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In the midst of the rapidly expanding blogosphere * the blog search engine Technorati identi ed more than 106 million blogs, circa September 2007, and the Time Magazine selected all of us, you, as its person of the year in 2006 to acknowledge this extraordinary expansion of the Web s value as a tool of interaction between and among all persons, regardless of personal acquaintance or introduction.w The self-publishing of a wide variety of content using the Web as the ultimate vanity publishing mechanism has led to the widespread dissemination of opinion, ranging from the thoughtful and profound to the slanderous and the profane. All this new or pilfered information launched into cyberspace by millions of citizens seeking to reach an audience for their respective purposes, be they for commercial, political, philosophical, psychological, humanitarian, predation, personal, or corporate agendas to name a few. Sorting through this enormous stack of stuff has been made almost practical by the expansive growth of the search industry. Led by Google and followed by numerous generic or specialized search engines, the Internet does tend to give up its treasures to those with the patience and persistence to seek them out.

Further, I have seen management teams go through these stages (in reverse order as printed) as management teams developed both the desire and the ability to use data to make decisions If the agency/practice or organization actually uses data to make decisions, you have to ask another very critical question about its use of data: How frequently are the data used correctly Far too frequently, organizations that are initiating databased decision making lack the skills necessary to make appropriate decisions based on the data they have in front of them Databased decision making requires the knowledge and ability to use several statistical analysis skills Management staff need to be trained in these skills if they are going to be able to make adequate decisions about their data This applies equally to decisions about the effectiveness of evidence-based practice protocols and to income or staff competency data.

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Reportable conditions are matters coming to the accountant s attention that, in his or her judgment, should be communicated to the audit committee because they represent significant deficiencies in the design or operation of internal control that could adversely affect the organization s ability to initiate, record,.

VALUATION METHODOLOGIES Three traditional approaches are used to determine the value of a property: the sales comparison approach, the cost approach, and the income capitalization approach. (See Exhibit 5.1.) Each approach has its place and serves a unique function in determining value. Depending on the type of property being appraised, the majority of the weight may be given to a particular approach, as the other two methods may not be relevant.

For example, if an organization is going to link consumer satisfaction with pay increases for treatment staff, that organization needs to ensure that a statistically significant number of consumers are interviewed for each staff person If an organization is going to consider the effectiveness of a treatment protocol, it will likewise have to have adequate outcome measures in place to determine if a statistically significant improvement occurred If these events do not occur, the probability is very high that any improvement noted is strictly from random variation and not attributable either to the staff person (in terms of the consumer satisfaction survey) or the treatment protocol (in terms of using evidence-based practices).

Further, the theory of statistical process control tells the user that when staff intervene with changes to the system based on an analysis of the data concerning the system, unless the staff know if a system is statistically stable, the intervention may only make the system worse Use of databased decision making without the knowledge or commitment to use appropriate statistical methodologies is ultimately just opinionbased decision making, dressed up to look like databased decision making It may be more harmful, ultimately, to the organization, than opinion-based decision making in that the supposed data analysis may carry more weight than the simple opinion..

r There is a strong perceived relationship between amount of energy devoted to the actions r There is a strong perceived relationship between how much and/or how well the results r There r

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