egovernment applications in the african contextold.cafrad.int/.../egov_dr_kettani_cafrad.pdf · by...

Centre Africain de Formation et de

Recherche Administratives pour le

Développement (CAFRAD)

Fondation pour le Renforcement des

Capacités en Afrique (ACBF)

Seminar on Sharing Success Stories and Challenges in

E-Government/E-Administration

EGovernment Applications in the African Context

By Prof. Driss Kettani

Al Akhawayn University in Ifrane

Morocco

[email protected]

TANGIER (MOROCO)

21-23 April 2014

mailto:[email protected]

2

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One growing field in ICT4D application is e-Government and e-Governance.

This ICT4D application area was selected as the focal point of this module to suit

the population profile this module targets: African Government officials.

With the 1990s‘ resurgent interest in information technologies shortly after the

rise of ICT and especially internet, new terms were coined and used, namely

eGovernment and eGovernance.

The United Nations defines eGovernment as the act of ―utilizing the internet

and the world-wide-web for delivering government information and services to

citizens‖1. The World Bank (2006) defines e-government as: ―the use of

information and communications technologies (ICT) to improve the efficiency,

effectiveness, transparency and accountability of government‖2.

In its simplest definition eGovernment refers to ―the use of digital technologies

to transform government operations in order to improve effectiveness, efficiency

and service delivery‖3. Generally, the more services are available online and the

more widespread the use of these services, the greater will be the impact of e-

government. ―In addition to the Internet, mobile phones offer an even more

convenient channel through which to distribute government information. By

utilizing text-messaging, governments are able to send out region-wide and

specific emergency warnings, provide up-to-the-minute information upon

request, and in essence make government accessible to the people no matter

where they may be, at any time‖4.

EGovernment involves the automation or computerization of existing paper-

based procedures that will prompt new styles of leadership, new ways of

debating and deciding strategies, new ways of transacting business, new ways of

listening to citizens and communities, and new ways of organizing and

delivering information, new ways of… governing. Hence, the process that

consists of using, enhancing, inventing, managing eGovernment tools for the

purpose of the governance mechanism/politic is called eGovernance. The ―E‖

part of both e-government and e-governance stands for the electronic platform or

infrastructure that enables and supports the networking of public policy

development and deployment.

For the UN, ―EGovernment can be defined as the use of information and

communication technologies (ICT) to improve the activities of public sector

organizations and their agents. Such efforts may be directed at ‗front office‘

delivery of services to citizens or at modernizing working practices and

delivering improvements in operational efficiency within the ‗back office‘‖5.

EGovernance is a wider concept that defines and assesses the impacts

technologies are having on the practice and administration of governments and

the relationships between public servants and the wider society, such as dealings

with the elected bodies or outside groups such as not for profits organizations,

NGOS or private sector corporate entities. E-Governance encompasses a series

of necessary steps for government agencies to develop and administer to ensure

successful implementation of e-government services to the public at large. If

eGovernment is electronic application in the workings and operations of

governments, e-governance is ―the application of electronic means in:

3

The interaction between government and citizens and government and

businesses;

Internal government operations to simplify and improve democratic,

government and business aspects of Governance”6.

EGovernance consists of three major building blocks:

“Improving government processes: e-Administration;

Connecting citizens: e-Citizens and e-Services;

Building interactions with and within civil society: e-Society”7.

These 3 eGovernance areas seem to match Governance processes:

implementation (G2G), engagement (C2G), and consultation processes (G2C).

Source: UN, 2003 http://unpan1.un.org/intradoc/groups/public/

documents/un/unpan016066.pdf

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EEGGOOVVEERRNNAANNCCEE

E-government systems have been promoted as producing a number of benefits

that foster good governance. However, there is a lack of empirical evidences to

build upon such a hypothesis. Confirming whether E-government systems

effectively enhance governance is an issue that takes an increasing importance in

developing countries in their quest to find appropriate ways to bridge the gap of

development through technology. EGovernment applications have swept the

functions and workings of government organizations. One underpinning reason

is the following linkage: government operations are mainly ―information-based‖

and ICT have increasingly sophisticated capabilities for capturing, storing,

processing, and retrieving information. Consequently, ICT have increasingly

succeeded integrating government workings and operations for their increasingly

http://unpan1.un.org/intradoc/groups/public/%20documents/un/unpan016066.pdf



4

advanced capabilities fulfilling government information needs to serve citizenry

and businesses.

2.1. EGovernment Application Areas

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In response to the rise of internet and its steady penetration among people and

organizations, governments in developed countries put in effort to adapt to the

trend. Governments started creating new channels mediated with ICT to serve

constituents (i.e. citizens and businesses). This was known as ―webification

solution‖8 allowing governments to post documents to ensure information

provision obligations. Electronic means for government service delivery were

first advocated to reduce government operational costs; some experiences

reported 75% cost savings8.

As ICT capabilities increased in sophistication, governments moved from

―webification solution‖ to advanced ―eSolutions‖ to keep up with constituents‘

increasing expectations and demands. Respectively, applications such as online

tax payment, online job applications, electronic certificate issuance have

mushroomed. For instance, by 2004, Estonia‘s 76 per cent of tax declarations

were conducted on the web5.

Single Point Tax Payments in Mauritius

(Lollbeharree and Unuth 2001 plus author fieldwork in Mauritius)

The Contributions Network Project (CNP) is a public—private partnership

initiative that provides a single channel for all payments Mauritian firms need to

make to various government departments. To date, several hundred large firms

have joined the system, which allows either EDI (Electronic Data Interchange)-

or Web-based reporting of both income and value-added tax dues. The firm's

report is automatically broken down, with relevant components sent to relevant

government departments. An order for electronic funds transfer is also

automatically generated, moving funds from company to government accounts.

The scheme has reduced time and labour requirements for both firms and

government departments. It has also reduced reporting and processing errors,

due to built-in validation checks within the electronic reports, removal of the

need to re-enter data, and automatic reconciliation of detailed figures with totals.

Firms can now pay closer to the deadline, and cash flow for government has

been improved with a reduction in payment arrears.

The table below shows the findings of the UN 2008 Global eGovernment survey

with respect to electronic service delivery applications by government sectors:

5

Source: UN 2008

5Erreur ! Signet non défini.

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The UN 2008 eGovernment Survey underscored one major lesson learned: the

effectiveness of government organizations in electronically serving constituents

is highly dependent on automating organizations‘ backend operations and

building departmental integrated data repositories5. Experience reveals that

government organizations need to learn from firms‘ practice; private sector

developed ―business rules‖, this should inspire public organizations to develop

―administrative rules‖ prerequisite to automating up to 80% of governments

operations and transactions5. Online access to departmental data repositories is

vital, for instance, for sound policy analysis and related action plans.

The chart below shows the evolution continuum of government service delivery:

Source: UN 2008

5

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Voting is a mechanism to engage citizens in giving input to government affairs;

Electronic voting (e-voting) came with the intention to make this engaging

mechanism easier and more convenient for citizens. E-voting first appeared in

the Geneva Canton, Swiss; and was first applied nationwide in Estonia in the

year of 20045. Nevertheless, the practice is still in its infancy for deficit in trust

of the eVoting records and its resulting outcomes.

6

Supporting Free and Fair Elections in South Africa9

Following difficulties in the 1994 elections, South Africa's Independent Electoral

Commission "was charged with making sure that the country's second

democratic elections in 1999 were 'free and fair'. This election was vitally

important for the stability of the South African political climate and for ensuring

that democratic processes were solidly in place. Through large scale

implementation of unique information technology applications, the IEC was able

to ensure that all South African citizens could have their voices heard. The effort

included the creation of a nationwide satellite-based wide-area network and

infrastructure; a bar-code system used to register 18.4 million voters in just nine

days; a geographic information system used to create voting districts; a national

common voters' role; a sophisticated election results centre for managing the

process; and the training of 300,000 people. The massive program was

completed in less than two years, in time for the vote." For this, the IEC

received the 2000 Computerworld Smithsonian Award for most outstanding

program in the government and non-profit organizations category.

The table below shows UN 2008 survey results with respect to online

mechanisms for citizens‘ engagement:

Source: UN 20085Erreur ! Signet non défini.

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Electronic means have been applied to monitor government organizations‘

implementation in effort to further optimize productivity8.

Supporting Reform of Customs Tariffs in Egypt (Kamel 1998)10

"Through one of its reform programs, the Cabinet was about to impose a new set

of customs tariffs, largely for imported goods, which were intended to reduce the

burden on low income groups, increase the revenue of the government, and

create a homogeneous and consistent tariff structure. Anticipation of the tariff

changes caused stagnation in the business sector for four months. As a result,

multi sectorial conflicts arose between six different ministries. Hence, some

7

form of decision support system was needed to resolve the conflict and to

support imposition of the new tariffs. Therefore, a team consisting of Ministry

of Finance and IDSC [Information and Decision Support Centre] personnel was

formed to interact with the different parties, get feedback and generate different

scenarios to be assessed. A computerised DSS was developed, as a result of

which the various inter-ministerial conflicts were resolved within a four-week

period. Moreover, a tariff structure was formulated, based on the various

scenarios and alternatives that were generated by the decision support system.

The government endorsed the new tariff model which was also accepted by the

business sector."

2.2. EGovernance Application Areas

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There is increasing interests in ICT applications to facilitate and induce citizens‘

effective contribution to government policy formulation cycle. Nevertheless, ICT

application in this area is still limited in practice and in results8. This is very clear

in the UN eGovernment survey findings; the table below shows clearly the

limited experience with ICT application in policy formulation:

Source: UN 20085Erreur ! Signet non défini.

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To facilitate the interactions of government officials with citizenry and lobbying

groups, ICT-mediated channels are increasingly deployed for use. The rational is

to make it easier and more convenient for consulting constituents in drafting and

issuing laws. Nevertheless, this application is still in its beginnings. Table 5.5

bellow shows the UN 2008 global survey results with respect to eConsultation

applications.

Though limited in practice and results, it is clear there is emerging interest in

applying ICT capabilities to facilitate citizens‘ engagement processes and to

improve deliberative and consultative operations.

The UN Global survey attempts to explain legislatures‘ common

slowness/cautiousness with ICT application in these terms: ―the Schumpeterian

trilogy of ‗invention-innovation-diffusion‘ suggesting that organizations first

automate existing processes, then identity [sic] opportunities for innovation

especially in terms of efficiency, before finally transforming themselves anew.

8

Source: UN 2008

5Erreur ! Signet non défini.

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Controllership is a set of procedures and mechanisms for internal auditing to

monitor matters of organizational functioning, such as measures of value-chain

expense processes (inputs, throughput, and outputs), performance, and

outcomes8. With the rise of ICT, electronic means are increasingly deployed to

monitor the performance of the telecommunication network and the content

running on top of this infrastructure.

Clearly, the worldwide ICT expansion has diffused within societies‘ structures,

namely government organizations. Such diffusion over the last couple of decades

led to electronically enabling certain functions of government organizations, and

thereby marking a trend towards ―state transformation‖11

. Experience has

revealed that electronic means have revolutionized government‘s function of

―implementation‖, namely service delivery. Government‘s service delivery is the

area ―where ICTs have, so far, made the most spectacular inroads‖11

. With

respect to the two remaining government functions (regulation and policy

making), ICT use is reported to be still in its beginnings11

.

The UN 2008 study cites (Roy, 2006) and notes that ―This dichotomy between

democratic politics and government operations is one that is common in many

parts of the world – namely that the executive branch far outpaces the legislative

branch of the public sector in terms of investments in new technologies and

corresponding openness to digital innovation. Much of the efforts of

governments in the initial phases of e-government (information and integration)

have largely been orchestrated by executive branch officials both elected and

appointed."

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BBEENNEEFFIITTSS IINN AAFFRRIICCAA

In response to the need for institutional capacity reinforcement, there has been

increased emphasis on initiating and leading ICT projects in developing

countries. Some of these have demonstrated the generation of positive results and

benefits. A study assessed the implementation results of 12 e-government

9

projects in developing countries; the study concluded these projects give

―examples where e-government has delivered concrete benefits by increasing

transparency, reducing corruption, improving service delivery, empowering

people and enhancing economic goals of good governance‖12

. Malaysia has

been increasingly recognized as a developing nation role model that

accomplished a major challenge: connecting its e-government implementations

with clear development targets; and thereby, has evolved into an exemplary case

featuring a country: ―who by effort of visionary policy and nurturing of critical

conditions have realized tremendous growth which can be demonstrably

attributed to proactive ICT-related initiatives‖13

.

Empirical studies have shown certain gains generated with eGovernment

deployments. Latest organizational gains were reported by the UN 2008

eGovernment Survey; they are listed in the chart below:

Source: UN 2008

Clearly, eGovernment influences the value-chain of government organizations:

input resources (e.g. less workforce and less physical effort),

throughputs (e.g. reduced service elapsed time),

outputs (e.g. increased number of services), and

outcomes (improved service delivery quality)).

Such an influence is fuelled with ICT that have proved to be: ―among the

innovative tools for realizing improved capabilities ….Used in support of good

governance, eGovernment has tremendous transformative potential. It can

significantly change the way government approaches its mandate, solves

development problems, and interacts with citizens and with business. It can give

rise to a new paradigm of governance: one that places citizens at its centre,

responds to their needs and expectations, and is transparent, accountable, and

participatory‖14.

The table below shows eGovernment multi-user benefits:

10

Table: eGov multi-user Benefits

Source: (Guida and Crow, 2009)

15

The section below attempts to present Africa‘s eGovernment projects that have

generated organizational benefits in the three application areas: G2G, G2B, and

G2C. Thanks to the availability of documentation material, examples will be

based on Morocco‘s experience for illustration purposes; these are:

- Ministry of Public Sector Modernization: Web-based Information Portal

(G2C)

- Morocco’s Interbank centre: eCommerce Platform (G2B)

- Ministry of Finance: Morocco’s eTreasury (G2G)

3.1. G2C Empirical Benefits

Within the framework of Morocco‘s eGovernment National Program launched in

2005 and completed by 2008, a portal on administrative procedures was built and

deployed. Ministry of Public Sector Modernization contracted out an IT

company based at Casablanca to implement the portal. On August 8th

2005 the

portal was launched http://www.service-public.ma/. Additionally, the Ministry

launched on the same day a Call Centre to improve the Ministry‘s Interactivity

with its constituents; the call center opens from Monday through Friday during

the administrative hours (9AM-3PM); the call center can be reached from within

Morocco: 080 200 37 37 and outside of Morocco: +212 537 237 430. Moreover,

in 2006, the Ministry prepared a program of informative shows entitled

―Idaratouk‖ (Arabic for ―Your administration‖) that were regularly broadcasted

on Morocco‘s TV Channel 2M16

.

In 2007, the ministry received additional funding from one Morocco‘s

development agency known as FOMAP. The funding, estimated to be

http://www.service-public.ma/

11

1.339.200,00 MAD1, intended to finance the portal Makeover

16. This focused on

using life-cycle logic to re-categorize the list of administrative formalities:

(Birth, training, employment, 3rd

Age, Death) and (Entreprise creation,

management, transformation, and termination).

The Ministry‘s 2008 activity report16

notes that the Portal www.service-

public.ma makes available a web-based directory of 550 administrative

formalities. Over the period August2005-May 2006: a population of 272,200

visitors was recorded on the portal. The Ministry‘s 2008 activity report16

explains also the Ministry‘s multi-channel portal responded to an increasing

number of citizens‘ queries. These are depicted o the table below:

Ministry’s multi-

channel information provision

Call Center www.service-public.ma

portal

up to 2006 received and processed:

2000 Phone calls

received and processed:

4500 e-mails

up to 2008 received and processed:

5206 Phone calls

received and processed:

14857 e-mails

Source: MMSP, 200816

The Ministry‘s estimation revealed that there was an average of 20 queries/per

week; more than 50% of these queries came from Moroccan Diaspora17

. Clearly,

the Ministry of Public Sector Modernization used a mix of conventional channels

(TV shows and call centre) and new web-based channel (Portal) to ensure the

provision of administrative information to its constituents: citizens. The above-

mentioned statistical data suggest this G2C information provision is meeting

citizenry information needs, as reflected in the increased take-up.

3.2. G2B Empirical Benefits

Morocco‘s Interbank Monetary Center (Centre Monetique Interbancair (CMI))

collaborated with Maroc télécommerce, a company created in 2001 by

Morocco‘s banks and ICT investors. The collaboration focused on enabling

eServices with online monetary transactions. With a budget of 10,000,000 MAD,

eCommerce platform was built and deployed by 2009; the platform enabled 40

transactional websites, including:

Two for utility operators18

: Maroc Telecom and Lydec for water; and

Three for public administrations19

: Morocco’s General Treasury,

Morocco’s social security/insurance, property right agency.

The eCommerce platform has been utilized since 2008. In Morocco, there are

already 5 million holders of online payments cards20

.

1 Moroccan Dirham. 1US$ gives about 8 MAD




12

Online payments reached a value of:

By 2008 35 millions MAD (which is equivalent to 3,1 million

Euros)

By 2009 1st Semester 30 Million MAD

21

By end of 2009 107 thousand online transactions were completed with

a turnover of 107 million for Morocco‘s eCommerce22

To further boost trust in online payments, Morocco is making efforts for

regulatory upgrade. For instance, by January 2009, the parliament adopted law

09-0820

to protect peoples‘ privacy; the National Commission on the Control and

Protection of Personal Data (commission nationale de contrôle de la protection

des données à caractère personnel) (CNDP) is being created to reinforce the law.

Respectively, the Government-to-Business (G2B) interaction led to the creation

of eCommerce platform enabling government and non-government online

transactions.

3.3. G2G Empirical Benefits

Since mid 1990s, Morocco‘s General Treasury (TGR) (which reports to the

Ministry of Finance) started thinking of enabling electronic workflow for

Morocco‘s Public Procurements (gestion Intergré de la Depense publique: GID).

TGR conducted a preliminary study back in 1996; then by 2004, proceeded to

Business Process Re-engineering and standardization, and finally, Business

Process Automation enabled electronic data exchange by end of 2004; and full

information system integration completed by 2009. To ensure GID system

implementation, TGR took two major actions23

:

TGR collaborated with Maroc Tele-Commerce (created in 2001);

and

By 2005, Prime Minister issued a letter n° 14/2005 (released on

September 8th

2005) announcing the creation of an institutional

framework for GID implementation; the institutional framework

consisted of the following actors:

Accordingly, the collaboration completed the GID system, with a budget of 200

000 000,00 MAD, which Connects the different multi-department stakeholders

involved in public procurements; and Enables online tracking of real-life

processing status of procurement accounting operations24

.

With the GID deployment nationwide, the TGR‘s network of 300 accounting

offices (with 6000 people) is fully/ completely automated. By January 2009, GID

system had more than 2500 registered users and processed more than 2300

procurement accounting records. The GID system allows tracking/monitoring of

accounting processing elapsed time; and thereby, has a ―spying‖ feature which

allows monitoring delays. In response, GID use made accountants decrease the

processing duration from 24 days to 19 days25

.

13

The key Target TGR pursued since 2005 was making accounting processing of

public procurement more efficient/cost-effective; and that by bringing the

elapsed time/ delay of the phase ―ordonnancement‖ conducted by ministries:

from 174 days to 90 days by 2006. The rational is: the higher elapsed time/ delay

of the phase ―ordonnancement‖ is, the higher is the public budget impact (due to

the high interest rates)23

.

Respectively, Ministry of Finance GID system enabled an electronic workflow

(G2G) connecting multi-department public servant which has generated

organizational gains, such as increased productivity.

14

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This section intends to use some of TIGA‘s winners as case studies to elucidate

eGovernment phases and some of the guiding principles put into practice. This

section has four cases studies:

Case Study 1: Botswana‘s Kitsong Centres ;

Case Study 2: Ethiopia‘s WoredaNet ;

Case Study 3: Morocco‘s eFez ;

Case Study 4: Mauritius‘ Contributions Network Project (CNP).

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CCAASSEE 11:: BBOOTTSSWWAANNAA’’SS KKIITTSSOONNGG CCEENNTTRREESS 22

Botswana is a Southern African country with less a population of 1.8 million has

a medium Human Development Index rank: 124th

out of 177 countries. The adult

literacy rate is quite high and the teledensity seems to be growing.

Some basic human indicators

Botswana HDI Rank –Medium- 124th

Population, total (millions), 2005 1.8

Adult literacy rate (% aged 15 and older), 1995-2005

81.2

Adult illiteracy rate (% aged 15 and older), 1995-2005 18.8

Population, urban (% of total population), 2005 57.4

Electrification rate (%) 39

Source: http://hdrstats.undp.org/en/countries/data_sheets/cty_ds_BWA.html

Botswana Technology Diffusion

Telephone mainlines (per 1,000 people), 2005 75

Cellular subscribers (per 1,000 people), 2005 466

Internet users (per 1,000 people), 2005 34

Source: http://hdrstats.undp.org/en/countries/data_sheets/cty_ds_BWA.html

The rural population in Botswana is quite large; which made the government

implements an e-government initiative for social inclusion of disadvantaged

communities, specifically those in rural areas. The initiative is known as Kitsong

Centres and consists in developing the Community User Information System

(CUIS) Project was to bridge the digital divide and contribute towards the

poverty alleviation through the applications of Information and Communication

Technology.

The overview below of Botswana‘s Kitsong Centres is taken from the Botswana

Technology Center (BOTEC) web page: http://www.botec.bw/kitsong.htm26

:

―In the year 2000 Botswana Technology Centre (BOTEC)2 conducted an

information needs assessment and found that it was necessary for the rural

members of society to assisted to become fully aware of the computer

applications and use these applications on their day-to-day activities especially in

accessing information for their operational activities to enhance their businesses

processes and services and social needs. BOTEC therefore embarked on a project

to develop a computer communications system based on the Internet

Technologies which would be used to enable the communities in rural places to

have access to information resources.

2 Most of content of this case study is taken from the Botswana Technology

Center (BOTEC) web page: http://www.botec.bw/kitsong.htm26

http://hdrstats.undp.org/en/indicators/37.html





http://hdrstats.undp.org/en/countries/data_sheets/cty_ds_BWA.html




http://hdrstats.undp.org/en/countries/data_sheets/cty_ds_BWA.html

http://www.botec.bw/kitsong.htm




16

The Community User Information System pilot project was developed to address

the interrelated problems of lack of access to information and knowledge

resources for rural people and lack of affordable communication channels for

reaching out to the rural communities.

The main objective of the pilot project was: to develop a computer

communication system that enables access to integrated e-mail and on-line

information for rural people in Botswana, with emphasis on the on-line

dissemination of locally generated, user friendly, relevant information and

knowledge resources.

The aim was to provide a cost-effective access to and dissemination of

information and knowledge resources, subsequently saving hardcopy

productions, mailing, transport and transaction costs. This would also to

contribute to Botswana full entry into information and knowledge age and

contributing towards the growth of a well-informed nation as per the Botswana‘s

vision 2016.

This pilot project was to act as stimuli to information technology research at

BOTEC while serving as the channel through which BOTEC disseminate

information on technological issues. More important the pilot project endeavored

to empower citizens, with timely information and knowledge recourses and aid

Botswana‘s socio-economic development.

The development of this project mainly considered a number potential benefits

as follows:

Cost effectiveness: Distribution of information through one-stop single

access centre and saving in the distribution of printed material.

Relevance: Collection, storage and use of locally generated information

relevant to specific community needs.

Timeliness: Information would be available within easy of reach to the

people as and when required, thus enhancing the decision making

process for the users.

Travelling time and Costs: Saving the communities’ travelling time

and costs to go and look for information that could easily be

downloaded through computers.

High quality: Information to be continually updated to meet the users’

demand and provide best solutions to local problems from both national

and international sources.

Research: Would stimulate Information and Communication

Technology research activities as broadened by the user needs for ICT

services.

There were also a number of positive achievements from this project that make it

encouraging to keep working to improve the services of ICT to the rural

communities. The project mainly created some extensive community awareness

of which the communities are proudly happy about. Some of these are outlined

as follows:

The project was able to mobilize a significant number of people in the three

villages to use the centers, and these numbers continue to grow;

17

Managed to establish the communities‘ information needs as well as sensitize the

communities about the value of ICT services to improve their lives and business

activities;

Enhanced the awareness of various corporate stakeholders about the potential

benefits of ICT to rural communities and how it can be used to enhance service

delivery in those laces;

Also gave clear indicators about the need for additional sensitisation or training

of the communities still in need to appreciate ICT applications.

The Kitsong Centres Pilot Project has demonstrated that the implementation of

ICT in rural areas is possible and that it can contribute to the growing

information needs of the communities. The Ministry of Communications Science

and Technology has now started rolling out the Kitsong Centres through

Botswana Post, under ‗Maitlamo‘ ICT policy. This is a great achievement for

this project as it will go a long way in contributing to Vision 2016 pillars of a

―Prosperous, productive and innovative nation‘ and ‗an educated and informed

nation‘ as well as meeting the United Nations Millennium Development

Goals‖26

.

Botswana’s Kitsong Centres are an example illustrating:

e-Government dimension: Government-to-Citizens

(G2C)

e-Government 1st initial phase: Information provision

e-Government added value: fostering social inclusion

via outreach (to fulfill the information needes of)

dissadvantaged communities, such as the rural

populations

18

CCAASSEE 22:: EETTHHIIOOPPIIAA’’SS WWOORREEDDAANNEETT

Ethiopia, an Eastern African federal state with a population of around 73.9

million is one of the poorest countries in the world. On the 2006 Human

Development Index, It obtained the 169th

rank out of 177 countries.

It has high adult illiteracy rate estimated to be a population of 64.1%

and high rural population estimated to represent 84%;

it has the weakest basic physical infrastructure with only 15%

electrification rate, with 23000Km transportation roads and only

6000 paved roads; only 600Km railroad that are largely inoperable;

it has the lowest teledensity in Africa with only 1.2% have mobiles

and less than 0.1% has access to internet (World Bank, 2008)

(http://hdrstats.undp.org/en/indicators/ )


Ethiopia HDI Rank- Low- 169th

Population, total (thousands), 2004

78,986

Population undernourished (% of total population),

2002/04

46

Population using an improved water source (%), 2004 22


Population without electricity (millions) 60.8


Adult literacy rate (% aged 15 and older), 1995-2005 35.9

Source: http://hdrstats.undp.org/en/countries/data_sheets/cty_ds_ETH.html

Ethiopia Technology Diffusion




Source: http://hdrstats.undp.org/en/countries/data_sheets/cty_ds_ETH.html

In response to this overall impoverished development status, Ethiopian

leadership has embraced ICT as a ―crucial weapon to fight poverty‖; in fact, one

Guardian journalist reported that ―Ethiopia, one of Africa's poorest countries, is

spending one tenth of its GDP every year on IT. Over the next five years, the

government plans to invest more than $100m (£56m) in public sector computers.

It aims to equip hundreds of government offices and schools with broadband

internet connections.‖27

Ethiopia has led one major ICT initiative: WoredaNet. Ethiopia is a federal state

composed of 11 regional capitals, which are divided into 710 districts known as

―Woreda‖ and managed by local governments. WoredaNet is a government

http://hdrstats.undp.org/en/indicators/









http://hdrstats.undp.org/en/countries/data_sheets/cty_ds_ETH.html




http://hdrstats.undp.org/en/countries/data_sheets/cty_ds_ETH.html

19

network connecting 11 regional capitals with 600 woreda (government tiers).

WoredaNet uses terrestrial and satellite networks built to enable Video-

Conferencing and internet telephone. WoredaNet has Data Centers operating at

the regional level and has woreda Centers at the local level; “The centers have

Video conferencing halls and rooms to house the networking equipments and to

provide internet and other services. Each site has a 42" flat screen Plasma

television, voice-sensitive microphones and Camera for video conferencing, 12-

24 data ports, an IP phone and at least 2-5 computers. The centers also provide

telephone and fax services in remote areas where access to such facilities is

difficult. These Woreda Centers serve to all government offices as well as public

institutions within the woreda. Each Woreda Center site has at least two ICT

Staff. Staffs at the woreda center, In addition to managing the woredaNet

services they are charged with the responsibility of providing ICT training to

woreda-level government offices‖28

.

Respectively, WoredaNet has built nationwide digital network designed to fulfill

Ethiopia‘s communication needs. Video-Conferencing is found to be the most

utilized broadband service for a variety of purposes.

Conference and training services conducted using the WoredaNet’s video

conferencing services in 2006-2008

Number of participants Number of hours

Meeting 8188 320

Education and Training 173665 1793

Workshops and seminars 4725 72

Total 186578 2185

Source:

http://unpan1.un.org/intradoc/groups/public/documents/aapam/unpan034887.pdf28

WoredaNet has enabled the ―joining up” of government different tiers. It

connects for the first time local government offices. And therefore, government

administrations have been using Video-conferencing to hold workshops and

meetings. Video-conferencing has proved to save travelling time and expenses; it

has enabled speedy sharing of information leading to timely decision making; it

has been also appreciated for enabling effective use of decision-makers‘ time.

For instance, in an interview with the Prime Minister, he explained that

previously information on famine beginnings took time to reach the executives at

regional capitals. And hence, the government reactions were often too late. He

explained also that prior to WoredaNet, official reports generated by local

administrations took months to reach and inform the federal capitals (a situation

that made the public administration a very slow apparatus in fulfilling its

obligations); but now WoredaNet has enabled speedy paperwork exchange

facilitating the internal workings of the government27

.

WoredaNet has also enabled distance education via connecting schools.

SchoolNet proved to be the alternative for Ethiopia‘s critical deficit in teachers.

The Guardian journalist reports that ―Schools already receive video lessons

broadcast for eight hours a day by satellite TV. The syllabus, based on South

African material, is being digitized for transmission over the internet so that

http://unpan1.un.org/intradoc/groups/public/documents/aapam/unpan034887.pdf



20

teachers at the receiving end can prepare beforehand and control the pace of

lessons (so long as their electricity supply is working)‖27

. Cross quotes

Ethiopia‘s Education Minister, Genet Zewdie, justifying SchoolNet in these

words: “IT is expensive, but ignorance is more expensive”27

.

Video Conferencing over WeradaNET, an IP based VSAT infrastructure

The picture illustrates a video conference between the Prime Minister‘s office in

Addis Abeba and the 550 weredas in the country. Recorded sessions are

available as archives for weredas who were not able to participate in the remote

conference. Half the links are by cable, and half by satellite.

Source: http://people.itu.int/~kitaw/egov/paper/E-Government_in_Africa.pdf29

WoredaNet has facilitated also Court services. Ethiopia has courts at local,

regional, and national levels, depending on the issue areas. Enabling court

services mediated via video-conferencing proved to be very useful. Increasing

number of Ethiopians no longer need to travel for court services; rather, they

increasingly go to their hometown WoredaNet Center to gain access to video-

conferencing mediated court services. This has led to speeding up litigations and

saving travel high expenses for Ethiopians.

http://people.itu.int/~kitaw/egov/paper/E-Government_in_Africa.pdf

21

Name of the Court

Number

of cases

Number

of hours

Participating Sites

Federal Supreme Court

(In Addis Ababa)

429 619

Bahrdar, Awasa, Dire Dawa,

Mekele, Gondar, Jima , Desie,

Adama, Harar, Merahabete, Debre

Brhan, Ambo, Debre markos

Tigray Region Higher Court

(Mekele) 5200 2436

Adi Gudem, Humera, Maychew,

Shire, Alamata, Aksum, Adwa,

W‘qro, Endeslasi, tenben, Abiy

Adi, Adigra

Amhara Region Higher Court

(Bahrdar)

817 1000

All Amahar zones and most of the

woredas

Total 6446 4055

Court Services Conducted using WoredaNet Video conferencing service in 2007/8

Source: http://unpan1.un.org/intradoc/groups/public/

documents/aapam/unpan034887.pdf28

CCAASSEE 33:: MMOORROOCCCCOO’’SS EEFFEESS PPRROOJJEECCTT

Ethiopia‘s WoredaNet:

The WoredaNet is an example that illustrates:

Two complementary e-Government dimensions :

o Government-to-Government (G2G): via connecting government

tiers and enabling video-conferencing mediated meetings and

workshops leading to productive and frequent governmnent

dialogue with improved coordinated actions

o Government-to-Citizens (G2C): via connecting citizen-centric

institutions and mediating the delivery of citizen-oriented /‖Pro-

Poor‖services via video-conferencing: Distance Education and

court services

e-Government 2nd initial phase: ICT-mediated Distance Interactive

Communication(asynchronous & synchronous exchange of data, video,

and voice)

e-Government added value: retooling and transforming public sector

via building/ reinforcing government capacity leading to improved

responsiveness to fulfilling citizens needs (in communication)

No competition/conflict between e-Government and Basic Needs:

rather a leverage for facilitating the delivery of basic needs: food,

education, health

http://unpan1.un.org/intradoc/groups/public/%20documents/aapam/unpan034887.pdf




22

Morocco, a North African country with a population of around 30 million, has

medium Human Development Index ranking: 126th

out of 177 countries. Adult

illiteracy is still a major social barrier towards building information society with

its knowledge based economy. The teledensity still needs to expand to enable the

social inclusion of the rural population and equally important to build the

institutional capacity of public administrations.


Morocco HDI Rank-Medium-

126th

Population, total (millions), 2005 30.5


Adult literacy rate (% aged 15 and older), 1995-

2005

52.3

Adult illiteracy rate (% aged 15 and older), 1995-

2005

47.7


Source : http://hdrstats.undp.org/en/countries/

Morocco Technology Diffusion




Source : http://hdrstats.undp.org/en/countries/

Morocco provides a case study of how the frustration with the slow

eGovernment implementation by the central government has led to growing

interest and attempts of local governments to retooling and transforming their

municipal service delivery to their constituents, in collaboration with the

academia. One of these local initiatives is Fez e-Government Project (eFes)3.

1. e-Fez INITIATIVE30

Morocco is a rapidly developing country. Since the late 1990s the state has been

working towards facilitating ICT diffusion in effort to meet two main growing

challenges. First, the international challenge associated with the pressing need to

move towards an Information Society and its related knowledge based economy

and second, the national challenge related to a need to foster human development

and improve governance quality to succeed in ―Good Governance‖31

.

Accordingly, Morocco has pushed public sector modernization agenda, which

rests on the liberalization of the telecommunication sector and the elaboration of

e-Gov strategies (which took approximately 12 years: 1993-2005)32

.

Nevertheless, ICT diffusion and dissemination remain constrained resulting in no

3 eFez overview below is taken from one eFez conference participation:

Kettani Driss and Asmae El Mahdi (2009) ―eFez: Initiative Transforming Scientific Research to Value for Promoting

Good Governance in Morocco‖ Proceedings of the Governing Good and Governing Well: The First Global Dialogue on Ethical and Effective Governance/ Workshop4: Ethics and Effectiveness in Performance Measurement; Co-Chairs: Prof.

Geert Bouckaert and Prof. Jeroen Maesschalck, Amsterdam, the Netherlands, 28-30 May 2009

(http://www.fsw.vu.nl/nl/nieuws-agenda/agenda/2009/first-global-dialogue.asp )

http://hdrstats.undp.org/en/countries/data_sheets/cty_ds_MUS.html





http://www.fsw.vu.nl/nl/nieuws-agenda/agenda/2009/first-global-dialogue.asp

23

concrete changes or influence neither at the local public administration level nor

in the daily lives of ordinary citizens33

.

In response the municipality of Fez collaborated with a research team of the

ICT4D lab at Al Akhawayn University, Ifrane to address and ameliorate

Morocco‘s ICT diffusion related concerns. The project team (i.e. Fez

municipality and ICT4D lab) initially realized the need to lead a real life pilot e-

government project in order to effectively and concretely investigate and explore

ICT related issues. It needed to build an experimental ICT platform in order to

understand the challenges regarding a real life e-government system.

Accordingly, the project team launched eFez project in 2004 and successfully

completed in November 2005 a pilot e-Government system/platform: Electronic

Fundamental Etat-Civil System (eFES) funded by the IDRC and deployed in

the local administration of the city of Fez.

Respectively, eFez succeeded in introducing and initiating the use of ICT within

Morocco‘s pilot local government in Fez. Building an e-Government system

aimed to electronically enable the service delivery of a set of actively used

citizen-oriented services: Etat-Civil services, delivered at the local government

office known as Bureau d‘Etat Civil (BEC) in charge of keeping official records

of citizens‘ declared life events such as birth, marriage, divorce, and death.

Specifically, the project automated the BEC back office and electronically

enabled the front office via a web portal and a related touch screen kiosk,

available for public use and adapted for the illiterate. The ICT4D research team,

within a PPP (Public-Private Partnership) environment, created eFES platform

with 2 complementary building blocks:

- eBEC administration component: which automates back-end operations and

processes to streamline employees’ work;

- eBEC services component: which enables BEC electronic front-end to

allow citizens to have convenient, speedy, transparent, and easy access (i.e.

request/receipt) to needed documents.

- Accordingly, the PPP between Fez and ICT4D team at Al Akhawayn

University led to transforming scientific research into value for development

via developing and implementing what is known as a “back-office to front-

office integration”5. Such integration modernized and retooled BEC office,

which enabled an automated service delivery.

2. e-FES RESULTS30

The eFez project has had a far-reaching organizational capacity-building impact

on Fez‘s local government. Once acquiring a networking infrastructure it

benefited from the revolutionary transformation in its governance practices and

tools. For decades relying on a pen and paper system serving the local

community, Fez-Agdal BEC government office acquired and adopted a context

sensitive e-Government system that automates BEC service delivery. With such

an adoption, BEC personnel abandoned the tedious manual service delivery to

adopt the effortless and instant electronic method of service delivery. Because

many workers lacked digital literacy, eFez provided the BEC personnel with

training programs on the initiation to ICT and to acquire the basic skills on how

to use the newly deployed system. The personnel of Fez IT department benefited

also from several training opportunities to upgrade their respective ICT skills and

24

acquire new skills in network installation and maintenance. Since November

2005 the personnel have been completely autonomous in maintaining the

deployed system. Furthermore, the personnel successfully led network

installation in two additional BEC government offices. In this respect, eFez

sustained its actions and achievements.

The eFez project not only revolutionized and transformed the BEC functioning

and the workflow associated with it but also enabled an unprecedented citizen-

friendly instant service delivery. Since the eFez System deployment in

November 2005, citizens can use one of two different modes for the submission

and processing of life events‘ certificates request: 1) going as usual to a BEC

employee using a networked desk-top computer; 2) using an interactive kiosk

with an easy-to-use touch-screen interface (available onsite and free of charge)

equipped with vocal instructions and feed-back (in the Moroccan Arabic dialect),

so that both literate and illiterate citizens can use it. In all cases the citizen has to

go to the BEC counter in order to obtain the printed certificate signed and

stamped by an officer. In this case eFES succeeded in introducing to Morocco‘s

local administration what are increasingly known as ―citizen-centric governance

models encompassing multiple delivery channels‖ [4] by creating and

diversifying electronic delivery channels. The interactive touch-screen kiosk

proved to be popular among recipients of BEC certificates. In this respect, eFES

succeeded introducing a socially acceptable ―self-service‖ technology to

Morocco‘s local administration and populace.

BEC Manual Service Delivery: Before eFES Deployment

Employee 1

Citizen: Submits requests for

Certificates

Employee 1: receives

citizens‘ requests & records‘

references of the requested

Certificate

Employee 2: looks for the

citizen‘s related Record Book

Employee 3: looks for the

citizen‘s related record page &

completes certificate forms by

copying the same information as

many times as requested for each

citizen

BEC Officer: Signs

manually processed citizens‘

certificates

Citizen: Manually receives

his/ her requested signed

certificates (after paying stamp

fees)

BEC Officer

Citizen

Employee 2

Employee 3

Citizen

BEC typical labor intensive manual service delivery34

eFES horizontal back office integration merged all these sub-processes into one

main process. This change in service delivery is depicted in the following figure:

25

BEC Automated Service Delivery: After eFES Deployment

Employee: needs 2 mouse clicks to:

1. Insert Certificate references for query

2. Print the retrieved information in as

any copies as requested

Citizen: needs 2 mouse clicks to:

1. Insert Certificate references for query

2. Print the retrieved information in as

many copies as needed

BEC Officer: Signs

citizens‘ certificates processed

electronically & printed via

employee networked destop &

kiosk

Citizen: receives his/ her

requested certificates printed &

signed (after paying stamp fees)

Citizen

Employee operating eFES system

via networked desktop

Computer

Citizen: Submits his/ her

request for Certificate via one of

the 2 main available channels

Citizen

Self-service

Touch Screen

Kiosk

BEC Officer

Print Queue

Computer

Channel 1

Channel 2

Citizen

BEC Effortless Instant Automated Service Delivery34

Retooling the BEC government office has led to improving citizen-centric

service delivery and has had a noticeable influence on local good governance. To

detect and identify such influences, the research team surveyed the different

definitions of ―Good Governance‖; then opted for adopting the UN definition,

which identifies nine attributes in good governance35

:

Transparency,

Effectiveness and efficiency,

Equity,

Rule of law,

Responsiveness,

Accountability,

Participation,

Consensus orientation, and

Strategic vision.

For each of these, the research team developed working definitions and selected

indicators relevant to eFez context. Based on these indicators, the research team

investigated the manual service delivery (before ICT introduction) and examined

the automated service delivery (after the ICT introduction). Before and after,

field investigations of the eFES system deployment revealed changes in these

indicators. Table 1 below shows a sample of these changes in eFez local

governance quality:

26

Table 1: Some good governance changes generated with eFES automated

service delivery Governance

Attributes

Measured

Indicator

Value before automated

system deployment

Value after automated

system deployment

Effectiveness and

efficiency

(as a citizen user)

Efficiency: optimal

use of resources for

citizens to request

& obtain a BC

No

requesting and obtaining BC

is costly for citizens:

- extended waiting time

- several trips to BEC

- need to tip (or use social

connections)

Yes

Citizens making time/money

/effort savings in

requesting and obtaining

BC:

- no waiting time

- one trip to BEC

- no need to tip

Effectiveness and

efficiency

(as tax payer)

Efficiency and

effectiveness of

using scarce public

resources

No

To deliver BC, BEC needed 3

full time employees (when

demand on BC is low and

moderate )

When demand on BC is high

(during summer and early

Fall period: from June to

September):

All BEC employees (10)

stop processing their

respective tasks in order to

process BC requests

Furthermore, they take BC

requests home to be

processed (which is illegal

)

None Casual calls on employee

time with the elimination

of 3 full time dedicated

employees:

No BC full time employee

(any of the employee can

instantly process BC

requests while doing her

other BEC related manual

tasks)

With the kiosk: no

employee is needed to

process the requests

Equity

Citizens served in

equitable manner

No

Typically queuing/waiting

creates motives and

conditions for bribery

incidents. Citizens find

themselves obliged to tip

the employee in charge in

order to be served,

especially when they are in

a hurry to meet tight

deadlines of submitting

paper work

Yes

- ICT eliminated the need for

citizen to tip in order to be

served

- all citizens are served on a

timely and in a similarly

professional manner

(regardless of social class)

Rule of law

Laws are applied

impartially

No

Equity is violated; and

violations are perceived as

normal: Many violations of

law as people paid for

special privileges (queue

jumping)

Yes

Eliminating value and

opportunity for tipping

reinforces the rule of law

Source: (Kettani et al, 200934

)

The table above36

shows how automation did improve citizen-centric service

delivery. ICT implementation enabled instant service delivery to citizens who are

recipients of BEC certificates. Such instant service delivery facilitated

transparency and equity, eliminating conditions and an atmosphere where bribery

is possible. In this respect the experience where the eFez project was introduced

to local Moroccan government enabled the administration to curb certain

27

organizational misbehaviors (i.e. ―bad governance‖) such as corruption and

hence, facilitated promoting local good governance conditions.

3. e-FES INNOVATIVE QUALITIES

The eFez initiative proved its originality, excellence, and innovative qualities.

These were acknowledged at Morocco's national level: eFez project success was

awarded with the National prestigious prize eMTIAZ 2006 judged to be the

best e-government project in Morocco for 2006. The award was handed by the

Prime Minister of Morocco Mr. Driss Jettou, on June 2006 in Rabat37

. The eFez

innovative qualities were also awarded with the African prestigious prize the

2007 Technology in Government in Africa (TIGA) Award38

. Among 24 other

African competing countries the Moroccan eFez project was granted the TIGA

award as the best e-governance system in Africa39

. eFez achievements were also

awarded with the International prestigious prize the United Nations Public

Service Awards. The awards ceremony was held during the official opening of

the 7th

Global Forum on Reinventing Government: Building Trust in

Government (Restoring trust in government through Public sector innovations)

held on June 26th

, 2007 in Vienna, Austria. eFez was a winner among the five

world‘s 2007 UNPSA winners in the 2nd

category of Improving the delivery of

Services40

.

4. e-FES REPLICATION

The success of the eFez project communicated and demonstrated the feasibility

and usefulness of building e-government systems in Morocco. Many regional

decision makers have approached the project team to replicate the experience

within their respective governance structures. Furthermore, Winning the

UNPSA award (just after the Moroccan eMTIAZ 2006 and the African 2007

TIGA award ) placed the eFES project in the spotlight, increased its visibility,

communicated its originality and credibility, supported its innovative qualities

and more importantly, persuaded and convinced Morocco‘s decision makers of

eFES‘s merit and the need to advance its replication. This was expressed mainly

by official delegations from the following cities: Marrakech, Essaouira, Midelt,

Casablanca and recently, Assilah, Taza, Jerada, Meknes, and Sefrou. They have

formally requested the replication of eFES. Provinces advancing in replicating

the eFES experience include: El Hajeb, Larache, and Ifrane. Furthermore, eFES

BEC automation platform has been generalized to Fez‘s 33 remaining BEC

offices, serving a population of one million. Fourteen of Fez‘s BEC offices have

already completed the transition from manual to automated service delivery.

Respectively, eFez multi-stakeholder partnership led eFez project through two

major phases:

1. The first phase of eFez Project (Jan. 2004 – Dec. 2006) already:

Finalized Proof-of-concept;

Integrated the systems‘ different Modules ;

28

Developed and implemented the Prototype in a real-life setting (providing

test-bed environment);

Succeeded real life deployment in 3 BEC government offices in the city

of Fez;

Assessed eFez influence and disseminated the outcomes

2. The current phase of eFez Project (Jan. 2007 – Dec. 2010) is called Scaling

up/rolling out phase, which include the Generalization of eFez system to the 33

BEC offices of the city of Fez. As of today, the scaling up is almost

accomplished in 21 BEC government offices in the city of Fez.

Morocco’s eFez Project is an example illustrating:

e-Government dimension of: o Government-to-Citizen (G2C): via back-end-to-front-end integration

enabling multi-channel electronic issuance of citizens‘ life events

certificate;

e-Government 3rd

Phase:

o Automating Municipal service delivery (via Business process

automation/improvement) to enable citizen-oriented electronic

transactions

e-Government added value:

o Municipality capacity building enabling improved inclusive

responsiveness

Prioritizing/choosing eGovrenment application/service is strategically

critical: eGovrenment Feasibility Vs. Value

Gradual iterative ICT implementation is essential to effectively meet the

users‘ demand; Gradual rolling out is important to foster steady increasing

utilization/ Up-Take

Systematic assessment and dissemination of e-Government outcomes is

critically important for organizational learning and for ICT acceptance,

adoption, and demand.

29

CCAASSEE 44:: MMAAUURRIITTIIUUSS CCOONNTTRRIIBBUUTTIIOONN NNEETTWWOORRKK PPRROOJJEECCTT

((CCNNPP))

The Republic of Mauritius, with a population of 1,240,827 is among the

countries with high Human Development Index; it is ranked the 69th

out of 177

countries, just after Malaysia.


Mauritius HDI Rank – High-

69th

Population, total (thousands), 2004 1,241

Adult literacy rate (% aged 15 and older), 1995-2005 84.3

Adult illiteracy rate (% aged 15 and older), 1995-2005 15.7



Source: http://hdrstats.undp.org/en/countries/data_sheets/cty_ds_MUS.html

The island has high teledensity enabling Mauritius to be a leading country in

eGovernment in Africa.

Mauritius Technology Diffusion




Source: http://hdrstats.undp.org/en/countries/data_sheets/cty_ds_MUS.html

Mauritius started using ICT to retool and transform its public sector early in the

1990s. It created an agency entrusted with eGovernment building as early as

1996. Respectively, The island already completed the emerging 1st phase of e-

Government: Information Provision. Mauritius Portal www.gov.mu is designed to

meet the information needs of 4 types of users: government employees, citizens,

business, and tourists. The sophistication degree ranges from mere information

provision to the delivery of web-based transactional services. One example is the

Contribution Network Project (CNP): http://www.gov.mu/

portal/site/incometax/

The CNP is an initiative of Mauritius Ministry of Finance to enable business

companies pay tax obligations via electronic ways. The CNP came to meet a dual

need:

Simplify and streamline companies’ payment obligations to Mauritius 3

departments: National Pensions Schemes, the National Saving Fund and

the Industrial Vocational Training;

Improve Government’s efficiency in collecting taxes and revenues, which

represent 34% of Mauritius overall income;

To implement the CNP, the World Bank41

documents the way Mauritius

proceeded:

Starting 1993, Mauritius computerized the internal operations of the 3 tax

collection departments: National Pensions Schemes, the National Saving

Fund and the Industrial Vocational Training; this departmental back











http://www.gov.mu/

http://www.gov.mu/%20portal/site/incometax/



30

office automation did not include the external operations of collecting

revenues submitted by the private sector

By late of 1990’s, Mauritius commissioned a consultancy study on how

to electronically enable the tax payments made by the private sector. In

response to the consultancy final report made available on February

1999, Mauritius Ministry of Finance allocated the needed budget to the

CNP during the fiscal year 1999-2000; A multi-stakeholder Partnership

created to steer CNP implementation; the partnership included 3

ministries: Ministry of Finance, Ministry of Social Security, and the

Ministry of telecommunication and Information Technology for Public

sector; The Joint Economic Council; and The Mauritius Employers

Federation for the Private Sector. The partnership led to the development

of CNP network connecting business with the 3 government departments

collecting revenues and the commercial banks. Once the company

submits fee payments through the CNP, the system notifies the

appropriate government department and instructs the commercial bank to

make the needed fund transfer. Respectively, tax payments became

electronically-enabled since 2002.

The CNP is Bi-modal offering two channel options:

The front-end software: deployed and used by large companies

(submitting more than 400000USD of tax payments)

The web-based software application: used by small companies to

submit their payments. This web-based application is intended to

gradually replace the front-end software later in the future.

CNP Network Infrastructure

Source: E-government for Leadership in Change Management15




31

The implementation of the electronic tax payment platform was accompanied by

―Regulatory Catch-Up‖. Mauritius issued the Information Technology Act on

2000, which approves the legal use and validity of electronic records and

electronic signature. The CNP implementation proceeded through 3 gradual

phases from May 2000 through January 2002 in order to tackle technical

difficulties in a manageable way. The rolling out was led gradually and out of

4000 companies, only 150 companies acquired the electronic payment system in

the beginning. The gradual rolling out was accompanied with workshops for

awareness raising and training to prepare the system users (private sector).

The CNP is reported to enable:

efficiencies for the private sector: payments’ submission time/effort

reduced

efficiencies for the government: tax collection time/effort reduced leading

to personnel redeployments

The implementation and the rolling out of the electronic Tax payment platform is

an additional building block further reinforcing Mauritius e-Government

foundations gradually laid out since early 1990s. Examples of Mauritius

operational e-Government initiatives are listed in the following table:

Mauritius’ Major operational e-Government Projects

Ministry/Department Project Description Operational

since

Judicial, Supreme Court,

Headquarters Computerisation of follow-up of cases

lodged till delivery of judgments

Retrieval of past judgments by using

Zyindex Text retrieval system

Sep 1994

Judicial, Supreme Court,

Headquarters

Digital Court Recording System.

Computerisation of Court Hearings

(Recording and retrieval of Court

Hearings at Supreme Court)

Jun 1999

Judicial – New Court House Computerisation of activities of the

Intermediate, Industrial & District

Courts

Jun 2000

National Assembly, Reporting

Section

Computerisation of the Reporters'

section and the library so as to enable

members of Parliament to access

previous National Assembly's Debates.

Nov 1998

Public & Disciplined Forces

Service Commissions

Computerisation of Competition

Section

Mar 1995

Personnel & Registry sections

Computerisation of Scrutiny May 1997

Electoral Commissioner’s

Office

Computerisation of Register of

Electors, Staff Management & Election

Dec 1992

Local Govt. Service Comm. Computerisation of Competition &

Implementation Sections

Feb 1999

Prime Minister's Office, Police

Department

Computerisation of Passports &

Immigration Services

Jun 1992

32


Department

Computerisation of records of people

filed at Anti Drug Smuggling Unit

Jun 1997


Department, Central CID

Computerisation of management of

fingerprints and criminal records at

Central CID (AFIS)

Feb 1999

Prime Minister's Office, Pay

Research Bureau

Computerisation of the Pay Research

Bureau

Dec 1998

Prime Minister's Office,

Meteorological Services

Computerisation of the weather

forecasting division.

Dec 1997

Prime Minister's Office, Home

Affairs Division

Computerisation of Residence Permits,

Citizenship & Visas, Property

Restriction Act & Registry sections.

Link to Passport & Immigration Office

Dec 1999

Ministry of Finance Contribution Network Project.

This comprises the setting up of an

electronic one-stop shop for all

payments and contributions of the

private sector to Government.

The electronic submission of Income

Tax and

VAT returns is operational May 2000.

May 2000

Ministry of Finance, Customs

& Excise Department

TRADENET

Phase I – Electronic authorisation by

customs for

delivery of goods

Jul 1994

Phase II – Electronic submission of sea

manifest by shipping agents

Jan 1995

Phase III – ‗Customs Management

System‘ Electronic declaration &

processing of bills of entry

Jul 1997

Phase IV – Transfer of containers

Jul 2000

Ministry of Finance, Income

Tax Department

Computerisation of activities of the

Income Tax Department

Dec 1999

Ministry of Finance, VAT

department

Computerisation of new Value-Added

Tax (VAT) system

Sep 1998

Ministry of Finance, Revenue

Authority

Electronic link with revenue collection

departments - VAT, Income Tax and

Customs

Jun 2000

Ministry of Finance,

Accountant General

On-line system for Pension, Passage,

Mission, Vote control, Financial

Accounting & District cashier systems.

Aug 1999

Ministry of Industry,

Commerce and International

Trade

This project consists of the

implementation of an industrial

database, a registry system, a stock

Nov 1998

33

system and a finance system

Ministry of Agriculture, Food

Technology and Natural

Resources

Computerisation of Personnel and

Stores

Nov 1998

Ministry of Social Security and

National Solidarity, Senior

Citizen Welfare and Reform

Institutions

Computerisation of the contributions

Branch –

contribution from

employers/calculation of pension

points

1993

(Reviewed in

1999)




Institutions.

Mauritius Prisons Service

Computerisation of Stores, Registry,

Personnel, Finance and Detainee

Information System

Jul 1994




Institutions

Computerization of retirement,

widows, invalids, orphans pensions,

industrial injury and Medical Unit

Dec 1997

Ministry of Local

Government, Rodrigues and

Rural and Urban

Development. Rodrigues

Administration

Computerization of central

administration at Rodrigues (Stores,

Registry, Payroll and Personnel,

Administration, Finance)

Dec 1999

Ministry of Public

Infrastructure, Land

Transport

and Shipping - Central Stores

and Plaine Lauzun Mechanical

Workshop

Upgrade of stores computer system

Mar 1997

(Fort

Georges)

Apr 2000

(Plaine

Lauzun)

Ministry for Civil Service

Affairs and dministrative

Reform

Civil Service Human Resource

Management System.

Phase I: Creation of Personnel Central

System at the Ministry – Query of data

& General Service Staff

Dec 1999

Ministry of Labour &

Industrial Relations. Work

Permit Division

Computerization of the activities of

Work Permit Division

Jul 2000

Ministry of Foreign Affairs

and Regional Cooperation

Computerization of Registry, Personnel

and Administration

Feb 2000

Ministry of Health and Quality

of Life - Central Supplies

Division

Computerization of stores activities

Jul 1994


of Life - Jawaharlal Nehru

Hospital

Integrated hospital & patient care

system. computerization of all the

sections at Jawaharlal

Nehru Hospital

Feb 1996

34


of Life - Central Health

Laboratory

All the sections of the Central Health

Laboratory have been computerized.

This involves recording of requests as

well as results of tests.

Jul 1998

Ministry of Economic

Development, Financial

Services and Corporate Affairs

Computerization of license, cash,

companies, partnerships, trusts,

offshore & search procedures

Sep 1997

Ministry of Economic

Development, Financial

Services and Corporate Affairs

Setting up of a Local Area Network

system with Statistical Information

Database at Central

Statistical Office Headquarters

Dec 1997

Ministry of Housing and

Lands

Cartography Modernization Project.

Installation of specialised equipment

(Digitisers, plotters, powerful

computers) mainly for the production

of high quality maps & plans

Apr 1997

Ministry of Housing and

Lands

Computerization of Administrative and

Archives

modules

Mar 2000

Ministry of Youth & Sports Computerisation of allocated stores of

Ministry.

Apr 1999

Ministry of Youth & Sports Computerisation of youth, sports and

administrative sections

Jul 2000




35

RREEFFEERREENNCCEESS

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Report: Globalization and the State 2001,

http://unpan1.un.org/intradoc/groups/public/documents/UN/UNPAN012761.pdf 2 World Bank (2006) Introduction to e-Government: What is e-Government? Available online at:

http://worldbank.org/ 3 Forman, M. A. H. (2005), ―E-Government: Using It To Transform The Effectiveness And

Efficiency Of Government‖, available online at: http://go.worldbank.org/XDSYI1P0S0 4 McGuigan, B. (2010) ―What is e-Government?‖ available online at:

http://www.wisegeek.com/what-is-e-government.htm 5 United Nations Department of Economic and Social Affairs Affairs (UNDESA) (2008) “UN E-

Government Survey 2008: From E-Government to Connected Governance” (New York:

ST/ESA/PAD/SER.E/112), available online at:

http://akgul.bilkent.edu.tr/unpan/unpan028607.pdf ;

http://unpan1.un.org/intradoc/groups/public/documents/UN/UNPAN028607.pdf 6 Backus, M. (2001) E-Governance and Developing Countries: Introduction and example,

Research Report, available online at: http://www.ftpiicd.org/files/research/reports/report3.pdf 7 Heeks, R. (2001) ‗iGovernment: Understanding e-Governance for Development‘ Working

Paper Series: Paper No. 11, Institute for Development Policy and Management, available

online at www.guidestarinternational.org/file_download/84

8 Riley, T. B. (2003), ―E-Governance vs. E-Government‖, ICT And Governance, available

online at: http://www.i4donline.net/issue/nov03/pdfs/egovernance.pdf 9 Chandra, R. (2003) Ethics and governance of the internet, Gyan Publishing House, 2003, ISBN

8178351625, 9788178351629 10

Heeks, R. (2002) ―e-Government in Africa: Promise and Practice‖, IDPM, available online at:

http://portal.acm.org/citation.cfm?id=1412453 11

Finger, M. (2005) ‗Conceptualizing e-Governance‘, European Review of Political

Technologies, available online at http://www.politech-

institute.org/review/articles/FINGER_Matthias_volume_1.pdf

12 Bhatnagar, S. (2004) E-government: From Vision to Implementation: A Practical Guide with

Case Studies, New Delhi: Sage Publications. 13

John, J.K., Nair, M.S., Selvanthan, P.J. and Kuppusamy, M. (2005) ‗Using ICT as a catalyst

for sustainable development: the role of national policy‘, in Abdul Rahim, R and Waldburger

(Eds), Access, Empowerment and Governance:Creating a World of Equal Opportunities with

ICT, Global Knowledge Partnership (GKP), Kuala Lampur. 14

Sisk, J. (2003) Creating and Applying Knowledge, Innovation, and Technology, in: Rondinelli

D.A. Cheema, G.S. (Eds.), Reinventing Government for the Twenty-First century: State

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Guida, J. and Crow, M. (2009) ―E-government and e-governance‖, in Unwin, T. (ed.), ICT4D:

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MMSP (2009), « Bilan des réalisations du Ministère de la Modernisation des Secteurs

Publics au titre de l‘année 2008 : Rapport d‘activité 2008 », (Pages 17-21), available online at :

http://www.mmsp.gov.ma/francais/Actualites_fr/PDF_Actualites_fr/RapportdactiviteduMinistere

Pourlannee2008VF.pdf

Mauritius Contributions Network Project is an example

illustrating:

e-Government dimension of: o Government-to-Business (G2B): via connecting companies and

commercial banks to government departments collecting taxes

e-Government 4th phase:

o Integrating services in one location: Mauritius Portal

www.gov.mu, acting as ―one-stop-shop‖

e-Government added value:

o Revolutionising the public sector via harnessing teh power of

ICT

e-Government as a leverage for economic growth and revenue

generation Visionary Leadership is essential foreffective eGovernment

http://go.worldbank.org/XDSYI1P0S0

http://www.wisegeek.com/what-is-e-government.htm

http://akgul.bilkent.edu.tr/unpan/unpan028607.pdf

http://unpan1.un.org/intradoc/groups/public/documents/UN/UNPAN028607.pdf

http://www.guidestarinternational.org/file_download/84

http://www.i4donline.net/issue/nov03/pdfs/egovernance.pdf

http://portal.acm.org/citation.cfm?id=1412453

http://www.politech-institute.org/review/articles/FINGER_Matthias_volume_1.pdf

http://www.politech-institute.org/review/articles/FINGER_Matthias_volume_1.pdf

http://www.mmsp.gov.ma/francais/Actualites_fr/PDF_Actualites_fr/RapportdactiviteduMinisterePourlannee2008VF.pdf

http://www.mmsp.gov.ma/francais/Actualites_fr/PDF_Actualites_fr/RapportdactiviteduMinisterePourlannee2008VF.pdf

http://www.gov.mu/

36

17

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procedures-administratives-en-ligne.html#loop 18

Maroc Telecommerce (2009), «Factures & Taxes‖, available online at

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26

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Cross, M. (2005), ―Ethiopia's digital dream‖, The Guardian, available online at:

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Ethics and Effectiveness in Performance Measurement; Co-Chairs: Prof. Geert Bouckaert and

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(http://www.fsw.vu.nl/nl/nieuws-agenda/agenda/2009/first-global-dialogue.asp ) 31

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http://www.septi.gov.ma/Strategies/Docs/Note-de-Synthèse_e-Maroc_2010_Fr.pdf

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Telecommunication, and Information Technologies (2007, September) ―Strategie e-Maroc

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du Savoir‖ [Online] Available:

http://www.septi.gov.ma/Livre_R%C3%A9f%C3%A9rence_Strat%C3%A9gie_eMaroc.pdf

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http://www.lavieeco.com/economie/1834-service-public.ma-700-procedures-administratives-en-ligne.html#loop

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