<h2>eFez: Local Good Governance Outcomes in a Developing World Context</h2> <h3>Driss Kettani<br /> Alakhawayn University in Ifrane<br /> <A HREF="mailto:d.kettani@aui.ma">d.kettani@aui.ma</A></h3> <h3>Michael Gurstein<br /> <A HREF="http://www.communityinformatics.net/">http://www.communityinformatics.net</a><br /> <A HREF="mailto:gurstein@gmail.com">gurstein@gmail.com</A></h3> <h3>Asmae Elmahdi<br /> Alakhawayn University in Ifrane<br /> <A HREF="mailto:a.elmahdi@aui.ma">a.elmahdi@aui.ma</A></h3> <h3><span style="font-weight:bold;">Abstract</span></h3> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 1.27cm; margin-right: 1.27cm; margin-bottom: 0cm"> <FONT SIZE=2 STYLE="font-size: 11pt"><I><SPAN LANG="en-GB">This paper presents the conceptual framework and research approach underlying the pilot e-Government implementation for the ancient city of Fez, Morocco. Specifically, t</SPAN><SPAN LANG="en-US">his article presents a range of understandings concerning the concepts of governance, good governance, and e-Government as they are understood to apply in the systematic assessment of outcomes and results of the project implementation. Indicators are identified for enabling a project outcome assessment as a means to understand the project’s possible contribution to the enhancement of good governance at the municipal level. </SPAN></I></FONT></FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 1.27cm; margin-right: 1.27cm; margin-bottom: 0cm"> <BR> </P> <OL> <UL> <UL> <UL> <OL> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-right: 0.1cm; background: transparent; page-break-before: auto"> <FONT COLOR="#000000"><SPAN LANG="en-US"><B>Keywords</B></SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB"><B>: </B></SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB">Governance, Good Governance, ICT, E-Government, State transformation, public administration, service delivery, outcomes, indicators, automation, systematic assessment method, </SPAN></FONT></FONT></FONT></FONT> </P> </OL> </UL> </UL> </UL> </OL> <P LANG="fr-FR" STYLE="margin-left: 0.1cm; margin-top: 0.42cm; margin-bottom: 0.21cm"> <B>Introduction</B></FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> The eFez project has been concerned to automate one of the most actively used citizen-oriented services in Morocco: the provision of birth certificates (BC) delivered through municipal government offices known as “Bureaux d’Etat Civil (BEC)”. </SPAN></FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> <FONT COLOR="#000000"><SPAN LANG="en-GB">The </SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB">BEC are government offices that maintain the records concerning the variety of life events of local citizens including birth, marriage, divorce, the changing of one’s name, and death. The maintaining of such records makes the BEC the only institution authorized to (and capable of) providing citizens with certificates authenticating their respective life events. Such an authentication is, under the Moroccan administrative system (following the conventional practice within the French and French colonial systems), required for the undertaking of a variety of personal, formal and administrative procedures such as for example obtaining employment in the formal business sector, registering for social services, applying for a passport and so on. </SPAN></FONT></FONT></FONT></FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> <FONT COLOR="#000000"><SPAN LANG="en-GB">The eFez research team has in other contexts referred to the existing administrative systems in the BEC (a</SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB">s with many public administrations in developing countries) as being in an </SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB"><I>archaic</I></SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB"> mode</SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB"><A CLASS="sdfootnoteanc" NAME="sdfootnote1anc" HREF="#sdfootnote1sym"><SUP>1</SUP></A></SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB"> as evidenced for example by a complete reliance on manual systems and most importantly on procedures and practices which take no account of the opportunities provided by digital storage, electronic communication, automated work flow and s on. (Kettani et al, 2005, 2008). The BEC is </SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB"><I>archaic</I></SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB"> in the sense that its current service delivery is completely manual and paper-based with its supporting practices and procedures similarly being based on face to face, pen and ink and hard copy documentation and administrative officer to citizen transactions. </SPAN></FONT></FONT></FONT></FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> <FONT COLOR="#000000"><SPAN LANG="en-GB">The eFez project addressed all aspects of the BEC system for service management. This included data storage, information input and retrieval, documentation and workflow simplification and so on. The project succeeded in automating both the back and front offices of the project (BEC) site, in this way changing the service delivery from archaic-manual service delivery to automated. This development has been widely recognized as a highly innovative and significant achievement both within the Moroccan and overall developing country contexts.</SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB"><A CLASS="sdfootnoteanc" NAME="sdfootnote2anc" HREF="#sdfootnote2sym"><SUP>2</SUP></A></SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB"> </SPAN></FONT></FONT></FONT></FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> The rationale for undertaking a project of automation such as this in this context however, was not simply to make a contribution to overall digitization of government operations, rather it was based on the strong belief that the introduction of the technologies and modes of operation provided by an e-Government implementation such as this can make a useful and identifiable contribution to overall aspirations within Morocco towards the realization of recognized standards of <I>good governance</I> and particularly at the local or municipal level.</FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> This paper presents the theoretical foundation underlying the eFez project seen not simply as a technical contribution or as a technical innovation. The intention with this paper is to demonstrate the underlying conceptual framework for making the link between the project as a technical system design and implementation and the project as an attempted intervention into the on-going <I>archaic</I> local administrative systems in Morocco in support of a revision of these towards contemporary and widely recognized definitions, standards and attribute of good governance. </FONT> </P> <P LANG="fr-FR" STYLE="margin-left: 0.1cm; margin-top: 0.42cm; margin-bottom: 0.21cm"> <B>The eFez Theoretical Framework </B></FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> The eFez project seen from a <I>governance</I> perspective rests on a set of assumptions and theory-based linkages connecting <I>governance</I> with <I>good governance, </I>and g<I>ood governance </I>in turn with <I>e-Government. </I>In this context <I>e-Government</I> is linked with the creation of conditions fostering <I>good governance</I>, understood within a local public administration in a developing country environment. </FONT> </P> <P LANG="en-GB" CLASS="western" STYLE="margin-left: 0.1cm; margin-right: 0.1cm; widows: 2; orphans: 2"> <I>The Role of Public Administration in Governance</I></FONT></FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> Public sector administration is a key element in modern life. Denthardt and Grubbs (2003) refer to “Public administration as the management of public programs” (2, 28). Doherty and Horne (2002) date public programs, and by extension, public services to the nineteenth century industrial revolution: the resulting wealth facilitated the creation and spread of urban areas; and governments undertaking a responsibility to provide services for the “well being” of citizens (4). Public programs in this context are designated by the state’s regulatory body (i.e. law), to pursue goals charged with political dimensions, and receive supporting funding from tax payments (5). Since public administration operates in a political environment it needs to comply with democratic values and principles (Denthardt and Grubbs, 2003: 3-4) (in democratic societies). </FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> <FONT COLOR="#000000"><SPAN LANG="en-GB">Public administration is defined as an element among the “state’s” “public organizations which in total constitute the system of governmental institutions”; specifically, the public administration is “the key output linkage of the state towards civil society”; put differently,</SPAN></FONT></FONT></FONT><SPAN LANG="en-US"> </SPAN><FONT COLOR="#000000"><SPAN LANG="en-GB">“public administration is the administrative interface between the state and civil society” (Peters, 1995: 9, 205). </SPAN></FONT></FONT></FONT></FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> <FONT COLOR="#000000"><SPAN LANG="en-GB">P</SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB">ublic administration in Developed Countries has undergone major changes as it has responded to transformations in the fundamental nature, purpose, role, and practices within society. Toffler (cited in Denthardt and Grubbs, 2003: 18) advances a certain chronological order/ typology in the evolution of “human organizations” (including public administrations): “First-wave pre-industrial organizations” were built to serve pre-industrial agricultural societies in their harvesting activities; “Second-wave industrial organizations” developed (centralized, hierarchical, bureaucratic, and uniform mechanisms) to serve growing urban populations, emerging as a result of the industrial revolution; and “Third-wave decentralized</SPAN></FONT></FONT></FONT><SPAN LANG="en-US"> </SPAN><FONT COLOR="#000000"><SPAN LANG="en-GB">organizations”, evolved (into more flexible structures) to address the needs of post-industrial societies. Peters (2003), explains that over the last decades, public administrations (in Developed Countries) underwent rapid transformative changes, shifting away from the “traditional administration” model to “New Public Management” and “Governance” models.</SPAN></FONT></FONT></FONT></FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> The “traditional” model of public administration, also known also as the “classical” or “conventional” model, rested on a set of assumptions, principles, and practices. The “traditional administration” came to replace and transform the pre-industrial organizations. The “traditional administration” aimed to address the needs of the capitalist (and by implication of the colonial) system, emerging following the industrial revolution (Felts and Jos, 2000: 520-1). </FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> The classical administration worked on establishing practices built on key principles, such as uniformity, routinization, and predictability. It sought to establish structures functioning with bureaucratic internal management. Literally meaning, “rule by office or by official”, bureaucracy is defined as “a form of organization that is well suited to many activities, especially activities such as education and criminal justice, which rely on the keeping of accurate records” (Doherty and Horne, 2002: 16). The emerging capitalist system pursued efficiency in its mass production endeavor. Felts and Jos (2000) explain that “the challenge of mass-production capitalism was to communicate uniformly and act quickly across greater and greater spaces” (521). Accordingly, the conventional administration organized itself via building hierarchical structures with centralized control complying to clear rules, standards, and procedures. </FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> Yet, by 1970s and 1980s (in Developed Country contexts), the “classical” model of public administration had received many critiques calling for “a more humane and especially a more efficient government” (Peters, 2003). A bureaucracy that served industrial societies well was becoming incompatible with changing realities (fueled by the opportunities and challenges of technology, mass media and globalization). “The shift has been from seeing public administration as a vehicle for social change towards perceiving it as a major obstacle to such change” (Pierre, 1995: 2). </FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> <FONT COLOR="#000000"><SPAN LANG="en-GB">Bureaucracy, or “big government”, became increasingly at odd with </SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB">a growing renewed ideology of free market oriented neo-liberalism that started at the aftermath of the Second World War as an extension, “resurgence” and continuity of “liberalism” (Heeks, 1999: 11). Bureaucratic inefficiencies were found at different levels of the public sector: “inputs” because of the mounting costs needed to run and fund public programs and services, “processes” due to problems arising from the way public affairs were handled, including “waste, delay, mismanagement and corruption within the public sector, all of which contributed to inefficiency in the conversion of public expenditure into public services”, and “outputs” as dissatisfaction was fueled with the growing conviction that “the public sector was not delivering what it should …. [which] undermined the wider social outcomes of public sector activity”(Heeks, 1999: 10). This led to a growing phenomenon known as: “structural reform of the public sector”, “reassessment of the public sector” (Peters, 1995: 2), and “Reinventing Government” (Osborne, and Gaebler, 1992) and ultimately (with a considerable in-put from neo-liberal critics of government intervention in general) the adoption of principles and practices associated with “New Public Management” (NPM). </SPAN></FONT></FONT></FONT></FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> In its quest for efficiency, the NPM calls for a well defined reform agenda, making “the reinvented” administration almost the antithesis of the “classical administration”. The rationale for such reforms is to reduce the costs of centralized decision making and to create more flexible and responsive decision making” (Heeks, 1999: 13). It is also a way to “empower” citizens by providing them access for being involved in decision making. </FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> <FONT COLOR="#000000"><SPAN LANG="en-GB">De</SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB">-bureaucratization reform aimed at “re-engineering” the work of public administration, to make it more responsive to citizens, who in turn became perceived as “consumers” and “clients” with all of their diverse needs. However, NPM faced many critics due mainly to its emphasis on the primacy of market principles and values and the absence of “democratic values in administration” (Peters, 2003). NPM focuses its attention mainly on technical and managerial aspects of public administration in pursuing cost-effective performance, while overlooking the need to consider “social outcomes” and “public value” in fulfilling public</SPAN></FONT></FONT></FONT><SPAN LANG="en-US"> </SPAN><FONT COLOR="#000000"><SPAN LANG="en-GB">interventions. These limitations are of particular significance in the Developing Country context which may lack the specific skills and organizational/managerial alternatives required by the NPM and where the particular local/national context (as for example in the case of Morocco) may introduce an institutional complexity which doesn’t lend itself to the sometimes simplistic (and culturally insensitive) solutions offered by the NPM approach.</SPAN></FONT></FONT></FONT></FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> Revisions and reflections on these circumstances led to what became known as the “Post Washington consensus”; which brought <I>governance </I>to the spotlight. It was then argued that reforms and their intended development could only occur within a context of conditions of what became known as <I>good governance</I>. Jaya Soriya and Rosser (2001). The World Bank’s Kaufmann demonstrated empirically how “good governance matters” by bringing about economic growth (Kaufmann et al, 2003). </FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> <FONT COLOR="#000000"><SPAN LANG="en-GB">The UNDP further promoted “good governance” as a condition for not only economic growth but for a broader process of “sustainable human development”. Following this, </SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB">“good governance” </SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB">became a key element in Development Studies and became seen as a main driver for “building institutional capacity” (Jaya Soriya & Rosser, 2001; World Bank, 1991. International donors, mainly the World Bank and the IMF, started to realize that “structural reform without the concomitant set of institutions to support such reform is likely to fail” (389).</SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB"><A CLASS="sdfootnoteanc" NAME="sdfootnote3anc" HREF="#sdfootnote3sym"><SUP>3</SUP></A></SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB"> The public sector reform agenda in developing countries became more concerned</SPAN></FONT></FONT></FONT><SPAN LANG="en-US"> </SPAN><FONT COLOR="#000000"><SPAN LANG="en-GB">with “institution building” known also as “capacity reinforcement. Capacity building pursues a two-fold approach: reforming and improving the structures associated with public administration; and developing personnel capable of effectively operating and running the organizational structures of public administration. </SPAN></FONT></FONT></FONT></FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> In the contemporary context (including in Developing Countries) public sector reform and its related capacity building must necessarily integrate new technologies as enabling tools. Heeks (1999) explains this by noting that “reinventing government is a continuation of existing new public management reforms, but reinventing government in the information age should mean two things that are different: </FONT> </P> <UL> <LI><P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-right: 0.1cm; background: transparent; page-break-before: auto"> <I>First, a much greater (i.e. more overt) role for information and information systems in the processes of change;</I></FONT></P> <LI><P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-right: 0.1cm; background: transparent; page-break-before: auto"> <I>Second, a much greater (i.e. more widely employed) role for information technology in the processes of change” (16)</I></FONT></P> </UL> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; widows: 2; orphans: 2; page-break-before: auto"> This paper and the larger (eFez) research project (and agenda) of which it is a part should be seen as a contribution and an extension of this discussion. </FONT></FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> The intention with the overall research is to delineate and concretize the link between the overall conceptual approach to <I>good governance</I> as defined within the development conceptualizations and strategies of agencies such as the World Bank and the UNDP and the realities of a specific information technology systems implementation on the ground in support of the service delivery by a local administration. Thus the specific contribution intended by this overall work and this particular paper is to forge a <I>conceptual</I> and ultimately a <I>practical </I>link between the broad and general concepts identified with <I>good governance</I> and how these might be realized in the specific and pragmatic circumstance of the digitization of the birth certificate delivery service in one small area of the city of Fez in Morocco. Our fundamental notion is that it is possible to demonstrate how and in what degree our particular technology implementation can (and cannot) have outcomes which contribute to the creation of conditions of good governance at the municipal level in Fez and if here, then through extension and scaling up, to the creation of such conditions throughout Morocco and even potentially elsewhere in the Developing world.</FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> Our claim, it should be noted is not that eFez is creating <I>good governance,</I> but rather that eFez, through paying a close attention to its activities and outcomes can be shown to be a potentially significant contributor to the overall creation of the <I>good governance </I>condition. It should further be noted that the specific contribution of this paper is, through a close examination of the conceptual underpinnings of the notion of <I>good governance </I>to provide a means by which the activities and outcomes of eFez can be both conceptually and pragmatically linked into this overall formulation. In this way it may offer a pragmatic and theoretical means to integrate certain of the practical implications of a technology driven managerial approach to public sector reform in an LDC context with the more recent concerns for <I>good governance</I> and particularly <I>good governance</I> as a pre-condition to broader concerns with <I>development</I>. </FONT> </P> <P LANG="en-US" CLASS="western" STYLE="margin-left: 0.1cm"><I>Defining “Good Governance”</FONT> </I> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> The notion of <I>governance</I> has been defined in varying ways. The World Bank Group (WBG) defines <I>governance</I> in terms of how “…power is exercised through a country’s economic, political, and social institutions” (The World Bank, 2006a). This definition presents <I>governance</I> as the sum of activities and processes shaping power use within institutional units of a national state. In this respect, <I>governance </I>for the World Bank is mainly concerned with governments and how they control their internal processes. </FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> The UNDP defines <I>governance</I> as: </FONT> </P> <P LANG="en-US" STYLE="margin-left: 1.25cm">“<FONT SIZE=2 STYLE="font-size: 11pt"><I>the exercise of economic, political, and administrative authority to manage a <B>country</B>’s affairs at all levels. It comprises mechanisms, processes, and institutions through which <B>citizens</B> and groups articulate their interests, exercise their legal rights, meet their obligations, and mediate their differences” (UNDP, 1997). </I></FONT></FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> Another notion related to governance is <I>good governance</I>. For the World Bank, good governance is governance (or power use) that is: </FONT> </P> <P LANG="en-US" STYLE="margin-left: 1.25cm">…<FONT SIZE=2 STYLE="font-size: 11pt"><I>epitomized by predictable, open and enlightened policy making; a bureaucracy imbued with a professional ethos; an executive arm of government accountable for its actions; and a strong civil society participating in public affairs, and all behaving under the rule of law” (World Bank, 2006a)</I></FONT></FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> For the UNDP (1997), <I>good governance</I> is described as being:</FONT></P> <P LANG="en-US" STYLE="margin-left: 1.25cm">…<FONT SIZE=2 STYLE="font-size: 11pt"><I>among other things participatory, transparent and accountable. It is also effective and equitable. And it promotes the rule of law fairly. Good governance ensures that the voices of the poorest and the most vulnerable are heard in decision-making over the allocation of development resources, and that political, social and economic priorities are based on broad consensus among the three stakeholders - the state, private sector and civil society” (UNDP, 1997).</I></FONT></FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> It appears from the above definitions that good governance refers mainly to an improved quality of governance; that is, how governance should take place. Accordingly, the two international institutions share a common perception of what good governance is since they emphasize governance issues such as openness, accountability, participation, and the rule of law (Haldenwang, 2004: 419) with, according to the IDRC (2005: 8), the most inclusive and comprehensive definition of good governance being that provided by the UNDP. </FONT> </P> <P LANG="en-US" STYLE="margin-left: 1.25cm"><FONT SIZE=2 STYLE="font-size: 11pt"><I>There is not much disagreement on components that make “good governance”. Mainly because they are normative judgements on how governance “should” be or aspire to be in real settings. IDRC (2005: 8),</I></FONT></FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> More precisely, good governance can be defined in terms of its components and elements. The UNDP lists 9 specific characteristics as can be seen in Table 1 below.</FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 1.01cm; background: transparent; page-break-before: auto"> <FONT SIZE=2><U>Table.1: The UNDP’s nine underlying characteristics of good governance</U></FONT></FONT></P> <TABLE WIDTH=586 BORDER=1 BORDERCOLOR="#000000" CELLPADDING=7 CELLSPACING=0> <COL WIDTH=139> <COL WIDTH=417> <TR VALIGN=TOP> <TD WIDTH=139> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal"> <FONT SIZE=2 STYLE="font-size: 10pt"><B>1) Participation</B></FONT></FONT></P> </TD> <TD WIDTH=417> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">All men and women should have a voice in decision-making, either directly or through legitimate intermediate institutions that represent their interests. Such broad participation is built on freedom of association and speech, as well as capacities to participate constructively”</FONT></FONT></P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=139> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal"> <FONT SIZE=2 STYLE="font-size: 10pt"><B>2) Rule of law</B></FONT></FONT></P> </TD> <TD WIDTH=417> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">Legal frameworks should be fair and enforced impartially, particularly the laws on human rights”</FONT></FONT></P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=139> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal"> <FONT SIZE=2 STYLE="font-size: 10pt"><B>3) Transparency</B></FONT></FONT></P> </TD> <TD WIDTH=417> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">Transparency is built on the free flow of information. Processes, institutions and information are directly accessible to those concerned with them, and enough information is provided to understand and monitor them”</FONT></FONT></P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=139> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal"> <FONT SIZE=2 STYLE="font-size: 10pt"><B>4) Responsiveness</B></FONT></FONT></P> </TD> <TD WIDTH=417> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">Institutions and processes try to serve all stakeholders”</FONT></FONT></P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=139> <P LANG="en-GB" ALIGN=LEFT STYLE="margin-left: 0.05cm; font-style: normal"> <FONT SIZE=2 STYLE="font-size: 10pt"><B>5) Consensus orientation</B></FONT></FONT></P> </TD> <TD WIDTH=417> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">Good governance mediates differing interests to reach a broad consensus on what is in the best interest of the group and, where possible, on policies and procedures”</FONT></FONT></P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=139> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal"> <FONT SIZE=2 STYLE="font-size: 10pt"><B>6) Equity</B></FONT></FONT></P> </TD> <TD WIDTH=417> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">All men and women have opportunities to improve or maintain their well-being”</FONT></FONT></P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=139> <P LANG="en-GB" ALIGN=LEFT STYLE="margin-left: 0.05cm; font-style: normal"> <FONT SIZE=2 STYLE="font-size: 10pt"><B>7) Effectiveness and efficiency</B></FONT></FONT></P> </TD> <TD WIDTH=417> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">Processes and institutions produce results that meet needs while making the best use of resources” </FONT></FONT> </P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=139> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal"> <FONT SIZE=2 STYLE="font-size: 10pt"><B>8) Accountability</B></FONT></FONT></P> </TD> <TD WIDTH=417> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">Decision- makers in government, the private sector and civil society organisations are accountable to the public, as well as to institutional stakeholders. This accountability differs depending on the organisation and whether the decision is internal or external to an organization”</FONT></FONT></P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=139> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal"> <FONT SIZE=2 STYLE="font-size: 10pt"><B>9) Strategic vision</B></FONT></FONT></P> </TD> <TD WIDTH=417> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">Leaders and the public have a broad and long-term perspective on good governance and human development, along with a sense of what is needed for such development. There is also an understanding of the historical, cultural and social complexities in which that perspective is grounded”</FONT></FONT></P> </TD> </TR> </TABLE> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 1.01cm; background: transparent; page-break-before: auto"> <FONT SIZE=2><FONT SIZE=2><SPAN LANG="en-US">(Source: table created by author using UNDP definitions as direct quotes from </SPAN></FONT></FONT><FONT COLOR="#0000ff"><U><A HREF="http://www.gdrc.org/u-gov/g-attributes.html"></A><A HREF="http://www.gdrc.org/u-gov/g-attributes.html"></A><A HREF="http://www.gdrc.org/u-gov/g-attributes.html"><FONT COLOR="#000000"><FONT SIZE=2><SPAN LANG="en-US">UNDP</SPAN></FONT></FONT></FONT></A><A HREF="http://www.gdrc.org/u-gov/g-attributes.html"></A><A HREF="http://www.gdrc.org/u-gov/g-attributes.html"></A></U></FONT><FONT SIZE=2><SPAN LANG="en-US"> (1997))</SPAN></FONT></FONT></FONT></FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> From the above table, <I>good governance</I> can be seen as requiring transparent/open, accountable, efficient/effective, and responsive governance structures which operate in a manner so as to not violate principles of equity and the rule of law as well as enabling the involvement and empowerment of citizens to actively participate in the achievement of consensus and the building and sharing of a strategic vision for development. </FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> <FONT COLOR="#000000"><SPAN LANG="en-GB">But it is one thing to agree more or less on “good governance” values; and another to put these into practice and have them integrated and internalized in governance systems. That is why in the eFez project the intention was to “get the institutions right first”; the underlying premise being, following Derick & Goldsmith (2005) and others that “better run public institutions (are) the most important instrument for fostering economic growth and reducing poverty” (Jaya Soriya & Rosser, 2001; World Bank, 1991, UNDP, 1997).</SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB"><A CLASS="sdfootnoteanc" NAME="sdfootnote4anc" HREF="#sdfootnote4sym"><SUP>4</SUP></A></SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB"> </SPAN></FONT></FONT></FONT></FONT> </P> <P LANG="fr-FR" STYLE="margin-left: 0.1cm; margin-top: 0.21cm; margin-bottom: 0.21cm"> <FONT SIZE=2 STYLE="font-size: 11pt"><I>e-Government and Good Governance</I></FONT></FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> <FONT COLOR="#000000"><SPAN LANG="en-GB">e-Government</SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB"> is another related notion. The United Nations defines e-Government as “utilizing the internet and the world-wide-web for delivering government information and services to citizens” (UN, 2001: 1). In this regards, e-Government is when a government institution uses Information and Communication Technologies (ICT) in serving citizens and</SPAN></FONT></FONT></FONT><SPAN LANG="en-US"> </SPAN><FONT COLOR="#000000"><SPAN LANG="en-GB">meeting their informational and transactional needs. In fact, the expansion of ICT worldwide, that is behind the accelerating globalization, has also led to its diffusion within public administrations. Such diffusion has in turn led to varying degrees of electronically enabling the three functions of governments (Finger, 2005: 4). Accordingly, ICT applications use has revolutionized the service delivery function. Finger indicates that this function is “where ICT(s) have, so far, made the most spectacular inroads” (2004: 6). </SPAN></FONT></FONT></FONT></FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> The World Bank 2006b defines e-Government as </FONT> </P> <P LANG="en-US" STYLE="margin-left: 1.25cm">“<FONT SIZE=2 STYLE="font-size: 11pt"><I>the use of information and communications technologies (ICT) to improve the efficiency, effectiveness, transparency and accountability of government. E-Government can be seen simply as moving citizen services online, but in its broadest sense it refers to the technology-enabled transformation of government - governments’ best hope to reduce costs, whilst promoting economic development, increasing transparency in government, improving service delivery and public administration, and facilitating the advancement of an information society” (World Bank, 2006b)</I></FONT></FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> From this definition, it is clear that the World Bank highlights the numerous benefits achieved by implementing e-Government. These benefits, including accountability, transparency, and efficiency, are similar to the goals and characteristics of <I>good governance</I>. In this sense, e-Government can be seen as a mechanism to operationalize the notion of good governance. </FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> Haldenwang (2004: 419) confirms this relation by identifying conceptual/theoretical linkages between the two concepts. He indicates that “both concepts share the same objectives” in that “administrative efficiency, the quality of public services, and democratic participation are core principles of both” (2004: 419). He explains the underlying reason behind such a relation to be e-Government’s “dualistic approach to state modernization: it combines an internal focus on administrative reform with an external focus on state-citizen (or state-customer) relations” (2004: 419). In other words, e-Government is a means for achieving good governance because it changes both the government back office (government internal operations and relations) and front office (government external relations with citizens) operations in a way that makes the different components of <I>good governance</I> a reality. </FONT> </P> <P LANG="fr-FR" STYLE="margin-left: 0.1cm; margin-top: 0.42cm; margin-bottom: 0.21cm"> <B>The eFez Influence on Service Delivery</B></FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> To appreciate and recognize the eFez contribution and influence, it is necessary to understand the manual service delivery existing before the project and the automated service delivery introduced and established by eFez. </FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> The eFez project modernized the BEC internal operations related to Birth Certificate (BC) service delivery, specifically in one local administrative office. The project digitized and stored citizens’ recorded life events’ information in a database and developed a system enabling instant retrieval of that information as needed. </FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> eFez produced an electronically enabled (BEC) “back office” (data storage system) as well as an electronically enabled front office including three different “channels” for delivering BC’s to citizens: an electronically enabled employee desk, a touch screen kiosk, and an online eFez portal.</FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> Unlike with the manual service delivery, approaching the employee is no longer mandatory with the automated service delivery. The automated delivery allows for multi-channel requests for service. Under the new system: </FONT> </P> <OL> <LI><P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-right: 0.1cm; background: transparent; page-break-before: auto"> A citizen approaches the employee in charge to submit his/her request, or </FONT> </P> <LI><P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-right: 0.1cm; background: transparent; page-break-before: auto"> A citizen uses a touch screen kiosk in order to submit, process, and print his/her needed Birth Certificate (BC) by himself/ by herself, or</FONT></P> <LI><P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-right: 0.1cm; background: transparent; page-break-before: auto"> A citizen consults the eFez portal to submit, process, and print his/her needed BC by himself/herself online </FONT> </P> </OL> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> The three channels enable the citizen to instantly print as many copies as needed of the retrieved information related to the BC.</FONT></P> <P LANG="fr-FR" STYLE="margin-left: 0.1cm; margin-top: 0.21cm; margin-bottom: 0.21cm"> <FONT SIZE=2 STYLE="font-size: 11pt"><I>The eFez Method for Assessing Good Governance</I></FONT></FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> In its research component eFez paid special attention to the changes that resulted from the implementation of the system. It focused its research on assessing the results achieved and generated with the deployment of its outputs. We elaborated and refined what we termed: the <I>Outcome Analysis Method</I> in order to investigate the relationship between the eFez project implementation (i.e. automating service delivery) and <I>good governance</I>. </FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> In this method, we used the “inclusive and comprehensive” attributes of good governance as defined by the UNDP (Table 1) as the basic template for our on-going assessment of the outcomes of the project. Based on these attributes we developed “Working Definitions” of contextualized within the operating framework of the eFez project and implementation. That is, we took each of the attributes and through a process of discussion and reflection within the eFez team, we determined how each attribute might be defined in a manner could be or was practically being operationalized through the eFez implementation. In this way, we generated a set of Working Definitions tailored to the requirements of the project.</FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> We then developed a set of measurable indicators associated with each of the working definitions i.e. ways of translating the working definitions into observable measures related to the activities and processes of the eFez project and implementation. (Table 2)</FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 1.01cm; background: transparent; font-weight: medium; page-break-before: auto"> <FONT SIZE=2><SPAN LANG="en-US"><U>Table 2: eFez </U></SPAN><SPAN LANG="en-US"><U>Good Governance Definitions, Project Working Definitions and Associated Indicators</U></SPAN></FONT></FONT></P> <TABLE WIDTH=591 BORDER=1 BORDERCOLOR="#000000" CELLPADDING=7 CELLSPACING=0> <COL WIDTH=104> <COL WIDTH=167> <COL WIDTH=134> <COL WIDTH=127> <TR VALIGN=TOP> <TD WIDTH=104> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal"> <FONT SIZE=2 STYLE="font-size: 10pt"><B>UNDP attributes of Good Governance</B></FONT></FONT></P> </TD> <TD WIDTH=167> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal"> <FONT SIZE=2 STYLE="font-size: 10pt"><B>UNDP Definition</B></FONT></FONT></P> </TD> <TD WIDTH=134> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal"> <FONT SIZE=2 STYLE="font-size: 10pt"><B><FONT COLOR="#000000"><SPAN LANG="en-US">Project W</SPAN></FONT><FONT COLOR="#000000"><SPAN LANG="en-US">orking Definition</SPAN></FONT></B></FONT></FONT></P> </TD> <TD WIDTH=127> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal"> <FONT SIZE=2 STYLE="font-size: 10pt"><B>Indicator</B></FONT></FONT></P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=104> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal"> <FONT SIZE=2 STYLE="font-size: 10pt"><B>Transparency</B></FONT></FONT></P> </TD> <TD WIDTH=167> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">Transparency is built on the free flow of information. Processes, institutions and information are directly accessible to those concerned with them, and enough information is provided to understand and monitor them”</FONT></FONT></P> </TD> <TD WIDTH=134> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt"><FONT COLOR="#000000"><SPAN LANG="en-US">B</SPAN></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB">ringing visibility of workflow for citizens via automated service delivery</SPAN></FONT></FONT></FONT></P> </TD> <TD WIDTH=127> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Visibility of workflows for citizens via automated service delivery </FONT></FONT> </P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=104> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal"> <FONT SIZE=2 STYLE="font-size: 10pt"><B>Effectiveness and efficiency</B></FONT></FONT></P> </TD> <TD WIDTH=167> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">Processes and institutions produce results that meet needs while making the best use of resources”</FONT></FONT></P> </TD> <TD WIDTH=134> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt"><FONT COLOR="#000000"><SPAN LANG="en-US">Enabling </SPAN></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB">optimal use of resources for citizens and tax payers in service delivery</SPAN></FONT></FONT></FONT></P> </TD> <TD WIDTH=127> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Efficiency: optimal use of resources for citizens to request & obtain BC.</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Efficiency and effectiveness of using public scarce resources</FONT></FONT></P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=104> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal"> <FONT SIZE=2 STYLE="font-size: 10pt"><B>Participation</B></FONT></FONT></P> </TD> <TD WIDTH=167> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">All men and women should have a voice in decision-making, either directly or through legitimate intermediate institutions that represent their interests. Such broad participation is built on freedom of association and speech, as well as capacities to participate constructively”</FONT></FONT></P> </TD> <TD WIDTH=134> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt"><FONT COLOR="#000000"><SPAN LANG="en-US">P</SPAN></FONT><FONT COLOR="#000000"><SPAN LANG="en-US">rocess of empowering </SPAN></FONT><FONT COLOR="#000000"><SPAN LANG="en-US">citizens to legally control the service delivery to their advantage</SPAN></FONT></FONT></FONT></P> </TD> <TD WIDTH=127> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Citizens’ active participation in BEC services </FONT></FONT> </P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt"><SPAN LANG="en-US">Dependency on bureaucracy: </SPAN><SPAN LANG="en-US">Dependence of citizens on the employees good will</SPAN><SPAN LANG="en-US"> </SPAN></FONT></FONT> </P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <BR> </P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=104> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal"> <FONT SIZE=2 STYLE="font-size: 10pt"><B>Equity</B></FONT></FONT></P> </TD> <TD WIDTH=167> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">All men and women have opportunities to improve or maintain their well-being”</FONT></FONT></P> </TD> <TD WIDTH=134> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt"><FONT COLOR="#000000"><SPAN LANG="en-GB">S</SPAN></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB">erving </SPAN></FONT><FONT COLOR="#000000"><SPAN LANG="en-US">citizens on an equal basis</SPAN></FONT></FONT></FONT></P> </TD> <TD WIDTH=127> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt"><SPAN LANG="en-US">C</SPAN><SPAN LANG="en-US">itizens served with equity</SPAN></FONT></FONT></P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=104> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal"> <FONT SIZE=2 STYLE="font-size: 10pt"><B>Rule of law</B></FONT></FONT></P> </TD> <TD WIDTH=167> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">Legal frameworks should be fair and enforced impartially"</FONT></FONT></P> </TD> <TD WIDTH=134> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt"><FONT COLOR="#000000"><SPAN LANG="en-US">Reinforcing </SPAN></FONT><FONT COLOR="#000000"><SPAN LANG="en-US">laws and regulations to be applied in an impartial way </SPAN></FONT></FONT></FONT> </P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <BR> </P> </TD> <TD WIDTH=127> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Laws are applied impartially</FONT></FONT></P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=104> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal"> <FONT SIZE=2 STYLE="font-size: 10pt"><B>Accountability</B></FONT></FONT></P> </TD> <TD WIDTH=167> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">Decision- makers in government, the private sector and civil society organizations are accountable to the public, as well as to institutional stakeholders. This accountability differs depending on the organization and whether the decision is internal or external to an organization”</FONT></FONT></P> </TD> <TD WIDTH=134> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt"><FONT COLOR="#000000"><SPAN LANG="en-US">C</SPAN></FONT><FONT COLOR="#000000"><SPAN LANG="en-US">reating standards against which the individuals can be held accountable </SPAN></FONT></FONT></FONT> </P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <BR> </P> </TD> <TD WIDTH=127> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt"><SPAN LANG="en-US">E</SPAN><SPAN LANG="en-US">xistence of standards to hold individuals accountable</SPAN></FONT></FONT></P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=104> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal"> <FONT SIZE=2 STYLE="font-size: 10pt"><B>Responsiveness</B></FONT></FONT></P> </TD> <TD WIDTH=167> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">Institutions and processes try to serve all stakeholders”</FONT></FONT></P> </TD> <TD WIDTH=134> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt"><FONT COLOR="#000000"><SPAN LANG="en-US">S</SPAN></FONT><FONT COLOR="#000000"><SPAN LANG="en-US">erving all citizens in a consistent and predictable way </SPAN></FONT></FONT></FONT> </P> </TD> <TD WIDTH=127> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Consistency in the relationship between input and output</FONT></FONT></P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=104> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal"> <FONT SIZE=2 STYLE="font-size: 10pt"><B>Consensus orientation</B></FONT></FONT></P> </TD> <TD WIDTH=167> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">Good governance mediates differing interests to reach a broad consensus on what is in the best interest of the group and, where possible, on policies and procedures”</FONT></FONT></P> </TD> <TD WIDTH=134> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt"><FONT COLOR="#000000"><SPAN LANG="en-US">N</SPAN></FONT><FONT COLOR="#000000"><SPAN LANG="en-US">ot applicable to the project dealing mainly with service delivery</SPAN></FONT></FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <BR> </P> </TD> <TD WIDTH=127> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">NA</FONT></FONT></P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=104> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal"> <FONT SIZE=2 STYLE="font-size: 10pt"><B>Strategic vision</B></FONT></FONT></P> </TD> <TD WIDTH=167> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">Leaders and the public have a broad and long-term perspective on good governance and human development, along with a sense of what is needed for such development. There is also an understanding of the historical, cultural and social complexities in which that perspective is grounded”</FONT></FONT></P> </TD> <TD WIDTH=134> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt"><FONT COLOR="#000000"><SPAN LANG="en-US">N</SPAN></FONT><FONT COLOR="#000000"><SPAN LANG="en-US">ot applicable to the project dealing mainly with service delivery</SPAN></FONT></FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <BR> </P> </TD> <TD WIDTH=127> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <BR> </P> </TD> </TR> </TABLE> <P LANG="en-US"><BR><BR> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> Having developed the indicators associated with the attributes of good governance we were then able to observe and “measure” the influence of the eFez implementation on this specific service area within the municipality of Fez. Specifically, we were able to conduct “before and after” observations and undertake measurements associated with the project implementation, observing the existing system of service delivery in order to gather appropriate “baseline data”. </FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> The result of the operationalising of the system has been an automation of service delivery (for the production of birth certificates). The resulting service delivery system, process and outcomes were observed and analyzed to identify changes from the existing system. At this stage, fieldwork was conducted to answer the questions concerning the outcomes of the changed system. In other words, our fieldwork tracked the identified indicators before the system deployment and after the system deployment. </FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> The results of these observations and measurements can be seen in Table 3: Column 3 (before the system) and Column 4 (after the system’s implementation).</FONT></P> <P LANG="en-US" CLASS="western"><BR><BR> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 1.01cm; background: transparent; page-break-before: auto"> <FONT SIZE=2><U>Table 3: Good governance related results (before and after) the eFez automated service delivery (of birth certificates)</U></FONT></FONT></P> <TABLE WIDTH=588 BORDER=1 BORDERCOLOR="#000000" CELLPADDING=7 CELLSPACING=0> <COL WIDTH=117> <COL WIDTH=100> <COL WIDTH=145> <COL WIDTH=168> <TR VALIGN=TOP> <TD WIDTH=117 BGCOLOR="#d9d9d9"> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Governance Attributes</FONT></FONT></P> </TD> <TD WIDTH=100 BGCOLOR="#d9d9d9"> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Measured Indicator</FONT></FONT></P> </TD> <TD WIDTH=145 BGCOLOR="#d9d9d9"> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Value before automated system deployment</FONT></FONT></P> </TD> <TD WIDTH=168 BGCOLOR="#d9d9d9"> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Value after automated system deployment</FONT></FONT></P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=117> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Transparency</FONT></FONT></P> </TD> <TD WIDTH=100> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Visibility of workflows for citizens via automated service delivery </FONT></FONT> </P> </TD> <TD WIDTH=145> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">No</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Since the BEC back-office is completely manual, sub processes of making BC request, processing the request, and filling out the needed copies of BC are carried out in separated way (and sometimes with different employees). The citizen cannot monitor/ see the processing progress of his BC</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">(e.g. the possibility of length/possible reasons for a delay in a processing are neither accessible nor visible)</FONT></FONT></P> </TD> <TD WIDTH=168> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Yes</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Since the BEC back-office is electronically enabled, sub processes of making BC request, processing the request, and printing the processed BC are merged in one process carried out on a real time basis. This secures the principle of: first-come-first-served </FONT></FONT> </P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=117 HEIGHT=236> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Effectiveness and efficiency</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">(as a citizen user)</FONT></FONT></P> </TD> <TD WIDTH=100> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Efficiency: optimal use of resources for citizens to request & obtain BC</FONT></FONT></P> </TD> <TD WIDTH=145> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">No</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">requesting and obtaining BC is costly for citizens: </FONT></FONT> </P> <UL> <LI><P LANG="en-GB" ALIGN=JUSTIFY STYLE="font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">extended waiting time</FONT></FONT></P> <LI><P LANG="en-GB" ALIGN=JUSTIFY STYLE="font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">several trips to BEC </FONT></FONT> </P> <LI><P LANG="en-GB" ALIGN=JUSTIFY STYLE="font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">need to tip (or use social connections)</FONT></FONT></P> </UL> </TD> <TD WIDTH=168> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Yes</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Citizens making time/money/effort savings in requesting and obtaining BC: </FONT></FONT> </P> <UL> <LI VALUE=1><P LANG="en-GB" ALIGN=JUSTIFY STYLE="font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">no waiting time</FONT></FONT></P> <LI><P LANG="en-GB" ALIGN=JUSTIFY STYLE="font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">one trip to BEC</FONT></FONT></P> <LI><P LANG="en-GB" ALIGN=JUSTIFY STYLE="font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">no trip</FONT></FONT></P> </UL> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=117> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Effectiveness and efficiency</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">(as tax payer)</FONT></FONT></P> </TD> <TD WIDTH=100> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Efficiency and effectiveness of using public scarce resources </FONT></FONT> </P> </TD> <TD WIDTH=145> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">No</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">3 full time employees</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt"><SPAN LANG="en-US">t</SPAN><SPAN LANG="en-US">o deliver BC, BEC needed 3 full time employees (when demand on BC is low and moderate )</SPAN></FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <BR><BR> </P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt"><SPAN LANG="en-US">10</SPAN><SPAN LANG="en-US"> full time employees</SPAN></FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt"><SPAN LANG="en-US">w</SPAN><SPAN LANG="en-US">hen demand on BC is high (during summer and early Fall period: from June to Sept. ): </SPAN></FONT></FONT> </P> <UL> <LI><P LANG="en-GB" ALIGN=JUSTIFY STYLE="font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">All BEC employees (10) stop processing their respective tasks in order to process BC requests</FONT></FONT></P> </UL> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Furthermore, they take BC requests home to be processed (which is illegal )</FONT></FONT></P> </TD> <TD WIDTH=168> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt"><SPAN LANG="en-US">No</SPAN><SPAN LANG="en-US"> full time employees: (casual calls on employee time with the elimination of full time dedicated employee)</SPAN></FONT></FONT></P> <UL> <LI VALUE=1><P LANG="en-GB" ALIGN=JUSTIFY STYLE="font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">No BC full time employee (any of the employee can instantly process BC requests while doing her other BEC related manual tasks)</FONT></FONT></P> <LI><P LANG="en-GB" ALIGN=JUSTIFY STYLE="font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">With the kiosk: no employee is needed to process the requests</FONT></FONT></P> </UL> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=117> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Equity</FONT></FONT></P> </TD> <TD WIDTH=100> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt"><SPAN LANG="en-US">C</SPAN><SPAN LANG="en-US">itizens served equitably </SPAN></FONT></FONT> </P> </TD> <TD WIDTH=145> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">No</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Usually queuing/waiting creates motifs 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</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <BR> </P> </TD> <TD WIDTH=168> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Yes</FONT></FONT></P> <UL> <LI VALUE=1><P LANG="en-GB" ALIGN=JUSTIFY STYLE="font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">ICT eliminated the need for citizen to tip in order to be served</FONT></FONT></P> </UL> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <BR><BR> </P> <UL> <LI VALUE=1><P LANG="en-GB" ALIGN=JUSTIFY STYLE="font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">all citizens are served on a timely and in a similarly professional manners (regardless of social class)</FONT></FONT></P> </UL> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <BR> </P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=117> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Rule of law</FONT></FONT></P> </TD> <TD WIDTH=100> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Laws are applied impartially</FONT></FONT></P> </TD> <TD WIDTH=145> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">No</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Equity is violated; and violations are perceived as normal:</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Many violations of law as people paid for special privileges (queue jumping)</FONT></FONT></P> </TD> <TD WIDTH=168> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Yes</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Unnecessary need to tip reinforces the law of equity:</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Elimination of the need (opportunity) for violations of the law through tipping </FONT></FONT> </P> </TD> </TR> <TR VALIGN=TOP> <TD ROWSPAN=2 WIDTH=117> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Participation/empowerment </FONT></FONT> </P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">(i.e. citizens are empowered to legally control the service delivery to their advantage)</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt"><SPAN LANG="en-US">Process of </SPAN><SPAN LANG="en-US">dis-intermediation</SPAN><SPAN LANG="en-US">: elimination of middle person in service delivery </SPAN></FONT></FONT> </P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <BR><BR> </P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <BR><BR> </P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <BR><BR> </P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <BR><BR> </P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <BR><BR> </P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <BR> </P> </TD> <TD WIDTH=100> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Citizens’ active participation in BEC services </FONT></FONT> </P> </TD> <TD WIDTH=145> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">No</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Citizens were not participating actively in the service delivery (with possible negative consequences on the service delivery arising from issues occurring in the workflow ) </FONT></FONT> </P> </TD> <TD WIDTH=168> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Yes</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Citizens through the kiosk/online service delivery: </FONT></FONT> </P> <UL> <LI><P LANG="en-GB" ALIGN=JUSTIFY STYLE="font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Actively participate in the service delivery, which eliminates possibilities of negative consequences arising from difficulties in the workflow </FONT></FONT> </P> </UL> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=100> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt"><SPAN LANG="en-US">Dependency on bureaucracy: </SPAN><SPAN LANG="en-US">Dependence of citizens on the employees good will</SPAN></FONT></FONT></P> </TD> <TD WIDTH=145> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Yes</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Citizens were at the mercy of employees to get served</FONT></FONT></P> </TD> <TD WIDTH=168> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">No</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Citizens through the kiosk/online service delivery: </FONT></FONT> </P> <UL> <LI VALUE=1><P LANG="en-GB" ALIGN=JUSTIFY STYLE="font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Are not at the mercy of employees </FONT></FONT> </P> </UL> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <BR> </P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=117> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Accountability</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">(the process of routinization of the BEC process is a process of creating standards against which the individuals can be held accountable; when the system is opaque, it is not possible to held individuals accountable )</FONT></FONT></P> </TD> <TD WIDTH=100> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">existence of standards to hold individuals accountable</FONT></FONT></P> </TD> <TD WIDTH=145> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">No</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">No standards: because of the opaque and inconsistent system</FONT></FONT></P> </TD> <TD WIDTH=168> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Yes</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Visible/ transparent/ consistent system: implicit standards are available against which to hold BEC accountable </FONT></FONT> </P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=117> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Responsiveness</FONT></FONT></P> </TD> <TD WIDTH=100> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Consistency in the relationship between input and output</FONT></FONT></P> </TD> <TD WIDTH=145> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">No</FONT></FONT></P> <UL> <LI><P LANG="en-GB" ALIGN=JUSTIFY STYLE="font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">The service delivery is not predictable</FONT></FONT></P> </UL> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">The citizen cannot legally influence the system to be predictable/responsive </FONT></FONT> </P> </TD> <TD WIDTH=168> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Yes</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">The system (i.e. automated service delivery) is by definition/design responsive/predictable </FONT></FONT> </P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=117> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Consensus orientation</FONT></FONT></P> </TD> <TD COLSPAN=3 WIDTH=441 BGCOLOR="#d9d9d9"> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Not Applicable</FONT></FONT></P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=117> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Strategic vision</FONT></FONT></P> </TD> <TD COLSPAN=3 WIDTH=441 BGCOLOR="#d9d9d9"> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Not Applicable</FONT></FONT></P> </TD> </TR> </TABLE> <P LANG="en-US" CLASS="western"><BR><BR> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> <FONT COLOR="#000000"><SPAN LANG="en-GB">From the above table, the eFez experience shows that focused intervention in/ and modification of citizen oriented service delivery via ICT use was a driver in generating far-reaching changes and a significant improvement in the identified attributes of good governance. In other words, it can be said that the eFez introduction of ICT use in service delivery enabled a “leapfrogging” in the quality of local governance</SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB"><A CLASS="sdfootnoteanc" NAME="sdfootnote5anc" HREF="#sdfootnote5sym"><SUP>5</SUP></A></SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB"> with respect to this particular service area. </SPAN></FONT></FONT></FONT></FONT> </P> <P LANG="fr-FR" STYLE="margin-left: 0.1cm; margin-top: 0.42cm; margin-bottom: 0.21cm"> <B>eFez and the Attributes of Good Governance</B></FONT></P> <P LANG="fr-FR" STYLE="margin-left: 0.1cm; margin-top: 0.21cm; margin-bottom: 0.21cm"> <FONT SIZE=2 STYLE="font-size: 11pt"><I>Transparency</I></FONT></FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> <FONT COLOR="#000000"><SPAN LANG="en-GB">The indicator for </SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB"><I>transparency</I></SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB">: “visibility of workflows for citizens” was investigated before and after the system deployment. Since the BEC back-office was completely manual, sub processes of making BC requests, processing requests, and filling out the requested copies of the BC were carried out as separate and invisible tasks (and sometimes by different employees). The result was that the citizen could not monitor or track the progress of his/her BC request. Thus the time required to process, or possible reasons for a delay in processing are not generally visible (transparent) to the applicant. This lack of visibility in the delivery sub-processes gave tremendous power to the employee who could process the request whenever it was “convenient” for him/her. Now, with automated service delivery, the sub processes—making the BC request, processing the request, and printing the processed BC are merged in one process carried out on a real time basis. The major and most noticeable consequence of this is to enable citizens to monitor and “track” the progress of their requested service. This ensures a principle of: first-come-first-served, which was regularly violated in the previous opaque manual system. </SPAN></FONT></FONT></FONT></FONT> </P> <P LANG="fr-FR" STYLE="margin-left: 0.1cm; margin-top: 0.21cm; margin-bottom: 0.21cm"> <FONT SIZE=2 STYLE="font-size: 11pt"><I>Efficiency and effectiveness</I></FONT></FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> Automating the service delivery also influenced the attribute of <I>efficiency</I> <I>and</I> <I>effectiveness</I> for service beneficiaries both as citizens and as tax payers. To measure the influence, the indicators: “possibility of citizens making optimal use of their resources to request and obtain services” and “the possibility of making optimal use of scarce public resources” were investigated before and after the deployment of the automated system. With the previous manual workflow, requesting and obtaining a service was costly for citizens in terms of time, effort, and even money necessarily expended in obtaining the service. Citizen-oriented services like birth certificates were not delivered immediately upon a citizen’s request. Rather, the elapsed time between the BC request and the BC delivery (i.e. delivery waiting time) depended on two main factors: the number of not yet processed citizens’ requests for BCs, and the number of BC associated copies requested by each citizen. Consequently, waiting time for citizens requesting at least 10 birth certificates ranged from one working day to six working days. The slow service delivery was costly also in terms of effort. Citizens needed to queue up within the BEC for hours and also needed to make several physical trips to the BEC first to submit their request and then to check if the processing was accomplished and often further visits in order to pick up their certificates. These physical trips exponentially increased citizens’ time expenditures and traveling costs to the BEC. </FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> With automated service delivery, requesting and receiving BC copies has become simplified with the possibility of delivering BCs immediately upon citizens’ requests, regardless of the number of requested copies, or the number of citizens making their requests in the meantime. The automated delivery makes it possible for citizens to obtain their printed copies of the BC signed and stamped in less than five minutes, as opposed to the hours and sometimes days required with the manual system. Thus BC requests are now delivered on a timely basis which eliminates queuing and standing in line. In addition, the instant delivery ensures that there is no need for more than one physical trip to the BEC; and hence, enables reduction in traveling costs to the BEC. </FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> The previous manual service delivery also was an efficient use of public resources. When the demand for BCs was low or moderate, the BEC needed 3 full time employees to process citizens’ requests. When demand on the BC became high (during summer and fall periods), all BEC employees (10) stopped their other tasks in order to process BC requests. During the active season for BCs, other services, such as registering births, processing death certificate requests and the like stopped being processed. Furthermore, employees often took BC requests home to be processed, which is illegal. </FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> <FONT COLOR="#000000"><SPAN LANG="en-GB">With t</SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB">he automated service, there are no full time employees assigned to process BC requests.</SPAN></FONT></FONT></FONT><SPAN LANG="en-US"> </SPAN></FONT> </P> <P LANG="fr-FR" STYLE="margin-left: 0.1cm; margin-top: 0.21cm; margin-bottom: 0.21cm"> <FONT SIZE=2 STYLE="font-size: 11pt"><I>Equity</I></FONT></FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> <FONT COLOR="#000000"><SPAN LANG="en-GB">The manual delivery system was plagued with problems of long waiting times and queuing. These problems created the conditions for queue jumping. Citizens would give “tips” (small bribes) or use social connections to make the employee in charge serve them more promptly than others. Thus with manual delivery citizens were not being served in an equitable fashion (those with resources or connections could jump the queue) and disadvantaged citizens (who were not able to pay bribes or without connections) received lower quality of service as evidenced in longer waiting time, more physical trips, and thus higher traveling costs.</SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB"><A CLASS="sdfootnoteanc" NAME="sdfootnote6anc" HREF="#sdfootnote6sym"><SUP>6</SUP></A></SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB"> </SPAN></FONT></FONT></FONT></FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> With automated service delivery, citizens are served equitably. The use of ICT eliminated the need for citizens to tip in order to be promptly served because automation enables and ensures instant service delivery for everybody. In this respect, the automated service delivery enables all citizens to be served on a timely and in a similarly professional manner (regardless of their social class). </FONT> </P> <P LANG="fr-FR" STYLE="margin-left: 0.1cm; margin-top: 0.21cm; margin-bottom: 0.21cm"> <FONT SIZE=2 STYLE="font-size: 11pt"><I>Rule of Law</I></FONT></FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> As with the attribute of <I>equiy</I>” in the context of the previous manual service delivery, laws were not being applied impartially. Getting preferred service as a result of a “tip” or other means is against the law in Morocco and yet this practice was routinely tolerated as an element in the operation of the BEC. As Aboudrar (2005: 154) points out the incidence of corruption in Morocco is so common that it has come to be seen as no longer abnormal and illegitimate. The automated service delivery has eliminated the need and the opportunity to violate the rule of law in this instance through providing opportunities for providing special privileges.</FONT></P> <P LANG="fr-FR" STYLE="margin-left: 0.1cm; margin-top: 0.21cm; margin-bottom: 0.21cm"> <FONT SIZE=2 STYLE="font-size: 11pt"><I>Participation</I></FONT></FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> The eFez automation has also had implications on the good governance attribute of <I>participation</I> as seen in terms of citizen empowerment. Specifically, eFez used the working definition of participation as being the process of empowering citizens to legally control the service delivery to their advantage (i.e. disintermediation that involves reducing/eliminating the roles of middle people in service delivery). With the manual service delivery, citizens’ were limited in their possible intervention into the service delivery, being able only to approach the employee in charge and orally submit BC requests and then paying for the “stamps” on the document when they picked up their processed BC copies. In this way, citizens were excluded from access to the range of sub-processes in the service delivery. Citizens were thus helpless with respect to any issues which might arise in the course of the manual workflow or in being able to monitor the progress of their requests through the system. In addition, they could do nothing (except tip/bribe) if problems arose as a result of employees processing requests only when it was “convenient” for them or to respond to the issue of employees allowing and benefiting from queue jumpers. Citizens had no legal means to intervene in the service delivery process. </FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> With automated service delivery and especially its electronically enabled front office, citizens are freed from a dependency on the bureaucracy. With the touch screen kiosk and online delivery platform, citizens are “empowered” to submit their BC requests and process/print as many copies as they need remotely and by themselves in real time. </FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> eFez has empowered citizens by providing them with legal ways for controlling the delivery of the service to their advantage and at their convenience. </FONT> </P> <P LANG="fr-FR" STYLE="margin-left: 0.1cm; margin-top: 0.21cm; margin-bottom: 0.21cm"> <FONT SIZE=2 STYLE="font-size: 11pt"><I>Accountability</I></FONT></FONT></P> <P LANG="en-GB" CLASS="western" STYLE="margin-left: 0.1cm; margin-right: 0.1cm; widows: 2; orphans: 2"> With manual service delivery, it was not possible to hold employees accountable for their work because the delivery system was so opaque and inconsistent that no standards were available. System opacity is a common problem to Morocco’s administration according to Aboudrar (2005: 167). The automated service delivery simplified and routinized the delivery system. The direct result of such a routinization was a visible, transparent, and consistent system. System consistency has made possible the development of standards against which employees can be hold accountable. </FONT></FONT> </P> <P LANG="fr-FR" STYLE="margin-left: 0.1cm; margin-top: 0.21cm; margin-bottom: 0.21cm"> <FONT SIZE=2 STYLE="font-size: 11pt"><I><FONT COLOR="#000000"><SPAN LANG="en-US">Responsiveness</SPAN></FONT></FONT></FONT> </I></FONT></FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> <FONT COLOR="#000000"><SPAN LANG="en-GB">Since the manual service delivery lacked consistency, delivery was not predictable. Citizens could not legally influence the system to make it predictable and responsive to their needs. This made access to services very challenging, which is a common problem in Morocco’s administrations according to Ourzik (2005: 123). Automated service delivery is by design predictable and instantly responsive to citizens’ needs</SPAN></FONT></FONT></FONT>.</FONT></P> <P LANG="en-US" CLASS="western" STYLE="margin-left: 0.1cm; margin-top: 0.3cm; margin-bottom: 0.21cm"> <B>eFez Automated Service Delivery Implications for Good Governance:</FONT> </B> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> <FONT COLOR="#000000"><SPAN LANG="en-GB">I</SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB">t is evident that automating citizen-oriented service delivery can generate results that positively affect certain of the attributes of good governance. Investigating the service delivery before and after the system deployment in terms of specified indicators (elaborated and refined to measure the outcomes) showed clear, concrete and noticeable changes in favor of attributes leading to good governance. The table below (Table 4) summarizes the good governance related outcomes of the eFez automated service delivery: </SPAN></FONT></FONT></FONT></FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 1.01cm; background: transparent; font-weight: medium; page-break-before: auto"> <FONT SIZE=2><U><SPAN LANG="en-GB">T</SPAN><SPAN LANG="en-US">able 4: eFez project outcomes related to good governance</SPAN></U></FONT></FONT></P> <TABLE WIDTH=588 BORDER=1 BORDERCOLOR="#000000" CELLPADDING=7 CELLSPACING=0> <COL WIDTH=162> <COL WIDTH=191> <COL WIDTH=190> <TR VALIGN=TOP> <TD WIDTH=162> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal"> <FONT SIZE=2 STYLE="font-size: 10pt"><B>UNDP attributes of Good Governance</B></FONT></FONT></P> </TD> <TD WIDTH=191> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal"> <FONT SIZE=2 STYLE="font-size: 10pt"><B>UNDP Definition</B></FONT></FONT></P> </TD> <TD WIDTH=190> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal"> <FONT SIZE=2 STYLE="font-size: 10pt"><B>Project Outcome</B></FONT></FONT></P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=162> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Transparency</FONT></FONT></P> </TD> <TD WIDTH=191> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">Transparency is built on the free flow of information. Processes, institutions and information are directly accessible to those concerned with them, and enough information is provided to understand and monitor them”</FONT></FONT></P> </TD> <TD WIDTH=190> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt"><FONT COLOR="#000000"><SPAN LANG="en-US">Workflow </SPAN></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB">becomes visible, transparent, and accessible for citizens via automated service delivery</SPAN></FONT></FONT></FONT></P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=162> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Effectiveness and efficiency</FONT></FONT></P> </TD> <TD WIDTH=191> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">Processes and institutions produce results that meet needs while making the best use of resources”</FONT></FONT></P> </TD> <TD WIDTH=190> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt"><FONT COLOR="#000000"><SPAN LANG="en-GB">C</SPAN></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB">itizens and tax payers are enabled to have an optimal use of resources in receiving services</SPAN></FONT></FONT></FONT></P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=162> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Participation</FONT></FONT></P> </TD> <TD WIDTH=191> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">All men and women should have a voice in decision-making, either directly or through legitimate intermediate institutions that represent their interests. Such broad participation is built on freedom of association and speech, as well as capacities to participate constructively”</FONT></FONT></P> </TD> <TD WIDTH=190> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt"><FONT COLOR="#000000"><SPAN LANG="en-US">C</SPAN></FONT><FONT COLOR="#000000"><SPAN LANG="en-US">itizens become empowered to legally control the service delivery to their advantage (thanks to the process of dis-intermediation that involves reducing/eliminating roles of middle people in service delivery)</SPAN></FONT></FONT></FONT></P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=162> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Equity</FONT></FONT></P> </TD> <TD WIDTH=191> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">All men and women have opportunities to improve or maintain their well-being”</FONT></FONT></P> </TD> <TD WIDTH=190> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt"><FONT COLOR="#000000"><SPAN LANG="en-GB">A</SPAN></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB">ll </SPAN></FONT><FONT COLOR="#000000"><SPAN LANG="en-US">citizens are served on an equal basis</SPAN></FONT></FONT></FONT></P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=162> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Rule of law</FONT></FONT></P> </TD> <TD WIDTH=191> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">Legal frameworks should be fair and enforced impartially"</FONT></FONT></P> </TD> <TD WIDTH=190> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt"><FONT COLOR="#000000"><SPAN LANG="en-US">L</SPAN></FONT><FONT COLOR="#000000"><SPAN LANG="en-US">aws and regulations are applied in an impartial way</SPAN></FONT></FONT></FONT></P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=162> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Accountability</FONT></FONT></P> </TD> <TD WIDTH=191> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">Decision- makers in government, the private sector and civil society organizations are accountable to the public, as well as to institutional stakeholders. This accountability differs depending on the organization and whether the decision is internal or external to an organization”</FONT></FONT></P> </TD> <TD WIDTH=190> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt"><FONT COLOR="#000000"><SPAN LANG="en-US">S</SPAN></FONT><FONT COLOR="#000000"><SPAN LANG="en-US">tandards are available against which the individuals can be held accountable (thanks to the process of routinizing the service delivery; when the system is opaque, it is not possible to held individuals accountable )</SPAN></FONT></FONT></FONT></P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=162> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Responsiveness</FONT></FONT></P> </TD> <TD WIDTH=191> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">Institutions and processes try to serve all stakeholders”</FONT></FONT></P> </TD> <TD WIDTH=190> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">all citizens are served in a consistent and predictable way</FONT></FONT></P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=162> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Consensus orientation</FONT></FONT></P> </TD> <TD WIDTH=191> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">Good governance mediates differing interests to reach a broad consensus on what is in the best interest of the group and, where possible, on policies and procedures”</FONT></FONT></P> </TD> <TD WIDTH=190> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">not applicable to the project dealing mainly with service delivery</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <BR> </P> </TD> </TR> <TR VALIGN=TOP> <TD WIDTH=162> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">Strategic vision</FONT></FONT></P> </TD> <TD WIDTH=191> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> “<FONT SIZE=2 STYLE="font-size: 10pt">Leaders and the public have a broad and long-term perspective on good governance and human development, along with a sense of what is needed for such development. There is also an understanding of the historical, cultural and social complexities in which that perspective is grounded”</FONT></FONT></P> </TD> <TD WIDTH=190> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <FONT SIZE=2 STYLE="font-size: 10pt">not applicable to the project dealing mainly with service delivery</FONT></FONT></P> <P LANG="en-GB" ALIGN=JUSTIFY STYLE="margin-left: 0.05cm; font-style: normal; font-weight: medium"> <BR> </P> </TD> </TR> </TABLE> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 1.01cm; background: transparent; page-break-before: auto"> <FONT SIZE=2><FONT COLOR="#000000"><SPAN LANG="fr-CA">(Source: </SPAN></FONT><FONT COLOR="#000000"><SPAN LANG="fr-CA">Kettani et al, publication pending)</SPAN></FONT></FONT></FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> This process of linking the project’s outcomes in its automating of service delivery to the specific attributes of good governance reveals a clear pattern: that the project is making a contribution to <I>good governance</I> by enabling, facilitating and eventuating into a citizen-friendly service delivery function where there is a fostering of increased transparency, effectiveness and efficiency, participation, equity, rule of law, accountability and responsiveness.</FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> It is notable that most citizens receiving their services by means of the new electronic delivery system have been requesting (based on information obtained both informally and formally via questionnaire) an extension of the use of ICT to the automation of the delivery of other services in other government offices. As well, citizens not currently receiving the BC service electronically have been requesting from their elected representatives that the service be extended. Also, an increasing number of civil servants at different levels of responsibilities (from employees to executives) are requesting the extension of the project to include their respective government offices within the automation program. It is notable as well that most of these civil servants were either indifferent to the eFez project or actively resisted it at its inception. </FONT> </P> <P LANG="fr-FR" STYLE="margin-left: 0.1cm; margin-top: 0.21cm; margin-bottom: 0.21cm"> <FONT SIZE=2 STYLE="font-size: 11pt"><I>Additional Observations</I></FONT></FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> <FONT COLOR="#000000"><SPAN LANG="en-GB">While noting the overall success of the eFez project it is also worth observing that it i</SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB">s still facing certain weaknesses and challenges particularly as there is an active programme to “scale up” the initiative to cover the entire city of Fez and even potentially other Departments in Morocco and potentially as a the basis for a national program of automation of the BEC. Among these challenges are a lack of civil servants skilled in ICT implementation, management and related maintenance. Serious efforts are required for the development of in in-house capacity at the municipal (and national levels) within a context where local civil servants have low levels of public prestige, meager salaries and related low levels of education and technical skills. This in turn has led to a degree of conservatism on the part of</SPAN></FONT></FONT></FONT><SPAN LANG="en-US"> </SPAN><FONT COLOR="#000000"><SPAN LANG="en-GB">the employees and a significant measure of resistance to change and unwillingness to pursue opportunities for upgrading.</SPAN></FONT></FONT></FONT></FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> Furthermore, while back office automation produces beneficial gains, its implementation remains a frequently painful passage. The ongoing scaling up of the eFES system to the remaining 30 BEC offices involves BEC back office automation including the digitization of the paper-based citizens’ records. These digitization operations have proved to be tedious, labor intensive and expensive and alternative strategies are being explored in this area. The eFES experience has been that although BEC employees quickly and smoothly adopt the automated way of delivering services to citizens, they are frequently resisting the tedious automation operations that are a prerequisite for enabling automated delivery. In response to such resistance, the Fez municipality has begun to outsource the data entry operations and has recruited employees specifically dedicated to these activities, with the BEC employees and officers remaining responsible for verifying and validating the accuracy of the digitized records. </FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> <FONT COLOR="#000000"><SPAN LANG="en-GB">Of course, a project of this kind has a range of other outcomes and impacts in addition to those which we have highlighted here</SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB"><A CLASS="sdfootnoteanc" NAME="sdfootnote7anc" HREF="#sdfootnote7sym"><SUP>7</SUP></A></SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB">. Our intention with this paper was not to provide an overall “impact assessment” but rather to focus quite narrowly on establishing a link between this automation project and identified outcomes which would indicate that these activities were having and could be seen to be having direct results related to </SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB"><I>good governance</I></SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB">. </SPAN></FONT></FONT></FONT></FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> As noted above, the rationale most generally given for investments in eGovernment are to increase the efficiency and effectiveness of governmental processes. Such a rationale is of course, very significant both in Developed and Developing Country contexts. However, as we have also noted above, there is an increasing perception among donors and others that good governance is a pre-condition for economic and social development. For the most part, good governance has been identified with administrative reform, capacity building and institutional development. While there is no question that each of these is of great significance it is an argument of this paper that e-Government can and should be seen as an equal partner with all of these in helping to realize good governance in Developing Countries and thus equally as a contributor in this way to broad national aspirations and strategies for “Development”. </FONT> </P> <P LANG="fr-FR" STYLE="margin-left: 0.1cm; margin-top: 0.42cm; margin-bottom: 0.21cm"> <B>Conclusion</B></FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> The eFez implementation succeeded in automating the delivery of one of most actively used citizen oriented services in the developing country of Morocco. The automation generated far-reaching results and outcomes. Systematic assessment of the project results and outcomes was enabled via a method that elaborated and refined a set of indicators linked back to a widely recognized definition of “good governance”. Tracking and measuring project outcomes revealed that the project made a noticeable contribution in relation to certain attributes of <I>good governance</I> by enabling a citizen friendly service delivery characterized by transparent, empowering, efficient and effective access to services on an equal basis, which in turn reinforces accountability and the impartial application of laws. </FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> The use of ICT in local governance institutions can thus be seen as a way to respond to the widely recognized need to enhance the institutions and processes of governance (and achieve a state of what is being defined as “good governance”). We thus would suggest that generalizing and promoting ICT use in Morocco’s public administrations (which overall suffers from the non-penetration of ICT), would enable the kind of concrete gains which we have demonstrated in our small scale eFez project to be felt on an exponentially larger scale, including impacting on the everyday lives of citizens and the capacity of governance institutions to respond to the growing needs of their constituents. </FONT> </P> <P LANG="fr-FR" STYLE="margin-left: 0.1cm; margin-top: 0.42cm; margin-bottom: 0.21cm"> <B>References</B></FONT></P> <P LANG="fr-FR" STYLE="margin-left: 1.27cm; text-indent: -1.17cm; margin-top: 0.21cm; margin-bottom: 0.2cm; page-break-before: auto"> <FONT SIZE=2 STYLE="font-size: 11pt"><FONT SIZE=2 STYLE="font-size: 11pt">Aboudrar, Abdeslam (2005) ‘La lutte contre la corruption : Le cas du Maroc’ [online] available: </FONT></FONT><FONT COLOR="#0000ff"><U><A HREF="http://www.rdh50.ma/fr/pdf/contributions/GT10-5.pdf"></A><A HREF="http://www.rdh50.ma/fr/pdf/contributions/GT10-5.pdf"></A><A HREF="http://www.rdh50.ma/fr/pdf/contributions/GT10-5.pdf"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt">http://www.rdh50.ma/fr/pdf/contributions/GT10-5.pdf</FONT></FONT></FONT></A><A HREF="http://www.rdh50.ma/fr/pdf/contributions/GT10-5.pdf"></A><A HREF="http://www.rdh50.ma/fr/pdf/contributions/GT10-5.pdf"></A></U></FONT><FONT SIZE=2 STYLE="font-size: 11pt"> </FONT></FONT></FONT></FONT> </P> <P LANG="fr-FR" STYLE="margin-left: 1.27cm; text-indent: -1.17cm; margin-top: 0.21cm; margin-bottom: 0.2cm; page-break-before: auto"> <FONT SIZE=2 STYLE="font-size: 11pt"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">Basu, Subhajit (2004) ‘</SPAN></FONT></FONT></FONT><EM><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"><SPAN STYLE="font-style: normal">E-Government</SPAN></SPAN></FONT></FONT></FONT></EM><FONT SIZE=2><SPAN STYLE="font-style: normal"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"><I><SPAN STYLE="font-weight: medium"> </SPAN></I></SPAN></FONT></FONT></FONT></SPAN></FONT></FONT><FONT SIZE=2><SPAN STYLE="font-style: normal"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"><I><SPAN STYLE="font-weight: medium">and</SPAN></I></SPAN></FONT></FONT></FONT></SPAN></FONT></FONT><FONT SIZE=2><SPAN STYLE="font-style: normal"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"><I><SPAN STYLE="font-weight: medium"> </SPAN></I></SPAN></FONT></FONT></FONT></SPAN></FONT></FONT><EM><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"><SPAN STYLE="font-style: normal">Developing</SPAN></SPAN></FONT></FONT></FONT></EM><FONT SIZE=2><SPAN STYLE="font-style: normal"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"><I><SPAN STYLE="font-weight: medium"> </SPAN></I></SPAN></FONT></FONT></FONT></SPAN></FONT></FONT><EM><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"><SPAN STYLE="font-style: normal">Countries</SPAN></SPAN></FONT></FONT></FONT></EM><FONT SIZE=2><SPAN STYLE="font-style: normal"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"><SPAN STYLE="font-weight: medium">: </SPAN></SPAN></FONT></FONT></FONT></SPAN></FONT></FONT><FONT SIZE=2><SPAN STYLE="font-style: normal"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"><SPAN STYLE="font-weight: medium">An Overview</SPAN></SPAN></FONT></FONT></FONT></SPAN></FONT></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">’</SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"> </SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"><I>International Review of Law Computers &Technology, </I></SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">[online]</SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"><I> </I></SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">vol. 18, no. 1, pp. 109–132, Available: Academic Search Premier </SPAN></FONT></FONT></FONT><FONT COLOR="#0000ff"><U><A HREF="http://search.epnet.com/login.aspx?direct=true&db=aph&an=13524233"></A><A HREF="http://search.epnet.com/login.aspx?direct=true&db=aph&an=13524233"></A><A HREF="http://search.epnet.com/login.aspx?direct=true&db=aph&an=13524233"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">http://search.epnet.com/login.aspx?direct=true&db=aph&an=13524233</SPAN></FONT></FONT></FONT></A><A HREF="http://search.epnet.com/login.aspx?direct=true&db=aph&an=13524233"></A><A HREF="http://search.epnet.com/login.aspx?direct=true&db=aph&an=13524233"></A></U></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"> </SPAN></FONT></FONT></FONT></FONT></FONT> </P> <P LANG="fr-FR" STYLE="margin-left: 1.27cm; text-indent: -1.17cm; margin-top: 0.21cm; margin-bottom: 0.2cm; page-break-before: auto"> <FONT SIZE=2 STYLE="font-size: 11pt"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">Backus, Michiel; E-Governance and Developing Countries: </SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"><I>Introduction and example; </I></SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">RESEARCH REPORT; No. 3, April 2001; </SPAN></FONT></FONT></FONT><A HREF="http://www.ftpiicd.org/files/research/reports/report3.pdf"></A><A HREF="http://www.ftpiicd.org/files/research/reports/report3.pdf"></A><A HREF="http://www.ftpiicd.org/files/research/reports/report3.pdf"><FONT SIZE=2 STYLE="font-size: 11pt">http://www.ftpiicd.org/files/research/reports/report3.pdf</FONT></FONT></A><A HREF="http://www.ftpiicd.org/files/research/reports/report3.pdf"></A><A HREF="http://www.ftpiicd.org/files/research/reports/report3.pdf"></A><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"> </SPAN></FONT></FONT></FONT></FONT></FONT> </P> <P LANG="fr-FR" STYLE="margin-left: 1.27cm; 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(2003). Globalization and the Role of the State: Challenges and Perspectives. In Rondinelli & D. Cheema, G. S. (Eds.), <I>Reinventing Government for the Twenty-First century: State Capacity in a Globalizing Society </I>(17-32). Bloofeild: Kumarian Press</FONT></FONT></P> <P LANG="fr-FR" STYLE="margin-left: 1.27cm; text-indent: -1.17cm; margin-top: 0.21cm; margin-bottom: 0.2cm; page-break-before: auto"> <FONT SIZE=2 STYLE="font-size: 11pt">Bhatnagar, Subhash E-Government : from vision to implementation : a practical guide with case studies. New Delhi ; Thousand Oaks, Calif. : Sage Publications, 2004.</FONT></FONT></P> <P LANG="fr-FR" STYLE="margin-left: 1.27cm; text-indent: -1.17cm; margin-top: 0.21cm; margin-bottom: 0.2cm; page-break-before: auto"> <FONT SIZE=2 STYLE="font-size: 11pt">Brinkerhoff, D. W. & Goldsmith, A. A. (2005). 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G. (2003). The Changing Nature of Public Adminitartion: From Easy Answers to Hard Questions. <I>Viesoji Politika Ir Administravimas, </I>5, 7-20</FONT></FONT></P> <P LANG="fr-FR" STYLE="margin-left: 1.27cm; text-indent: -1.17cm; margin-top: 0.21cm; margin-bottom: 0.2cm; page-break-before: auto"> <FONT SIZE=2 STYLE="font-size: 11pt">Pierre, J. (1995). Comparative Public Administration: the State of the Art. In Pierre, J. (Ed.) <I>Bureaucracy in the Modern State: An Introduction to Comparative Public Administration </I>(161-184). Cheltenham: Edward Elgar</FONT></FONT></P> <P LANG="fr-FR" STYLE="margin-left: 1.27cm; text-indent: -1.17cm; margin-top: 0.21cm; margin-bottom: 0.2cm; page-break-before: auto"> <FONT SIZE=2 STYLE="font-size: 11pt">Sisk, J. (2003). Creating and Applying Knowledge, Innovation, and Technology. In Rondinelli & D. Cheema, G. S. (Eds.), <I>Reinventing Government for the Twenty-First century: State Capacity in a Globalizing Society </I>(17-32). Bloofeild: Kumarian Press</FONT></FONT></P> <P LANG="fr-FR" STYLE="margin-left: 1.27cm; text-indent: -1.17cm; margin-top: 0.21cm; margin-bottom: 0.2cm; page-break-before: auto"> <FONT SIZE=2 STYLE="font-size: 11pt">Timney, M. M. & Kelly, T. P. (2000). New Public Management And The Demise Of Popular Sovereignty. <I>Administrative Theory & Praxis, </I>22, No. 3, 555–69</FONT></FONT></P> <P LANG="fr-FR" STYLE="margin-left: 1.27cm; text-indent: -1.17cm; margin-top: 0.21cm; margin-bottom: 0.2cm; page-break-before: auto"> <FONT SIZE=2 STYLE="font-size: 11pt"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">United Nations/ American Society for Public Administration (UN/ ASPA) (2001) ‘Benchmarking E-Government: A Global Perspective, Assessing the Progress of the UN Member States’, [Electronic], </SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">Available: </SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"> </SPAN></FONT></FONT></FONT><FONT COLOR="#0000ff"><U><A HREF="http://www.unpan.org/e-government/Benchmarking%20E-gov%202001.pdf"></A><A HREF="http://www.unpan.org/e-government/Benchmarking%20E-gov%202001.pdf"></A><A HREF="http://www.unpan.org/e-government/Benchmarking%20E-gov%202001.pdf"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">http://www.unpan.org/E-Government/Benchmarking%20E-gov%202001.pdf</SPAN></FONT></FONT></FONT></A><A HREF="http://www.unpan.org/e-government/Benchmarking%20E-gov%202001.pdf"></A><A HREF="http://www.unpan.org/e-government/Benchmarking%20E-gov%202001.pdf"></A></U></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"> [20 Aug 2005].</SPAN></FONT></FONT></FONT></FONT></FONT></P> <P LANG="fr-FR" STYLE="margin-left: 1.27cm; text-indent: -1.17cm; margin-top: 0.21cm; margin-bottom: 0.2cm; page-break-before: auto"> <FONT SIZE=2 STYLE="font-size: 11pt"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">United Nations Development Programme (UNDP) (1997) ‘Governance for sustainable human development: A UNDP policy document’, [online], available: </SPAN></FONT></FONT></FONT><FONT COLOR="#0000ff"><U><A HREF="http://magnet.undp.org/policy/"></A><A HREF="http://magnet.undp.org/policy/"></A><A HREF="http://magnet.undp.org/policy/"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">http://magnet.undp.org/policy/</SPAN></FONT></FONT></FONT></A><A HREF="http://magnet.undp.org/policy/"></A><A HREF="http://magnet.undp.org/policy/"></A></U></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"> </SPAN></FONT></FONT></FONT></FONT></FONT> </P> <P LANG="fr-FR" STYLE="margin-left: 1.27cm; text-indent: -1.17cm; margin-top: 0.21cm; margin-bottom: 0.2cm; page-break-before: auto"> <FONT SIZE=2 STYLE="font-size: 11pt"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">United Nations Development Programme (UNDP) (2002) ‘Handbook on Monitoring and Evaluating for Results’ [online] available: </SPAN></FONT></FONT></FONT><FONT COLOR="#0000ff"><U><A HREF="http://stone.undp.org/undpweb/eo/evalnet/docstore3/yellowbook/documents/full_draft.pdf"></A><A HREF="http://stone.undp.org/undpweb/eo/evalnet/docstore3/yellowbook/documents/full_draft.pdf"></A><A HREF="http://stone.undp.org/undpweb/eo/evalnet/docstore3/yellowbook/documents/full_draft.pdf"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">http://stone.undp.org/undpweb/eo/evalnet/docstore3/yellowbook/documents/full_draft.pdf</SPAN></FONT></FONT></FONT></A><A HREF="http://stone.undp.org/undpweb/eo/evalnet/docstore3/yellowbook/documents/full_draft.pdf"></A><A HREF="http://stone.undp.org/undpweb/eo/evalnet/docstore3/yellowbook/documents/full_draft.pdf"></A></U></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"> </SPAN></FONT></FONT></FONT></FONT></FONT> </P> <P LANG="fr-FR" STYLE="margin-left: 1.27cm; text-indent: -1.17cm; margin-top: 0.21cm; margin-bottom: 0.2cm; page-break-before: auto"> <FONT SIZE=2 STYLE="font-size: 11pt">United Nations (Department of Economic and Social Affairs), (2001). <I>World Public Sector Report: Globalization and the State 2001. New York: ST/ESA/PAD/SER.26</I></FONT></FONT></P> <P LANG="fr-FR" STYLE="margin-left: 1.27cm; text-indent: -1.17cm; margin-top: 0.21cm; margin-bottom: 0.2cm; page-break-before: auto"> <FONT SIZE=2 STYLE="font-size: 11pt">Ventriss, C. (2000). New Public Management: An Examination Of Its Influence On Contemporary Public Affairs And Its Impact On Shaping The Intellectual Agenda Of The Field. Administrative Theory & Praxis, 22, No. 3, 500–18<B> </B></FONT></FONT> </P> <P LANG="fr-FR" STYLE="margin-left: 1.27cm; text-indent: -1.17cm; margin-top: 0.21cm; margin-bottom: 0.2cm; page-break-before: auto"> <FONT SIZE=2 STYLE="font-size: 11pt"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">World Bank (2006a) ‘What is Governance? Arriving at a common understanding of ‘governance’, [Online], </SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">Available:</SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"> </SPAN></FONT></FONT></FONT><FONT COLOR="#0000ff"><U><A HREF="http://www1.worldbank.org/mena/governance/issues-keyQuestion.htm"></A><A HREF="http://www1.worldbank.org/mena/governance/issues-keyQuestion.htm"></A><A HREF="http://www1.worldbank.org/mena/governance/issues-keyQuestion.htm"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">http://www1.worldbank.org/mena/governance/issues-keyQuestion.htm</SPAN></FONT></FONT></FONT></A><A HREF="http://www1.worldbank.org/mena/governance/issues-keyQuestion.htm"></A><A HREF="http://www1.worldbank.org/mena/governance/issues-keyQuestion.htm"></A></U></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"> [20 April 2006].</SPAN></FONT></FONT></FONT></FONT></FONT></P> <P LANG="fr-FR" STYLE="margin-left: 1.27cm; text-indent: -1.17cm; margin-top: 0.21cm; margin-bottom: 0.2cm; page-break-before: auto"> <FONT SIZE=2 STYLE="font-size: 11pt"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">World Bank (2006b) ‘Introduction to e-Government: what is e-Government?’ [Online], </SPAN></FONT></FONT></FONT><FONT COLOR="#0000ff"><U><A HREF="http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATIONANDCOMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20694335~pagePK:210058~piPK:210062~theSitePK:702586,00.html"></A><A HREF="http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATIONANDCOMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20694335~pagePK:210058~piPK:210062~theSitePK:702586,00.html"></A><A HREF="http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATIONANDCOMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20694335~pagePK:210058~piPK:210062~theSitePK:702586,00.html"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATIONANDCOMMUNICATIONANDTECHNOLOGIES/EXTE-GOVERNMENT/0,,contentMDK:20694335~pagePK:210058~piPK:210062~theSitePK:702586,00.html</SPAN></FONT></FONT></FONT></A><A HREF="http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATIONANDCOMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20694335~pagePK:210058~piPK:210062~theSitePK:702586,00.html"></A><A HREF="http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTINFORMATIONANDCOMMUNICATIONANDTECHNOLOGIES/EXTEGOVERNMENT/0,,contentMDK:20694335~pagePK:210058~piPK:210062~theSitePK:702586,00.html"></A></U></FONT></FONT></FONT></P> <P LANG="fr-FR" STYLE="margin-left: 0.1cm; margin-top: 0.42cm; margin-bottom: 0.21cm"> <B>Appendix</B></FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> <SPAN LANG="en-US">The manual service delivery of services like birth certificates consists of many sub-processes. The manual delivery process moves through the following </SPAN><SPAN LANG="en-GB">task related stages:</SPAN></FONT></P> <UL> <LI><P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-right: 0.1cm; background: transparent; page-break-before: auto"> The citizen should first approach a BEC employee at the reception desk in order to submit his/her request for a birth certificate and the needed number of copies. To submit this request, the citizen should show the employee an old birth certificate or his/her family record book since they specify the references of the requested birth certificate. </FONT> </P> <LI><P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-right: 0.1cm; background: transparent; page-break-before: auto"> <SPAN LANG="en-GB">This employee writes down the certificate references on an empty certificate form. </SPAN>These references consist of:</FONT></P> <UL> <UL> <LI><P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-right: 0.1cm; background: transparent; page-break-before: auto"> the registration year of the certificate, and </FONT> </P> <LI><P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-right: 0.1cm; background: transparent; page-break-before: auto"> the certificate serial (identification) number </FONT> </P> </UL> </UL> <LI><P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-right: 0.1cm; background: transparent; page-break-before: auto"> This employee gives these certificate references to a second employee who is in charge of looking for the BEC record book matching the certificate references provided by the citizen. </FONT> </P> <LI><P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-right: 0.1cm; background: transparent; page-break-before: auto"> Then, the second employee needs to place the empty certificate form on the BEC record book page listing the citizens’ life events information. </FONT> </P> <LI><P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-right: 0.1cm; background: transparent; page-break-before: auto"> The second employee needs finally to pass the record book to a third employee who is in charge of filling out the birth certificate forms.</FONT></P> <LI><P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-right: 0.1cm; background: transparent; page-break-before: auto"> Once the form is completed, the third employee passes the certificate to the BEC officer for signature </FONT> </P> <LI><P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-right: 0.1cm; background: transparent; page-break-before: auto"> The signed birth certificate form goes back to the first employee at the reception desk to be attached with a 2 dirham stamp (for each copy) paid by the citizen. </FONT> </P> </UL> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> From the above task related stages of the manual service delivery, it is clear that a citizen needed to submit a birth certificate request; then, pay for the stamps in order to pick up the requested copies of the needed birth certificate processed and signed</FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> The BEC employee needed to receive the citizen’s request and process it by looking for the correspondent BEC record book, then, exactly copy the appropriate information to complete as many copies of birth certificate as requested by the citizen; and finally receive the citizen’s stamp payments</FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> The BEC officer signed the processed copies of the birth certificate in order to provide formal authorization and validity</FONT></P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> Employee Desk Request mode: </FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> The service delivery runs as the following: </FONT> </P> <UL> <LI><P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-right: 0.1cm; background: transparent; page-break-before: auto"> <SPAN LANG="en-US">A citizen : </SPAN><SPAN LANG="en-GB">approaches a BEC employee (in charge of birth certificates (BC)) and provides his/her needed BC references (year of registration and serial number of BC)</SPAN></FONT></P> <LI><P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-right: 0.1cm; background: transparent; page-break-before: auto"> <SPAN LANG="en-US">the employee : </SPAN><SPAN LANG="en-GB">enters the BC references into the BEC application database to make a query; once the information is retrieved and displayed, he/she prints out the number of needed copies in a couple of seconds; then, she receives the citizen’s stamp payment for the printed copies of the BC</SPAN></FONT></P> <LI><P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-right: 0.1cm; background: transparent; page-break-before: auto"> <SPAN LANG="en-US">the citizen then t</SPAN><SPAN LANG="en-GB">akes the BC to the BEC officer for signature</SPAN></FONT></P> </UL> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> <SPAN LANG="en-GB"><I><U>What has</U></I></SPAN><SPAN LANG="en-GB"><I><U> been changed in the actors’ tasks?</U></I></SPAN></FONT></P> <UL> <LI><P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-right: 0.1cm; background: transparent; page-break-before: auto"> Citizens’ tasks are the same: approaching the employee and providing BC references</FONT></P> <LI><P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-right: 0.1cm; background: transparent; page-break-before: auto"> BEC employee’s tasks are reduced from 5 tedious and time consuming tasks to only 3 minimal tasks: a couple of mouse clicks to enter the BC references to the BEC application database, print out the number of needed copies, and receive the stamp payments. The employee’s most tedious task (copying the needed information as many times as requested by each citizen) is eliminated and substituted by querying the BEC citizens’ database to retrieve and print out requested information with 3 mouse clicks. </FONT> </P> <LI><P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-right: 0.1cm; background: transparent; page-break-before: auto"> <SPAN LANG="en-GB">The</SPAN><SPAN LANG="en-GB"> BEC officer’s tasks do not change, except for the unprecedented possibility of checking the accuracy of information with a couple of mouse clicks, as opposed to consulting the BEC Record book.</SPAN></FONT></P> </UL> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> Touch Screen kiosk and online Request modes: </FONT> </P> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> The automated delivery flows as follows: </FONT> </P> <UL> <LI VALUE=1><P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-right: 0.1cm; background: transparent; page-break-before: auto"> <SPAN LANG="en-GB">A citizen approaches the BEC kiosk or eFez related portal (instead of an employee), follows the step by step kiosk/online request with a couple of clicks to insert his/her needed BC references (year of registration and serial number of BC), and print out the number of needed copies in a couple of seconds, p</SPAN><SPAN LANG="en-US">ay the employee stamps, and t</SPAN><SPAN LANG="en-GB">ake the BC copies to the BEC officer for signature</SPAN></FONT></P> </UL> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> <SPAN LANG="en-GB"><I><U>What has</U></I></SPAN><SPAN LANG="en-GB"><I><U> been changed in the actors’ tasks?</U></I></SPAN></FONT></P> <UL> <LI><P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-right: 0.1cm; background: transparent; page-break-before: auto"> <SPAN LANG="en-GB">Citizen’s tasks have changed: he/she uses the touch screen kiosk or the related portal to </SPAN><SPAN LANG="en-GB">undertake the BC request: a couple of clicks to enter the BC references into the BEC application database and print out the number of needed copies. The innovation is that citizens are able to request and process their requests by themselves remotely. </SPAN></FONT> </P> <LI><P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-right: 0.1cm; background: transparent; page-break-before: auto"> BEC employee’s tasks are reduced from 5 tedious tasks to only 1 task: receiving stamp payments.</FONT></P> <LI><P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-right: 0.1cm; background: transparent; page-break-before: auto"> BEC officer’s task does not change: signing copies of BC for formal authorization, except for the unprecedented possibility of checking the accuracy of information via the computer (as opposed to consulting the BEC Record book)</FONT></P> </UL> <P LANG="fr-FR" ALIGN=JUSTIFY STYLE="margin-left: 0.1cm; margin-right: 0.1cm; background: transparent; page-break-before: auto"> <BR><BR> </P> <DIV ID="sdfootnote1"> <P LANG="en-US" CLASS="sdfootnote-western"><A CLASS="sdfootnotesym" NAME="sdfootnote1sym" HREF="#sdfootnote1anc">1</A> Kettani et al, 2005.</P> </DIV> <DIV ID="sdfootnote2"> <P LANG="en-US" CLASS="sdfootnote-western"><A CLASS="sdfootnotesym" NAME="sdfootnote2sym" HREF="#sdfootnote2anc">2</A> eFez has won prizes at the national, Africa-wide and UN/global levels. </P> </DIV> <DIV ID="sdfootnote3"> <P LANG="fr-FR" CLASS="sdfootnote-western"><A CLASS="sdfootnotesym" NAME="sdfootnote3sym" HREF="#sdfootnote3anc">3</A><FONT SIZE=2> </FONT><FONT SIZE=2><SPAN LANG="en-US">In this sense, the NPM reforms’ varying degree of success/ failure was mainly due to the attempt to implement them in “two different worlds… one had in place adequate institutions and conditions for specific reforms whereas the other lacked the basic infrastructures and pre-requisites” (UN, 2001: 41). Such realization led to changing donors’ orientation of public sector reforms in Developing Countries: “the focus has now shifted from retrenchment and downsizing to capacity-building for effective resource management and quality service delivery, financial accountability and efficient government” (48). </SPAN></FONT> </P> </DIV> <DIV ID="sdfootnote4"> <P LANG="fr-FR" CLASS="sdfootnote-western"><A CLASS="sdfootnotesym" NAME="sdfootnote4sym" HREF="#sdfootnote4anc">4</A> <FONT SIZE=2><SPAN LANG="en-US">Another, and convergent approach to defining “good governance” can be seen in the table presented in </SPAN></FONT><FONT SIZE=2><SPAN LANG="en-CA">Derick & Goldsmith (2005).</SPAN></FONT></P> </DIV> <DIV ID="sdfootnote5"> <P LANG="fr-FR" CLASS="sdfootnote-western"><A CLASS="sdfootnotesym" NAME="sdfootnote5sym" HREF="#sdfootnote5anc">5</A> <FONT SIZE=2><SPAN LANG="en-US">This achievement can be seen in the context of other e-Government initiatives in other developing countries, including Brazil and India, where a similar ‘leapfrogging’ effect from technology has been observed (Basu, 2004: 119).</SPAN></FONT></P> </DIV> <DIV ID="sdfootnote6"> <P LANG="fr-FR" CLASS="sdfootnote-western"><A CLASS="sdfootnotesym" NAME="sdfootnote6sym" HREF="#sdfootnote6anc">6</A> <SPAN LANG="en-US">This is a government concern; however, government efforts to eliminate these types of practices in the public administration have been simply campaigns of awareness raising which have proven to be ineffective as studies still register Morocco’s high scores in corruption (Ourzik, 2005: 122; Aboudrar, 2005: 160).</SPAN></P> </DIV> <DIV ID="sdfootnote7"> <P LANG="fr-FR" CLASS="sdfootnote-western"><A CLASS="sdfootnotesym" NAME="sdfootnote7sym" HREF="#sdfootnote7anc">7</A> <SPAN LANG="en-US">This will be covered in subsequent reports on this research.</SPAN></P> </DIV> </BODY> </HTML>