The prescriptive strand in the IT literature on MPA education has been evident since the general literature began. As Rocheleau observes: “In IT, we tend to be very prescriptive on how IT should be done” (Rocheleau, 2004: 13). In general, prescriptive studies revolve around the transformation asserted to be necessary for public
administration curricula to meet the challenges public managers face in the information age. The recommendations provided for the transformation, though, are not necessarily consistent (Brudney et al., 1993; Brown et al., 2000). Researchers mainly debate two issues: the IT content that should be taught or required, and the way IT content should be integrated into MPA curriculum.
IT Course Offerings and Requirements
The IT training public management researchers have advocated has evolved over the last two decades. For example, Lan & Cayer (1994) contend that the connotation associated with “computer literacy” has changed from just knowledge of computer applications to developing an understanding of the strengths and limitations of using computers as a tool for empowering human beings. Most importantly, the rapid emergence of the Internet and ever-emerging new technologies creates new issues and challenges for teaching IT in MPA programs (Rocheleau, 2004). This evolution has been paralleled by changes in recommendations over time (Brown & Brudney, 1998; Brown et al., 2000; Dawes, 2004; Jennings, 2002, Kim & Layne, 2001; Kraemer & Northrop, 1989; Kraemer et al., 1986; Pavlichev, 2004; Schelin, 2004). In general, these
recommendations’ emphasis has shifted from computing appreciation and use to strategic management and planning of information systems as well as alignment of IT use with organizational goals.
An alternative view in the literature on the proper content of MPA programs’ IT training considers the diversity inherent amongst MPA programs, and proposes a set of factors to consider in determining what IT training should be offered or required. The factors Rocheleau (1998) proposes to consider include the focus of the program, including the level of administrator the MPA program is targeted to train; the nature of students, including the skill sets of entering students; expectations of prospective employers with regard to the level of training they expect for MPA students; and the program's resources, including faculty skill levels. Similarly, Jennings (2002) suggests resources, institutional setting, and faculty background and perspective as relevant factors
to consider.
To some extent, the above alternative perspective rejects one-size-fits-all curricular standards, and leaves room for MPA programs to pursue different IT development paths in accordance with their own program objectives, student and faculty IT backgrounds, and special constraints and opportunities in using program resources. Consistent with this line of thinking, assessing student needs in IT training would help the MPA program best tailor the IT content in its curriculum (Rocheleau, 2004). Should programs follow this flexible recipe, they will demonstrate a number of alternative formats for IT training.
IT Component Delivery
The approaches that have been proposed in the literature for how to deliver an IT component within MPA curricula include: 1) integrating IT into traditional courses, and 2) offering dedicated IT courses. I will discuss each of these alternatives below.
The earliest literature generally expressed the view that integrating computerization into existing courses was more desirable than developing stand-alone courses (Kiel, 1986). This approach would not involve the additional cost of developing new course offerings; moreover, software applications (e.g., statistical packages and spread sheets) could be relatively easily incorporated into existing courses, such as financial
management and budgeting. Researchers also suggested integrating computer use and information system knowledge into most courses (Kraemer & Northrop, 1989). After almost two decades, this integration approach has been extended to the competence-based IT content supported by Kim and Layne (2001) and Rocheleau (2004) (discussed in the “alternative views” section below this section).
However, with the rapid emergence of IT, it is not surprising that dedicated IT courses are also advocated to address IT issues particularly relevant to public agencies (see, for example, Brown & Brudney, 1998; Kraemer et al., 1986; Kraemer & Northrop, 1989). The proponents of this approach argue that offering new courses allows for appreciation of a broader range of issues that have emerged, which involve managerial, legal, financial, ethical, economic, and other dimensions. They believe that these courses can address issues at the intersection of IT and PA, which have become complicated enough to be treated as subject matter in their own right.
However, offering stand-alone IT courses is not mutually exclusive with incorporating IT content in traditional MPA courses. Many researchers who advocate offering or requiring dedicated IT courses also endorse continued integration of IT content within PA courses. Some examples of such IT content would be planning for IT (Rocheleau, 2004); alignment of IT projects with agency objectives (Dawes, 2004); digital civic engagement (Schelin, 2004). Nevertheless, to the extent that basic computer skills (e.g., using word processing and spreadsheets applications) are widely mastered by students, the importance of offering dedicated courses for these kinds of skills recedes. By setting requirements in course assignments, instructors of traditional PA courses can induce students whose basic computer skills lag behind at the start to acquire necessary skills.
Alternative Views
There exists an alternative view that goes beyond the dichotomy of integrating IT component into traditional public administration courses or offering new courses. This
view stresses the competencies, concepts, topics, areas of knowledge or skills that MPA students need to build necessary capacities for their future career. In this approach, the recommendations are usually categorized into several groups or modules, which can be delivered as components in traditional courses or new courses. This approach is
consistent with NASPAA's standards with respect to IT component in MPA curricula, because NASPAA standards do not imply any specific set of course requirements.
Essentially, a component can be covered by one course, by part of one course, or by parts of several courses (NASPAA, 2003 and 2005).
Other alternative delivery mechanisms are suggested by Kim & Lane (2001). They propose delivering IT training through one-credit modules, online seminars, or devices, such as CD-ROMs or online training that may involve a partnership with NASPAA or other PA or public policy-related educational institutions, such as American Society or Public Administration, the National Academy of Public Administration, and Association for Public Policy Analysis and Management.
Another related issue is the host that can best administer IT training. Most IT curricular recommendations imply or presume that MPA programs would be the host. At issue is whether other departments or schools (such as business school, departments of computer science, informatics, or information management) can play an adequate or even better role in providing the IT knowledge and skills that MPA students need. The
NASPAA Ad Hoc Committee on Computers in Public Management Education (Kraemer et al., 1986) and Pavlichev (2004) both argue against using alternative departments to provide MPA student with IT training. However, a quick review of MPA curricula reveals that MPA programs often do rely on other departments to provide IT training for
MPA students (Rocheleau, 1998). This result may partially explain Rocheleau’s finding that most MPA programs have only one to three courses dedicated to IT content
(Rocheleau, 2004).