Strategies for Local Electronic Governance

Strategies for Local
Electronic Governance
Foundations, Cases and Success factorsFoundations, Cases and Success factors
Adegboyega Ojo, Research Fellow
Center for Electronic Governance
United Nations University - IIST
ao@iist.unu.edu

IDENTITY Dual - University and UN
ESTABLISHED 1972
MISSION To contribute – through collaborative research,
teaching, capacity development and advisory
services – to efforts aimed at resolving the
pressing global problems of sustainable human
security, development and welfare that are the
UNITED NATIONS UNIVERSITY
1-3 DECEMBER 2010, SEOUL, REPUBLIC OF KOREA- 2UNPOG - CAPACITY DEVELOPMENT PROGRAM ON LOCAL E-GOVERNMENT
security, development and welfare that are the
concern of the United Nations, its Peoples and
Member States.
AIMS 1. Advancement of knowledge relevant to the
role and work of the United Nations
2. Application of that knowledge in
formulating sound principles, policies,
strategies and programmes for action
LOCATION Worldwide, with headquarters in Tokyo

UNITED NATIONS UNIVERSITY NETWORK
INSTITUTES
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PROGRAMS
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CENTER FOR ELECTRONIC GOVERNANCE
IDENTITY
Center of Excellence on
Electronic Governance research
and practice, part of UNU-IIST.
MISSION
Supporting governments, universities
and the UN in strategic use of ICT to
enable good governance and
sustainable development.
ACTIVITIES
Conduct research, provide policy support to governments and the UN system, develop educational
programmes, and build capacity of universities and governments to better understand how SD
objectives impact EGOV programmes and how to evolve EGOV4SD solutions.

There are many reasons for the increasing prominence of local government,
local governance and consequently local e-governance, including:
1) Centrality of decentralization to government reform programs, which
involves devolution of more powers to local or assumption of more
responsibilities in the context of deconcentration.
2) Participation is central to good governance and an important factor for
LOCAL ELECTRONIC GOVERNANCE - WHY?
sustainable development1. E-Participation is also now accepted as core
aspect of Electronic Governance. However, local authorities are closest to
citizens and thus in a better position to effectively drive participation.
3) Increasing demand for public value from Electronic Governance
programmes (EGOV4What?) is creating stronger linkages between e-
governance and Development via good governance.
o From an ICT4D perspective, all municipalities can adopt effective e-
governance for social and local economic development2
Ascendancy of Local
Governance
Ref: 1UNDP, User’s Guide to Measuring Local Governance, UNDP Oslo Governance Center, 2Abrahams L & Newton-Reid L., E-Governance
for Social and local economic development, LINK Policy research paper, no. 9, Nov. 2008;

Our goal is to seek answers to the following questions:
1) What do we understand by Local Electronic Governance (Local EGOV)and how does traditional
central level electronic governance (EGOV) differs from Local EGOV?
2) What are the core requirements that any effective Local EGOV strategies must seek to address?
3) What good practice examples of Local EGOV programs are available and how can local governments
OBJECTIVES
3) What good practice examples of Local EGOV programs are available and how can local governments
learn from these examples?
4) What are the critical success factors for a Local EGOV program?
5) *How can local governments develop their own Local EGOV strategies ?

OUTLINE
1. Foundational Concepts
2. E-Governance Strategy Models
3. Local E-Governance Strategies
4. Best Practices in Local E-Governance
5. Summary and conclusions

The goal of this section is explore the
meaning of Local Electronic Governance
and Local Electronic Governance Strategy,
by defining and relating the following
concepts:
1) Governance
2) Local Governance
CONCEPTUALIZING LOCAL E-GOVERNANCE
Governance
E-Governance Local Governance
2) Local Governance
3) Electronic Governance
4) Local Electronic Governance
5) Strategy
6) Electronic Governance Strategy
7) Local Electronic Governance strategy
Local
E-GovernanceStrategy
E-Gov Strategy Local E-Gov
Strategy

CONCEPT 1 - GOVERNANCE
Governance is the means through which government – an institution of the state; acts to perform its
functions, and interact with various actors in the society1. Its activities include2,3: representation and
regulation of societal actors and delivery of public services and policy-making.
Governance activities1:
o determining shared objectives,
o influencing motivations,
Emerging Governance Paradigm2,3:
o Redistribution of powers hitherto
concentrated within government
o influencing motivations,
o allocating responsibilities and resources,
o monitoring compliance,
o imposing penalties,
o organizing negotiations,
o setting standards, and
o resolving conflicts and disputes
concentrated within government
o Enhanced mechanisms for government-wide
coordination in policy and info exchange;
o Stronger regulation due to participation of
non-state actors in service and policy
delivery; and
o Allowing citizens to express their collective
voice and pursue action.
Ref: 1Kemp, Rene and Gibson, Robert. Governance for Sustainable development: moving from theory to practice. International Journal of
Sustainable Development, 8, 1/2 (2005), 12-30. 2Coleman, Stephen. Foundations of Digital Government. In Chen, Hsinchun et al., eds.,
Digital Government: E-Government Research, Case and Implementation. Springer, 2008. 3Finger, Matthias. Conceptualizing e-Governance.
European Review of Political technologies, 1 (March 2005), 1-7.

CONCEPT 2 - LOCAL GOVERNANCE - DEFINITION
First, we link the concept of Local Governance to that of Local Government - an entity created by state
with a set of administrative authorities over a territorial space1.
Local Government:
A legal entity of the state with devolved or de-
concentrated powers or authorities granted by
Local Governance
Comprises of state and non-state institutions,
mechanisms and processes, through which2:
concentrated powers or authorities granted by
a higher level government.
Nature of LGs vary with countries …
o US - counties, cities, town, township,
school districts, etc.
o Malaysia - city council, municipal Council,
Town Council, Town Board, Rural District
Council, and Local Council
mechanisms and processes, through which2:
1) Public goods and services are delivered to
citizens and
2) Citizens can articulate their interest and
needs, mediate their differences and
exercise their rights and obligations
at the local government level.
Ref:1http://en.wikipedia.org/wiki/Local_government, 2UNDP, A User’s Guide to Measuring Local Governance, UNDP Oslo Gov Center

Attributes of Good Local Governance include1:
1) Quality, effectiveness and efficiency of local administration and public service delivery
2) Quality of public policy and decision making procedures, their inclusiveness, their transparency and
their accountability
3) Good exercise of power at the local level
CONCEPT 2 - LOCAL GOVERNANCE – ATTRIBUTES
International IDEA Democracy at Local Level Local Governance Barometer
o Representative democracy – Equality, Equity
o Participatory democracy – openness, fairness, transparency,
responsiveness, accountability
o Effectiveness
o Transparency and rule of law
o Accountability
o Participation and civic engagement
o Equity
Good Governance for Local Development UN-HABITAT Urban Governance Index
o Representation
o Participation
o Accountability
o Transparency
o Effectiveness
o Security
o Equity
o Effectiveness
o Equity
o Participation
o Accountability
Ref:1UNDP, A User’s Guide to Measuring Local Governance, UNDP Oslo Gov Center

CONCEPT 3 - ELECTRONIC GOVERNANCE
E-Governance includes:
o delivering public services
over e-channels,
o ICT-enabled participation
Related definitions3:
E-Government is the is the
use of ICT particularly the
internet as a tool to achieve
Note:
1) E-Governance is a
broader concept than
Electronic Governance entails strategic use of Information and Communication Technologies (ICT) to
enable, support and transform governance activities to achieve desired good governance objectives.
o ICT-enabled participation
of social actors in decision
and policy making through
ICT, and
o using ICT to regulate the
activities of actors
o generation and circulation
of official information in
digital forms to reduce
information asymmetry
internet as a tool to achieve
better government.
E-Government =
ICT-enabled service delivery
E-Governance =
E-Government +
E-Participation (or E-
democracy)
(and not interchangeable
with) e-government.
2) Support for the principles
of good public
governance should be
the desired outcome of
e-governance initiatives.
Ref:2Coleman, Stephen. Foundations of Digital Government, Digital Gov: E-Government Research, Case and Implementation. Springer,
2008. 3Finger, Matthias. Conceptualizing e-Governance. European Review of Political technologies, 1 (March 2005), 1-7., 3OECD

CONCEPT 4 – LOCAL ELECTRONIC GOVERNANCE
The transformational use of ICT, including the internet to achieve local good governance objectives.
Use and integration of ICT at local levels of
government is expected to1:
o Enhance social and economic development by
empowering officials and community reps
Observation:
Local E-Governance is seen as an ICT4D initiative
at a local level. Consequently, it’s effective
empowering officials and community reps
o Ensuring linkages, networking and community
cohesion
o Providing timely, efficient, transparent and
accountable services
o Improving the management of the services
and operations
o Facilitating planning and policy making process
o Monitoring physical and social changes
implementation is expected to impact directly on
social and local development2.
Ref: 1 G. Misuraca, E-Governance in Africa from Theory to Action – A Handbook on ICTs for Local Governance, IDRC, 2007,2Abrahams L &
Newton-Reid L., E-Governance for Social and local economic development, LINK Policy research paper, no. 9, Nov. 2008;

CONCEPT 5 - STRATEGY
There are different schools of thought on the notion of a strategy. Its conceptualization largely
determines its contents and how it will be developed and implemented.
Leading perspectives on the concept of strategy1:
1) Means of establishing organizational purpose
– in terms of long term goals and resource
allocation
Definition
A strategy is a coherent and integrative pattern
of decision that determines and reveals the
organizational purpose in terms of long-term
2) Definition of the competitive domain of an
organization – what should be the business
3) Coherent unifying and integrative blueprint
of an organization as a whole
4) Response to opportunities and threats, and
internal strengths and weaknesses
5) Central vehicle for achieving competitive
advantage – Porter’s positioning principles
organizational purpose in terms of long-term
objectives, action programs and resource
allocation priorities.
Ref: 1 Hax, Arnold C. and Majluf, S. Nicolas. Strategy and the Strategy Formation Process. Working Paper WP# 1810-86, Sloan School of
Management, MIT, 1986, 2Mintzberg, Henry. The Rise and Fall of Strategic Planning. Prentice Hall Financial Times, Harlow Essex, 1994
Process
Realized Strategy as
product of Deliberate
and Emergent Strategy2

CONCEPT 6 - ELECTRONIC GOVERNANCE STRATEGY
An E-Governance strategy specifies the contextual meaning of e-governance for a government, the long-
term objectives and the necessary supporting set of actions on how ICT could be used to enable and
support the transformation of the government towards effective and good governance.
Traditional strategic perspective to address:
1) Providing quality services to citizens and
business and engage them in decision making
2) Significantly improving the efficiency of
Reasons for an explicit e-Governance Strategy1:
1) Creating the right policy and institutional
framework from the start
2) Maximizing the use of ICT within government
2) Significantly improving the efficiency of
internal operations supporting services
3) Optimizing the use of financial resources and
sustain the program through a sound
business model
4) Instituting continuous learning and
improvement for the resulting program
5) Ensuring that resulting program contribute to
the overall organizational mission
2) Maximizing the use of ICT within government
3) Managing the increasing costs of ICT in
government
4) Mapping path from pilot experiments to
sustainable, scalable systems
5) Pursuing real economic development goals
and not just technology
Ref: 1 Deepak Bhatia, ISG Group WB

CONCEPT 7 - LOCAL E-GOVERNANCE STRATEGY
Local E-Governance strategy specifies what e-governance really means in the a specific local
government context, the long-term objectives and a coherent set of actions on how ICT could be used
to enable and support the achievement of local good, self and democratic governance.
In addition to addressing the five strategic areas identified for traditional e-governance strategies, a local
e-governance strategy is to explicitly indicate how it will support social and economic development of
the inhabitants and the territory as a whole.

OUTLINE

Electronic government strategies, particularly at the national level are largely driven by models
underpinning international benchmark and measurement studies.
There are several international e-government-related benchmarking series:
o UNDESA Global E-Government Survey
o Waseda University World e-Government Ranking
o Brown University Global E-Government Survey
Economist Intelligence Unit’s Digital Economy Rankings (formerly E-Readiness Ranking)
E-GOVERNANCE STRATEGY MODELS - 1
o Economist Intelligence Unit’s Digital Economy Rankings (formerly E-Readiness Ranking)
o Accenture E-Government Leadership survey
UNDESA’s Global EGOV survey is the most comprehensive survey, covering UN member states; it assesses:
o Online presence and sophistication
o ICT infrastructure,
o Human capital availability
o Level of participation of citizens and businesses in government decision making
Benchmarking systems rely on one or more E-Governance development model

Known E-Governance development models include:
1) E-Governance Maturity Model
2) E-Governance Value Chain Model
3) Hybrid model of the above models
The E-Governance Maturity model is the most popular and
by far has been the most influential model to date.
E-GOVERNANCE STRATEGY MODELS - 2
Maturity
Model
Value Chain
by far has been the most influential model to date.
With increasing awareness of the limitation of the maturity
model approach, the value chain model have been
increasingly deployed since 2005.
Hybrid Model
E-GOV Development Models

MATURITY MODEL APPROACH – DEFINITION AND EXAMPLES
An E-Governance maturity model prescribes staged growth or evolutionary path for the development of
electronic governance. An implicit assumption is that higher stages are better than lower ones.
Therefore, progress is measured in terms of the stage reached.
UNDESA WB Gartner OECD
Examples of maturity models1,2:
Emerging Publish Publish Inform
Enhanced Interact Interact Interact
Transaction Transact Transact Transact
Connected Deliver Integrate Transform
The Layne and Lee Model2
Ref: 1 Adegboyega Ojo, Elsa Estevez, Strategic Planning for Electronic Governance, UNU-IIST, 2008. 2K.V. Andersen, H.Z. Henriksen, E-
Government maturity models: Extension of the Layne and Lee model, GIQ, 23 (2006), 236 - 248;

As popular and influential as the e-government maturity model has been, the following issues have
been surfaced in term of its usage and its normative value.
Specifically, there are has been argued that1:
1) The implicit assumption that later phases (say phase IV) is better than earlier phases (e.g. phases I,
II, and III) is not necessary true. In addition, practice has revealed that the individual phases occur
simultaneously and are part of different elements of e-government.
MATURITY MODEL APPROACH - OBSERVATIONS
simultaneously and are part of different elements of e-government.
2) The triggers for moving to one stage rather than another stage are more rewarding to focus on
rather than observing whether or not government is at stage I or IV.
3) Consequently, the stages in the maturity model should be taken as possible concurrent rather than
strictly as a continuum in the development process.
Therefore, e-governance strategies need not necessary move from one stage to another or implicitly
assume that “the more sophisticated is better”.
Ref: 1K.V. Andersen, H.Z. Henriksen, E-Government maturity models: Extension of the Layne and Lee model, GIQ, 23 (2006), 236 - 248;

The value chain model focuses on how to effectively e-government turns input into outcomes1. IN this
model, there is an implicit shift of emphasis and attention over time, from readiness to availability to
uptake and finally impact.
VALUE CHAIN DRIVEN STRATEGY
Ref: 1 Richard Heeks, Understanding and Measuring E-Government: International Benchmarking studies, Development informatics Group,
IDPM, University of Manchester, 2006
Heels E-Government Value Chain1

A variant of the Heek’s EGOV value chain model is being developed at UNU and applied to an ongoing
National Level E-Governance Strategy Initiative (EGOV.CM Project) in Cameroon.
The model prescribes that a typical e-governance strategy comprises a prudent mix of the different
strategy elements on producing concrete outputs, increasing adoption and usage, ensuring outcome
and creating impact.
VALUE CHAIN DRIVEN APPROACH –
UNU’S EGOV.CM PROJECT WITH GOVT OF CAMEROON
EGOV.CM Strategy Model 1
Ref: 1 Adegboyega Ojo, et al., Conceptual
Framework for EGOV.CM Strategy, April, 2010

The value chain approach explicitly emphasis value generation from e-governance program. This
therefore addresses an increasing concern on concrete impacts produced from EGOV programs.
Unlike in the maturity models where stages could be concurrently pursued, the value chain phases
require some minimal capability in the earlier phases.
Given concrete good and democratic governance goals as well as the socio-economic objectives of Local
EGOV programs, value chain approach offers a good framework for linking actions to these goals.
VALUE CHAIN DRIVEN APPROACH - OBSERVATIONS
EGOV programs, value chain approach offers a good framework for linking actions to these goals.
Selecting the appropriate mix of strategies across phases.
However, the concrete normative qualities of the maturity model is missing.
A logical approach is to combine the concrete staged model prescribed by the EGOV maturity model and
the strong impact orientation of the value driven approach.

A hybrid model combines the value chain and the maturity model, with the value chain as the overall
framework (providing the bug picture) and the maturity model as lower level model for the output
phase. See Figure below.
HYBRID MODEL –
INTEGRATING MATURITY AND VALUE CHAIN MODELS

EXAMPLES OF EGOVERNANCE STRATEGIES – NATIONAL
Hong Kong
2004 2008
o Customized Service – CRM
o Back-office integration
o Service optimization
o Performance measurement
o Citizen engagement
o Smart-city applications –
Intelligent Public Transport
Information Optimization
o Sector application – Electronic
Health Record
Japan
2001 2003
o Internal management
o Eservices for business
o E-Information
o Infrastructure
o Regulation
o E-Information
o Standards and interoperability
o Local Governance
o Improved management –
outsourcing
o Participation
o Administrative reform and
business processes
o One-stop service
o Digital archiving
Singapore
2015
o E-engagement
o Digital archiving
Malta
2006 2010
o Government information Sharing
o Digitize all government services
o Citizen-centric services
o Interoperabiliy
o Business process renginering
o Customer relationship
managementt
o Partnership
o E-participation and web 2.0
o National ID
o E-Procurement
o Integrated HIS
o Uptake of e-services
o E-engagement
o E-Government for competitive
advantage
o Increasing reach and readiness
o Shared data, processes and
systems
Korea
2006
o Customized services – CRM
o Informatization of Legal system, Foreign relations
o Disaster management
o Internal management optimization
o Security of government information
o Participation and information
o M-Government infrastructure
o One-stop services
o Smart city apps – transport
o Aligning EGOV and Public Reform
o National knowledge infrastructure
o Information for Environment

OUTLINE

We now consider concrete examples of local e-governance strategies:
1) National strategy for local e-government, Local Government Association, UK, 20021
2) Strategic plan for E-Local Government, New Zealand, 20032
Basis for Selection:
Providing national level Local EGOV strategies that could be elaborated and implemented at specific
LOCAL E-GOVERNANCE STRATEGIES
Providing national level Local EGOV strategies that could be elaborated and implemented at specific
local government context.
Each case provides the following:
o Conceptualization of Local E-Government
o Overall vision of the program
o Major goals and objectives
o Key performance areas
Ref: 1 Office of Deputy PM, The National Strategy for Local E-Government, 2002, 2 NZ Society of LG, Strategic Plan for E-Local Government,
Local Government Association, April 2003;

LOCAL E-GOVERNANCE STRATEGIES - CASE 1, UK - 1
What is Local EGOV?
It is about modernizing local
government through improving
quality of service and local
Vision and Goals
1) Transformation of services
2) Renewing local democracy
Example of Key areas
Nine priority service areas:
1) Services to business
Local EGOV was part of the modernization agenda of the UK Government. It provides a national
framework to support the twin objective of strong local leadership and quality public services1.
quality of service and local
democracy:
o Community planning to
develop overall vision
o Cost effective services that
meets needs of customer
o Comprehensive performance
assessment
o Efficient decisions and
accountability
2) Renewing local democracy
3) Promoting local economic
vitality
1) Services to business
2) Benefits and personal
taxation
3) Transportation and travel
4) Education
5) Health
6) Citizens’ interaction with
criminal justice
7) Land and property services
8) Agriculture services
9) E-Democracy
Ref: 1 Office of Deputy PM, The National Strategy for Local E-Government, 2002

LOCAL E-GOVERNANCE STRATEGIES - CASE 1, UK - 2
The e-organization model
enables local councils to
determine their current
position and build their
future strategy1.
E-Organization Capabilities 1
Ref: 1 Office of Deputy PM, The National Strategy for Local E-Government, 2002

LOCAL E-GOVERNANCE STRATEGIES - CASE 1, NZ - 1
What is Local EGOV?
Providing interactive online access
to local government information
and services and to build
Vision and Mission
Vision: For NZ to be a world
leader in e-local government.
Key Result Areas
o Access
o Innovation
The e-Local Government strategy is to provide a framework which will allow local governments to
collectively decide a strategic direction, the results sought and how to achieve the results.
and services and to build
relationships to benefit all our
people.
Mission:
o Access – easy access to inline
information and services
o Innovation – deliver
innovative products and
services to people
o Participation – to ensure that
peoples participation is
higher than current
o Leadership- effective local
government leadership
o Innovation
o Participation
o Online voting
o Leadership
o Management and funding

LOCAL E-GOVERNANCE STRATEGIES - CASE 1, NZ - 2
•Online interaction
•Online voting
•Core Information
•Core Services
•Consistency
•IT facilitation
Access Participation
•Education of business
•Delivery of business
services
•Local and regional
portal
•Best Practice
•Training and research
awards
LeadershipInnovation
Ref: 1 NZ Society of LG, Strategic Plan for E-Local Government, Local Government Association, April 2003;

OUTLINE

Three surveys on local e-government will be presented to identify sources of best practices:
Local e-Government Now: a worldwide view, 2002, Socitm and I&DeA
Digital Governance in Municipalities Worldwide , 2009, Rutgers-SKKU
Local e-Government Bench-Learning Survey, 2009, Eurocities
For each survey, we describe:
BEST PRACTICES IN LOCAL E-GOVERNANCE
o The purpose
o Scope
o How it measures
o Highlight of results
o Cities providing good practice examples

BEST PRACTICE SURVEY 1 – SOCITM & I&DEA, 2002
Purpose
To inform local policy maker on:
o What has been achieved
What was being done to
Scope
1) 14 countries
2) Local e-governance
Approach
Selected cases in countries were
analyzed using the change
management framework below1.
The survey was designed to address the gap in international e-governance studies which focuses on
national e-government policy1.
o What was being done to
transform local government
and its interactions with
citizens and customers in
different country settings
o Emerging local government
best practices
o Key building blocks
o Ways of addressing the
cultural, structural , process
and technology changes to be
2) Local e-governance
programs were classified into
three:
o E-services
o E-governance
o E-Knowledge
management framework below1.
Ref: 1 Socitm and I&DEA, Local e-Government now: a worldwide view, June 2002

SURVEY 1 – SOCITM AND I&DEA, 2002 - FINDINGS
Involving every
one in visioning
Patterns of actions by local authorities
Focusing on what
matters to citizens
Collaborating and
redesigning for
better outcomes
Searching for
innovation
Ref: 1 Socitm and I&DEA, Local e-Government now: a worldwide view, June 2002

BEST PRACTICE SURVEY 2 – RUTGERS, 2009
Purpose
Global benchmark of the big
cities in terms of information
Scope
100 cities selected as follows:
Approach
Analyzes websites of
municipalities for:
The report series commenced in 2003 and surveys 100 cities from different parts of the world1.
cities in terms of information
and services provided online
and how these services are
used.
Africa – 16
Asia – 27
Europe - 36
North America – 10
South America – 9
Oceania - 2
municipalities for:
o Security
o Usability
o Contents
o Online services offered
o Citizens response to
participation
Ref: 1 Rutgers, Digital Governance in Municipalities Worldwide, 2009

SURVEY 2 – RUTGERS, 2009 - RESULTS

BEST PRACTICE SURVEY 3 – EUROCITIES, 2009
Purpose
The is a benchmarking
exercise based on
Scope
15 cities in Europe were
involved in the survey.
Approach
Assessment was based on a
set of 81 services, grouped as
The report intended to address the need of having information on the progress of local e-government
initiatives across Europe1.
exercise based on
measurement framework
developed specifically for
cities.
To enable sharing of
experience – a major driver to
accelerate EGOV in Europe
and in its EGOV action plan.
involved in the survey. set of 81 services, grouped as
follows 9 categories:
Citizen engagement,
Channeling, Education,
Employment and business,
Environment, lifecycle and
social care.
Ref: 1 Eurocities, Local e-Government Bench-learning Survey, Eurocities working group, 2009

SURVEY 2 – EUROCITIES, 2009 – BEST PRACTICES
A service is selected as a best practice if:
o The relative maturity is significantly higher
than the European average (rho)
o If the level of perceived adoption is at
least 3. The highest is 5.

OUTLINE

The last part of the lecture will present success factors for local e-governance programs. Two
comprehensive sets of recommendations are presented in this section for discussion:
1) Cook et al, Making a case for Local E-Government, CTG, 2002
2) Bermudez et al, European Study of E-Government City Models, 2007
SUCCESS FACTORS FOR LOCAL E-GOVERNANCE

RECOMMENDATIONS - 1
The following critical success factors are crucial when planning, developing, and implementing new
information technology initiatives in government1.
Critical success factors
1) Rally leadership
2) Learn from other local governments
Advice from Local E-Government Pioneers
1) Get buy in from people that can stop you
2) Deal with the cyclical life of local
2) Learn from other local governments
3) Get the right people at the table
4) Develop successful vendor relationship
5) Acknowledge political differences
6) Share information constantly and
consistently
7) Create innovative partnerships
8) Balance the right to privacy and the right to
know
2) Deal with the cyclical life of local
government
3) Prepare to overcome pr wait out resistance
4) Prepare for ongoing education and training
5) Sometimes you just have to do it
Ref: 1 Cook et al, Making a case for Local E-Government, CTG, 2002

Ten key success factors (individually necessary and sufficient as a whole) were identified in the European
study to attain local EGOV goals1:
1) The focus of the services should be towards the citizen, choosing that will make their life easier, and
generate high impact and demand
2) Achieving a sustained political support
3) Assuring that the program is sustainable, in terms of effectiveness and efficiency
4) Having an explicit strategy
RECOMMENDATIONS - 2
4) Having an explicit strategy
5) Having a dedicated unit for the coordination and leadership of the program
6) Constructing a common architecture of information
7) Assuring the participation of the different interested parties through change management
8) Searching the massive social adoption through sound marketing and communication
9) Displaying the projects and the operations in a very professional way, from both a technical and
managerial point of view
10) Establishing agreements and cooperation with other administrations and with the private sector
Ref: 1 Bermudez et al, European Study of E-Government City Models, 2007

1) Local EGOV is about transformational use of ICT for better local, self and democratic governance. It
is expected to have socio-economic development impact on inhabitants and businesses. It must
seen as an essential element of a national level EGOV program.
2) The emphasis on impact or outcome for Local EGOV requires much more than online delivery of
information and service; characteristic of the “maturity model” based EGOV paradigms. An explicit
and holistic Local EGOV strategy is essential.
CONCLUSIONS
3) While significantly less attention has been given to Local EGOV, we are beginning to see serious
efforts at developing national and regional frameworks, as well as knowledge sharing platforms to
accelerate the Local EGOV development in different parts of the world.
4) Concrete guidelines and factors are increasingly available to guide practitioners towards successful
development and implementation of Local EGOV initiatives. However, well documented case studies
remain essential in developing more accurate and robust framework for Local EGOV.

Thank you for your attention.
Adegboyega Ojo
ao@iist.unu.edu

Strategies for Local Electronic Governance

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