hence have no reason to care about the quality of the data. Intelligent information systems make service delivery easier, quicker and more effective, encouraging users to own and cherish the systems themselves and the data they contain.
- Intelligent systems, moreover, provide timely feedback on service effectiveness, facilitate improved casework practice, and serve as a rich data resource enabling research to support policy development and development of evidence-based practices.
- Intelligent management reports enable managers to monitor aggregate performance on outcomes and service indicators, and to take informed action to either reinforce or make changes in program or policy.
- Advances in web-based technology have made possible reports which are not only easier to use but also provide enhanced capacity for analysis. With increased knowledge about how to navigate websites, most staff can get to the information they need from a well designed report system with a minimal amount of training. Graphs provide instant visualization of performance, and supporting tables provide access to more detailed data, while the interactivity of web-based reports provides many learning opportunities that can inform program improvements.
- Intelligent reports enable managers to assess organizational effectiveness for selected outcomes by examining changes over time, comparisons between management units, program initiatives, and outcome differences for specific consumer populations.
- The ability to drill down on aggregate numbers to identify individual cases and access associated case information in spreadsheets for more in-depth analysis provides an opportunity to verify the accuracy of the data and enables staff to tap more in-depth knowledge of cases and community systems that is not captured in databases.
- Such analyses can reveal consistent patterns or relationships that provide clues about underlying causes or forces at work influencing performance levels. Managers can actively engage in action research and create learning organizations focused on improved results.
Recommendations and implications
- Much more work needs to be done with developing information systems that aid rather than distract from direct service provision, and provide essential feedback upon which to base outcome improvements.
- Information systems should to be commissioned and designed from the outset not on their ability to record, but on the ease with which the information they contain can be retrieved and used by all who use them, from senior managers to case workers and administrative staff.
Key references
Friedman, M., Garnett, L., and Pinnock, M. (2005) 'Dude, where's my outcomes? Partnership working and outcome-based accountability in the United Kingdom.' In J. Scott and H. Ward (eds) Safeguarding and promoting the well-being of children, families, and communities. London: Jessica Kingsley.
Gatehouse, M., Statham, S. and Ward, H. (2004) The Knowledge: How to get the information you need out of your computers and information systems-A practical guide for children's social services. London: Thomas Coram Research Unit, Institute of Education and Loughborough: Centre for Child and Family Research, Loughborough University.
Moore, T., Rapp, C., and Roberts, B. (2000) Improving child welfare performance through supervisory use of client outcome data. Child Welfare 79, 5, 475-497.
Contact details
Terry Moore, University of Kansas, USA.
Email: terrym@ku.edu
Mike Gatehouse, Centre for Child and Family Research, Loughborough University, UK.