The document reports results of a project by the Minnesota University Affiliated Program to develop a comprehensive description of current case management practices serving persons with developmental disabilities. While multiple sources were surveyed, county case managers, case manager supervisors, and county directors of human service agencies were considered to be three most important groups from which to obtain information for this study: of the 497 individuals surveyed in these categories, 332 responded for an average return rate of 67%. Questions asked concerned: training, case manager to client ratios, case load compositions, barriers to effective case management services, and percentages of time spent on case management functions. Results are reported in terms of questions such as the following: What are the education and training levels of human services personnel and other service providers? What are the staffing patterns typical in county human services agencies? What are the most common case manager supervisor-case manager ratios? Do waiting lists for services exist in county agencies? What are typical case manager-client ratios in Minnesota? Do case manager supervisors carry a case load? What are the most significant barriers to effective case management? What level of cooperative work exists between agencies? What are the major case manager responsibilities? How much time is devoted to case management functions? The survey identified major barriers to effective case management to be heavy caseload size, staff shortages, lack of day program options, too much paperwork, and insufficient funds. (DB)