<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&rsquo;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 &ldquo;Bureaux d&rsquo;Etat Civil (BEC)&rdquo;. </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&rsquo;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 &ldquo;Public
administration as the management of public programs&rdquo; (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 &ldquo;well being&rdquo; of citizens (4). Public programs in this
context are designated by the state&rsquo;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 &ldquo;state&rsquo;s&rdquo;
&ldquo;public organizations which in total constitute the system of
governmental institutions&rdquo;; specifically, the public
administration is &ldquo;the key output linkage of the state towards
civil society&rdquo;; put differently,</SPAN></FONT></FONT></FONT><SPAN LANG="en-US">
</SPAN><FONT COLOR="#000000"><SPAN LANG="en-GB">&ldquo;public
administration is the administrative interface between the state and
civil society&rdquo; (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 &ldquo;human organizations&rdquo;
(including public administrations): &ldquo;First-wave pre-industrial
organizations&rdquo; were built to serve pre-industrial agricultural
societies in their harvesting activities; &ldquo;Second-wave
industrial organizations&rdquo; developed (centralized, hierarchical,
bureaucratic, and uniform mechanisms) to serve growing urban
populations, emerging as a result of the industrial revolution; and
&ldquo;Third-wave decentralized</SPAN></FONT></FONT></FONT><SPAN LANG="en-US">
</SPAN><FONT COLOR="#000000"><SPAN LANG="en-GB">organizations&rdquo;,
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 &ldquo;traditional
administration&rdquo; model to &ldquo;New Public Management&rdquo;
and &ldquo;Governance&rdquo; 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 &ldquo;traditional&rdquo; model of
public administration, also known also as the &ldquo;classical&rdquo;
or &ldquo;conventional&rdquo; model, rested on a set of assumptions,
principles, and practices. The &ldquo;traditional administration&rdquo;
came to replace and transform the pre-industrial organizations. The
&ldquo;traditional administration&rdquo; 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,
&ldquo;rule by office or by official&rdquo;, bureaucracy is defined
as &ldquo;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&rdquo;
(Doherty and Horne, 2002: 16). The emerging capitalist system pursued
efficiency in its mass production endeavor. Felts and Jos (2000)
explain that &ldquo;the challenge of mass-production capitalism was
to communicate uniformly and act quickly across greater and greater
spaces&rdquo; (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 &ldquo;classical&rdquo; model of public
administration had received many critiques calling for &ldquo;a more
humane and especially a more efficient government&rdquo; (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). &ldquo;The shift has been from seeing public
administration as a vehicle for social change towards perceiving it
as a major obstacle to such change&rdquo; (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 &ldquo;big government&rdquo;, 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,
&ldquo;resurgence&rdquo; and continuity of &ldquo;liberalism&rdquo;
(Heeks, 1999: 11). Bureaucratic inefficiencies were found at
different levels of the public sector: &ldquo;inputs&rdquo; because
of the mounting costs needed to run and fund public programs and
services, &ldquo;processes&rdquo; due to problems arising from the
way public affairs were handled, including &ldquo;waste, delay,
mismanagement and corruption within the public sector, all of which
contributed to inefficiency in the conversion of public expenditure
into public services&rdquo;, and &ldquo;outputs&rdquo; as
dissatisfaction was fueled with the growing conviction that &ldquo;the
public sector was not delivering what it should &hellip;. [which]
undermined the wider social outcomes of public sector
activity&rdquo;(Heeks, 1999: 10). This led to a growing phenomenon
known as: &ldquo;structural reform of the public sector&rdquo;,
&ldquo;reassessment of the public sector&rdquo; (Peters, 1995: 2),
and &ldquo;Reinventing Government&rdquo; (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 &ldquo;New Public Management&rdquo; (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 &ldquo;the reinvented&rdquo;
administration almost the antithesis of the &ldquo;classical
administration&rdquo;.  The rationale for such reforms is to reduce
the costs of centralized decision making and to create more flexible
and responsive decision making&rdquo; (Heeks, 1999: 13). It is also a
way to &ldquo;empower&rdquo; 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 &ldquo;re-engineering&rdquo; the work of public
administration, to make it more responsive to citizens, who in turn
became perceived as &ldquo;consumers&rdquo; and &ldquo;clients&rdquo;
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 &ldquo;democratic values in administration&rdquo;
(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
&ldquo;social outcomes&rdquo; and &ldquo;public value&rdquo; 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&rsquo;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 &ldquo;Post Washington
consensus&rdquo;; 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&rsquo;s Kaufmann demonstrated empirically how &ldquo;good
governance matters&rdquo; 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 &ldquo;good governance&rdquo; as a condition
for not only economic growth but for a broader process of
&ldquo;sustainable human development&rdquo;. Following this, </SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><SPAN LANG="en-GB">&ldquo;good
governance&rdquo; </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 &ldquo;building institutional capacity&rdquo; (Jaya Soriya &amp;
Rosser, 2001; World Bank, 1991. International donors, mainly the
World Bank and the IMF, started to realize that &ldquo;structural
reform without the concomitant set of institutions to support such
reform is likely to fail&rdquo; (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
&ldquo;institution building&rdquo; known also as &ldquo;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
&ldquo;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&rdquo; (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
&ldquo;Good Governance&rdquo;</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 &ldquo;&hellip;power is exercised
through a country&rsquo;s economic, political, and social
institutions&rdquo; (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">&ldquo;<FONT SIZE=2 STYLE="font-size: 11pt"><I>the
exercise of economic, political, and administrative authority to
manage a <B>country</B>&rsquo;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&rdquo;  (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">&hellip;<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&rdquo; 
(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">&hellip;<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&rdquo; (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 &ldquo;good
governance&rdquo;. Mainly because they are normative judgements on
how governance &ldquo;should&rdquo; 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&rsquo;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">
			&ldquo;<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&rdquo;</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">
			&ldquo;<FONT SIZE=2 STYLE="font-size: 10pt">Legal
			frameworks should be fair and enforced impartially, particularly
			the laws on human rights&rdquo;</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">
			&ldquo;<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&rdquo;</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">
			&ldquo;<FONT SIZE=2 STYLE="font-size: 10pt">Institutions
			and processes try to serve all stakeholders&rdquo;</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">
			&ldquo;<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&rdquo;</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">
			&ldquo;<FONT SIZE=2 STYLE="font-size: 10pt">All
			men and women have opportunities to improve or maintain their
			well-being&rdquo;</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">
			&ldquo;<FONT SIZE=2 STYLE="font-size: 10pt">Processes
			and institutions produce results that meet needs while making the
			best use of resources&rdquo; </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">
			&ldquo;<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&rdquo;</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">
			&ldquo;<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&rdquo;</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 &ldquo;good governance&rdquo;
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 &ldquo;get the institutions right
first&rdquo;; the underlying premise being, following Derick &amp;
Goldsmith (2005) and others that &ldquo;better run public
institutions (are) the most important instrument for fostering
economic growth and reducing poverty&rdquo; (Jaya Soriya &amp;
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
&ldquo;utilizing the internet and the world-wide-web for delivering
government information and services to citizens&rdquo; (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 &ldquo;where
ICT(s) have, so far, made the most spectacular inroads&rdquo; (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">&ldquo;<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&rsquo;
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&rdquo; (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 &ldquo;both concepts share the same
objectives&rdquo; in that &ldquo;administrative efficiency, the
quality of public services, and democratic participation are core
principles of both&rdquo; (2004: 419). He explains the underlying
reason behind such a relation to be e-Government&rsquo;s &ldquo;dualistic
approach to state modernization: it combines an internal focus on
administrative reform with an external focus on state-citizen (or
state-customer) relations&rdquo; (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&rsquo; recorded life events&rsquo;
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) &ldquo;back office&rdquo; (data storage system) as well
as an electronically enabled front office including three different
&ldquo;channels&rdquo; for delivering BC&rsquo;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 &ldquo;inclusive
and comprehensive&rdquo; 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 &ldquo;Working Definitions&rdquo; 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">
			&ldquo;<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&rdquo;</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">
			&ldquo;<FONT SIZE=2 STYLE="font-size: 10pt">Processes
			and institutions produce results that meet needs while making the
			best use of resources&rdquo;</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 &amp; 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">
			&ldquo;<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&rdquo;</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&rsquo;
			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">
			&ldquo;<FONT SIZE=2 STYLE="font-size: 10pt">All
			men and women have opportunities to improve or maintain their
			well-being&rdquo;</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">
			&ldquo;<FONT SIZE=2 STYLE="font-size: 10pt">Legal
			frameworks should be fair and enforced impartially&quot;</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">
			&ldquo;<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&rdquo;</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">
			&ldquo;<FONT SIZE=2 STYLE="font-size: 10pt">Institutions
			and processes try to serve all stakeholders&rdquo;</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">
			&ldquo;<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&rdquo;</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">
			&ldquo;<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&rdquo;</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 &ldquo;measure&rdquo; the influence of the eFez
implementation on this specific service area within the municipality
of Fez. Specifically, we were able to conduct &ldquo;before and
after&rdquo; observations and undertake measurements associated with
the project implementation, observing the existing system of service
delivery in order to gather appropriate &ldquo;baseline data&rdquo;. </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&rsquo;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 &amp; 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&rsquo;
			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 &ldquo;leapfrogging&rdquo; 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">:
&ldquo;visibility of workflows for citizens&rdquo; 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 &ldquo;convenient&rdquo;
for him/her. Now, with automated service delivery, the sub
processes&mdash;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 &ldquo;track&rdquo; 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: &ldquo;possibility
of citizens making optimal use of their resources to request and
obtain services&rdquo; and &ldquo;the possibility of making optimal
use of scarce public resources&rdquo; 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&rsquo;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&rsquo; 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&rsquo; 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&rsquo;
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&rsquo; 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 &ldquo;tips&rdquo; (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>&rdquo;
in the context of the previous manual service delivery, laws were not
being applied impartially. Getting preferred service as a result of a
&ldquo;tip&rdquo; 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&rsquo; 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 &ldquo;stamps&rdquo; 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
&ldquo;convenient&rdquo; 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 &ldquo;empowered&rdquo;
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&rsquo;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&rsquo;s
administrations according to Ourzik (2005: 123). Automated service
delivery is by design predictable and instantly responsive to
citizens&rsquo; 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">
			&ldquo;<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&rdquo;</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">
			&ldquo;<FONT SIZE=2 STYLE="font-size: 10pt">Processes
			and institutions produce results that meet needs while making the
			best use of resources&rdquo;</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">
			&ldquo;<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&rdquo;</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">
			&ldquo;<FONT SIZE=2 STYLE="font-size: 10pt">All
			men and women have opportunities to improve or maintain their
			well-being&rdquo;</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">
			&ldquo;<FONT SIZE=2 STYLE="font-size: 10pt">Legal
			frameworks should be fair and enforced impartially&quot;</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">
			&ldquo;<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&rdquo;</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">
			&ldquo;<FONT SIZE=2 STYLE="font-size: 10pt">Institutions
			and processes try to serve all stakeholders&rdquo;</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">
			&ldquo;<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&rdquo;</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">
			&ldquo;<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&rdquo;</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&rsquo;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 &ldquo;scale up&rdquo; 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&rsquo;
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 &ldquo;impact
assessment&rdquo; 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 &ldquo;Development&rdquo;.   </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 &ldquo;good governance&rdquo;. 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 &ldquo;good
governance&rdquo;). We thus would suggest that generalizing and
promoting ICT use in Morocco&rsquo;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) &lsquo;La lutte contre la corruption&nbsp;: Le cas du
Maroc&rsquo; [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) &lsquo;</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">&rsquo;</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 &amp;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&ndash;132, Available: Academic Search Premier
</SPAN></FONT></FONT></FONT><FONT COLOR="#0000ff"><U><A HREF="http://search.epnet.com/login.aspx?direct=true&amp;db=aph&amp;an=13524233"></A><A HREF="http://search.epnet.com/login.aspx?direct=true&amp;db=aph&amp;an=13524233"></A><A HREF="http://search.epnet.com/login.aspx?direct=true&amp;db=aph&amp;an=13524233"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">http://search.epnet.com/login.aspx?direct=true&amp;db=aph&amp;an=13524233</SPAN></FONT></FONT></FONT></A><A HREF="http://search.epnet.com/login.aspx?direct=true&amp;db=aph&amp;an=13524233"></A><A HREF="http://search.epnet.com/login.aspx?direct=true&amp;db=aph&amp;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>
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<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
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</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>
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<FONT SIZE=2 STYLE="font-size: 11pt">Bertucci,
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<FONT SIZE=2 STYLE="font-size: 11pt">Bhatnagar,
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<FONT SIZE=2 STYLE="font-size: 11pt">Brinkerhoff,
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<FONT SIZE=2 STYLE="font-size: 11pt"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"><SPAN STYLE="font-weight: medium">Centre
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(2005) &lsquo;</SPAN></SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"><SPAN STYLE="font-weight: medium">Strat&eacute;gie
de programme pour le</SPAN></SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"><SPAN STYLE="font-weight: medium">
</SPAN></SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"><SPAN STYLE="font-weight: medium">Fonds
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<FONT SIZE=2 STYLE="font-size: 11pt">Cheema,
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<FONT SIZE=2 STYLE="font-size: 11pt">Denhardt,
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<FONT SIZE=2 STYLE="font-size: 11pt">Desai,
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<FONT SIZE=2 STYLE="font-size: 11pt">Development:
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ISSN 0952-1895</FONT></FONT></P>
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<FONT SIZE=2 STYLE="font-size: 11pt"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">Finger,
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</SPAN></FONT></FONT></FONT></FONT></FONT>
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<FONT SIZE=2 STYLE="font-size: 11pt"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">Haldenwang,
Christian Von (2004) &lsquo;Electronic Government (E-Government) and
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</SPAN></FONT></FONT></FONT><FONT COLOR="#0000ff"><U><A HREF="http://search.epnet.com/login.aspx?direct=true&amp;db=aph&amp;an=15740588"></A><A HREF="http://search.epnet.com/login.aspx?direct=true&amp;db=aph&amp;an=15740588"></A><A HREF="http://search.epnet.com/login.aspx?direct=true&amp;db=aph&amp;an=15740588"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">http://search.epnet.com/login.aspx?direct=true&amp;db=aph&amp;an=15740588</SPAN></FONT></FONT></FONT></A><A HREF="http://search.epnet.com/login.aspx?direct=true&amp;db=aph&amp;an=15740588"></A><A HREF="http://search.epnet.com/login.aspx?direct=true&amp;db=aph&amp;an=15740588"></A></U></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">
 </SPAN></FONT></FONT></FONT></FONT></FONT>
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<FONT SIZE=2 STYLE="font-size: 11pt"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">Heeks,
Richard; 2006; </SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"><I>i</I></SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">Government:</SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">
Benchmarking e-Government: </SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"><I>Improving
the National and International Measurement, Evaluation and Comparison
of e-Government; </I></SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">Working
Paper Series: Paper No. 18; </SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"><I>Development
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</I></SPAN></FONT></FONT></FONT></FONT></FONT>
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</SPAN></FONT></FONT></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">Understanding
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</SPAN></FONT></FONT></FONT><FONT COLOR="#0000ff"><U><A HREF="http://www.guidestarinternational.org/file_download/84"></A><A HREF="http://www.guidestarinternational.org/file_download/84"></A><A HREF="http://www.guidestarinternational.org/file_download/84"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">www.guidestarinternational.org/file_download/84</SPAN></FONT></FONT></FONT></A><A HREF="http://www.guidestarinternational.org/file_download/84"></A><A HREF="http://www.guidestarinternational.org/file_download/84"></A></U></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">
</SPAN></FONT></FONT></FONT></FONT></FONT>
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<FONT SIZE=2 STYLE="font-size: 11pt">Heeks,
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<FONT SIZE=2 STYLE="font-size: 11pt">Jaya
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<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">Kaufmann,
D., Kraay, A. &amp; Mastruzzi, M. (2003). &quot;</SPAN></FONT></FONT></FONT><FONT COLOR="#0000ff"><A HREF="http://ideas.repec.org/p/wpa/wuwpdc/0308001.html"></A><A HREF="http://ideas.repec.org/p/wpa/wuwpdc/0308001.html"></A><A HREF="http://ideas.repec.org/p/wpa/wuwpdc/0308001.html"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"><SPAN STYLE="text-decoration: none">Governance
Matters III: Governance Indicators for 1996-2002</SPAN></SPAN></FONT></FONT></FONT></A><A HREF="http://ideas.repec.org/p/wpa/wuwpdc/0308001.html"></A><A HREF="http://ideas.repec.org/p/wpa/wuwpdc/0308001.html"></A></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">,&quot;
</SPAN></FONT></FONT></FONT><FONT COLOR="#0000ff"><A HREF="http://ideas.repec.org/s/wpa/wuwpdc.html"></A><A HREF="http://ideas.repec.org/s/wpa/wuwpdc.html"></A><A HREF="http://ideas.repec.org/s/wpa/wuwpdc.html"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR"><SPAN STYLE="text-decoration: none">Development
and Comp Systems</SPAN></SPAN></FONT></FONT></FONT></A><A HREF="http://ideas.repec.org/s/wpa/wuwpdc.html"></A><A HREF="http://ideas.repec.org/s/wpa/wuwpdc.html"></A></FONT><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">
0308001</SPAN></FONT></FONT></FONT></FONT></FONT></P>
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<FONT SIZE=2 STYLE="font-size: 11pt">Olsen,
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J. P. &amp; Peters, B. G (Eds.). <I>Lessons from Experience:
Experiential Learning in Administrative Reforms in Eight Democracies
</I>(1-35). Oslo: Scandinavian University 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">Osborne,
D., &amp; T. Gaebler. 1992. <I>Reinventing Government: How the
Entrepreneurial Spirit Is Transforming the Public Sector</I>.
Reading, MA: Addison-Wesley. </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">Ourzik,
Abdelouahad (2005) &lsquo;Gouvernance et modernisation de
l&rsquo;administration&rsquo; [online] available:
</SPAN></FONT></FONT></FONT><FONT COLOR="#0000ff"><U><A HREF="http://www.rdh50.ma/fr/pdf/contributions/GT10-4.pdf"></A><A HREF="http://www.rdh50.ma/fr/pdf/contributions/GT10-4.pdf"></A><A HREF="http://www.rdh50.ma/fr/pdf/contributions/GT10-4.pdf"><FONT COLOR="#000000"><FONT SIZE=2 STYLE="font-size: 11pt"><SPAN LANG="fr-FR">http://www.rdh50.ma/fr/pdf/contributions/GT10-4.pdf</SPAN></FONT></FONT></FONT></A><A HREF="http://www.rdh50.ma/fr/pdf/contributions/GT10-4.pdf"></A><A HREF="http://www.rdh50.ma/fr/pdf/contributions/GT10-4.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">Peters,
B. 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 &amp; 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. &amp; Kelly, T. P. (2000). New Public Management And The Demise
Of Popular Sovereignty. <I>Administrative Theory &amp; Praxis, </I>22,
No. 3, 555&ndash;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)
&lsquo;Benchmarking E-Government: A Global Perspective, Assessing the
Progress of the UN Member States&rsquo;, [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) &lsquo;Governance for
sustainable human development: A UNDP policy document&rsquo;,
[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) &lsquo;Handbook on
Monitoring and Evaluating for Results&rsquo; [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 &amp; Praxis,
22, No. 3, 500&ndash;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) &lsquo;What is Governance? Arriving at a common
understanding of &lsquo;governance&rsquo;, [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) &lsquo;Introduction to e-Government: what is
e-Government?&rsquo; [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&rsquo; 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&rsquo;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&rsquo;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&nbsp;:
	</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&nbsp;:
	</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&rsquo;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&rsquo; 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&rsquo; 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&rsquo;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&rsquo;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&rsquo;
	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&rsquo;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&rsquo; 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&rsquo;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&rsquo;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&rsquo;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&rsquo; varying degree of success/ failure was mainly due to
	the attempt to implement them in &ldquo;two different worlds&hellip;
	one had in place adequate institutions and conditions for specific
	reforms whereas the other lacked the basic infrastructures and
	pre-requisites&rdquo; (UN, 2001: 41). Such realization led to
	changing donors&rsquo; orientation of public sector reforms in
	Developing Countries: &ldquo;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&rdquo; (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 &ldquo;good governance&rdquo; can be seen in the table
	presented in </SPAN></FONT><FONT SIZE=2><SPAN LANG="en-CA">Derick &amp;
	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
	&lsquo;leapfrogging&rsquo; 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&rsquo;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>
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