In this study, we investigate the implementation, benefits and results of an online participation tool, called Cyber Policy Forum, and other for e-participation tools, by the Seoul Metropolitan City Government (SMG) in Korea, used for citizen participation in the policy making process. The Forum has not only shifted the paradigm of city governance by easing SMG's burden of policy planning, but also has raised public awareness and understanding of municipal issues. However, we do not think the Policy forum tool has enough features for "shared governance" to achieve a true citizen-government partnership in policy decision making. We recommend a provenance data based policy transparency model that captures and makes the policy decision making data transparent to citizens to be used in the deliberation process. The provenance data-based policy transparency model implies transparency in policy data, process, role and context information generated in the policy decision making lifecycle by the government. In addition, we advocate augmenting citizen participation tools with personal decision support system functionalities, such as content management and social analytic tools. Such tools can help enhancing the efficient management of the deliberation data to overcome information overload. They will also make it easy for citizens to understand the interactions among participants, and to grasp the conditions and contexts related to policy decision making.

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This paper is a reflective overview of the knowledge on online conversion of services in the perspective of urban planning. It points that traditional planning aimed at building optimal spatial relationships between particular functions in urban environment. Appropriate decision-making rules had been introduced, contributing to a hierarchical land-use structure. This conventional approach has been recently challenged by the rapid ICT development which added a lively, virtual, non-spatial dimension of urban economy. The well-established foundations of urban planning started to shake, calling for a new paradigm. This paper looks for an alternative to traditional planning which would be able to develop policies for omnichannel services (i.e., enterprises that use both online and offline channels for communicating and distributing their products). The advantages of ‘e-planning' in managing omnichannel services are outlined and a conclusion is drawn that only a multi-channel approach can bring appropriate answers to contemporary developments in services sector.

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