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Enhancing Governance with Communications Technology

Published

15 years ago

August 17, 2010

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Political systems are made up of sets of activities and relationships concerned with power and exercise. A polity is a political system that is focused on some geographical areas in the modern world. Generally speaking polity consists of a structure of government executives, judiciaries and legislatives. Legislation is the major instrument of government processes. Government establishment works within a political environment of legal regulation.
In recent times it has become popular to speak of the information society, thus identifying the meeting point between government and, information and communication technology. The objectives of this marriage are mainly to improve efficiency, effectiveness and cut costs.
The emergence of this phenomenon has raised new stakes in the process of regulation and security. A fundamental problem exists in that most legislation is enacted by national governments, whereas the idea of electronic transaction is a global phenomenon.
Let’s try to describe e-governance, the relevant ICT issues, the technical, social and legal requirements for proper implementation of e-government and its feasibility in Nigeria.
E-governance is more than just a government presence on the Internet. Imagine a situation in which all transactions with the government can be done through one desk, 24 hours a day, seven days a week, without waiting in lines at government offices. This can be made possible if government is willing to decentralize responsibilities and processes and they start to use electronic means such as the internet. This will enable citizens to make contact with the government through a web-sit where all forms, legislation, news and other information will be available round the clock.
In Europe and the USA, commercial banks already work according to this concept. Only in a few very special situations one has to go to a physical office. Most transactions can be done on-line. This has saved the banks an enormous amount of costs.
Government, as a collector and source of information, may also follow this trend, in order to serve its customers (Citizens, business, and other interest groups) better and to save cost by making internet operations more efficient. E-government serves as a mechanism to improve government’s efficiency through transparency, openness and increasing interactions across governments, citizens and the civil society organizations.
The basic objectives of e-government are to provide citizens access to information and knowledge about the political process, public needs, services and available choices; and to make possible the transaction from passive information access to active citizens’ participation in government.
There are three main target groups that can be distinguished in e-governance concepts are government, citizen and businesses/interest groups. Government objectives can be internally or externally focused. The external strategic objectives focus on citizens, businesses and interest groups while the internal objective focus on government itself. Abbreviations such as B2B (business to business) and B2C (business to customer) are used, like in e-commerce, to shortly describe which of the main groups are interacting. The most common group interactions in e-governance are Government to Consumers G2C, Government to Business G2B and Government to Government G2G.
Gartner, an international e-business research consultancy firm, formulated a four-phase e-governance model to measure the progression of e-government and identified strategy and other factors contributing to a country’s success in each phase. The model suggested the four critical phases of e-government evolution, which include the web presence, interactions, transactions and transformation.
The model does not mean that all establishments have to go through all phases and all at the same time. On the contrary, in the Western world government institutions are in phase 1, 2 or 3. The difference can be much: the revenue collection department can be in phase 3, while the department of the public works is just in an early state of phase 1. It all depends on where the advantages are highest. In the Gartner model, an assumption is made that the government has already defined an overall vision and e-policy.
According to S. O. Asakpa, department of Computer Science, Federal Polytechnic, Offa, ‘e-governance at the first phase means having presence on the web, providing the external public (G2C and G2B) with relevant information. The value of the pubic is that government information is publicly accessible; processes described and thus become more transparent, which improves democracy and service. Internally, the government can also disseminate information with static electronic means, such as the intranet’.
In the second phase, he said is the interaction between government and the public (G2C and G2B) is stimulated with various applications. People can ask questions via e-mail, use search engines for information and are able to download all sorts of forms and documents. These functionalities save time. “In fact, the complete intake of simple applications can be done online anytime, any day. Normally this would have only been possible at an office during official hours.
Internally (G2G) government organizations use local area networks (LAN), intranets and e-mail to communicate and exchange data. The bottom line is that efficiency and effectiveness is achieved because a large part of the intake process is done on line. However, you still have to go to the office to finalize the transaction, by paying the fee, handing over evidence or signing paper,” he said.
With phase three the complexity of the technology is increasing, but customer (G2C and G2B) value will also be higher. Complete transactions can be done without going to an office. Examples of online service are filling income tax, filling property tax, extending/renewal of licenses, visa and passports and online voting. Phase three is mainly complex because of security and personalization issues- for example, digital (electronic) signatures are necessary to enable legal transfer of services. In this phase, internal (G2G) processes have to be redesigned to provide good services. Government needs to create new laws and legislation that will enable paperless transactions with legal certification. The bottom line here is that the complete process is online, including payments, digital signatures among others. This saves time, paper and money.
The fourth phase is the phase in which all information systems are integrated and the public can get G2C and G2B services at one (virtual) desk. One single point of contact for all services is the ultimate goal. The complex aspect in reaching this goal is mainly on the internal side, for example, the necessity to drastically change culture, processes and responsibilities within the government institution (G2G). Government employees in different departments have to work together in a smooth and seamless way. In this phase cost savings, efficiency and customer satisfaction reaches highest possible levels.
Precondition for e-government
Seamless communication, information flow and data management are the essential ingredient of an effective e-government structure. However there are a number of challenges that can hamper the effective take up and implementation of e-governance. These barriers include lack of information and communications technology resources and infrastructures, unequal access to technology (resulting into ‘digital divide’), low literacy rate, corruption and lack of government policy initiatives.
Many a times, the lack of resources and technology is compounded by a lack of access to expertise and information. A strong political will and commitment, reflected in a country’s political and legal structures, are in the core of combating these barriers and achieving success. The presence of a will-orchestrated ICT acts and other necessary foundation and benchmark in this regard and facilitate the smooth functioning of a country’s ICT sector.
Policy for e-Government
In order for the government to achieve her e-governance goals and objectives, there is the need to formulate an ICT policy that encompasses all sector of governance. This would enable the government to establish a better relationship and transparency with the various stakeholders – government, citizens and business/interest groups/NGOs.
The need for a national information Technology (IT) policy in Nigeria became more pronounce after the participation of the Nigerian delegation to the first African Development Forum on the ‘Challenge to Age’ held in Addis Ababa in October 1999. As a result, a national workshop on the National Information and Communication Infrastructure was held in Abuja in March 2000.This orchestrates into the National Policy for Information Technology tagged ‘Use IT’, with the aim of ‘building an IT-driven nation comprising of knowledge –based society by the year 2005’ Though the policy is in place but the citizens are yet to fully enjoy its implementation. This policy covers almost all objectives and implementation strategies in place.
More so, there are a number of social preconditions exist for the successful uptake of electronic delivery of government services and products: These among others include, awareness: stakeholders must be aware of the benefits of using various remote access mechanisms. Such benefits must outweigh the costs of using electronic delivery in people’s minds.
Having access to remote access devices from their homes or some other convenient location is another important precondition. Measures of such access are frequently expressed in terms of forms of connectivity to the internet. Access can be determined by a whole number of factors, particularly income.
Use of various access mechanisms must approach a threshold that encourages the provision of more content and services delivered electronically. The hope for many organizations is that a virtuous cycle is established in which better content and services, perhaps directed at particular social, economic or political groups, will encourage greater awareness, or interest in and use, of remote access mechanisms.

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Why Econet Wireless is Switching to VFEX

Published

2 days ago

December 19, 2025

Ebere Melum-Nwogbo

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After nearly 30 years on the Zimbabwe Stock Exchange (ZSE), Econet Wireless, the country’s biggest technology company, is preparing to leave the bourse and move its property and infrastructure assets to the US dollar-based Victoria Falls Stock Exchange (VFEX).

Why Econet Wireless is Switching to VFEX

Econet plans to spin off its towers, property and power installations into a new company, Econet InfraCo, which will be listed on the VFEX. Its mobile network operator business will be delisted from the ZSE.

Econet believes the market has failed to properly value its business and its assets. At the time Econet first released a cautionary on December 3, its market capitalisation was the equivalent of US$628 million.

A rally over the past days has lifted it to a market capitalisation – the number of shares times the share price – to around US$1 billion.

“For the last several years, the company has traded at a significant discount to its peers across Africa which trade at 6 – 8x EV/EBITDA.

“These peers have all already separated and realised value from their tower infrastructure whereas the company still owns its tower and other passive infrastructure which the company has now housed under a separate infrastructure company to be listed on the Victoria Falls Stock Exchange,” Econet said.

Econet will keep 70% of Econet InfraCo, with up to 30% used to settle an offer to shareholders who do not wish to remain invested.

The company argues that infrastructure assets are better suited to the VFEX, which trades in US dollars and attracts investors familiar with property and long-term infrastructure.

“Unlike the mobile network operator business in Zimbabwe, infrastructure assets represent a different class of investment, one that is better understood and valued within USD-based property and infrastructure markets.

“This is demonstrated by the higher Price-to-Earnings multiples at which listed real estate and infrastructure companies trade on the VFEX,” the company said.

Econet dominates Zimbabwe’s mobile market, with 88% of voice traffic, 82% of data usage and 73% of all subscribers. It has built the largest portfolio of telecoms assets.

By the end of the second quarter, it had 234 5G sites, 1,700 LTE sites, 1,900 3G towers and 2,860 2G locations.

In the half-year to August alone, it added 27 new 2G–4G sites and 100 new 5G sites.

In addition to these locations, Econet also holds other properties and power assets, including solar installations, Tesla batteries and generators.

The move follows a well-established trend in Africa.

MTN and Airtel Africa sold towers in Nigeria, Ghana, Uganda and Kenya to independent operators like IHS Towers and Helios Towers. Vodacom, Orange and Telkom South Africa have also carved out tower units through sale-and-leaseback deals.

Credit: Newsday

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Qualcomm Completes Third Edition of Make in Africa Startup Mentorship Program

Published

3 days ago

December 18, 2025

Chike Onwuegbuchi

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Qualcomm Technologies Inc. has announced the successful completion of its third annual Make in Africa (QMIA) Startup Mentorship Program, marked by the virtual Make in Africa Finale 2025. The initiative underscores Qualcomm’s long-term commitment to fostering Africa’s vibrant innovation ecosystem through the broader Qualcomm Africa Innovation Platform.

Highlights:

The 2025 Qualcomm Make in Africa program supported ten innovative startups from Kenya, Tunisia, Nigeria, Benin and Senegal, each addressing local challenges by developing tech-enabled solutions across critical sectors such as healthcare, sustainable agriculture, climate resilience and mobility.
This year, the program attracted more than 400 applications from 19 countries, showcasing remarkable talent across the continent.
Farmer Lifeline, of Kenya, was announced as the 2025 Wireless Reach Social Impact Fund winner, recognizing its impactful use of wireless technology.
Applications for Qualcomm Make in Africa 2026 are now open. Applicants can visit the Qualcomm website to apply.

As a flagship initiative of Qualcomm, the equity-free program shines a spotlight on the creativity and drive of African founders leveraging advanced technologies such as AI, 4G/5G, robotics, connectivity and IoT to address pressing real-world challenges.

Now in its third year, the program remains steadfast in its mission to accelerate early-stage technology startups by providing tailored mentorship, targeted business coaching, expert engineering consultation and comprehensive intellectual property protection guidance – exemplified by resources such as Qualcomm’s L2Pro Africa training. This holistic support empowers founders to transform their visionary ideas into sustainable, market-ready solutions.

“This year’s cohort has demonstrated incredible ingenuity, transforming complex challenges into scalable, tech-driven solutions that will drive social and economic impact across the continent,” said Elizabeth Migwalla, Vice President International Government Affairs, Qualcomm Incorporated.

“Innovation is the driving force behind Africa’s future, and this year’s startups are a brilliant demonstration of that. The African Telecommunications Union (ATU) is proud to partner with Qualcomm for the Make in Africa 2025 program,” said John Omo, Secretary General of the ATU. “We are working to harmonize spectrum management policies, regional standards, and open data practices, but we know that true progress relies on large-scale support. That’s why we call on governments, universities, investors, and industry to support these initiatives – and any endeavor that places African ingenuity at the forefront.”

The 2025 cohort includes the following groundbreaking startups:

Aframend (Nigeria): Uses AI to explore African medicinal plants for new drug discovery and aims to turn local remedies into safe, affordable treatments for diseases.
AmalXR (Tunisia): Offers AI-powered virtual rehabilitation sessions on everyday devices, enabling easy patient and clinician progress tracking.
Archeos (Benin): Automates fish farming with solar-powered sensors and feeders, providing real-time data on water quality and feeding levels for improved fish health.
ClimatrixAI (Nigeria): Installs connected weather and flood stations with an AI platform to forecast street-by-street risk, enhancing early warnings and disaster response for local communities.
Ecobees (Tunisia): Builds smart hive monitors and a digital platform for real-time insights into beehive-health, to protect bees and crops that depend on them.
Edulytics (Senegal): Applies AI on handheld ultrasound devices for early detection of liver disease, aiming to make this special screening widely accessible.
Farmer Lifeline (Kenya): Deploys small, solar-powered devices that scan fields for pests and diseases and send alerts straight to farmers’ phones to protect crops.
Pollen Patrollers (Kenya): A women-led agritech startup using connected hive technology and AI to keep bee colonies healthy.
Solar Freeze (Kenya): Provides solar-powered cold rooms with remote monitoring enabling farmers to keep fruits and vegetables fresh and increase earnings.
Pixii Motors (Tunisia): Designs electric scooters with smart batteries that can be swapped in and out at local stations, aiming to revolutionize urban mobility.

Wireless Reach Social Impact Fund Winner

Kenyan innovator, Farmer Lifeline, was announced as the winner of the 2025 Wireless Reach Social Impact Fund. The fund, sponsored by Qualcomm® Wireless Reach™ Initiative, champions the innovative use of wireless connectivity to address pressing community. As the winner, Farmer Lifeline will receive dedicated funding and tailored technical support to scale its groundbreaking solution.

“Farmer Lifeline stood out with its innovative small solar-powered devices that scan fields to detect pests and diseases. This technology enables local farmers to effectively protect their crops, significantly increase yields, and improve food security”, stated Erica Ciaraldi, Vice President, Wireless Reach, Qualcomm Incorporated.

“Their visionary approach and dedication to agricultural resilience have positioned them as leaders in their field. They are driving meaningful change for smallholder farmers and inspiring others across the continent. This fund will empower them to scale their impact further, enabling broader reach and deeper influence across Africa and the world.”

In recognition of the groundbreaking innovations demonstrated by all finalists, each will receive stipends designed to accelerate their growth, support strategic development and safeguard their intellectual property. This comprehensive support underscores Qualcomm’s commitment to fostering innovation and ensuring these visionary projects can thrive sustainably.

Looking ahead: Launch of Qualcomm Make in Africa Startup Mentorship Program 2026

Building on the significant success of previous years, Qualcomm is excited to launch the fourth year of the program in 2026.

Applications for the 2026 Qualcomm Make in Africa cohort can be found at the Qualcomm website.

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Fynd Expands Global Footprint, Adds Africa With Surtee Group Partnership

Published

3 days ago

December 18, 2025

Ugo Onwuaso

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Fynd, an AI-native retail technology platform backed by Reliance Retail Ventures Limited, today announced its official expansion into South Africa, onboarding Surtee Group – one of the region’s most established luxury and fashion retailers – as its first strategic customer in the market. This milestone marks a pivotal moment for African retail, as legacy brands begin embracing digital transformation to meet the demands of a rapidly evolving consumer landscape.

Fynd

Fynd’s entry into Africa reflects its commitment to enabling digital transformation in high-growth retail markets worldwide. The move also comes at a turning point when South Africa’s e-commerce sector is projected to exceed R130 billion ($7.48 billion) in 2025, capturing nearly 10% of total retail sales – a fourfold increase since 2020.

According to Statista, South Africa is expected to have 11.7 million e-commerce users in 2025, with projections reaching 21.5 million by 2029. This growth is being driven by rising internet penetration, mobile-first shopping behaviour, and increasing trust in digital platforms. To meet rising consumer expectations, businesses are investing in AI and unified commerce platforms. Fynd’s scalable, AI-native stack is built to support this shift, enabling agility, personalisation, and operational efficiency.

“South Africa’s retail landscape is evolving fast,” said Ronak Modi, Chief Business Officer – Global at Fynd. “Consumers expect seamless, personalised experiences across every channel, and retailers need agile, intelligent infrastructure to keep up. Our platform is built to unify disconnected systems, speed up fulfilment, and elevate customer engagement; all without adding operational complexity.”

“South Africa is an exciting addition to our global footprint. The market is digitally ambitious, brand-forward, and ready for intelligent commerce infrastructure. Our goal is to help local retailers unify siloed systems, personalise engagement, and accelerate fulfilment without adding complexity.”

Surtee Group operates 94 boutiques and 2 e-commerce sites, comprising the multi-branded stores Levisons and the mono-brand boutiques, namely, Giorgio Armani, Michael Kors, Lacoste, Hugo Boss, VERSACE, TOD’S, Salvatore Ferragamo, Versace Jeans Couture, Emporio Armani, Burberry, Jimmy Choo, Luminance, Paul Smith, Coach, and Armani Exchange. They will implement Fynd’s unified commerce stack, including Storefronts, Order Management System (OMS), Warehouse Management System (WMS), and Clienteling tools to connect in-store and online operations, streamline inventory visibility, and launch brand-specific ecommerce storefronts across its brand portfolio.

While online retail continues to surge, offline sales still represent the vast majority of revenue for retailers in the country. Fynd will enable Surtee Group to unify its offline inventory online, power ship-from-store capabilities, and improve both margins and sell-throughs. Additionally, products like Clienteling will empower in-store teams to engage customers better and drive incremental sales through personalised recommendations and seamless omnichannel experiences.

Fynd’s entry into the market is designed to meet this demand. Its AI-native platform enables real-time stock visibility, ship-from-store capabilities, dark store orchestration, and intelligent customer engagement all within a single scalable solution.

As part of its digital transformation roadmap, Surtee Group aims to consolidate its leadership in luxury and fashion retail while expanding into e-commerce and improving omnichannel agility.

“We were looking for a partner who understood both the technical and strategic dimensions of unified commerce,” said a Surtee Group spokesperson. “Fynd stood out for their proven scalability, consultative approach, and deep experience with global fashion brands, many of which align with our portfolio. Their unified stack enables us to modernise operations while building a connected, brand-first customer experience.”

Fynd has already scaled across India, the GCC, and Southeast Asia, and now adds Africa to its regional presence. With Surtee Group leading the transformation, Fynd is positioned to play a key role in powering unified commerce adoption across South Africa’s growing digital economy.

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