Académique Documents
Professionnel Documents
Culture Documents
July 2009
eGovernment Authority
Euro Tower, 10th Floor,
P.O. Box 75533
Manama, Kingdom of Bahrain
Phone:+973 17 388 337
Fax. +973 17388338
www.ega.gov.bh
Table of Contents
Preface.....................................................................................................................................3
1 Introduction ................................................................................................................4
2 Our Achievements: Looking beyond the Obvious .......................................6
2.1 The national portal...........................................................................................6
2.2 Over 90 Vital services online .......................................................................6
2.3 Mobile channel: .................................................................................................7
2.4 Common Service Centres & Kiosks ..........................................................8
2.5 National Contact Centre ................................................................................9
3 Our Differentiators (Unique projects) ............................................................10
3.1 Customer Charter...........................................................................................10
3.2 Marketing & Awareness ...............................................................................12
3.3 Customer Survey ............................................................................................15
3.4 eParticipation ...................................................................................................17
3.5 Capacity Building ............................................................................................18
3.6 Online financial support ...............................................................................20
3.7 eGovernment Excellence Awards Programme ....................................22
3.8 Enterprise Architecture ................................................................................24
3.9 Smart card ........................................................................................................26
3.10 eGATE .............................................................................................................28
4 Key statistics ............................................................................................................29
5 Contact Details ........................................................................................................30
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Preface
The Kingdom of Bahrain appreciates the importance of eGovernment and has therefore,
undertaken a comprehensive programme to implement eGovernment in a phased manner.
The impetus of the Kingdom on leveraging ICT has resulted in a high degree of intra-
ministerial computerization and a superior ICT infrastructure. However, The Kingdom
focuses on service delivery to its citizens in order to optimally utilize the infrastructure that
has been created, and at the same time to graduate to the next level in the eGovernment
arena.
As a part of this programme, the kingdom is implementing over 200 eServices to the
citizens through various channels like the National web portal, Mobile portal, Common
Service centres, Kiosks and National Contact Centres. The strategic vision of this
programme is “Deliver Customer value through Collaborative Government”. The
eGovernment address the needs of all categories like citizens and residents, business,
government and visitors. The services are identified based on the “life cycle approach”.
The eGovernment also believes in “creating an enabling environment” for the increased
use of eServices by the customers. Therefore, we are conducting large programmes for
marketing and awareness of the services and also capacity building programmes for citizens
and government. We have initiated PC penetration programmes and low cost internet
schemes for common citizens. We also have an ICT education strategy to support an
“inclusive knowledge based society”.
This document summarizes the eGovernment strategy, along with the action plan to
implement the initiatives identified and also highlight the mile stones achieved in the last
two years of successful implementations. This document provides insights on what
differentiates Bahrain from other countries in their eGovernment strategy and
implementation.
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1 Introduction
The eGovernment strategy for the Kingdom of Bahrain is focussed on ensuring effective
delivery of government services to citizens, residents and businesses (customers). The
eGovernment strategy is summed up by:
The vision statement for the eGovernment strategy defines the key elements of the
eGovernment strategy.
1. eGovernment Leader – The Kingdom of Bahrain aspires to maintain and improve upon
its position as a regional eGovernment leader that is committed in using leading edge
technologies to serve and provide value to its customers. It aspires to be recognized as
a leader that countries in the region look up to and learn from.
2. All Government Services – The eGovernment strategy for the Kingdom is focussed on
the provision of services to customers, and in this respect will work towards electronic
enablement of all key services (comprising over 90% of transactions today).
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4. Available to All – Given that governments do not choose their customers, the Kingdom
of Bahrain will ensure effective delivery of applicable government services to all,
irrespective of their education, nationality, age or income.
5. Channel of Choice – In order to achieve the above, the Kingdom will provide
customers multiple channels for availing government services. A „no wrong door‟ policy
that allows customers to avail a service through multiple channels will be implemented.
To achieve the above vision, we have an action plan (strategic priorities) for implementation
over the next three years. These include:
SCICT
eGovernment
Agency eGovernment
eGovernment Common
Common National
National Mobile
Mobile
BPR & Legal portal
portal service
service centre
centre contact
contact centre
centre gateway
gateway
Enterprise
Enterprise architecture
architecture
Capacity Building Authentication
Authentication (Single
(Single Sign
Sign on,
on, Smart
Smart card)
card)
Services
Services Gateway
Gateway Case
Case Management
Management Tourism
Tourism Social
Social Information
Information
Marketing &
Awareness
G2E
G2E portal
portal G2B
G2B Gateway
Gateway eProcurement
eProcurement Real
Real Estate
Estate
International
Events
Education
Education eHealth
eHealth Customs
Customs eOffice
eOffice
International
Benchmarking
National
National Data
Data Set
Set
Programme
management Data
Data Security
Security
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2 Our Achievements: Looking beyond the Obvious
The eGovernment programme since its inception in May 2007 has achieved many
milestones of success. Some of our achievements are provided below:
93% direct traffic – demonstrating very high recognition of the Portal URL.
An increase in daily traffic of over 150% in the last two months (more than One
million hits in the last month). Use of the portal has been very high due to high
demanding services like school exam results and financial support scheme on the
portal.
Over 50% of visitors visited the portal more than 5 times in last fortnight.
Provision for both debit and credit card payments through the portal.
Infrastructure upgrade for high availability – The portal infrastructure has been
upgraded to handle very high volume of traffic. We have conducted a load testing of
1000 simultaneous hits per second on the portal. The minimum time for the page
upload in peak traffic is less than 3 seconds.
Most of our services are end to end, connecting different ministries and have been
developed after thorough process reengineering. This is based on the core principle of
service delivery – citizen centricity. We aim to provide end to end service to a customer at
the first instance itself. In this endeavor we have integrated with ministries we well as
private organizations. Some of the classic examples are provided below:
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Birth certificate: The eligible user needs to apply and pay online through the national
portal for the issuance of a birth certificate for the new born. The system integrates the
hospitals with Ministry of Health, Central Informatics organization (CIO), the eGovernment
and the department of Posts. The birth certificate would be sent by post to the user.
Provision of unique national id (CPR number) is also provided along with the birth
certificate. This is issued by CIO.
Vehicle registration and renewal: This service enables a citizen to register for the
vehicle for the first time / or for renewal through the national portal. The national portal
connects to the ministry of interior (directorate of traffic), the central informatics
organization and the Private insurance provides for vehicle insurance. This service is also
integrated with the traffic contravention payments of vehicles. Therefore this is a fully
integrated service.
All our service are highly reengineered for the highest customer satisfaction and experience
with seamless integration of all involved ministries, supported by a highly available and
integrated back end systems.
Our mGovernment has been designed to provide selected services on mobile while taking
into account the usability of the service as well as the target population using the mobile
devices. For e.g. we provide the flight information status on the mobile which is a service
more suitable on mobile than in the national portal. We provide school examination results
and graduate exam results on the mobile due to high penetration of mobile devices among
the student community. Similarly, we provide the financial support service on the mobile for
people.
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2.4 Common Service Centres & Kiosks
The concept of common service centres is mainly founded on the principles of Inclusiveness.
Common Service Centres will be set up either on existing government premises
(government agency counters, post offices, governorates, police stations) or altogether new
locations. There will be a total of 15 Common Service Centres in the next 6 – 8 months
facilitating all portal-based services including those requiring customer‟s physical presence.
This channel will also provide services related to payment and collection along with form
distribution and submission for all government services. However, other major customers of
Common Service Centres are expected to be the physically challenged customers and also
those who require aid in accessing electronic services. For those customers who are
constrained by lack of Internet access, there will be an information help desk for their
assistance and also a self-service (or facilitated) kiosk for accessing the Internet to avail any
government service.
eGA has launched its first common service centre in May 2009. Four more centres will be
launched by the end of July 2009.
Looking at the economic perspective and demographics of Bahrain, where people are highly
literate (more than 85%), and a population with more than 40 % of the people falling in the
category of youth and a high penetration of mobile and internet, the CSCs in Bahrain is
primarily focusing on a transition period. As part of our Change Management Strategy for
the citizens, the CSCs are basically aimed at changing the mind set of those people who are
reluctant to use eservices either due to lack of internet or knowledge and awareness to
increasingly use the eServices in future.
eGA has launched its first Kiosk in May 2009 offering 5 services. The plan is to include all
payment related services and selected transactional and informational services on the
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Kiosks. eGA plans to have 35 Kiosks installed in the Kingdom at various locations the end
of 2009. The concept of providing Kiosks in malls and other government centers is to reach
out to citizens where they are or they want to access government services.
The national contact centre is currently functioning at eGA. eGA has set up a joint venture
with a private firm to have a 50 seats National contact centre. The call centre number (toll
free inside Bahrain) is 80008001. The plan is to have 20 seats by November 2009 and 50
seats by the end of December 2010.
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3 Our Differentiators (Unique projects)
The eGovernment programme of Bahrain is unique in its strategy and implementation not
only by the innovative projects on the IT side but also on the enabler side. The philosophy
behind our eGovernment is “citizen centricity”. This is what makes eGovernment of Bahrain
stand out from other countries. Some of our unique initiatives in this direction are provided
below:
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The framework also emphasized on Continuous Improvement model having following stages
1. Building knowledge, understanding and ownership for the Customer Charter
2. Assess current performance against the service standards in the charter
3. Identify and review examples of good practice across services
4. Identify, prioritize and implement improvements.
Apart for preparing the Customer Charter Framework, eGA has taken a lead role in advising
the ministries in developing the Charter and also implementing the same. eGA has assisted
Ministries in preparing the Customer Charters. Each Ministry has created a task team
responsible to coordinate and develop the Charter. eGA has conducted sensitization
workshops in the use of the Framework. These workshops are followed up by a regular
interaction between eGA and Task Team of the Ministry which includes activities such as
identification and classification of services and customers, development of Charter,
Reviewing the Charter, aligning of systems and processes to achieve the service levels,
establishing channels for receiving grievance, establishing grievance redressal process,
define roles & responsibilities within the Ministry for grievance redressal process.
Till date, 2 phases of developing & implementing the Customer Charters in the Ministries
have been completed successfully (Phase 2 is in the final stage – Charter Approval by the
respective authorities within the Ministry).
Customer Charters are available for (i) Ministry of Finance, (ii) Ministry of Labour, (iii)
Ministry of Education, (iv) Ministry of Health, (v) Ministry of Social Development, (vi)
National Portal, (vii) Ministry of Works, and (viii) Bahrain Defense Force - Royal Medical
Services.
10 more ministries are in the process of preparing their customer charter. The Charters are
published on their respective websites. National Portal also provides links to the Charters of
these Ministries. Customer Charters across all ministries is planned to be completed in next
one year timeframe.
All the charters are available for reference @ www.bahrain.bh under the section for forms
and resources.
The real challenge of creating customer charter was not in preparing the document but
institutionalizing the process and procedures in the ministries to upkeep the service levels
promised in these charters. Focused Capacity Building measures have been initiated in each
ministry for the same.
We have formulated separate high level committees in each ministry headed by the Quality
Management teams to focus on the back end support and process streamlining /
reengineering to support the implementation of charter. A fully functional and IT enabled
grievance redressal mechanism is in place in all ministries to receive continuous feedback of
citizens about the service levels. Based on the feedbacks and periodic evaluation of the
ministry performance, the charters are revised from time to time.
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3.2 Marketing & Awareness
Above the line (ATL): We use the help of Mass media extensively reach out to our
customers. We have regular Radio and TV programmes aimed at various section of our
population.
Below the line (BTL): We also conduct large campaigns like road shows, exhibitions,
banners, cutouts and advertisements through the print media.
Direct marketing: The eGovernment authority has taken up a very comprehensive
strategy of going direct to the people and communicating about the programme. We have
set up stalls in major shopping malls, conducted road shows etc for the people.
Service marketing in an integral part of the service development life cycle of the
eGovernment programme. The marketing campaign includes 6 key components, each of
which are carefully address in all our marketing and branding programmes:
Target audience
Channel (media mix) selection
Message development based upon audience skills and education
Timing
Development/approval process
Feedback/review
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Our campaigns are targeted to the right people at the right time with the right message.
Some key examples of our focused marketing strategy are:
eGate campaign was focused towards the immigration and emigration user and
therefore the campaign was addresses at the airports with banners about the eGate.
The library services of the government were marketed in the public library areas,
general places where people gather etc.
The educational services of schools like exam results were marketed among the
parents, and student community.
We have also introduced creative and innovative ideas to reach the people. We believe that
to become a Government available at the doorstep of the citizens and to make them
comfortable with our initiatives, participative learning is very important. This will give
citizens and government a perfect opportunity to interact and learn.
One of such ideas which we have tested and been very successful is the following: GCC is a
place known for the football sport. Therefore eGA arranged for a marketing campaign in the
FIFA qualifying tournaments which had more than 40,000 spectators. Our marketing
campaign for the National Portal address (www.Bahrain.bh) was introduced in the
tournament with dummies representing each of the website address on the football ground.
As the tournaments were telecast live in the televisions, it gathered the attention of not only
the 40,000 spectators on the ground, but also over 1 million TV viewers in Bahrain, and
GCC. Having realized the impact and the success of these innovative ideas, all GCC
countries are emulating Bahrain in this idea to propagate their eGovernment programmes.
We have been also extremely innovative in branding all the eGovernment programmes
under a common logo, theme and write ups. This has enabled a top of the mind recall of all
eGovernment initiatives.
Based on the feedback received in 2008 Customer survey, we had also introduced
campaigns in the shopping malls of Bahrain. The campaign attracted more than 35,000
people who spent more than 5 minutes with the stalls to understand the eGovernment. This
had a very high impact, because the visitors on the national portal increased more than
100% after this campaign.
We also have eCamps, road shows, and specific campaigns addressing the
different sections of the society who do not have access to internet, people
who are not aware of the programme or people who are computer
illiterate.
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decision-makers in the public and private sectors as it will cover a series of articles and an
in-depth analysis of eGovernment strategies along with sharing of global best practices and
standards with the aim of tailoring the same in the regional context. eGovernment Authority
wishes to leverage this effort to strengthen the partnership between the institutions that
provide solutions for ICT and also institutions that wish to benefit from its applications.
Finally, this magazine will be a platform to market the eGovernment experience and
expertise of the region in general and Bahrain in particular. It is our hope that the
contributions in this magazine will help boosting the confidence of foreign investors
exploring business opportunities in this region.
This magazine has coverage of 10,000 copies. The magazine is published once in every two
months. The eMagazine has a website www.emagazine.gov.bh which provides online
subscription, access to previous copies through archives, online reading facility etc.
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3.3 Customer Survey
eGA has initiated an ambitious project to measure the customer satisfaction through field
survey of the customers – citizens, residents, businesses, visitors, government. Through a
competitive bidding process, a renowned marketing research firm specializing in conducting
field surveys has been appointed. The objective of the survey is to assess the awareness
and reach of the eGovernment programme among its customers and to determine
satisfaction of and impact on stakeholders and users of services offered by the
eGovernment programme. The primary output of the survey would be the measurement of
two key composite indices: the Customer Satisfaction Index and the Government
Transformation Index. The Customer Satisfaction Index will essentially measure the
satisfaction of the customers, who include citizens, businesses and government employees,
of the eGovernment programme. The Government Transformation Index will monitor the
impact on government as a result of eGovernment programme. Additionally the survey also
measures Channel Satisfaction Levels, which is determined based on a targeted set of
population who are registered users of the specific channels - the National Portal, the
National Contact Centre, the Common Service Centres, and
the Mobile Portal. All the surveys will be conducted twice in
a year.
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questionnaires for survey and the second module involves quantitative survey of the
beneficiaries. The target population for each survey range from 2000 to 4000 respondents
across all the cross sections of the population.
The recent survey of May 2009 has provided the following results – key highlights:
CSI has increased from 67% in 2008 to 85% in 2009.
GTI has been measured as 62% in 2009.
Awareness levels of eGovernment Services has increased from 26% in 2008 to 74% in
2009.
Awareness levels of National Portal Address has increased
from 23% in 2008 to 80% in 2009 after the new link
address www.bahrain.bh
Usage of eGovernment services increased from 7% in
2008 to 40% in 2009.
Many respondents were found to be unaware of the fact
that they are dealing with government services even
though they were using one or the other government
service.
We have maintained the old portal address along with the new address so that people
who are comfortable with the old address use the old one. This also has led to the
considerable increase in the number of hits.
A comparison of the satisfaction levels for the year 2007 and 2008 on various parameters
are provided below for easy reference.
One of the notable point of the survey was that, along with the official survey two other
separate entities (a Government agency and a Private News paper) had conducted
independent surveys, and all the results pointed to the same results.
90 85
80 74
67
70 62
60
50 40 2008
40
26 2009
30
20
7
10 0
0
CSI GTI eGovt. Awareness Usage
The survey has identified areas of improvement for eGA and the ministries.
Citizens have mentioned that reasons for not using eGovernment are - “I don‟t know
internet or I don‟t have internet”.
Government employees have provided feedback emphasizing on the need to provide
better infrastructure and training to them.
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3.4 eParticipation
One of the examples in this regard was the first ever electronic
voting in Bahrain conducted in the year 2006 for Municipal and
Parliament elections. Bahrain had managed to utilise the e-voting
technology in the 1999 referendum and to a lesser degree in the
2002 elections.
Bahrain is the first nation in GCC to have an eParticipation policy and guidelines for
ministries, All the Ministries are in the process of implementing the eParticipation policy and
also implementing various tools like Blogs, Live chats, discussion
forums etc for participation in their websites.
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3.5 Capacity Building
The focus of the eGovernment strategy is on service, service levels and sustainability
„projectization‟ and not on software and hardware. Capacity building seeks to address the
skill gaps in the current system and people. Capacity building in the context of this strategy,
refers to the need to adjust policies and regulations, to strengthen institutions, to modify
working procedures and coordination mechanisms, to increase the skills and qualifications of
people, to change value systems and attitudes in a way that meets the demands and
prerequisites of implementing the eGovernment strategy of the Kingdom.
The eGovernment authority has undertaken massive Kingdom wide capacity building
initiatives both at the ministry level as well as for the citizens.
The Ministry wide initiatives target the employees thereby enhancing their capabilities to
build and operate a sustainable eGovernment. eGA had conducted a Training need analysis
in all the ministries and have come out with the consolidated list of training requirements
for sustaining eGovernment. The various capacity building initiatives for the government
employees include the following:
eGA has tied up with multinational vendors across the globe for providing the training. It
has also adopted various innovative methods of training to reach the entire Bahrain
government employees. It has adopted Training of Trainer (ToT), eLearning, micro-learning
etc. methodologies to train the employees. Till date it has conducted the TNA for the entire
Bahrain government employees (~35,000nos.) and had conducted various training. The
plan for 2009-2010 is provided below:
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requirements requirements
8 BPR training As per As per
requirements requirements
9 Micro learning 25 125
10 eLearning 10,000 10,000
PC penetration programme
eGovernment of the Kingdom also believes that better services uptake is possible only
through enabling more and more people to use the same. Therefore, the eGovernment
programme is also planning to provide low cost PCs and internet connection to the eligible
people in the Kingdom. The Ministry of Finance (MoF) has proposed a scheme for the
government employees of Bahrain to purchase PC for personal use at the subsidized rate.
The eGovernment authority has also partnered with private parties for delivering PCs to the
student communities as a part of the Corporate Social Responsibility (CSR).
Citizens training:
eGA has tied up with Microsoft in providing basic computer education to all needy in the
Kingdom. An elaborate plan has been prepared. As per the plan 2000 citizens would be
trained in 2009 and 13000 in 2010. 700 citizens have already been trained in the year
2008.
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3.6 Online financial support
The Bahrain government has always been in the forefront to assist the citizens during the
economic downturn. The government had announced a social assistance scheme for the
economically backward classes in the year 2008. The scheme provides a monthly assistance
to the eligible people after due process of verification.
The Kingdom entrusted the eGovernment Authority to completely automate the process of
applying for the scheme, selection of eligible people, publication and announcement of
eligible people and also manage the monthly assistance
disbursement.
The first phase of the project was completed in the year 2008, where in the people were
allowed to register online through the national portal.
The second phase of the project was recently completed in the year 2009 June. This year,
the system is being enhanced by providing the facility for appeal. The people whose
database is not updated will be provided a chance to update their social status online and
will be further verified at the back end. Eligible people from the appeal list would also
receive monthly the social benefit.
Moreover, this year the facility for checking eligibility is also available through the mobile
phones. This is made available through the WAP and SMS.
Over two million hits were registered on the online systems to check their eligibility and
submitted applications online. And over 52,000 people registered for the financial support in
just 3 days out of the eligible 80,000 people. More details are available @
www.fsupport.gov.bh, www.bahrain.bh/mobile, and SMS.
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Compared to the previous years where more than 80,000 people used to physically stand in
long queues in the social centres to get registered this year more than 52,000 registered
online in 3 days. This was possible through the seamless integration of the back end
systems of various ministries such as Social Welfare, Commerce, Land registration, Social
Insurance Organization(SIO) and central informatics organization (CIO) along with
eGovernment. An end to end BPR had to be conducted to enable this service
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3.7 eGovernment Excellence Awards Programme
The winners of these awards are presented with awards during the Bahrain International
eGovernment Forum held annually. The programme has been successfully conducted for
last 2 years. This year, there were more than 60 nominations for the above mentioned
award categories. To uphold the highest standards of professionalism and objectivity, this
year entire registration and application process was conducted electronically to guarantee
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fairness and equal opportunity for all entrants. An independent awards‟ jury comprising of
an elite group of local, regional and international experts is constituted to evaluate and
judge the entrants. This year the jury members included representatives from GCC
countries (Oman, Saudi Arabia), Institutions (Bahrain Internet Society, University of
Bahrain, Ahliya University) and Business (Bahrain Chamber of Commerce & Industry,
PricewaterhouseCoopers, Wipro).
One of the primary objectives behind the introduction of the eGovernment award was to
motivate the ministries to participate and encourage better contribution for the
eGovernment programme. This initiative has worked a “magic wand” for improving the co-
operation of ministries.
After realizing the success of Bahrain in implementing such an initiative other GCC countries
have also decided to follow these best practises. Countries like Oman Saudi Arabia and
Kuwait has already decided to launch the eGovernment awards in their countries. Moreover,
all the GCC nations have adopted the framework of the award, its criteria, and other
systems & practise from Bahrain to emulate the same. We have also been developing more
credibility in the award system by bringing Jury from outside the kingdom and also outside
Bahrain government.
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3.8 Enterprise Architecture
The eGovernment strategy has identified the Development of Common Standards and
Policies across all key elements of the eGovernment Architecture as an important enabler
for strategy implementation to achieve an integrated and connected government.
Kingdom of Bahrain has been the pioneers in the Middle East in building the IT
infrastructure and creating common policies and procedures for inter ministerial
communication and data transfer as early as 1980s‟. Bahrain had the first government wide
data proprietary network in 1980 and upgraded to open standard network 1996. This was
extended as a nationwide GDN backbone and all ministries in the Kingdom are now
connected in this network. We had set up our data centre in 1980 and disaster recovery site
in 1992. We had introduced the unique identity for the population i,e, Central Population
Registry (CPR) card in the early 1980s‟.
With the onset of the eGovernment strategy and implementation, eGA with the intention of
capitalizing on the already existing infrastructure has undertaken the initiative of developing
a nationwide Enterprise Architecture.
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followed by all government agencies in the Kingdom. Each agency within the Kingdom will
be required to define their enterprise architecture for provisioning of eGovernment Services
and improving the efficiency and effectiveness of the public sector. This would allow
integration and collaborative government through implementation of common standards
and policies across. The adoption of enterprise architecture is also focused on increased
interoperability, better asset management, reduced risk and lower costs of procurement.
The EA framework will provide inputs to the other critical projects such as Enterprise Service
Bus and National Data Set.
As part of the project, current state (as-is) assessment has been carried out to assess the
existing infrastructure set up both hardware and software in the various ministries of the
Kingdom of Bahrain. EA Maturity Level of the various ministries has been assessed based on
the As-Is assessment. The target (to-be) architecture is being designed. Once the
Enterprise Architecture Framework is designed, a migration path will be planned for each
Ministry for closing the gaps. Migration Path will define the step-by-step process for moving
from the current architecture to the envisioned architecture. The project will also define the
governance structures and organizational and institutional arrangements for ensuring
compliance to enterprise architecture. The project includes capacity building element –
training for about 100 trainers drawn from ministries. The trainers will be trained on Bahrain
Enterprise Architecture, the implementation plan, implementation guide and on the
assessment methodology and the monitoring and evaluation framework.
The project was initiated in Dec 2008 and is scheduled to be completed in one year‟s time.
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3.9 Smart card
The ID card project is a Bahraini aspiration towards a better future for the Kingdom and
aims to provide better tools for procuring electronic government services which are
available and provided to citizens. These services are provided so that citizens may
complete their transactions in the fastest and easiest manner possible while adhering to the
highest standards of security and privacy.
We also hope that this ID card will open a door to the future, so that citizen‟s daily lives
may slowly migrate to an electronic one. This will contribute to easing transactions and
processes for all citizens as well as improving government services and providing a solid
foundation for electronic investment and trade.
The smartcard, which has been named the ID card, combines three current cards into one.
They are the immigration ID card issue by the General Directorate for Passports, Nationality
and Residence (GDNPR), the driving license issued by the General Directorate for Traffic
(GDT) and the Central Population Registry (CPR) card issued by the CIO. The new ID card
will also be considered a health card, an election card, a labour card, an electronic payment
card (e-Purse) and a travel document to allow cardholder to pass through the electronic
border control gates at the border crossing points such as the airport. This will be in
addition to other implementations which depend on the verifications of the users identity
through the use of the cardholders stored fingerprint data.
This smart card based id involved co-ordination between the different government agencies
to determine which of the current laws need to be amended, updated or cancelled. The CIO
has amended some of the articles in the CPR law, as well as updating and drafting laws for
the new smartcard ID card, cyber-crimes and electronic signature and verification. The
immigration ID card law was amended and updated by the GDNPR, while the GDT did the
same for the laws concerning the driving license. The necessary legislature was prepared to
implement the articles for these laws. The drafts were provided to the legal affairs
department for review, who in turn passed them on to the Cabinet. It was then passed on to
the Members of Parliament for discussion and law amendments.
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As part of the GCC, Bahrain has always been careful to ensure that the smartcard can be
read and used throughout the GCC countries, especially since the card will replace the
immigration ID card which is currently used for travel by GCC nationals within the GCC.
Based on this, the Kingdom of Bahrain organized a workshop in April, 2004 which was
attended by delegates from all the GCC states. The purpose of this workshop was to agree
on the security features which must be available in the card and the most important data
fields to be stored within the chip. The attendees of the workshop also agreed on the
international standards that the card must adhere to. The Kingdom of Bahrain has assured
giving a GCC arab identity to this card in compliance with the standards laid down by the
workshop held in the Kingdom. This phase has been completed in its entirety.
Upon the CIO‟s finalization of the card design and surface printed details, cards were issued
for His Majesty the King, His Highness the Prime Minister and His Highness the Crown
Prince. This issuance announced the beginning of the Soft Launch of the card. The Pilot
phase began with the issuance of cards to VIPs and high ranking government officials. This
was done by personally visiting them and collecting the necessary data such as the
photograph, their fingerprint biometrics data and their digital signature. This data was then
stored in the national database and was recalled, along with other information, to print the
card. More than 70 per cent of the VIPs were issued a card. The plan is to provide all
residents with the smart card based ID by August 2009. More details are available @
www.smartcard.gov.bh
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3.10 eGATE
Bahrain has implemented the eGate facility at the airport for immigration clearance. This
facility enables any Bahrain holding a valid smart card to enter and exit the country through
the electronic immigration system. This has been
enabled through the Kiosks. This facility has been
widely appreciated and accepted by the people of
Bahrain. The key highlights are:
eGate system aims to automate the airport Immigration process for the citizens and
residents of Bahrain. It saves lot of time, human intervention and ultimately gives rich
experience to the users with the help of technology.
eGate is the system, which reads the CPR number from the smart card and authorizes the
user based on the finger print of the user. Once the user is authorized, then the immigration
details of the user will be updated in the GDNPR Immigration system. The system
successfully demonstrated features of connected government as the system required
authentication of data from multiple agencies using the IBM MQ series platform.
One of the uniqueness of the eGate system of Bahrain is that it uses a single card for the
identity and immigration purpose. Bahrain is one of the very few countries in the world to
have a built in passport in the national identity card.
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4 Key statistics
On the enabler side for the uptake of eGovernment, Bahrain has one of the highest
penetrations of Mobile and internet services in the region. In line with international practice,
we have set up a Telecom Regulatory Authority (www.tra.org.bh). As per the statistics
available in 2008, the penetration rate for mobile is 131%.
More than 50% of house-holds have broad band, and more than 78% of households have
landline connectivity with internet. Bahrain ranks 37th out of 134 studied countries in the
2009-Global Information Technology Report – (Recognized as the „gold standard‟ for
benchmarking the networked readiness and technological competitiveness of the world‟s
economies (2008-2009)), World Economic Forum/INSEAD.
On the Human Capital index, a recent publication of United Nations ranks Bahrain as the
leader in Human Capital Index in Middle East. We have a literacy rate of more than 85%. As
per the UNDP Human Development report 2007/2008, the Bahrain is ranked 41 out of 177
in the Human Development Index.
The United Nations Economic and Social Commission for Western Asia have commented that
Bahrain has the fastest growing economy in the Arab world. Bahrain is the 16th freest
economy in the world, and the freest economy in the Middle East, ahead of Japan, Belgium,
Austria, German, Sweden and Norway (Source: 2009 Heritage Foundation/Wall Street
Journal Index of Economic Freedom). In 2008, Bahrain was named the world's fastest
growing financial centre by the City of London's Global Financial Centres Index.
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5 Contact Details
For any information related to the eGovernment programme of Bahrain, data for
eGovernment survey please feel free to contact us @
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