Statewide data collection systems emerged in the late sixties as the vehicle to achieving greater efficiency and accountability in higher education. The expectations of statewide systems were that they would meet the needs of various levels of management. The example presented in this paper is the Georgia management information system and its impact upon one of the 33 institutions involved. Several central issues are discussed that warrant attention, especially by academic affairs officers, if these statewide systems are to fulfill the needs of the local institutions and justify their resource commitment. (Author)