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AbstractInformation technology is often a key factor in delivering public services well and at the lowest possible cost. This chapter presents five best practices in information technology performance management and measurement. These practices could be usefully applied in other support functions, such as financial management or human resources management.

This article concentrates on the need for greater information resources management (IRM) education in public administration programs. The author argues that current management information systems training is much too limited in its approach, concentrating only on the technology of information transfers. A more comprehensive technique, emphasizing all of the issues of data handling from collection to distribution, is put forward. Because policy decisions are affected by critical information, public administrators must be keenly aware of their information resources. In concluding the article, the author offers a possible IRM curriculum that would prepare students of the discipline to be lucid practitioners.

THIS ARTICLE CONCENTRATES ON THE NEED FOR GREATER INFORMATION RESOURCES MANAGEMENT (IRM) EDUCATION IN PUBLIC ADMINISTRATION PROGRAMS. THE AUTHOR ARGUES THAT CURRENT MANAGEMENT INFORMATION SYSTEMS TRAINING IS MUCH TOO LIMITED IN ITS APPROACH, CONCENTRATING ONLY ON THE TECHNOLOGY OF INFORMATION TRANSFERS. A MORE COMPREHENSIVE TECHNIQUE, EMPHASIZING ALL OF THE ISSUES OF DATA HANDLING FROM COLLECTION TO DISTRIBUTION, IS PUT FORWARD. BECAUSE POLICY DECISIONS ARE AFFECTED BY CRITICAL INFORMATION, PUBLIC ADMINISTRATORS MUST BE KEENLY AWARE OF THEIR INFORMATION RESOURCES. IN CONCLUDING THE ARTICLE, THE AUTHOR OFFERS A POSSIBLE IRM CURRICULUM THAT WOULD PREPARE STUDENTS OF THE DISCIPLINE TO BE LUCID PRACTITIONERS.