Modelling and information systems for senior management in local government: problems and prospects

The paper considers the role of modelling systems at senior levels in democratically accountable multi-service public sector organisations such as local government.The main basis for the arguments proposed is three years of project work terminating in mid-1977. During this period the writer acted as a consultant to the IBM (UK) Scientific Centre and was responsible for the day-to-day co-ordination of a major project undertaken in the first tier Welsh local authority, Clwyd County Council.The project, which involved substantial resource inputs from both IBM and the local authority, led to definitive conclusions as to the nature and potential value of the modelling system developed.The main purpose of this paper is to consider the extent to which multi-service modelling systems in general are of relevance to local government. The system developed in the Welsh local authority may be described as affording means oriented resource planning facilities. Further it was designed to generate short and medium term (up to five years) information.It is concluded that although at first sight the implementation of an extensive modelling system may seem to involve intervention on a narrow front the reality is that it impinges upon all the main organisational variables. Because of this the prospect for realising the potential of the system will vary considerably from organisation to organisation. It is important that this should be appreciated by senior management before they approve the commitment of resources to developments of this nature.