Introduction Nigeria is a federation made up of the federal, state and local governments.

Presently, there are thirty six (36) states (and the federal capital territory, Abuja) and seven hundred and seventy four (774) local governments and area councils. The 3 tiers government system is necessitated by the fact that Nigeria being a vast country with overwhelming human population and diverse culture needs a good measure of decentralization for sound administration and effective development. The Nigerian local government administration can rightly be traced back to the traditional local administration system that existed prior to the colonial era. This was followed by the Native Authority System which was introduced to better service the colonial authority. At the time of independence in 1960, local government was essentially a regional responsibility. During the early military era of 1967 to 1976, local government system remained more or less a decentralized extension of the states, with local governments performing essentially, residual roles for their military overlords at the state level (Akhabue, 2007) and (Olanipekun, 1988). In the later military era (1976 1979), effort was made to transform the basic roles of local government as demonstrated in the 1976 local government reform. This reform established local governments as the 3rd tier of government, with its own identity, power and sources of revenue. The need for devolution of power instead of delegation of functions to local governments was underscored in the reform. The objective was to entrust political responsibility to where it was most crucial and beneficial. The principle of participatory democracy was put in place and political responsibility of every Nigerian was enshrined in the constitution. Constitutional roles of the local government administrations in Nigeria include provision of basic infrastructure, establishment and maintenance of primary schools, agriculture and veterinary services, town planning and so on (Olanipekun, 1988), (Ekpo, 1998). In addition, local government should provide inspection of meat and abattoirs, information and public enlightenment, scholarships and bursaries, public libraries and reading rooms, fire services, support for arts and culture and control of pollution. Local governments should also provide control of beggars and prostitution, homes for destitutes, the infirm and orphans public housing programmes and regulation and control of buildings. Finally they back roll the operations of commercial undertakings, traffic and parking and pipe sewerage systems LOCAL GOVERNMENT ADMINISTRATIVE STRUCTURE Successive governments have aspired to put in place stable local government structures that are capable of mobilizing local people and their resources for sustainable local as well as national development. Every local government is formulated according to the structure shown in Figure 1. Each local government has a Policy Making Body, the Administrative Body and Traditional Rulers (Olanipekun, 1988). The policy making body comprises of an elected or appointed Executive Chairman, Vice Chairman, Supervisory Councillors and Councillors. The supervisory councellors oversee projects, units and programmes. The Counsellors preside over local government legislative matters. They also ensure that the executive arm operates with the confine of the law. The Administrative Body comprises of The Head of Personnel Management (as the Chief executive), Heads of Departments, and Subordinate Staff. Various departments at the local government include but not limited to the following: a. General and Administration Department Headed by the Deputy Secretary b. Treasury Department Headed by the Treasurer c. Works Department Headed by the Civil Engineer/ Technical Officer

d. Health Department Headed by the Principal Health Superintendent e. The Maternity Division of the Medical Department Headed by the Senior Midwifery Sister f. The Dispensary Division of the Medical Department Headed by the Higher Pharmacy Officer: g. A Farm Division - Headed by the Farm Manager.
Policy Making Body Executive Chairman Executive Vice Chairman Executive Secretary Supervisory Councellors Councellors Traditional Rulers

Administrative Body

Head of Personnel

Head, Department 1

Head, Department 2

Head, Department n

Head, Unit 1

Head, Unit n

Head, Unit 1

Head, Unit 1

Head, Unit n

Figure 1: Nigeria local government structure

Each arm of the policy making body as well as the executive department, has specific functions to perform. These constitute the functions of Local Government in Nigeria. In order to preserve the traditional position of our Obas and Chiefs, The government put in place a Traditional Council for each Local Government authority area or a group of Local Government authority areas over which a traditional ruler has suzerainty. A Traditional Council consists of traditional office holders, the Chairman of the Local Government authority, one or two traditional representatives of each Local Government authority council, as may be considered appropriate and any other person(s) who may be desired, in order to make the traditional Council broadly representative of the major facts of life in the entire area. The major functions of the traditional rulers are to: a. advise the Local Government authority or a group of Local Government authorities on matters referred to them by the elected council, b. discus common problems and make suggestions to the Local Government authority or authorities in the area, c. make representations or express opinions to Local Government authorities, on matters that may not strictly be the responsibility of the Local Government authorities, provided they are of concern to the area as a whole, d. determine or advise the traditional ruler on all matters including the conferment of traditional titles and appointments

e. advise on and determine customary laws and practices on all matters referred to it including those related to land. Local governments in Nigeria are bedevilled with a number of problems including (Akhabue, 2007; Olanipekun, 1988): a. Inadequate constitutional provisions: even though the 1999 constitution guarantees the existence of democratically elected local government councils, there is no express provision in the constitution regulating the tenure of local government councils as it provided for the president and state governors. As a result of the singular omission or oversight, the various state legislatures now determines the tenure of its elected councils and therein lies the prescription for the unfolding chaos in Nigeria local government system. The result is a situation where there is no uniformity of tenure across the country of elected local government officials. While a few states graciously accord local governments a 3 year tenure, majority operate a maximum of 2 year tenure. b. Undue interference by state governments: it is now a common practice that the tenure of local government administration is unceremonious terminated by the state governors and legislatures before the expiration of the mandate given by the people during elections. After the terminations, elected council chiefs are replaced with unelected and selected individuals and political associates under the nomenclature of caretaker committee. The tenure of the caretaker committee may be indefinite depending on the extent that a governor is satisfied or convenient for the state government to conduct local council elections. c. Lack of continuity by succeeding Governments: there is a pattern where succeeding government or caretaker committee abandon the programmes and projects of the immediate government to embrace new ones. This leads to economic and mental wastage as well as the retrogression of development. d. Unemployment: this is a major problem confronting local government as well as the entire country generally. unemployment has led to general under-feeding among the majority of the population since the working teams are smaller than the consuming teams. Another consequent of employment is insecurity arising from the engagement of the unemployed youths in criminal acts. e. Shortage of Skilled Man Power: most local government do not have the sufficient professional manpower needs for successful administration. There are no competent and qualified hands to handle or execute people oriented programmes or projects. f. Financial Constraints: Revenues of most local governments are by far lower than what is required. This has propelled inability to execute rich programmes and projects, inability to implement good staff welfare, inability to implement modern day administratrative system anchored on ICT and inability to foster or promote staff productivity through training and seminars. ICT AS A TOOL FOR LOCAL GOVERNMENT ADMINISTRATION The administration of most local governments in Nigeria is by the traditional method. It involves direct involvement of human agents in communication and management. The traditional method is devoid of the use of ICT for control, budgeting, forecasting, planning, staffing and other administrative or managerial tasks. Though the method is cheaper, it is slow and expensive. Other problems include duplication of efforts, redundancy, lack of standard, bypassing of

protocol, communication failure, loss of documents on transits, victimization, high handedness, abuse of privileges, fatigue and so on. These problems continue to hinder the administrative system from delivering good governance to the doorstep of the citizenry. People have continued to express their dissatisfactions with poor governance through poor voter turnout during elections, lower levels of public participation in government related programmes, disobedient to public order, protest of policies considered as obnoxious, tax invasions among others (Guchteneire and Mlikota, 2010). With the rapid spread of Information and Communication Technologies (ICTs), new opportunities evolved for the revival of public discourse and improved governance effectiveness and efficiency. ICTs offer concrete opportunities for local and national governments towards the improvement of their performance in terms of transparency, participation and decentralization. The mainstreaming of ICTs within planning and design of development strategies helps to strengthen the establishment of efficient, effective and transparent governance systems. On-line tools can significantly improve the rendering of services and information flows from administrations to their constituencies. It also enhances communication among administrations and citizens as well as offering unique opportunities for broadened citizen involvement and participation in the decision-making process in standard and genuine manners (Ogbomo, 2009; Boyoung, 2001; Osnaghi, 2010; Guchteneire and Mlikota, 2010). ICT is particularly relevant in the developing countries context, where series of transformation to democratic regimes is currently taking place. It is also relevant in combating pronounced problems such as corruption of public administration and lack of transparency. In the administration of the local governments, ICT can be used as a tool in the following ways (Guchteneire and Mlikota, 2010; Jensen, 2002; Ofei_Aboagye, 2009; Acharya, 2009; Bekele et al, 2005; Olabode and Akingbesote, 2007; Mitulla and Waema, 2005): a. In transparency and due process: Conducting transactions in line with laid down rules using systems supported by ICT has proved to be very effective in fighting corruption. It reduces significantly, transaction costs leading to savings. An example of the efficient use of ICTs to fight corruption is the launching of the Electronic Graft Management (EGM) project in Kenya (Guchteneire and Mlikota, 2010). The EGM project offered a corruption reporting facility in six towns with existing Internet infrastructure. Anonymity of users was ensured and reports were transmitted to EGM centers for analysis and follow-up with relevant authorities. b. Provision of cheaper, more efficient and faster services: This leads to enhanced service delivery. Cheaper and faster service delivery systems enable citizens to obtain information and to carry out transactions 24 hours a day, seven days a week, and are particularly suitable for simple administrative transactions, such as requests for permits, or submissions of tax files. c. Fostering public-private-partnership policy-making: Through the facilitation of collaboration and the sharing of information within government agencies and between government and the people, new opportunities continue to emerge for promoting development. A significant example on the use of ICTs for collaboration and sharing is the Today I decide (TOM) portal launched by the Estonian government in 2001. TOM provided an opportunity for citizens to become involved in policy-making and to comment on draft laws that are published on the portal. The public can also submit their

d. e.

own proposals for laws or policies, which are taken into consideration by the government (Heeks, 1998). Improvement of the internal workings of government to be externally-oriented and more people-oriented. Attracting foreign investments through the provision of faster access to information and government services.

LITERATURE REVIEW In (Olabode and Akingbesote, 2007), a documentation on the preconditions for ICT implementation and virtual bureaucracy in the local governments is presented. A technical framework (Technical Model) for implementation is also presented with its basic components of ICT infrastructures and Information systems. The basic infrastructure include personal computers local area network(s), user identification and authorization systems and basic software. Document management system (DMS), E-mail systems and Web pages of local government and e-democracy tools were the basic information system needs. (Pudjianto and Hangjung, 2011) presents a conceptual framework for analyzing the assimilation of governance in the context of ICT innovation in the developing countries based on TechnologicalOrganizational-Environmental (TOE) Framework, Innovation and Diffusion Theory. Assimilation was analyzed as single stage technology diffusion process. An Innovation diffusion theory was coined with TOE framework to explain how assimilation process is affected by ICT expertise, ICT infrastructure, Top management support, organizational compatibility, extend coordination, regulatory environment, and competition. The implementation of this framework reveals that ICT expertise, Top Management Support, Organization Compatibility, Regulatory and Competition, had a positive influence on assimilation of ICT into governance. It is also reveal that environmental factor plays a key role in the incursion of ICT into governance as lack of a supportive regulatory environment for ICT have a significant negative effect on assimilation. Similarly in the organizational factors, it was stated that organizational compatibility significantly impacts ICT. This occur because organizational compatibility influence the degree of acceptance of ICT in adoption and assimilation systems. This implies that organization that already has organizational changes toward ICT implementation will definitely experience increased influence of compatibility towards e-governance. In term of Technological factors, it was stated that infrastructure was not of much essential in the penetration of ICT which contradicts past researches most of which exhibited a significant association of ICT infrastructure with ICT adoption. The reasons adduced for this discrepancy include increasing rate of alternative channel to accessing the internet and the booming mobile communication which further increases the penetration of internet to the last mile users. These reasons may ultimately lead to lesser dependent of ICT infrastructures factor. In (Bwalya, 2009), factors affecting the adoption of ICT into governance in Zambia is presented. Emphasis was on the impact of ICT on the nations Health and Immigration Management Systems. The challenges, opportunities, and issues together with e-government adoption criteria regarding successful encapsulation of e-government into the Zambian contextual environment were also assessed. It was reported that lack of adequate ICT infrastructure and political will, provision of content in English other than local languages, lack of proper change management procedures, non-contextualization of e-government practices and so on are problems

contributing to the delay in the incursion of ICT to governance in Zambia. A conceptual model which offers balanced e-government adoption criteria involving a combination of electronic and participatory services was proposed. The model serves as a start-point for any model which can later be replicated to include the whole lot of Southern African Development Community (SADC) countries given the similarity in the contextual environment. Based on findings from the implementation of the model, the author concluded that government should create an enabling environment for the adoption of ICT in governance, play a leading role in developing the ICT infrastructure and take full advantage of various initiatives taken by the international community to ensure that ICT becomes a veritable tool for productive governance. Factors affecting successful implementation of ICT project in government is presented in (Gichoya, 2005). Results of literature review of case studies from both developed and developing countries and preliminary studies grounded in the Kenya e-Government reality were presented. The key factors synthesised and categorised under common broad categories resulting in a rich picture of ICT implementation experience that helps to identify possible solutions were also presented. A descriptive framework for categorising these factors is proposed. The input variables are categorised into factors for success (drivers and enablers), and factors for failure (barriers and inhibitors). The output variables are categorized into organisational and technological benefits. Finally, an action for success was proposed. This action includes suggestions for increasing the impact of factors for success while reducing the impact of factors for failure and use of available good practice. In his conclusion, the author reported that for the development needs of ICT projects, those involved in their design, implementation and management in the developing countries must improve their capacity to address the specific contextual characteristics of the organisation, sector, country or region within which their work is located. Though the paper does not classify the factors in terms of their influence, however, vision and strategy and government support were considered important for success while lack of funds and poor infrastructure were considered as major factors for failure. In view of the findings from the literature review, the main objective of this paper is to formulate some indices or variables and use them for the statistical analysis of the level or incursion of ICT into local government administration in Nigeria. The other objective is to determine some relevant factors responsible for the current level of ICT at the local government level using relationship existing among some formulated and associated indices.
RESEARCH MODEL

The indices or variables that can be used to construct a research instrument for collecting relevant data for the statistical analysis of the level of incursion of ICT into local government administration in Nigeria are numerous and are related to one another. Based on this, a model for computing the impact of some factors derived from a set of variables and based on data collected from a group of respondents is formulated as follows:

where Rs represents the sth respondent, bs,t represents the assessment of the tth index by sth respondent, Zt represents the tth index and i is the number of indices. Factor analysis by principal components (FAPC) approach was adopted for the implementation of the model. FAPC is used to generate clusters of indices that form factors with their respective percentage contribution to the present level of ICT at the local government level. The generation of the clusters by statistical analysis is in the stages shown in Figure 2 (Iwasokun et al, 2011).
Communalities Descriptive Statistics Initial factor Loading

Correlation Matrix

Statistical Analysis

Factor score coefficient matrix

Bartlet & KMO Tests Rotated factor Loading

Eigenvalue

The mean and variance of the scores of each decision variable given by the respondents formed part of the descriptive statistics. The degree of pair-wise relationships among the indices is defined by the correlation matrix. A value of correlation greater than zero implies a positive relationship while a value less than zero shows a negative relationship. The correlation value is zero when there is no relationship between indices. The results from the Bartletts test of sphericity present the adequacy level of the sample from the population. Kaiser-Mayer Olkin (KMO) test is used to confirm sample adequacy. A set of factors which are generally referred to as familiar factors exists in factor analysis. Each of these factors loads on some related variables. Another set of factors, which are unconnected to each of the variables also exist. The proportion of the variance of a variable explained by the familiar factor is called the communality of the variable (Loehlin 1999 & Bryant and Yarnold 1995). The factor loading derived for a specific variable form the agreement level (correlations) between the factor and the variables normal scores. Each factor defines a generalization domain which is qualitatively separate from those presented by other factors. Factor loading is the measure of generalization between each variable and each of the factors. The contribution of a variable to a factor increases as the loading increases from zero in the positive direction. Varimax, equamax, quartimax and promax are used in SPSS for orthogonal rotation which is used for establishing a high correlation

between variables and factors. The component score matrix of the factors on its own is generated for evaluating the contributions of each of the variables to the present state of ICT in the Nigeria local governments. The eigenvalue and percentage variance of the extracted factors are generated for evaluating the contribution of each factor (Iwasokun et al, 2011). DATA SURVEY AND COLLECTION The indices which were formulated towards achieving the objectives of this research are shown in appendix I. Appendix I presents a research instrument used for data collection by survey method. The first part of the research instrument provides vital information about each respondent while the second part provides five columns for respondents to rank each of the thirty six indices on the grade of Excellent, Very Good, Good, Average or Poor. The research instrument was surveyed on some selected local governments across the thirty six states and the Federal Capital Territory (FCT), Abuja. In each case, two officers from the policy making body and twenty officers from the different levels in the administrative body were surveyed. The summary of the number of research instruments that were duly completed and returned is presented in Table 1.
Zone State Table 1: Summary of the survey across the geo-political zones No. of local No. of local Total Instrument Total governments governments. retuned by policy instrument surveyed makers returned by administrators 21 0 0 0 19 10 17 179 27 0 0 0 11 7 14 136 16 7 12 132 17 10 20 194 23 14 23 267 35 0 0 0 45 23 44 251 21 18 35 356 23 0 0 0 26 0 0 0 15 5 10 92 23 22 41 406 21 21 41 420 15 15 28 279 13 10 19 200 25 18 36 360 17 12 23 234 6 6 12 120 21 15 21 287 16 11 21 219 27 18 35 349 18 11 20 204 12 6 9 118 31 18 32 358 8 5 10 89 20 11 21 220 15 15 30 300 25 21 41 413 23 13 23 245 16 16 32 320 20 20 39 338 20 19 37 367 18 18 36 360 30 23 45 453 35 25 46 457 774 463 873 8723 Total instrument returned 0 196 0 150 144 214 290 0 295 391 0 0 102 447 461 307 219 396 257 132 308 240 384 224 127 390 99 241 330 454 268 352 377 404 396 498 503 9596 Total Instrument not returned 0 24 0 4 10 6 18 0 211 5 0 0 8 37 1 23 1 0 7 0 22 2 12 18 5 6 11 1 0 8 18 0 63 14 0 8 47 590

North East

North West

North Central

South East

South South

South West

Adamawa Bauchi Borno Gombe Taraba Yobe Kaduna Katsina Kano Kebbi Sokoto Jigawa Zamfara Benue Kogi Kwara Nasarawa Niger Plateau FCT Anambra Enugu Imo Abia Ebonyi Akwa Ibom Bayelsa Cross River Edo Delta Rivers Ekiti Lagos Ogun Ondo Osun Oyo Total

A total of ten thousand one hundred and eighty six (10186) copies of the research instrument were administered. During the process of administration, the researchers were physically present in 23, 29, 30, 37, 35 and 70 local governments in the North-East, North-West, North-Central, South-East, South-South and South-West geopolitical zone respectively. With a view to cut the cost associated with transportation over long distances, copies of the research instrument where administered through contact agents in the remaining 239 local governments. The agents received scanned copies of the research instruments through email. Duly completed and returned research instruments were sent back to the researchers through postal service. In all, nine thousand,
five hundred and ninety six (9596) respondents (including executive and administrative officers) returned duly completed research instruments from the four hundred and sixty three (463) surveyed local governments. In the local governments personally visited by the researchers, follow-up meetings and personal interviews were conducted with a view to verify and validate the responses.
RESULTS AND INTERPRETATION Factor analysis by principal components using SPSS was performed on the data obtained from 9596 duly completed and returned research instruments. The data were obtained by assigning values of 5, 4, 3, 2 and 1 to the linguistic form Excellent, Very Good, Good, Average and Poor respectively. Table 2 presents the descriptive data showing the means and variance of the overall rating of the level of incursion of ICT into the local governments based on each of the indices. Appendix 1 provides index to the variable names (indices) shown in Table 2. Table 2: Descriptive Statistics Variable Mean Variance
STASTA STAMAN STACOM MANCOM INTLOC LOCSTA LOCFED RECKEP DATGEN DISCIP FUNDAL CLAGRA FINRET EMPGEN REVGEN LOAADV PROMON TENBID ACQPRO STATRA SEMCON SALPAY ELEMAT GENADM TREMAN HEAMAN FARWRK INFMON JUSDIS DEBATE TRAFIC DISPRE DISMAN SOCPRO PUBENL ENTREC 3.55 3.14 3.31 3.02 3.14 3.15 2.67 2.46 2.84 2.72 2.48 2.69 2.18 2.97 2.82 2.28 2.91 2.88 3.16 3.31 3.52 2.71 3.00 2.43 2.41 2.65 2.07 2.52 1.99 2.39 2.83 2.40 2.63 2.93 2.84 2.73 .713 1.531 .957 1.117 1.090 .886 1.203 .495 .487 .814 .726 .586 .685 .638 .971 .732 .615 1.297 .887 .426 .603 .559 .565 .898 .377 .769 .945 .632 .720 .556 .589 1.381 .693 .486 1.420 .811

The mean and variance of the overall rating of staff-staff communication (STASTA) are 3.55 (71.00%) and 0.713 respectively while the mean and standard deviation of the rating on staff-management communication (STAMAN) are 3.14 (62.80%) and 1.531 respectively. These mean values show that on the average, the respondents agreed that ICT provides between good and very good (midway between the two) support for staff-staff communication and just good (a little above good) support for staffmanagement communication. The Variance of 0.713 and 1.531 represent the standard difference between the mean and the response values for staff-staff communication and staff-management communication respectively. The communalities of the performance indices are presented in Table 3. The Table shows that the communalities of staff-staff communication (STASTA) and staff-management communication (STAMAN) are 0.805 and 0.890 respectively. These imply that 80.50% of the variance in staff-staff communication can be explained by the extracted factors while the remaining 19.50% is attributed to extraneous factors. Similarly, 89.00% of the variance in staff-management communication can be explained by the extracted factors, while the remaining 11.00% is attributed to extraneous factors.
Table 3: Communalities of variables Variable STASTA STAMAN STACOM MANCOM INTLOC LOCSTA LOCFED RECKEP DATGEN DISCIP FUNDAL CLAGRA FINRET EMPGEN REVGEN LOAADV PROMON TENBID ACQPRO STATRA SEMCON SALPAY ELEMAT GENADM TREMAN HEAMAN FARWRK INFMON JUSDIS DEBATE TRAFIC DISPRE DISMAN SOCPRO PUBENL ENTREC Initial 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 Extraction .805 .890 .853 .900 .860 .904 .891 .921 .761 .874 .871 .650 .908 .877 .751 .806 .829 .861 .881 .767 .874 .829 .803 .921 .820 .808 .895 .860 .879 .849 .818 .824 .793 .843 .869 .883

The 36 x 36 correlation matrix obtained from analysis could not be displayed because of the need to minimize the size of this paper. The matrix shows that highest correlation of 0.839 exists between impact on staff-community communication (STACOM) and impact on staff-management communication (STAMAN). The next highest correlation of 0.825 exists between impact on management-community communication (MANCOM) and impact on staff-management communication (STAMAN). The implication of the former is that Impact on staff-community communication is very likely to share same factor with Impact on staff-management communication. Similarly, in the latter, Impact on managementcommunity communication (MANCOM) is very likely to share same factor with Impact on staffmanagement communication (STAMAN). The least correlation of -0.668 exists between impact on staffmanagement communication (STAMAN) and Impact on enforcement of discipline (DISCIP). This means that impact staff management communication and Impact on enforcement of discipline are not likely to share same factor. The Bartlett's test of sphericity is used for the confirmation of the adequacy of the sample population. Bartlett's test probed adequacy by testing the null hypothesis that the variables in the population correlation matrix are uncorrelated and inadequate. The hypothesis is rejected only on the ground that the 2 observed significance level is 0.0000. For this analysis, the Bartletts test of sphericity produces a of 387772.173 with a significance level of 0.0000, which confirms the adequacy of the sample population. The Kaiser-Meyer-Olkin (KMO) test is another adequacy test. A satisfactory factor analysis is allowed to proceed only if the sampling adequacy value is greater than 0.5. The Kaiser-Mayer Olkin (KMO) test produces a measure of 0.632 for this analysis. The validity of subsequent results is therefore confirmed. These adequacy and validity results are good indicators of the suitability of the application of factor analysis.
Table 4: Extracted factor loadings
1 STAMAN STACOM MANCOM INTLOC GENADM DISPRE STASTA LOCFED EMPGEN DISCIP TENBID REVGEN PUBENL ACQPRO LOCSTA HEAMAN FINRET FUNDAL FARWRK INFMON LOAADV CLAGRA TREMAN PROMON STATRA SALPAY SEMCON DISMAN JUSDIS DEBATE ELEMAT DATGEN RECKEP SOCPRO ENTREC TRAFIC .918 .864 .847 .795 .767 -.757 .744 .733 .731 -.727 .702 .692 .692 .656 .583 .581 .566 -.438 2 3 Component 4 5 6

-.454

-.447 -.473 .454 .450 .855 .795 .731 .665 .545 .516 -.470 .568 .526 .498 .534 .666 .641 -.571 .522 .519 .461 -.448 .470 .461

.411

.456

-.490 -.519 .439

The initial factor extractions are often achieved in factor analysis by principal components using two different approaches. In the first approach, specific number of factors is specified for extraction while in the second approach, the numbers of factors to be extracted are specified on the basis of a Social Science rule which states that only the variables with loadings equal to or greater than 0.4 should be considered meaningful and extracted for factor analysis (Iwasokun et al, 2011). The latter rule is applied on the initial component matrix generated and the extracted factor loadings obtained for this research is presented in Table 4 which reveals the extraction of six factors with their variables loading. Motivated by the need to obtain a more meaningful form of variables and factor mapping along principal axis, the obtained components was orthogonally rotated using varimax, promax, equamax and quartimax transformations. The results for promax presented in Table 5 was used for further analysis because it turned out to be the best among others..
Table 5: factor Rotation by Promax Variable 1 LOCFED TENBID STAMAN PUBENL DISCIP DISPRE MANCOM STACOM STASTA INTLOC REVGEN EMPGEN GENADM ACQPRO SOCPRO TREMAN PROMON INFMON FINRET FARWRK DEBATE JUSDIS LOAADV HEAMAN SALPAY DISMAN FUNDAL CLAGRA RECKEP DATGEN ELEMAT LOCSTA SEMCON STATRA ENTREC TRAFIC .917 .909 .831 .827 -.812 -.795 .767 .762 .751 .652 .647 .590 .525 .524 2 3 Component 4 5 6

.501 .789 .667 .662 .632 .545

-.409

.584 .859 .794 .785 .728 .523 .891 .846 .727 .450 .772 .715 -.575 .534 .781 .629 .602 .445

.548

.500 .443

-.411

.431

.526 .495

Table 5 reveals six factors with their corresponding loadings as follows:

Factor 1- Communication and Development, loads on a. b. c. d. e. f. g. h. i. j. k. l. m. n. Impact on local-federal government communication (LOCFED) Impact on tender and bidding (TENBID) Impact on staff-management communication (STAMAN) Impact on public enlightenment (PUBENL) Impact on enforcement of discipline (DISCIP) Impact on disaster prevention (DISPRE) Impact on management-community communication (MANCOM) Impact on staff-community communication (STACOM) Impact on staff-staff communication (STASTA) Impact on inter local government communication (INTLOC) Impact on revenue generation (REVGEN) Impact on employment generation (EMPGEN) Impact on general administration (GENADM) Impact on acquisitions and procurements (ACQPRO)

Factor 2 Financial and social commitment, loads on a. b. c. d. e. Impact on social programmes (SOCPRO) Impact on treasury management (TREMAN) Impact on project monitoring (PROMON) Impact on infrastructure monitoring (INFMON) Impact on financial retirements (FINRET)

Factor 3 Services, loads on a. Impact on farm work (FARWRK) b. Impact on house debate and deliberations (DEBATE)) c. impact on justice dispensation (JUSDIS) D. Impact on loans and advances (LOAADV) e. Impact on health management (HEAMAN) Factor 4 Welfare and Harmony, loads on a. Impact on salary and payroll (SALPAY) b. Impact on dispute management (DISMAN) c. Impact on fund allocation (FUNDAL) d. Impact on claims and grants (CLAGRA) Factor 5 Record and Data management, loads on a. Impact on record keeping (RECKEP) b. Impact on data generation (DATGEN) c. Impact on electoral matters (ELEMAT) d. Impact on local government-state communication (LOCSTA) Factor 6 Staff development, loads on a. Impact on seminars and conferences (SEMCON) b. Impact on staff training (STATRA) c. Impact on entertainment and recreation (ENTREC) d. Impact on traffic control (TRAFIC)

The results placed high emphasis on using ICT as a veritable tool for communication and development in the local governments. Good and free-flow communication aided by ICT is important for effective, stable and smooth administration, services and management. This equally promotes participation and decentralization. These findings corroborated the position held in (Ogbomo, 2009; Boyong, 2001; Osnaghi, 2010, Guchteneire and Milikota, 2010) that ICT enhances communication among administrators and citizens and as well as offering unique opportunities for broadened citizens involvement and participation in governance. The results equally show the importance of ICT towards financial and social commitments, services, welfare and harmony, record and data management as well as staff development. This also is in line with the views presented in (Jensen, 2002; Ofei-Aboanye, 2009; Acharya, 2009 and Bekele et al., 2005) that ICT is fast emerging as tool for cheaper and more efficient social service, community satisfaction, participatory governance and welfare development. A factor was estimated as a linear combination of the original variables. Table 6 presents the coefficient matrix representing the factor score generated for the research.
Table 6: Factor scores coefficient matrix Component Variable STASTA STAMAN STACOM MANCOM INTLOC LOCSTA LOCFED RECKEP DATGEN DISCIP FUNDAL CLAGRA FINRET EMPGEN REVGEN LOAADV PROMON TENBID ACQPRO STATRA SEMCON SALPAY ELEMAT GENADM TREMAN HEAMAN FARWRK INFMON JUSDIS DEBATE TRAFIC DISPRE DISMAN SOCPRO PUBENL ENTREC 1 .081 .091 .082 .085 .069 .032 .108 .005 -.010 -.094 -.013 -.018 .015 .061 .072 -.005 -.007 .110 .056 .034 -.029 .012 .002 .050 .001 .048 -.023 -.056 .069 -.003 -.019 -.090 .002 -.015 .097 .008 2 .058 .034 .048 .017 .050 .118 -.063 .048 -.033 .035 -.025 .096 .131 .064 .004 .008 .146 -.110 .026 -.055 .015 .003 .134 .121 .156 .007 .015 .138 -.141 -.004 -.031 .013 .005 .198 -.065 .063 3 -.021 .019 .010 .023 -.045 -.081 -.043 .015 -.022 .001 .067 .067 .021 .023 .033 .179 .058 .069 -.014 .006 -.040 -.046 -.044 -.056 .025 .155 .214 .129 .219 .187 .106 .024 -.013 -.096 -.017 .008 4 .130 -.006 .017 -.037 -.064 .002 .035 -.002 .021 .014 .266 .158 -.061 .024 -.049 -.063 .007 .023 -.036 .018 -.005 .316 .090 -.022 .038 -.046 -.027 -.010 .095 .033 .079 .012 .301 -.060 .000 -.062 5 .024 -.009 -.010 .011 .006 .196 .083 .269 .261 .011 .000 -.068 -.107 -.026 -.082 -.060 .055 -.004 .120 .073 -.019 .047 -.204 .023 -.066 -.150 -.037 .021 .024 .167 .000 .045 -.038 .114 -.021 -.088 6 .010 -.023 .064 -.056 -.035 -.096 -.031 -.037 .056 .132 .012 -.067 -.035 .109 -.103 -.059 .034 .084 .165 .272 .324 -.019 .026 -.086 -.019 .111 -.016 .064 .002 .043 .208 .010 .007 .006 .106 .251

The coefficient matrix is majorly used for estimating the level of incursion of ICT into local government administration according to the view of each respondent to each of the extracted factors. This is achieved

by using a linear equation of the weighted standard scores of each respondent on the variables as follows (Iwasokun et al, 2011):

where Mb,c represents the contribution of b Respondent to c factor, da,c represents the factor score th th th coefficient of a performance index for c factor, W b,a represents the standard score of b Respondent for th a performance index and x represents the population of the sampled Respondents. W b,a is estimated from:
th th

where A represents the allowable minimum raw score for the performance index; in this instance, it is 1; th th pb represents the raw score of b performance index; qb represents the mean of the raw scores of b performance index by the sampled Respondents; eb represents the standard deviation of the raw scores th of b performance index by the sampled Respondents. th Given that the standard scores by the b respondent in the thirty six variables under consideration are W b,1, W b,2, W b,3 . . . , W b,36, then the performance of ICT based on the view of each respondent on the six extracted factors are denoted by M1 M2, M3, M4, M5 and M6 are defined as follows: M1= 0.081W b,1 + 0.091W b,2 + + 0.008W b,36 (4) M2= 0.058W b,1 + 0.034W b,2 + + 0.063W b,36 (5) M3= -0.021W b,1 + 0.019W b,2 + + 0.008W b,36 (6) M4= 0.130W b,1 + -0.006W b,2 + + -0.062W b,36 (7) M5= 0.024W b,1 + -0.009W b,2 + + 0.088W b,36 (8) M6= 0.010W b,1 + -0.023W b,2 + + 0.251W b,36 (9) Table 7 shows the calculated percentage contributions of each of the first twenty sampled respondents to each of the six factors. It is revealed that respondent described with identity Res5 has highest contribution of 5.6382 (5.73%) to factor 1 while sampled respondent described with identity Res8 has the highest contribution of 4.0261 (6.36%) to factor 2. Similarly, sampled respondent described with identity Res19 has highest contribution of 2.2452 (7.34%) and 3.7065 (6.42%) to factors 3 and 4 respectively. Finally, sampled respondents described with identity Res1 has the highest contribution of 3.7206 (7.29%) to factor 5 while sampled respondents described with identity Res12 has the highest contribution of 6.2826 (7.32%) to factor 6.
Table 7: Aggregate factor scores with percentage contributions for the first twenty respondents Factor 1 Factor 2 Factor 3 Factor 4 Factor 5 Score % Score % Score % Score % Score % Res1 3.3931 5.35 2.8545 4.51 1.7395 5.69 2.3820 4.12 3.7206 7.29 Res2 3.1861 5.02 2.8605 4.52 1.3035 4.26 2.6700 4.62 3.0996 6.08 Res3 3.2642 5.14 2.7758 4.38 2.0442 6.68 3.2325 5.6 3.4114 6.69 Res4 2.5842 4.07 3.1558 4.98 1.7332 5.67 3.0485 5.28 2.4144 4.73 Res5 3.6382 5.73 3.4689 5.48 1.2512 4.09 3.1845 5.51 3.0364 5.95 Res6 3.5282 5.56 3.2708 5.16 0.4092 1.34 2.8435 4.92 2.6504 5.20 Res7 3.3732 5.32 3.1378 4.95 1.4262 4.66 2.9615 5.13 2.6724 5.24 Res8 3.4814 5.49 4.0261 6.36 1.1418 3.73 2.5692 4.45 2.1631 4.24 Res9 3.1182 4.91 3.2698 5.16 1.4642 4.79 3.2595 5.64 2.1274 4.17 Res10 2.8632 4.51 3.2076 5.06 1.5342 5.02 2.6775 4.64 2.4444 4.79 Res11 3.1022 4.89 3.4838 5.5 1.8252 5.97 2.7075 4.69 1.4974 2.94 Res12 3.0355 4.78 3.4695 5.48 2.0505 6.71 3.4130 5.91 2.5528 5.01 Res13 3.3344 5.25 3.4901 5.51 1.7578 5.75 2.4142 4.18 1.2251 2.40 Res14 3.4732 5.47 2.9668 4.68 1.2522 4.09 3.3115 5.73 2.3724 4.65 Res15 3.3222 5.24 2.9566 4.67 1.3742 4.49 2.4405 4.23 2.0834 4.08 Res16 2.4432 3.85 2.7358 4.30 1.0482 3.43 2.3525 4.07 1.2984 2.55 Res17 3.3751 5.32 2.9505 4.66 1.8065 5.92 2.5400 4.41 3.6526 7.16 Res18 3.1501 4.96 3.0525 4.82 1.4375 4.7 2.9860 5.17 2.9636 5.81 Res19 3.2102 5.06 3.0638 4.84 2.2452 7.34 3.7065 6.42 3.2074 6.29 Factor 6 % 4.21 4.41 4.41 5.70 4.60 4.92 4.46 5.32 4.67 5.04 5.28 7.32 5.60 5.82 5.37 4.61 4.13 4.25 4.18

Score 3.6125 3.7825 3.7843 4.8873 3.9443 4.2253 3.8273 4.5630 4.0073 4.3223 4.5313 6.2826 4.8180 4.9973 4.6103 3.9523 3.5455 3.6485 3.5833

Res20 Total

2.5842 63.461

4.08 100

3.1558 63.353

4.98 100.

1.7332 30.5785

5.67 100

3.0485 57.749

5.28 100

2.4144 51.0076

4.73 100

4.8873 85.813

5.7 100

In a bid to evaluate the percentage contributions of each factor to the current performance of ICT in the universities, the eigenvalues and percentage variance of each factor shown in Table 8 is generated.
Table 8: Eigenvalue of factors
Initial Eigenvalues Component 1 2 3 4 5 6 Total 10.481 5.098 3.091 2.707 2.304 1.747 % of Variance 29.114 14.162 8.586 7.518 6.400 4.854 Cumulative % 29.114 43.275 51.861 59.379 65.779 70.633

The percentage contribution of each factor is denoted by PC and is formulated as follows:

th

where P is the number of performance indices, FC is the eigenvalues and Mi,j represents the loading of j th factor on i performance index. The eigenvalues, which are the sums of squares of factor loadings, are used to indicate how well each of the extracted factors fits the data from the sample population.

It is shown in Table 10 that the four factors contributed 69.86% of the current performance of ICT in the Nigerian universities. Factor 1 described as Communication and Feedback contributes 33.37% out of 69.86%. This achievement is attributed to the fact that several universities in Nigeria provide facilities such as Radio and Television which help in no small measure to run free flow communication systems. The strong Global Systems for Mobile (GSM) communication in and around the neighbourhood of the universities is another reason. The substantial contributions of Communication and Feedback reveal that many university systems will fail or suffer to achieve their set goals if effective and realizable ICT based communication and feedback systems are not put in place. Factor 2 described as Study Aid contributes 14.64% of the total contribution. This shows that ICT is important for qualitative study, research and knowledge impartation. The contribution of this factor would have been higher but for the fact that most universities in Nigeria lack sufficient internet and other related facilities for the study needs of students. Where they are available, they offer poor quality and non-affordable services. Factor 3 named as Processing and Administration contributes 11.4% to the performance of ICT in the universities. This suggests the necessity of ICT for smooth administration which is supportive to efficient admission processing, course registration, processing and checking of results and maintenance of financial records. Relationship and Management which is factor 4 contributes a total of 10.45% to the performance of ICT in the Nigerian universities. This exhibits the usefulness of ICT as a tool for good management which is important for campus peace and establishment of linkages with relevant bodies or agencies. The remaining 30.14% is considered as the expected contributions of some extraneous factors that are important but their related performance indices were not considered in the research. Such extraneous factors include but nor restricted to training, security of lives and properties, discipline among

students and staff, curriculum and government policy on ICT. The following are typical performance indices that were not considered.

a. b. c. d. e. f. g. h. i. j. k.

Impact of ICT on campus security Impact of ICT on acquisition and procurement Impact of ICT on internally generated revenue Impact of ICT on staff recruitment, promotion and discipline Impact of ICT on students assessment and grading Impact of ICT on prevention and management of campus hazards Government policies on ICT in the university system Government funding of ICT projects Adequacy of the university curriculum on ICT based courses Competency of the management staff on the use of ICT facilities Competency of the ICT staff and professionals

CONCLUSION

Nigerian universities have continued to perform poorly in the web ranking of the world universities. One of the reasons attributed to this is their poor state of ICT. The not too impressive attitude of government towards empowering the universities through strong financing of ICT projects easily comes to the fore. Most universities lack stable power supply which is an essential ingredient for implementing stable ICT systems. This constitutes stumbling blocks to smooth internet operations and access. It also hinders sound teaching and research. In this research efforts have been directed towards the determination of the contributions of some factors (based on indices freely formulated by the researchers) to the current level of the performance of ICT in the Nigerian universities with attendant measures for its improvement.

Factor analysis by principal components has been used for the evaluation of the performance index of ICT. Four factors were extracted and each of them loaded on some related performance indices. The initial component matrix generated was subjected to orthogonal transformation with a view to discover reasonable factorization of the performance indices. Factor score coefficient matrix was also generated to serve as basis for determining the degree or extent of soundness of the assessment of every respondent. The eigenvalue of each factor was calculated and used for the evaluation of the percentage contribution of each factor to the current performance of ICT in the universities. The percentage contribution of the four extracted factors was less than 100. This shows that the related performance indices of some extraneous (latent) factors that play significant roles where left out in the administered questionnaire. The results obtained placed high premium on the active use of ICT as tool for communication, feedback, study, processing, administration, relationship and management within the universities. These results corroborated the positions held in Wescott et al (2007) and Bach et al (2011) that ICT is a practical tool for service delivery and management. The results equally agreed with the conclusion drawn in Akinyokun et al (2011) that ICT is a tool for proper planning, monitoring, implementation and management in any system for active participation of community of users. For the sustenance of these results, issues like active and adequate funding and monitoring of ICT projects, engagement of qualified and competent ICT professionals, politically stable and peaceful operational environment, good electricity supply, ICT oriented curriculum among others are very essential ingredients that need adequate attention of

government and university managements for increasing contributions from ICT to the Nigerian university system.

In principle, there are many corporate organizations in Nigeria who should assist government in financing ICT projects in the universities. A very strong monitoring, control and policing system could be put in place to ensure that the purposes of their assistants are achieved. The focus of the future research is to increase the number of the performance indices so as to extract more factors and perhaps increasing the contributions of the factors extracted in this work. Attempt will also be made to work with completely different set of performances indices with a view to determine if same or different factors will be extracted.