How the current orthodoxy of local government is failing IT managers: an illustrative case study

Byline: Mary Tate, David Johnstone, Janet Toland, Robert Hynson Information Technology (IT) is often assumed to be a critical enabling factor for modern democratic processes. We briefly examine widespread reform of public service institutions along market principles, known as the New Public Management (NPM). We then examine some of the IT management issues that have arisen as a result of the changing nature of local government. We identify a disconnect between the current orthodoxy of local government, the expected benefits of IT, and the actual experience of IT management in public sector organisations. Many public sector organisations suffer from multiple IT management problems. These seriously affect their ability to deliver on the promise that IT management will deliver the quality management information that is required by increased demands for public accountability. We illustrate this with a case study.