Andersen et al. (1994) discuss the role of strategic information management in government restructuring to meet demands for integrated customer-oriented services in an environment of increasing fiscal constraints. Soh et al. (1993) describe Singapore’s statewide strategic planning process for information technology. They describe Singapore’s plan for a national information infrastructure designed to capitalize on the country’s information as a key factor for production and improvements in quality of life. The planning process, the participants’ roles, and the main recommendations are outlined. The plan is evaluated in terms of its objectives, unanticipated results, and impacts on industry participants. Implications and lessons are drawn to support strategic IT planning at national or sectoral levels.

Caudle (1996) indicates that in light of public demand for improved government services at reduced costs, government organizations must show increased accountability for positive results. She highlights six fundamental strategic information resource management best practices that can improve government performance in terms of service delivery and accountability: directing IRM changes; integrating IRM decision making in a strategic management process; linking mission goals and IRM outcomes through performance management, guiding IRM project strategy and follow-up through an investment philosophy; using business process innovation to drive IRM strategies; and building IRM/line partnerships through leadership and technical skills.

Fletcher and Foy (1994) provide a review of the literature from 1980 to 1993 discussing the uses of information technology by state and local governments. The paper provides a history of information technology management, including a discussion of current information technologies including information architectures and information resource management, and geographic information systems. Citizen access to information and the role of government information professionals is also discussed. Caudle (1990b) presents the results of a national survey conducted by the School of Information Studies at Syracuse University that focused on state information resource management. The study found that communication is a primary area for innovation and change in state government. In particular, voice, data, video, and image transmission were found to be key areas of interest. Organizational and telecommunications issues such as telecommunications expenditures were also indicated as important.