Evaluating the impact of the web-based payment system for services at the Kampala Capital City

Authority (KCCA) on achieving smart city status for Kampala

By

THOMAS KISEMBO ALINAITWE

Reg. No. /Roll No:

DG2014MTM0331

A PROJECT REPORT
Submitted to the
UBS
in partial fulfillment for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION, TECHNOLOGY

MANAGEMENT

By

ASSAM DON BOSCO UNIVERSITY

DECLARATION

I hereby declare that the project entitled Evaluating the impact of the web-based payment

system for services at the Kampala Capital City Authority (KCCA) on the achievement of

smart city status for Kampala submitted for the Master of Business Administration,

Technology Management degree is my original work and the dissertation has not formed the

basis for the award of any degree, associate ship, fellowship or any other similar titles.

I also declare that this work or no part of this work has been copied from any source.

Place: ___Nairobi, Kenya___Date:___24/05/16__Signature:__ __

THOMAS KISEMBO ALINAITWE

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DEDICATION

To the residents of Kampala City and Fort Portal Municipality for proving to the world that

Ugandan cities can be managed properly.

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ACKNOWLEDGEMENTS

I thank the creator of the universe, God Almighty, for the dreams, visions and energy to follow

through with this MBA Technology Management course.

I thank my family - the entire family of the Rt. Rev. Benezeri and the Reverend Canon Lovey

Kisembo, for providing the drive and motivation for pursuing this assignment.

I thank friends, colleagues and workmates in Uganda and the East African region; Edward Tuitoek,

Elizabeth Kijumba, Doreen Kansiime, Patience Nayebare, Simon Kalyesubula, Daniel Kasule,

John Baptist Mugisha, Michelange Muberuka, Sosthenes Bagumhe, Jean Claude Nshimirimana,

Jonathan Wangubo, Dorothy Kukumba, Charlotte Namaganda, Ronald Mayambala, Deogratious

Sebuwufu, Alex Tumwesigye, John Ikara, Proscovia Mbabazi, Joseph Kibirige, Peter Wejuli,

Ronald Kakembo, Noah Sematimba, Joseph Begumisa, Arthur Murungi and Albert Lumu. You

indirectly and directly inspired me to attain what seemed out of reach and contributed to my

stamina to continually improve upon yesterdays dreams and work. There is, definitely, still more

to be accomplished in this regard.

I thank my mentors present in Uganda and abroad whose written works, advice and life lessons

have contributed immensely in defining my lifes purpose and will never be forgotten.

Lastly, I wish to thank the teams at Assam Don Bosco University in charge of the MBA TM

program; Rahul Varma, Asha Bhandari, Tanu Sinha, the U18 Support Team and the LCMS team,

for your exceptional services offered at different times throughout this course.
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TABLE OF CONTENTS

DECLARATION.........i

DEDICATIONii

ACKNOWLEDGEMENTS....iii

TABLE OF CONTENTSiv

LIST OF TABLES....viii

LIST OF FIGURES.ix

ABBREVIATIONS AND ACRONYMSx

ABSTRACT......xii

CHAPTER ONE.....1

INTRODUCTION...1

1.1 HISTORICAL BAKGROUND OF KAMPALA CITY.1

1.2 STATEMENT OF THE PROBLEM.5

1.3 RESEARCH QUESTION..7

1.4 OBJECTIVES OF THE STUDY...7

1.5 CONCEPTUAL FRAMEWORK..8

1.6 SIGNIFICANCE OF THE STUDY...9

1.7 SCOPE AND ORGANIZATION OF THE REPORT9

CHAPTER TWO.....11
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BACKGROUND AND LITERATURE REVIEW11

2.1 BACKGROUND..11

2.2 LITERATURE REVIEW.11

2.2.1 HISTORICAL AND CURRENT REVIEW OF SMART CITIES...13

2.2.1.1 THE URBAN INFORMATION SYSTEM OF LOS ANGELES...13

2.2.1.2 SMART INFRASTRUCTURE AND CRIME REDUCTION IN MEDELLIN14

2.2.1.3 SEOUL AND ITS THREE SMART CITY PILLARS...14

2.2.1.3.1 ICT INFRASTRUCTURE IN SEOUL14

2.2.1.3.2 INTEGRATED CITY MANAGEMENT FRAMEWORK IN SEOUL..15

2.2.1.3.3 SMART USER ENGAGEMENT IN SEOUL.16

2.2.1.4 SMART PAYMENTS IN NAIROBI.16

2.2.1.5 SMART NATION SINGAPORE...17

2.2.2 FINANCING MSART CITY PROJECTS18

2.2.3 LEADERSHIP OF SMART CITIES.19

2.2.4 STAGES IN SMART CITY DEVELOPMENT22

2.2.4.1 THE ADHOC STAGE...22

2.2.4.2 THE OPPORTUNISTIC STAGE.22

2.2.4.3 THE PURPOSEFUL AND REPEATABLE STAGE....23

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2.2.4.4 OPERATIONALIZED AND MANAGED STAGE..23

2.2.4.5 OPTIMIZED STAGE.23

CHAPTER THREE.26

METHODOLOGY 26

3.1 INTRODUCTION....26

3.2 RESEARCH DESIGN. 26

3.3 THEORETICAL FRAMEWORK ...27

3.4 DATA ANALYSIS. 28

CHAPTER FOUR....29

PRESENTATION OF FINDINGS ...29

4.1 INTRODUCTION ...29

4.2 DEMOGRAPHICS OF THE RESPONDENTS...29

4.3 RELATIONSHIPS BETWEEN THE VARIABLES...31

CHAPTER FIVE..35

SUMMARY, CONCLUSIONS AND POLICY IMPLICATIONS...35

5.1 INTRODUCTION35

5.2 SUMMARY.35

5.3 CONCLUSIONS..37
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5.4 POLICY IMPLICATIONS..38

5.5 POSSIBLE AREAS FOR FUTURE RESEARCH..40

REFERENCES.....41

APPENDICES......43

APPENDIX I: EXAMPLE OF DATA COLLECTION TOOL USED.43

APPENDIX II: INTRODUCTORY LETTERS TO KCCA..........................45

APPENDIX III: ONLINE INSTRUCTIONS ON HOW TO USE E-CITIE 46

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LIST OF TABLES

Table 4.1 Descriptive Statistics..31

Table 4.2 Spearmans Rho Correlation...32

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LIST OF FIGURES

Figure 1.1 Population density of Kampala compared with other cities.......4

Figure 1.2 Usage of mobile and fixed internet services in Uganda in June 20146

Figure 1.2 Conceptual Framework...8

Figure 2.1 State-of-the-art bus stop in Seoul.10

Figure 2.2 Stages of smart city development.....24

Figure 2.3 Model for the implementation of the Smart City Project at KCCA..25

Figure 4.1 Sex of the respondents..29

Figure 4.2 Employee organization.30

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ABBREVIATIONS AND ACRONYMS

KCCA Kampala Capital City Authority

ICT Information and Communication Technology

GDP Gross Domestic Product

KIIDP Kampala Institutional Infrastructure Development Project

KCC Kampala City Council

IBM International Business Machines

DBIS Department for Business Innovation and Skills

COIN City Operator Identification Number

UCC Uganda Communications Commission

NWSC National Water and Sewerage Corporation

LADCP Los Angeles Department of Community Planning

UN United Nations

IDC International Data Corporation

CAB Community Analysis Bureau

B2B Business To Business

B2C Business To Consumer

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LAN Local Area Network

WAN Wide Area Network

MAN Metropolitan Area Network

KCB Kenya Commercial Bank

EPA Environment Protection Agency

MoICT Ministry of Information and Communication Technology

NITA National Information Technology Authority

GIS Geographical Information System

ECACDF East and Central African Cities Development Forum

MCRDJ Municipality of the City of Rio de Janeiro

BBC British Broadcasting Corporation

APP Application

CRM Customer Relationship Management

MBA Master of Business Administration

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ABSTRACT

The Kampala Capital City Authority launched a web-based payment system for services offered
within the city in 2014 bringing to an end decades of maladministration and corporate fraud in the
revenue collection unit of the defunct Kampala City Council. Data rooms that were hitherto filled
with clerks transcribing forms and applications for licenses and remittances from city traders were
turned into individually owned offices for staff and other uses. The payment system known as e-
Citie reduced the turnaround time of processing a business application from months to hours and
currently accounts for 90% of revenue collected locally by the Authority. E-citie was the flagship
product of KCCAs efforts to kick start its Smart City Project. The Project that sought to automate
processes within the city and increase citizen engagement through the use of information and
communication technology. Ultimately, this intervention was one of many ways that the Authority
intended to reduce the pilferage of resources and reduce corruption in revenue collection within
the city. The strategic intent for the use of ICT in the city, investments made in technology
infrastructure so far and the data that is currently being leveraged to serve city dwellers better have
substantially contributed to the success of e-Citie. The success achieved has created the awareness
through buzz as well as revenue streams that are capable of financing other components of the
Smart City Project like Smart Education, Smart Transportation to mention but a few. Gaps remain
with expanding infrastructure within the city to enable all income groups to access the services
cheaply. Plans to stir-up local talent to create an ecosystem of interoperable mobile applications
are underway and the establishment of contact centers to handle citizen feedback and complaints
are going concerns. International recognition for e-Citie has played a big role in attracting investors
to participate in transforming the city into a city of the future through spatial mapping of
communities and the creation of ICT incubation centers at schools within the city. The high rate
of urbanization in Kampala is in tandem with many other growing cities in Africa and around the
globe that are increasingly faced with overcrowding and competition for meagre resources. Ways
and means to make Kampala a live-able and sustainable city will need to be continually sought. It
is imperative that KCCA keeps the citizens meaningfully engaged by continually aiding residents
to cut costs of doing business, link up service providers with consumers and provide relevant
health, financial and educational content on the go. This would keep the focus on innovative new
smart technologies and spur software applications development. KCCA will also need to strike
synergistic partnerships with firms that have extensive reach into the communities and also those
which stand to benefit from creating value for their clients in Kampala in order to attract additional
financing and set the city firmly on a path to become a smart city.
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CHAPTER ONE

INTRODUCTION

1.1 Historical Background of Kampala City

Kampala City was designated as the capital of the Republic of Uganda at Independence in 1962.

The city had been a municipality since 1947 and obtained its name from the presence of the Impala

(Aepyceros melampus) that frequented the area and provided game for the local rulers and his

subjects.

The city is the largest urban center in Uganda covering 189 square kilometers of combined water

and land area of which 23% is urbanized, 60% semi-urbanized and the rest considered rural

settlement. The city accounts for 80% of the countrys commercial and economic activities

generating 65% of national Gross Domestic Product (GDP). The city is split up into five

administrative divisions namely Central, Kawempe, Lubaga, Makindye and Nakawa.

According to KCCA (2015), Kampala has a daytime population of 4.5 million people and a night

time population of 1.75 million residents. During the post-independence period the city was

governed by an established Local Government that comprised colonial leaders as well as cultural

figureheads. The city was not spared the political upheavals of the nation that snuffed out the

promise of rapid economic development between the 1960s and 1980s.

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Since 1986, the nation has undergone economic cycles of booms and busts with relative political

stability. The decades-long conflicts before 1986, however, left indelible marks on the

management of the capital Kampala known as KCC (Kampala City Council). According to KCCA

(2005), governance structures had been eroded and delivery of services was at an all-time-low.

Road networks, health services, education facilities and urban infrastructure was in a state of

disrepair.

Almost fifty years from independence, the political leaders of the nation commissioned a study

through a program supported by the World Bank Group known as the Kampala Institutional

Infrastructure Development Project Phase I (KIIDP 1). KIIDP 1 recommended the transformation

of the city management away from a Local Government status (KCC) to a corporate entity. A Bill

was presented to the Parliament of Uganda which was extensively debated leading to the creation

of the Kampala Capital City Act in 2010. The Act created the Kampala Capital City Authority as

the Government enterprise mandated to run the affairs of the city.

The Kampala Capital City Authority (KCCA) embarked on ambitious plans to transform Kampala

into a live-able, transparent and attractive city. Maladministration and the historical neglect of key

city infrastructure has so far been replaced by regulatory frameworks, administrative reforms, the

construction and repair of roads, hospitals, schools and investment in technology infrastructure

and equipment. These interventions are intended to guarantee the livelihood and prosperity of the

citys residents and all future stakeholders while being mindful of the future needs of its citizens.

In September, 2014, as part of its smart city strategic planning component for the transformation

of Kampala, KCCA launched the e-Citie electronic web application to streamline the collection of

revenue within the city. The system had been successfully piloted with the taxi drivers operating
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within the city and was being expanded to other operators of various businesses that are mandated

by law to remit their dues to the Authority on either a monthly, annual or bi-annual basis.

E-Citie was being offered as a smart payment solution to traders and businessmen as a sub-

component of KCCAs Smart City Project that considered Smart Communities, Smart Education,

Smart Planning and Smart Transportation systems as separate components or systems forming the

whole smart effort.

This study sought to measure the impact of the e-Citie electronic payment system on the overall

efforts to transform Kampala into a smart city. According to KCCA (2015), Kampala is growing

at a 5% urbanization rate. This rapid urbanization of cities around the globe, with the highest rates

found in Africa, is exerting increasing pressure on diminishing resources making it the most

significant demographic of transformation in the 21st century (Suzuki, Dastur, Moffat, Yabuki and

Maruyama, 2010).

There is a growing competition for more space, better services, functional infrastructure,

employment and investment capital. Information and communication technologies are providing

viable means to improve city life both functionally and structurally (ITU, 2013). Vendors of smart

city technologies like Oracle and IBM espouse that information management, remote sensing and

control could provide improved efficiency, quality and cost of providing services within the city

(DBIS, 2013).
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Figure 1.1 Population Density of Kampala compared with other cities per sq.km

Source: KCCA Strategic Plan, 2015

The e-Citie electronic application is enabling clients to remit their dues to the Authority from

anywhere and at any time by acquiring a city operator identification number (COIN) online and

proceeding to make payment primarily through mobile money. There are currently over 70,000

businesses using the application regularly. This innovation reduces congestion at service points

spread out across the city by enabling payment on-the-go for traders. Convenience, flexibility and

transparency of e-Citie qualify it further as a smart payment method which is a key aspect of a

citys evolution into a smart city.

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The use of mobile internet services is on the rise in Uganda according to UCC thus confirming the

ability of citizens to access online services anywhere and at any time.

Figure 1.2 Usage of mobile and fixed internet services in Uganda in June 2014

Source: Uganda Communications Commission, 2016.

1.2 Statement of the problem

Since the enactment of the KCCA Act in 2010, there has been tremendous administrative reform.

A strategic roadmap for the KCCA was developed to guide interventions into making the city a

more responsive, accountable and sustainable city. A strategic use of ICT within the city was

articulated too.

Before the advent of KCCA, the services and affairs of the city were grossly mismanaged. There

was rampant corruption, cronyism, poor service delivery, low accountability and unresponsiveness
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under the defunct KCC (not to be mistaken for KCCA). The collection of revenue was a tedious

process. Payment of licenses and registration took numerous months. There was an urgent need to

develop a mechanism for streamlining the payment process. A vision for the use of ICT within the

city was charted and the idea of Kampalas Smart City Project was birthed.

The first aspect of smart management implemented has been smart payments through the

development of the electronic web-based payment tool known as e-Citie. E-Citie was introduced

in September, 2014. Deployment of the application was characterized by the deployment of ICT

infrastructure. A data center was established at KCCA headquarters and a fully-fledged team of IT

staff was recruited. Office space which was previously allocated to sales room staff for the

purposes of transcribing and reconciling hard copies of payment receipts in the old era was

replaced by stand-alone office units.

Through the web application KCCA has registered over 70,000 businesses (KCCA, 2016)

remitting their dues electronically.

There are, however, no studies that have been carried out to investigate the impact of the e-Citie

web payment system on the achievement of smart city outcomes for Kampala. This study

investigates the five dimensions of the smart city maturity model applied to the implementation of

the e-Citie web application or online payment in Kampala.

The study provides insight into the performance of the e-Citie online payment system used by the

citizens in Kampala according to global best practice and also provides propositions for future

research in this area.

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1.3 Research Questions

The research questions to be examined by this study, therefore, are as follows:

i. What is the relationship between the strategic intent and the culture of engagement

regarding the use of the e-Citie web app developed by KCCA?

ii. What is the relationship between the leveraged use of data and the culture of engagement

with stakeholders regarding the use of the e-Citie web app developed by KCCA?

iii. What is the relationship between investment in technology infrastructure and the culture of

engagement with stakeholders regarding the use of the e-Citie web app developed by

KCCA?

iv. What is the relationship between governance models and the culture of engagement with

stakeholders regarding the use of the e-Citie web app developed by KCCA?

v. What are the policy implications of the findings of (i) to (iv)?

1.4 Objectives of the study

The study will be guided by the following research objectives:-

i. To determine the relationship between strategic intent and culture of engagement with

stakeholders regarding the use of the e-Citie web app developed by KCCA.

ii. To analyze the relationship between leveraged data use and culture of engagement with

stakeholders regarding the use of the e-Citie web app developed by KCCA.
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iii. To establish the relationship between technology infrastructure investments and culture of

engagement with stakeholders regarding the use of the e-Citie web app developed by

KCCA.

iv. To determine the relationship between governance models and culture of engagement with

stakeholders regarding the use of the e-Citie web app developed by KCCA.

v. To draw policy recommendations based on the answers in (i) to (iv) above.

1.5 The Conceptual Framework

Figure 1.3 Conceptual Framework

StrategicIntentfor
eCitieusage

SmartCity
Cultureof
LeveragedDataUse Maturity
Stakeholder
Level/
ForeCitieusage Engagementfore
Achievement
Citieusage
ofSmartCity
Outcomes
Technology
Infrastructure
Investmentfore
Citieusage

GovernanceModel
foreCitieusage

(Source: Adapted from the: Smart Cities Readiness, Smart Cities Maturity Model and Self-

Assessment Tool, Guide Note for Completion of Self-Assessment Tool, October 2014)
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The study is conceptualized by the variables under observation which are diagrammatically

represented by their relationships amongst themselves. This is illustrated above by showing the

influence of the independent variables on the dependent variable.

The dependent variable in this study is stakeholder engagement culture whereas the independent

variables for achievement of smart city outcomes are strategic intent, leveraged data use,

technology infrastructure investment and governance models relative to the e-Citie web

application.

1.6 Significance of the study

The understanding of the impact of e-Citie on the efforts to achieve smart city outcomes for

Kampala is important as it aids budgeting and decision makers to source and allocate funding for

other aspects of the Smart City Project besides improving the coverage of e-Citie itself in terms of

promotion and adoption.

The study highlights the benchmark against which other component of the smart city project can

be implemented, monitored and evaluated. Other service components outlined for the plan include

smart education, smart planning, smart communities, smart social services and smart transport.

This study will act as a reference tool seeking to expand the body of knowledge that is available

on smart city interventions in cities in sub-Saharan Africa.

1.7 Scope and Organization of the report

This report is organized as follows: Chapter One introduces the study, statement of the problem,

research questions, research objectives the conceptual framework, significance of the study, the

scope and organization of the study. Chapter Two discusses the theoretical background and
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empirical literature review. Chapter Three discusses methods of the study, data analysis and

interpretation. Chapter Four discusses the presentation of the findings and Chapter Five discusses

the policy implications, summary and conclusions.

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CHAPTER TWO

BACKGROUND AND LITERATURE REVIEW

2.1 Background

For this study, a city will be described as a local government, a metropolitan area, municipality,

town or province. A smart city would, therefore, be defined as a city that optimally deploys ICT

infrastructure within the city and leverages the use of data collected in this fashion to implement

sustainable developments while guaranteeing the wellness and happiness of its citizens. It can also

be defined as a city that has integrated data and digital technologies into a strategic approach to

sustainability, citizen well-being and economic development (The Scottish Government, 2014).

Smart cities manage multiple systems across the city through standards of openness, transparency

and shared accountability. In order to achieve integration the management of the city ought to

select cross-cutting aspects of services that they can invest in which would transform the delivery

of numerous services offered to the citizens. In Kampala, the selected entry point was revenue

collection through the e-Citie web-based payment application.

ITU (2013) have classified smart cities into three broad categories by design that are; Those built

smart from the start with ICT incorporated, those already existing that undergo the process of

becoming smart (smartization), and those classified as purpose-driven cities designated for

specific purposes, for example as industrial cities or science towns.

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2.2 Literature Review

The concept of a smart city has been popularized around the globe since 2008 with leading

technology companies developing solutions available for purchase by cities. In the same year and

for the first time in history there were more human beings living in cities or urbanized areas than

ever before (Totty, 2016). By the same token, the United Nations projects that by 2050, two thirds

of the worlds population, approximately ten billion people, will be living in urban areas. Whereas

this presents a good trend that will ultimately lead to greater economic development, there will be

increased competition for resources in a non-sustainable way if left unattended to.

The above scenario calls for the innovative use of technology to predict how much of the resources

will be required by particular groups and individuals on the go to reduce wastage and optimize

usage. The data collected using technology infrastructure should be utilized for planning, not just

for the moment but also for the future.

Economic development and technology have always gone hand-in-hand with technology leading

to the proliferation of new inventions such as happened during the industrial revolution. In this

case, however, the technology will be required to prevent the harmful proliferation of economic

development and its effects on the planet hence the sustainability perspective being propounded.

2.2.1 Historical and current review of Smart City interventions around the globe

Early records of the use of technology by cities in this fashion in the United States reveal the

adoption of technology to study trends of urbanization, sanitation and environmental pollution.

Finding and implementing smart solutions vary from city to city as described in the sections below.
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2.2.1.1 The Urban Information System of Los Angeles

In June 1967, an ordinance was passed by the City Council of Los Angeles whose purpose was to

establish the Community Analysis Bureau (CAB). The mandate of the CAB was to prepare a

comprehensive analysis of the entire city in order to correct current and future obsolescence of the

city through physical, economic and social forces (EPA, 1973). The city obtained information from

city departments such as Police, Fire, Building and Safety, Streets, Planning and Regional

Transportation to develop a continuously updated catalog and information source containing an

inventory and dictionary for all data maintained in the city.

This central data bank of information was used to support the citys planning and decision needs.

For instance, the CAB was collecting data from neighborhoods into what it termed an Urban

Information System (Vallianatos, 2014).

With the CAB, the city of Los Angeles was touted as the first non-federal US government agency

to use electromechanical and electronic data processing systems in the accomplishment of its day-

to-day tasks of rendering services to the population. For example, the citys Urban Information

System contained data about neighborhoods that had blighted apartments which were on a list of

consideration for demolition and, or redevelopment.

In recent times, the management of the city of Los Angeles has creatively used an adaptive reuse

program to preserve older and historic buildings by expediting approval processes for their

renovation and relaxing of zoning laws to jumpstart private sector investment (LADCP, 2016).

The competitiveness is leading to numerous experiments with aspects of architecture, construction,

finance, governance and planning (Harrison and Donnelly 2011). .

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2.2.1.2 Smart Infrastructure and Crime Reduction in Medellin

In other cities like Medellin in Colombia, city management chose to place some if its high profile

infrastructural projects in some of the poorest, crime-ridden communities. The infrastructure,

which includes outdoor escalators and the commissioning of a public library known as the Spain

library have led to a reduction in crime and an increase in tourism and hospitality services in the

community (Totty, 2016). Public libraries like the Spain Library aid citizens to access knowledge

and information thereby promoting economic development.

2.2.1.3 Seoul and its three Smart City pillars

In Seoul, the capital of South Korea, and one of the most tech-savvy cities in the world, smart

interventions and innovations have received international acclaim. For instance Seoul has

maintained its number one ranking in the United Nations e-Government survey since 2003 (ITU,

2013). The process of transforming Seoul into a smart city is based on three pillars according to

ITU (2013). These pillars are as follows:

I. ICT Infrastructure

II. Integrated City Management Framework

III. Smart User Engagement

2.2.1.3.1 ICT Infrastructure in Seoul

This is characterized by the installment of next generation network equipment in terms of hardware

and software that caters for future growth. Seoul has established a high-speed broadband optical
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and wireless networks that are characterized by free Wi-Fi and near field communications installed

across the city at conversion and meeting points such as at state-of-the-art bus stops (ITU, 2013).

Figure 2.1 State-of-the-art Bus Stop in Seoul

Source: ITU, 2013

Citizens are able to access the free Wi-Fi in parks, squares, subways, trains and buses. At the

KCCA headquarters, the ICT infrastructure has been dubbed the K-Network which is intended

to signify the Wide Area Networks (WAN), Metropolitan Area Network (MAN), Local Area

Networks (LAN), system power, modern data center and the enterprise licenses management for

client-server computers that are supporting unified communication between staff and external

clients engagement. The e-Citie web-based payment system at KCCA falls under this category
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2.2.1.3.2 Integrated City Management Framework in Seoul

A city is made up of multiple systems, sub-systems, meta-systems and individual systems that

should adhere to common standards so as to work together in harmony. These systems include

energy, roads, water, education, traffic, waste, communications, revenue, housing etc. The city of

Seoul has established an integrated online payment system where citizens are able to instantly able

to pay for over 150 different categories of services offered within the city such as education,

medical services, construction, tourism, daycare and sports. In these 150 categories, the city

metropolitan government is able to offer over 30,000 public services to the citizens (ITU, 2013).

It is, therefore, imperative for a city to attempt to integrate and manage city services centrally using

ICT as an enabler just as Seoul has done. KCCA has earmarked planning, education, community

mapping and transportation for integration and has recorded significant achievement with the e-

Citie web application for electronic payments.

2.2.1.3.3 Smart User Engagement in Seoul

The citizens are the users of infrastructure that has been installed. Seoul has encouraged citizens

to donate their old devices to lower income citizens to increase the critical mass of smart users

within the city (ITU, 2013). In Kampala, KCCA has donated computers to schools within the city

so as to encourage digital literacy.

The engagement of stakeholders in city with the facets of technology and management is key to

achieve the successful outcomes of a smart city.

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2.2.1.4 Smart Payments in Nairobi

The Republic of Kenya is a global leader in mobile payments. Through its widely acclaimed m-

pesa payment solution offered by Telecom giant Safaricom, a resident of Nairobi city, the capital

is able to pay taxi fare using ones mobile phone. The service has been scaled up successfully to

transfer money in this fashion for the payment of goods and services all over the country.

M-Pesa has led to the growth of start-ups and raised incomes in rural households up to 30% (The

Economist, 2013). The city, also referred to as Africas smartest city is a hub for ICT innovation

in the East African region and has a wide range of services besides m-pesa offered through mobile

platforms. The Nairobi County management intends to transfer the payment of all services offered

by the city such as parking, construction permits, land rates and rentals to its Ejiji Pay mobile

platform by the end of 2016 (KCB Group, 2016).

The smart interventions in Nairobi are in tandem with efforts made so far by KCCA as far as the

e-Citie application for electronic payments is concerned.

2.2.1.5 Smart Nation Singapore

Perhaps the most outstanding of all smart city attempts and interventions is being undertaken by

the city of Singapore. The city-state is slated to become the first smart nation on the planet by

undertaking the most extensive effort at collecting data on daily living ever attempted in a city

(Watts & Purnell, 2016).

The Singaporean government plans to deploy sensors and cameras to already existing ones across

the island to monitor city cleanliness, crowd densities, vehicle movements, littering from high-rise

buildings, smoking in prohibited zones, the spread of infectious diseases, reaction to an explosion
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in a shopping mall, monitoring of elderly peoples health at home, exact placement of windows on

buildings and the types of construction materials used.

The data collected will be fed into an online platform known as Virtual Singapore that will enable

the government to see how the country is functioning in real time. This is an example of a Business-

to-Business (B2B) and Business-to-Consumer (B2C) intervention and application. Ultimately, the

system is intended to help the government to offer better services to its citizens while enhancing

citizen connectivity and encouraging private sector innovation.

The city of Singapore provides a good model for a successful twenty-first century smart city. This

is because the city has got absolutely no natural resources available for economic development.

The city imports 90% of its water from Malaysia and relies on one third of its total population,

which is migrant in nature, to drive economic growth (Totty, 2016).

In order to make the city-state competitive on a global platform its government has established an

almost corruption-free administration, pioneered traffic-management pricing to reduce congestion,

built massive water recycling plants, fostered business, finance and education. These are hallmarks

of cities of the future.

Numerous other cities and megacities are currently taking some kind of action to address the

emerging issues and have embarked on ambitious smart city projects for example in New York,

Jakarta, Tokyo, Shanghai, Dubai, Stockholm, Hong Kong, Barcelona, Mumbai and Navi Mumbai

to mention but a few. Efforts have evolved over the years with the advent of the global village and

the need to remain competitive.

 19

2.2.2 Financing Smart City Projects

Financing smart projects like the ones mentioned above is a significant challenge for most cities

due to the high costs involved. While technology companies like IBM, Oracle and Siemens are

marketing various smart city solutions, several cities are avoiding enterprise-wide solutions that

require installation of the system all at once. Cities are instead preferring adhoc, incremental

phased implementation as it is with the Kampala Smart City Project.

Some private companies, such as IBM, have responded to this preference through the re-branding

of its Smarter Planet solution to Cognitive Business solution with a primary focus on harnessing

the super-computing capabilities of cloud computing for use by various city services (Dylan,

2015). This solution is able to optimize data analytics continuously through a cognitive learning

process of patterns and trends. In cases of extensive data collection such as Singapore, citizen

could have concerns with confidentiality of data collected. In spite of this, however, the smart city

industrys growth is projected at $40 trillion globally by 2030 (Mathis, 2014).

Viability and value for implementation of solutions is being realized through public-to-private

partnerships. For instance, the management of the city of Rio de Janeiro partnered with IBM in

2010 to build its state-of-the-art situation room known as the Rio Operations Center. The center

was designed to digitally integrate the work of thirty municipal agencies across the city through

the monitoring and optimization of city operations and enhancing the capability to anticipate

disasters and build scenarios for solutions to handle landslides, heavy rains, garbage collection and

traffic accidents (MCRDJ, 2016).

Cisco Systems, a global leader in communication equipment partnered with the Government of

South Korea in 2003 to create a $35 billion smart city in the International Business District of
 20

Songdo. Google laid 500 kilometers of fiber optic network In Uganda and launched a Wi-Fi

network in Uganda to broaden access to affordable high-speed internet in 2015 (BBC, 2015).

It is necessary for the intended users to experience the intended benefits of the innovative solution

so as to be able to provide justification for the scaling up of investments in the future.

An important issue to consider in this regards is the features that an electronic application offers

against the benefits of using it. Manwani (2004) postulates that the ability of clients to participate

in self-service through a business application could be a novel capability but it would only become

a benefit if it increased the level of satisfaction of the user or increased sales for the private

company. The outcome of automating a payment system should be profitable and beneficial to the

metropolitan administration or company.

Information obtained from KCCA confirms that there has been a three-fold increase in revenue

from the time of the introduction of e-Citie web-based payment system of 166% from 30.3 billion

Uganda Shillings in 2011 to 80.5 billion Uganda shillings in 2015 (KCCA, 2016).

2.2.3 Leadership of Smart Cities

Another important aspect of the implementation of smart city projects besides sourcing needed

financing is leadership. In order to ensure the sustainability of a smart program, a strong political

mandate to support the strategic alignment and investment in information and communication

technology across departments is necessary. This mandate should in turn be supported by a clear

vision of the role of smart or role of ICT within a city (DBIS, 2013).

In order to achieve this, dynamic leadership is required. In the city of Chicago, former White House

Chief-of Staff Rahm Emanuel brought along with him strong leadership skills for the use of ICT

within the city when he was elected Mayor of Chicago. The traditional model for the delivery of
 21

services in the city involved the issuing of executive orders regarding particular aspects, for

example, the data policies (DBIS, 2013).

The Mayors office created a supportive administrative structure to enable the Mayor to receive

advice regarding ICT strategy as well as all spatial data collected by the city to inform city

decision-making processes.

In the case of the city of Rio de Janeiro, which built a state-of-the-art situation room to monitor

vital information of the city in real time in partnership with IBM, the 2009 administration of Mayor

Paes chose to temper their civil service experience with relevant data and statistics being captured

by the operations center. This approach mandated representatives from the thirty municipal

departments to hold membership in the situation room (DBIS, 2013).

This trend is similar to interventions in the city of Stockholm where the Vice Chief Executive

Officer in 2013, Staffan Ingvarsson was able to articulate the importance of a vision for smart

cities himself having been directly involved in successful e-governance projects in the past. In the

city-state of the Singapore, the smart projects are coordinated by a bureau based in the office of

Prime Minister Lee Hsien Loong with the nations Foreign Minister Vivian Balakrishnan being

placed in charge of the Smart Nation effort.

In Africa, sub-Saharan states have formed a coalition known as the East and Central African Cities

Development Forum (ECACDF) intended to address the infrastructure deficit in African cities.

The initiative, spearheaded by Uganda conducted its first forum in Kampala in 2016 and issued

the Kampala Declaration seeking to create sustainable and live-able cities in the region.

The ECACDF forum addressed the needs for urban data, building of research capacities in cities

and the development of smart cities (KCCA, 2016). Several other topical themes with keynote
 22

presentations including a pitching event to potential investors were conducted as part of the forum

activities.

In Kampala, the smart city effort, known as the Kampala Smart City Project has been placed

directly under the supervision of the office of the Executive Director Jennifer Semakula Musisi.

In addition, a ceremonial Mayor elected by a popular vote from the citizens is also supportive of

the transformation of Kampala into a smart city. A cross-cutting observation in the cities

mentioned above reveals that the strategic mandate provided by the leaders gives other

departments within the city the flexibility and freedom to act without needing to take all the

decisions up to other political levels (DBIS, 2013)

2.2.4 Stages in Smart City Development

A holistic measurement of smart city outcomes takes into consideration several other aspects. A

Smart City Maturity Model has been developed by the International Data Corporation -

Government Insights. The model, developed in 2013, describes the common phases through which

cities will progress as they create a smart city system. These stages are described as follows:

2.2.4.1 The Adhoc Stage

This stage is characterized by ad-hoc projects, departmental planning and discrete smart city

projects. This is the traditional stage of development. Multiple requests from citizens flow into the

organization through multiple channels. The drawback here is that the sharing of information

across channels is limited. A target outcome for the organization is to ensure that there is

compliance for a minimum level of service for the average citizen.

 23

2.2.4.2 The opportunistic Stage

In this stage, collaboration between departments begins to take shape proactively as teams coalesce

around common goals and identify barriers. A client-server Customer Relationship Management

(CRM) application enables front-end automation by web-enabling services. On the back-end, call

centers and information from the internet is integrated. A target outcome for an organization at

this stage would be the reduction in cost of taking in citizen requests and the offering of workable

options.

2.2.4.3 Purposeful and Repeatable stage

This stage is characterized by the integration of processes, events and projects that are recurring

in various departments. Sustainability and corporate governance are matters of primary concern

during this stage as some services are fully automated. Stakeholder buy-in is also attained here as

services are observed to be designed around their needs to increase convenience and accessibility.

2.2.4.4 Operationalized and Managed stage

Performance management shifts to a broader city context to influence culture, IT budgets and

governance across the board during this phase. Technology assets are leveraged with the presence

of refined work flows and data flows. During this phase, a one-stop-shop emerges with aid of

additional web 2.0 technologies. A target outcome for the implementing organization is to avoid

duplication of workflows and data collected.

2.2.4.5 Optimized stage

An integrated system of systems is in place at this stage. There is autonomy on a city-wide platform

that is sustainable. This is the final stage in development of a smart city and strives to offer a
 24

proactive and consistent experience for the customer at the lowest cost for the government or

metropolitan authority. The authority will be targeting a collaboration with the citizens that is

characterized by transparency so as to increase satisfaction.

Figure 2.2. Stages of Smart City Development

Source: IDC Government Insights, 2013

The smart city maturity model stated above considers maturity across five dimensions against

which a citys interventions can be measured. These dimensions are; the presence of a strategic

intent for the use of digital technologies for service reform, the effective use of data to secure better

outcomes, investment in technology infrastructure, the adaptation of traditional organizational or

governance models of service delivery through system-wide partnerships and lastly the culture of

engagement with stakeholders to enhance buy-in, openness and transparency.

 25

A city that is maturing progressively builds capabilities through investments that are used on a

city-wide basis across a range of services (The Scottish Government, 2014). KCCA intends to

transform Kampala into a smart city gradually (KCCA, 2015). The management of KCCA

recognized that ICT is presently central to how its citizens live, work and play. Through a phased

approach, the city will achieve smart city outcomes with reference to smart payments, planning,

education, communities, infrastructure and transportation beginning with the institution itself as

shown below:

Figure 2.3. Model for the implementation of the Smart City Project at KCCA

Source: KCCA Strategic Plan 2014 2019, Adapted from Oracles Smart City Solution.
 26

CHAPTER THREE

METHODOLOGY

3.1 Introduction

This chapter presents the methodology that was used in this study. The sections included are design

of the research, theoretical framework and data analysis.

3.2 Research design

A survey was carried out in Kampala City at the headquarters of KCCA, NITA Uganda and MoICT

in May 2016. This method was deemed appropriate for the study as it provided a quantitative

description of the attitudes and opinions of the sample population. Information from journals,

strategic plans, reports and research papers were obtained from the sample population office

headquarters. Interviews with staff of KCCA, NITA Uganda and MoICT were conducted on

schedule.

Research questionnaires were distributed to the sample population to supplement the interviews

so as to be able to collect responses in written form and also due to the fact they are able to collect

large amounts of data in a short time. The questionnaires were designed as structured to capture

both fixed alternatives as well as open-ended opinions. Item constructs in the questionnaire were

adapted from the IDC Government Insights Smart City Maturity Model 2013. Respondents were

requested to complete the questionnaire voluntarily.

 27

A combined total of 26 staff from KCCA, NITA Uganda and MoICT formed the sample for the

study. A total of 26 officers completed the questionnaire out of a total of 26 questionnaires

distributed. The questionnaires were rigorously checked for completeness and integrity out of

which a total of 25 usable cases emerged.

3.3 Theoretical framework

The five dimensions adapted from the IDC Government Insights Smart City Maturity model

were used to develop constructs of measurement for the introduction of the e-Citie web application.

These five dimensions are presence of a strategic intent for the smart intervention, the leveraging

of data collected, the investment in technology infrastructure and the governance model. The

dimensions were examined for relevance to engagement with city operators and businessmen who

would adopt the use of the e-Citie web application for remission of their dues to KCCA.

In terms of operationalization, the smart city dimension addressing client engagement, a key factor

directly related to adoption of the application, was found to be the culture of stakeholder

engagement as outlined by the IDC model and was thus designated as a dependent variable. The

four dimensions of strategic intent, technology, data and governance models were designated as

independent variables.

3.4 Data Analysis

The four independent variables were scored using a five-point scale with polar anchors ranging

from 1 (Strongly Agree) to 5 (Strongly Disagree). The independent variables were as follows;
 28

perceived presence of a strategic intent, perceived use of leveraged data, perceived investment in

technology infrastructure and perceived governance models for service delivery regarding the use

of the e-Citie web application.

Demographic information from the respondents such as gender, organization as well as knowledge

of the e-Citie web application was captured. In order to discover the influence of the various factors

on the achievement of smart city status through the e-Citie web application, descriptive statistics

were employed.

The influence of the independent variables on the dependent was measured through the

interpretation of Spearmans Rho correlation coefficient with values expected to be either positive

or negative thereby indicating a strong relationship or diminishing relationship.

 29

CHAPTER FOUR

PRESENTATION OF FINDINGS

4.1 Introduction

This chapter presents the findings of the study. First, the demographic aspects of the respondents

are presented and secondly the relationship between the variables is presented. Twenty five

responses were completed by the staff who participated in the survey representing a response rate

of 96%.

4.2 Demographics of the Respondents

The various sets of data obtained are shown below.

Figure 4.1 Sex of the respondents (%)

20

Male
Female

80

Source: Constructed from Study data

 30

The figure above shows the gender composition of the sample of respondents that participated in

the study. Figure 4.1 is interpreted to show that the majority of the respondents (80%) were of the

male gender.

Figure 4.2. Employee Organization (%)

20%

KCCA
NITAUganda
52%
MoICT

28%

Source: Constructed from Study data

The figure above shows the organization to which the respondents belonged. Figure 4.2 is

interpreted to show that over half of the respondents were from KCCA (52%). MoICT had the

least number of respondents at 20%.

 31

4.3 Relationship between the variables

Table 4.1 Descriptive Statistics

N Minimum Maximum Mean Std. Deviation

PERCEIVED STRATEGIC 25 1.00 3.00 1.8000 0.81650

INTENT

PERCEIVED 25 1.00 3.00 1.9200 0.70238

LEVERAGED DATA USE

PERCEIVED 25 1.00 3.00 1.8800 0.83267

TECHNOLOGY

INFRASTRUCTURE

PERCEIVED 25 1.00 3.00 1.7600 0.77889

GOVERNANCE MODELS

PERCEIVED CULTURE 25 1.00 22.00 2.7600 4.06489

OF STAKEHOLDER

ENGAGEMENT

Source: Constructed from Study data

 32

The table above shows the results of descriptive statistics. A higher mean value is interpreted to

show that there is a high level of measured construct. The collected data is further analyzed using

Spearmans Rho Correlation coefficient to measure how the variables are related since the study

seeks to explore existing relationships between the dependent variables of strategic intent,

leverages data use, technology infrastructure and governance models against the independent

variable of stakeholder engagement.

Table 4.2 Spearmans Rho Correlation

Strategi Data Technolo Govern Engage

c Int. Lvg. gy ance ment

Spearm Strategic Correlatio 1.000

an's Int. n

rho Data Coefficie .524(**) 1.000

Lvg. nt

Technolo .669(**) .633(**) 1.000

gy

Governa .642(**) .434(*) .463(*) 1.000

nce

Engagem 0.337 .404(*) .411(*) .601(** 1.000

ent )

**. Correlation is significant at the 0.01 level (2-tailed).

 33

*. Correlation is significant at the 0.05 level (2-tailed).

Source: Constructed from Study data

Spearmans Rho provides information about the degree of correlation and the direction of

correlation. All the variables are interpreted to show a moderate degree of correlation amongst

themselves with correlations lying between 0.25 and 0.75. None of the variables exhibit a high

degree of correlation.

The primary objective of this study was to examine the impact of the web-based payment system

known as e-Citie at the Kampala Capital City Authority on the achievement of smart city status.

The study was conducted with IDCs Smart City Maturity Model in consideration. The research

used variables that are relevant to the maturity and development of smart cities around the globe.

Table 2 shows that perceived strategic intent, the perceived use of leveraged data, the perceived

investment in technology infrastructure and perceived governance models positively influence

engagement with stakeholders. The perceived use of a governance or traditional model to deliver

data-driven services has the highest correlation with engagement of stakeholders at .601.

The data also shows that possessing a strategic intent has a strong correlation with the investment

in technology infrastructure. The concept that technology is key in facilitating citizen engagement

in a city is confirmed by this statistic. There is, however, a very low correlation between possessing

a strategic intent and the perceived ability to engage with stakeholders at .337. This implies that

stakeholders expect KCCA to go beyond the statement or possession of a strategic intent and install

the services required.

This also implies that KCCA ought to do more to explain strategic intervention to the citizens as

a means to increase engagement with them. 85% of respondents assented to the existence of the
 34

five dimensions of the smart city model as outlined by the IDC Government Insights which are

strategic intent, data leveraging, technology infrastructure, governance models and stakeholder

engagement.

Whereas the dimensions were evident they manifested in varying proportions according to the

perceptions of those interviewed as interpreted by Spearmans Rho. 65% of respondents perceived

the smart city outcome of shared accountability for outcomes being dominant among other possible

outcomes. This outcome is a key characteristic of smart cities that have attained the Purposeful

and Repeatable Stage of smart city development.

This data suggested that the e-Citie web app has had a positive impact on the achievement of smart

city outcomes in Kampala.

 35

CHAPTER FIVE

SUMMARY, CONCLUSIONS AND POLICY IMPLICATIONS

5.1 Introduction

The results contribute to existing literature in a number of ways. First, the results show that the

phased approach for the implementation of a smart city project is possible in Sub-Saharan Africa.

Secondly the study shows that the use of a traditional governance and service delivery model

driven by data plays a key role in engagement with stakeholders. This means that a city attempting

to implement smart services will fare better off if data use and leveraged information is introduced

into an already existing service model or point which in Kampalas case was revenue collection.

5.2 Summary

Studies done by the World Bank Group show that citizen engagement can help governments to

achieve better results (Henvey, 2014). The World Bank Group has developed a strategic frame

work for mainstreaming citizen engagements in its global operations. The business process re-

engineering of KCCA helped to define clear strategic intentions for the use of ICT within the city.

Whereas most of the studies dealing with citizen engagement and technology had been

documented, none of them addressed engagement in the context of outcomes related to smart city

maturity.

The specific objectives of this study were; to determine the relationship between strategic intent

and culture of engagement with stakeholders regarding the use of the e-Citie web app developed

by KCCA; to analyze the relationship between leveraged data use and culture of engagement with
 36

stakeholders regarding the use of the e-Citie web app developed by KCCA; to establish the

relationship between technology infrastructure investments and culture of engagement with

stakeholders regarding the use of the e-Citie web app developed by KCCA; to determine the

relationship between governance models and culture of engagement with stakeholders regarding

the use of the e-Citie web app developed by KCCA; to draw policy recommendations based on the

findings of the relationships existing between the above mentioned variables.

In order to achieve these objectives, the study used data obtained from staff working at KCCA,

NITA Uganda and MoICT. Descriptive statistics were used and Spearmans correlation were used

to achieve the objectives of the study.

The first objective was to determine the relationship between strategic intent and culture of

engagement with stakeholders regarding the use of the e-Citie web app developed by KCCA. This

objective was achieved by measuring the correlation coefficient between the strategic intent as the

independent variable and the culture of engagement as the dependent variable. The results from

the correlation measurement presented in Table 4.2 showed that the correlation coefficient was

positive and significant.

The second objective was to analyze the relationship between leveraged data use and the culture

of engagement with stakeholders regarding the use of the e-Citie web app developed by KCCA.

This objective was achieved by measuring the correlation coefficient between leveraged data use

as the independent variable and the culture of engagement as the dependent variable. The results

from the correlation measurement presented in Table 4.2 showed that the correlation coefficient

was positive and significant.

 37

The third objective was to analyze the relationship between technology infrastructure investments

and the culture of engagement with stakeholders regarding the use of the e-Citie web app

developed by KCCA. This objective was achieved by measuring the correlation coefficient

between technology infrastructure investments as the independent variable and the culture of

engagement as the dependent variable. The results from the correlation measurement presented in

Table 4.2 showed that the correlation coefficient was positive and significant.

The fourth objective was to analyze the relationship between governance models and the culture

of engagement with stakeholders regarding the use of the e-Citie web app developed by KCCA.

This objective was achieved by measuring the correlation coefficient between governance models

as the independent variable and the culture of engagement as the dependent variable. The results

from the correlation measurement presented in Table 4.2 showed that the correlation coefficient

was positive and significant.

The fifth objective was to draw policy recommendations from the findings of the existing

relationships between the independent variables and the dependent variables described above. This

will be addressed in section 5.4 of this chapter.

5.3 Conclusions

The study concluded that there exists a two-way or bi-directional relationship between the strategic

intent for the use of the e-Citie web payment system and the culture of engagement with

stakeholders. A well-defined strategic framework increases the chances of citizens engaging with

self-service technology such as the web-based payment system. This bi-directional effect was,

however, found to be the weakest in comparison to the relationships that technology infrastructural

investments, governance models and leveraged data use had with the engagement culture.
 38

The study found that a bi-directional relationship does exist between leveraged data use and the

culture of engagement with stakeholders. The more collected data is leveraged to serve the citizens

the more they will engage with the municipal or metropolitan authority.

A strong bi-directional relationship was also found to exist between investing in technology

infrastructure in the city and the culture of engagement with citizens. If KCCA invests more in

technology infrastructure around the city, citizens will engage more with its operations.

This study also discovered that the governance model and citizen engagement had a strong two-

way relationship. The stronger the governance model, which in this case refers to the more

traditional in nature it is as per the IDC-Government Insights Maturity model, the greater the

chances of citizens engaging with it. Revenue collection through interaction with collection agents

at a bank or metropolitan authority headquarters is considered a traditional model of service

delivery. The e-Citie web application converted this interaction into a technology generated service

encounter by self-service.

5.4 Policy Implications

The Kampala Capital City Authority should implement policies that provide a mandatory annual

increase of the budgets for technology infrastructure within the city. This implies that the Central

Government should allocate more financial resources to KCCA to implement its Smart City

Program with an emphasis on ICT infrastructural establishment.

This implication need not be borne solely by the Central Government. There are already private

firms operating within Kampala city that possess an extensive reach into the communities such as

the electricity distribution company, Umeme Limited and the water distribution company, NWSC

through its Kampala Water department. The infrastructure of these two companies can be piggy-
 39

backed innovatively by KCCA to deliver integrated smart information to the citizens of Kampala.

The same information or data obtained can be leveraged by the Authority to enhance the

experience of clients already using the e-Citie web application thereby increasing satisfaction.

KCCA should also implement construction policies that make it mandatory for all new high-rise

buildings within the city to possess selected smart technology that is able to inform users either

through neon signs erected outside the building or through SMS notification to tenants of the

building about the availability of rental space, availability of parking space, air quality in the

building, noise level readings, littering alerts through close circuit television in real time.

The data from these smart buildings can then be fed onto an online platform by either the landlords

themselves, the tenants or KCCA. Interested business operators could then immediately log onto

e-Citie and acquire space in the building or citizens in need of services order for them through the

system.

The planned community mapping through Geographical Information Systems by KCCA presents

a ground breaking opportunity to engage citizens by the display of stunning visualizations of

aspects such as the level of compliance with revenue collections from e-Citie or literacy levels

within the city that could potentially motivate defaulting citizens to comply and the uneducated to

take personal initiatives to raise their literacy levels. The current subscribers of the e-Citie

application provide an entry point for this to be attempted.

In order to digitally manage the different human resources within the city, NITA Uganda and

MoICT should consider integrating immigration data and health information on a digital platform

that could allow citizens in Kampala to be notified about expiry of their passports or important

events of public health concern within the city to create value through information sharing.
 40

Keeping the citizens engaged through strategic investments in ICT makes them more productive

and appreciative of the services being offered by their leaders and governments. In order to

effectively accomplish this, KCCA should continuously define and redefine who its stakeholders

are. By the same token, the Authority ought to continually review investments made in ICT to

ensure that the intended benefits are being delivered to the right stakeholders.

5.5 Possible Areas for further research

The study sought to evaluate the impact of the web-payment system for services at KCCA on

achievement of smart city status for Kampala and has submitted evidence to this effect. Research

could be further done in the following areas:

1. Social Media Use by KCCA and its influence on citizen engagement

2. How Open Data polices have influenced revenue growth at KCCA.

 41

REFERENCES

British Broadcasting Corporation (2015). Google launches WiFi network in Kampala Uganda.

British Broadcasting Corporation. 4th December, 2015. www.bbc.com accessed on 22nd May, 2016

Business Wire (2013). IDC Government Insights Unveils First Smart City Maturity Model.

Business Wire. 12th April, 2013. www.businesswire.com accessed on 9th May, 2016

Dylan, B. (2015). Tangled Up in Big Blue: IBM Replaces Smarter Planet With. Advertising

Age. 6th October, 2015. www.adage.com accessed on 22nd May, 2016

Department for Business Innovation and Skills (2013). BIS Research Paper No 135, Global

Innovators: International Case Studies on Smart Cities. www.gov.uk/bis accessed on 26th April,

2016.

Environment Protection Agency (1973). The Quality of Life Concept: A potential new tool for

decision makers; Systematic measurement of the quality of urban life, prerequisite to management,

350-267.

Harrison, C., and Donelly, I. A. (2011). A Theory of Smart Cities. IBM Corporation, New York,

USA. IBM UK Limited, Peterborough, UK.

Henvey, K. (2014). Strategy to Mainstream citizen engagement in World Bank Group Operations:

Engaging with citizens for improved results, World Bank Publications.

International Telecommunication Union (2013). Smart Cities, Seoul: A Case Study. Geneva: ITU

Kampala Capital City Strategic Plan 2015-2019 (2015).

 42

Kampala Capital City Authority (2016). KCCA At 5. 19th April, 2016. Accessed on 10th May,

2016.

KCB Goup (2016). Efforts to transform Nairobi into a smart city are in top gear with the county

government. 18th April, 2016. <blog.kcbbankgroup.com> accessed on 22nd May, 2016.

Los Angeles Department of City Planning (1999). Adaptive Reuse Ordinance.

<preservation.lacity.org> accessed on May 22nd, 2016.

Manwani, S. (2004). IT Enabled Business Change, The British Computer Society, 7:113-123

Mathis, S. (2014). The rise and fall and the eventual rise again of the smart city. City Lab. 13th

January, 2014. www.citylab.com accessed on 7th May, 2016.

Municipality of the City of Rio de Janeiro (2016). Rio Operations Center comes to integrate 30

municipal bodies. 30th December, 2010. www.rio.rj.gov.br accessed 22nd May, 2016.

Suzuki, H., Dastur, A., Moffat, S., Yabuki, N. and Maruyama, H. (2010). Ecological cities as

economic cities, World Bank Publications.

The Scottish Government (2014). Smart Cities Readiness, Smart Cities Maturity Model and Self-

Assessment Tool: Guidance Note for completion of self-assessment tool.

Totty, M (2016). Five cities that are leading the way in urban innovation. 21st April, 2016. The

Wall Street Journal. www.wsj.com/articles accessed on 26th April, 2016.

Vallianatos, M. (2014). Uncovering the early history of big data and the smart city in Los

Angeles. Boom: A Journal of California. www.boomcalifornia.com accessed on 7th May, 2016.

Watts, M. J. and Purnell, N. (2016). Singapore is taking the smart city to a whole new level.

The Wall Street Journal. 24th April 2016. www.wsj.com/articles accessed on 26th April, 2016.
 43

APPENDICES

APPENDIX I: EXAMPLE OF DATA TOOL USED

 44

 45

APPENDIX II: INTRODUCTORY LETTER TO KCCA

 46

APPENDIX III: ONLINE INSTRUCTIONS ON HOW TO USE E-CITIE



HOW TO REGISTER FOR COIN ONLINE FOR TRADING LICENSE

1. On the homepage, for e-Citie, go to the Left Menu, under the KCCA logo and Select the type
of registration that applies. COIN Individual/Non-Individual Registration

KCCA
Logo

COINfor
Individual

COINforNon
Individual

2. Click on the template you wish to fill out e.g. COIN Individual and select the reason for COIN
application, which in this place is Trading License.


Reasonfor
COIN
application

ThecityoperatorwillselectapplyforCOINforNonIndividualifhewishestoregisteraCompanyand
fillintherequiereddetailsintheformshownbelow.


Reasonfor
COIN
Application

3. If the city operator has a COIN, they will be required to click on the Log in Icon and then provide
the COIN.

LoginHere

InputCOINhere

4. The city operator will then click on the registration menu to access the form for Application
for Additional Branches. He will then fill in the details for the details for the business branch
they are registering for, Save and Go Next.


5. After the city operator applying for a COIN has clicked Save and Go Next, they will click the
Add a Business tab and the form will be displayed as shown below for the city operator to fill
all the mandata fields and click Next to o to the Confirmation e and submit.
tocoiHotel

0 Bus.inesslicenses
8 tocoiServce Tax
0 Mark"ts

liilo TrackPayment

0 ProP"rtyRates
February 2015

1 2 34567
8 91011121314
15 16 17 18 19 20 21
22 23 24 25 26 27 28

Downloads
Lb Local Service Tax
FAQs.pdf
lb LocalHotelTax
FAQs.pdf
lb Trade licence
FAQs.pdf
Lb Tr<tding Ucence.pdf


AddaBusiness

6. Fill all form fields for each section as shown below, click on save and go next,


Saveand
gonext

7. Agree to the terms and conditions in the confirmation section.

Tickthecheck
boxtoagreeto
T&Cs

Clickheretosubmit

8. If all is successful, click Submit to submit your application as shown above.

9. If the form fails online validation (Confirmation Section), correct the specified errors in the fields
and sections displayed then click, save and go next and re-submit the corrected form.


10. An e-Acknowledgement receipt will be generated with a Reference Number and will be sent
to the email address and phone number you provided during application respectively. This is
how it looks

Reference
Number

11. Submit the printed application form, signed Terms and Conditions and attachments to the
nearest KCCA office within 10 days.
12. The COIN application will be approved by the KCCA Approving Officer and a COIN shall be
system generated. A message/email will be sent to the Clients mobile phone/email baring the
Clients COIN and PIN numbers. A Registration Certificate, shown below, baring the COIN
number will also printed and issued to the respective Client.


COINNumber

13. To track the status of your application, you can use the Track Payment function, provided
on the Home Page of the e-Citie Web Portal. The same Reference Number referred to in the
above step will be required at this point.


Clickhereto
track
application

NB: The fields with a red star (*) icon are mandatory in all the sections, and registration/application
cannot be completed unless they are filled.


HOWTOAPPLYFORTRADINGLICENSEONLINE

1. GotoeCitiehomepage,goontheLeftMenu,undertheKCCALogo.
2. Clickonlogin,thewindowpromptingforCOINwillpopup.

KCCALogo

ClickLogin
here

3. PunchintheCOINthensaveandgonext.

Punchyourcoin
here

Save&Go
next

4. AfterinputtingyourCOIN,thetradinglicenceapplicationformwiththeAddBusinessApplicationtab
willbedisplayed.
5. ClicktheAddBusinessApplicationtab,theformbelowwillbedisplayedwiththedifferentfields.


AddaBusiness

6. Afterallthefieldshavebeenfilled,clickAddaBusinessandalltheinformationfilledwillbedisplayed
inareportform.ClickNextandtheconfirmationpagewillbedisplayed.

Informationin
reportform

Next


7. OntheConfirmationpageyouareadvisedtocheckifthereareanyerrorswiththeApplicationand
correctthembeforeproceedingtosubmittheApplication.IfallthefieldsofCOINandTradingLicence
Applicationshavepassedthelogicalchecksandvalidationsthenclickonthe.SubmitApplication

Submit
Application

8. AneAcknowledgementFormwillbegeneratedandacopysenttoyouremailaddress.Printthee
AcknowledgementFormonA4sizepaper.ThisreceiptcontainsaReferenceNumberwhichyouwill
usedtotracktheapplication.

ReferenceNumber


HOWTOREGISTERAPAYMENTONLINE

9. GotoeCitiehomepage,goontheLeftMenu,undertheKCCAlogo,
10. ClickonRegisterPayment,thewindowpromptingforCOINwillpopup
11. PunchintheCOINthensaveandgonext.

KCCALogo

PunchinCOIN
here

Register
Payment

save&gonext

12. AfterinputtingyourCOINtheaboveformwillbedisplayedwiththedifferentfields,checkthecheck
boxforthebusinessyouwouldwishtoclearitsoutstandingandinputtheamountasshownonthe
balanceandthenclicksaveandgonexttotheCollectingAgentfield.

Checkbox

Save&
gonext

13. ChoosetheCollectingAgentyouwouldwishtousetopaytheamountofrevenueoutstandingeither
BankorTelecomtogether,clicksaveandgonexttotheConfirmationfield.


save&gonext

14. OntheConfirmationpageyouareadvisedtocheckifthereareanyerrorswiththePayment
Registrationandcorrectthembeforeproceedingtosubmittheregistration.

15. IfallthefieldsofRevenueSourcesandCollectingAgenthavepassedthelogicalchecksand
validationsthenclickontheRegisterpaymenttosubmit.

RegisterPayment

16. AnePaymentAdviceForm(copyshownbelow)willbegeneratedandacopysenttoyouremail
address.PrintthePaymentAdviceFormonA4sizepaper.ThisreceiptcontainsaPaymentReference
Number(PRN)whichyouwilluseformakingpaymenttotheCollectingAgents(BanksandTelecoms),
tovalidateyourregistration.


Payment
Reference
Number(PRN)

17. GoaheadandmakethepaymentwiththeCollectingAgentchosenduringthePaymentRegistration.
18. Totrackyourpaymentstatus,gotoeCitiehomepage,goontheLeftMenu,undertheKCCAlogo
andclickonTrackpayment.
19. InputthePaymentReferenceNumber,ClickContinueandalltheinformationaboutyourpayment
registrationwillbedisplayed.

Trackpayment

InputthePayment
ReferenceNumber

Continue

NB: The fields with a red star (*) icon are mandatory in all the sections, and
registration/application cannot be completed unless they are field.