The National Complaints & Suggestions System
eGovernment Authority

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
In recent years, Bahrain has emerged as one of the strongest champions of eGovernment in the Gulf Region. The Kingdom has a wealth of experience replacing time-consuming paper-based processes with the type of anytime, anywhere government that modern citizens demand, and is a global leader in online service delivery. Despite its many advances, one area where the government remained stubbornly entrenched in paper-based practices was in the submission and handling of complaints. Under this system, there was no common way for the citizens, businesses and visitors to contact and interact with their government, let alone provide positive feedback for change. Registering a complaint was a lengthy, confusing and above all fragmented process. Different government departments often had highly varied complaint procedures - united only by their dependence on large numbers of forms and complex, time-consuming procedures. In many cases, if the correct official was not available, those registering a complaint would have to wait for weeks to receive a response or, worse yet, travel to a government building in person to get an answer. Because the old complaint system was so difficult to navigate, it often alienated key social groups. Business, for example, simply lacked the time to navigate this complex system. Moreover, they were hardly motivated to do so as they had little faith that their feedback would be acted up. At the same time, the voice of the physically handicapped and elderly was often left unheard as they simply were unable to travel to government offices in person to make complaints. Even when complaints were registered, government departments handled them piecemeal according to their own systems. Some departments had no complaint management system at all, while those that did used only manual or partly-automated mechanisms to manage submissions. This fragmented and manual process made it virtually impossible for Central Government to evaluate the performance of individual Ministries, let alone receive a holistic view of its performance as there was no central mechanism for capturing comments and developing insights. At the end of the day, the opportunity to capitalize upon synergies between departments was missed, and thousands of staff hours were spent addressing submissions individually. Citizens were unhappy because they felt their views did not matter, and central government suffered because it was unable to use citizen feedback to generate improvements across the whole of government. In short, the old complaint management way represented a series of missed opportunities to improve services, monitor performance and ultimately deliver increased customer satisfaction to citizens.

B. Strategic Approach

 2. What was the solution?
In response to the challenges of the existing complaint management approach, His Highness the Crown Prince of Bahrain and the CEO of Bahrain eGovernment Authority (eGA) decided to bring the old, fragmented system firmly into the 21st century. Their response was to create the National Complaints & Suggestions System, a key project under the Kingdom of Bahrain’s eGovernement Strategy (2011-2016). The principal objective of the new system is to create an integrated, fully automated shared system that can be utilized across all Bahrain Ministries and Government entities. The new system is expressly designed to achieve a transformational change in the way Complaint Management is addressed across the whole of government by deploying a unified portal for monitoring a complaint from the moment it is registered through to successful resolution. Key features include: Customer Improvements 1. Single Entry Point – Unified national portal allows citizens to submit their complaints about all government services and departments. 2. Anytime, Anywhere Access – Citizens can submit enquiries, complaints or suggestions to any governmental entity at any time, day or night. 3. Multi-Channel Support – Citizens can submit complaints in the way they feel most comfortable including a simple online form, email, social media post, video chat, telephone call or in person at one of the new ‘road shows’ run to promote face-to-face interaction. 4. SMS Acknowledgement – All customers receive a confirmation SMS to let them know their complaint has been received and is being addressed 5. End-to-End Complaint Tracking – Citizens provided with a tracking number that will enable the user to track the progress of their submission. 6. Satisfaction Monitoring – Government regularly publishes national surveys in order to measure customer satisfaction level of a particular Government entity. Government Improvements 1. Integrated Complaint Management – Back-end platform allows all government entities to manage and respond to the registered complaints, enquiries and suggestions 2. Automated Complaint Management – Automated process escalates complaints if a response has not been received within the Service Level Agreement (SLA), auto-generates reports to identify the most repeated cases and number of cases received. During the first 3 months of operation 82% of all complaints were seamless resolved within the SLA. 3. Integrated Customer Relations Management (CRM) – Complaints are now automatically integrated with the National eGovernment Contact Centre CRM system. The system allows the government to harvest valuable insights about the most pressing issues facing citizens and also has the capability to capture issues received through the social media as well as traditional media. 4. Performance Dashboard – Government actors can access a highly visual dashboard that displays the performance of the organization on managing complaints as well as the progress against KPIs. The dashboard is also available to government leadership to monitor the performance of different departments and ministries. 5. Continuous User Training – Comprehensive training is provided to all system users to ensure a highly skilled and highly capable complaint management team in every Ministry. By deploying these functionalities, the Complaint Management System harmonizes procedures across all government services and departments, and makes it easier than ever before for all social groups within the Kingdom to make their voice heard. Instead of needing patience, perseverance, and time to provide feedback to government, citizens can now register their views with the click of a mouse. Instead of needing to piece together hodge-podge and sporadic data in order to understand and improve the way in which government is working, leaders can now use an overarching view to improve real-time performance across the whole of government. In the first three months of operation alone 295 complaints have been successfully resolved. Citizens are happier. Businesses are happier, with 18% of resolved complaints originating with Bahrain’s companies. Government services are improved. And the Kingdom of Bahrain benefits as a whole.

 3. How did the initiative solve the problem and improve people’s lives?
The new system uses a range of innovative technologies and approaches to advance whole of government operations: • Predictive Analytics: Automatically identifies common complaints and flags them to managers for agile, proactive service improvement. • Creation of Custom Dashboards: System provides clear visual indicators that show Ministry performance in resolving customers’ issues and the end satisfaction levels. Dashboards enable Ministries to identify weaknesses and chart future improvements. • Easy Integration with Existing Services: System provides Application Programming Interfaces (APIs) which enable any government service to seamlessly integrate the portal into their own websites or services. • Simple, User-Friendly Interfaces: Customer-facing and back-office functionalities make it as easy as possible to submit manage and resolve complaints. • Multi-channel Implementation Approach: System designed to unite complaint management for all government Ministries into a single system that is available across the full range of media (web, mobile, social media, phone, face-to-face). • Responsive, Accessible Design: System designed to work seamlessly on mobile devices and the web.. • Tailor-Made for Bahrain: Unlike many ‘boxed’ solutions for customer management, system is specifically designed for the unique specifications of Bahrain, ultimately advancing whole of government by facilitating simple, effective integration across all government entities.

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
The System has been developed following an extensive service development methodology combined with the Project Management tools: Phase 1: May 2013 – Planning – The first phase of the project was dedicated to the planning of the initiative. In addition to the consultation of all key stakeholders, planning entailed the creation of a detailed vision for the finished Complaint Management System, engagement of the key personnel and resources to execute the project and creating an effective timeframe. Phase 2: May to June 2013 – Process Design – The second phase of the project was dedicated to conducting a detailed design of the process from the perspective of integrating the system across the whole of government. The key actions in this phase included harvesting the stakeholder needs, identifying the appropriate form and functionality for the system and preparing an in-depth project plan used to inform all development work. Phase 3: May to August 2013 – Technical Design & Development – The third phase of the project encapsulate all development work to deliver the finished system. In addition to the technical design of both the system back-end and front-end interfaces, the phase deployed a prototype of the system that was subjected to numerous rounds of technical testing to ensure that functionality was correctly working. Phase 4: September to October 2013 – Testing & Training – The final phase of the project subjected the Complaint Management system to rigorous testing by both customer and government actors to ensure that all functionality was correctly working and met requirements. Finally, the phase ensured that continuous training was implemented among staff to build their capacity to use the system effectively. Throughout the phases of implementation, a number of specific development steps were taken to ensure that the project was successfully delivered: • Business Case: A Business Case was used to identify the key objectives of the system and also helps in creating the scoping and budget for the solution. The Business case is shared with Ministry of Finance for relevant budget allocation and payments in the later stage. • Service Notification: Service Notifications were used internally at eGA to notify CEO & Directors about the new service. This functionality provides a high level description about the nature of the Project , the major stakeholders of the project, the type of the services in the project (G2C, G2B, G2G) and the channel in which this project will be deployed. • Service Description: Service descriptions were used to build a common understanding of the project among key stakeholders. It includes the Project Name, primary and secondary stakeholders, the high level as-is and to-be process, the type of services within the project, the service level, the volume of transactions per year and the list of forms or documents required and also the technical maturity of the entity with respect to the project • Business and Functional Requirements: Business and Functional Requirements were used to provide detailed objectives, benefits, measures, organizations affected by the service, assumptions, constraints and risks associated with the service being implemented. • Unit Test: Unit tests were used to evaluate every aspect of the service to ensure that they comply with the rigorous standards of the eGovernment Authority for quality and usability.

 5. Who implemented the initiative and what is the size of the population affected by this initiative?
To implement such a transformational system across the whole of government, it was necessary to consult with the full range of internal and external stakeholders to ensure that the system delivered an effective, unified process which could be used across all government departments: (a) NATIONAL LEADERSHIP: * Crown Prince Office: Monitoring and supporting the initiative. * Bahrain Center of excellence: Advices on the systematic implementation of the solution. * Ministry of Finance: For approval of the project budget (b) INTERNAL: eGovernment Authority - Implementation conducted by the following teams: * Service Delivery: Design, Develop and Deploy * Business Process Reengineering: Define and Refine Processes * PMO: Project Administration * Marketing: Portal Design * NGI Team: Upgrade NGI Infrastructure * Quality Assurance (QA): Change Control * National Contact Center: Complaints Channel * Support team: Maintenance (c) EXTERNAL: *Civil Services Bureau: Public Relations and Employee Care Division *Ministry of Housing: Customer Care Unit *Ministry of Social Development: Public Relations and the Disability Center *Ministry of Works: IT, PR and Customer Care *Ministry of Labor: Human Resource and Administration department and IT *Ministry of Municipalities Affairs and Urban Planning: Aali Municipality,and four other municipalities *Ministry of Transportation: Specialised Committee *Ministry of Industry and Commerce (MOIC): Licensing, PR and Customer Care Units * Central Information Organization (CIO): Administration, GIS and Smart Cards * Telecommunication Regulatory Authority (TRA): Customer Complaints * National Health Regulatory Authority (NHRA): Complaints Office * Ministry of Health: Patients Complaints Unit, PR Department
 6. How was the strategy implemented and what resources were mobilized?
A full range of human, financial and technical resources were deployed to ensure that the National Complaint Management System was implemented successfully: (a) Financial Resources: All work was covered with an annual budget from the Ministry of Finance. The main costs generated by the project focused on training, marketing and shared maintenance. Key details include: * Implementation timeframe: 6 Months *Estimated cost of the system: 175,000 BHD ($464,000) * Estimated annual maintenance cost: 15,000 BHD ($40,000) Based on analysis and detailed budgeting, and taking into consideration the availability of technical and human resource at the time, the cost for the project came in at a mere 35,000 BHD ($83,000) . (b) Human Resources: The team consisted of the following personnel from the eGA and participating government entities: * Project Manager responsible for resource management and business continuity * BPR specialist provided the AS-IS and TO-BE * Business Analyst delivered the system prototype * Technical Analyst created suitable architecture * Developer part of the service delivery team to develop the software systems * QA and Testing team to ensure end to end quality assessment of the system. (c)Technical Resources (infrastructure): The solution was designed to be seamlessly interoperable with all the different Ministries of the Bahraini Government. Therefore, the technical design was carried out within the Webshpere Infrastrtcure used to design different government computer systems. The following specific aspects comprised the technical design of the solution: *Websphere Process Server: A server that provides a runtime environment produced in a business-driven development process. Technically, WebSphere Process Server is mounted on top of WebSphere Application Server and extends the WebSphere Enterprise Service Bus. *Websphere Integration Developer: An integrated development environment for building applications based on service-oriented architecture (SOA). It is the authoring tool for WebSphere Process Server and WebSphere ESB V6.0. *Websphere Business Monitor: Used to monitor the business matrix like rune time reports, dashboards and score cards. *Websphere Business Modeler: Provides a powerful business process modeling, simulation, analysis, and reporting features to help optimize the performance of your business processes *Websphere Service Registry and Repository: Provides service registry and repository functions for service-oriented architecture (SOA) enterprise applications. This software enables service lifecycle governance to help optimize productivity and resources in an SOA environment. The front-end services were provisioned as virtual portal on the websphere portal of the Kingdom of Bahrain -

 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
The new Complaint Management System ensures that no citizen, business or visitor is excluded from making a simple yet meaningful contribution to the improvement of the Bahriani Government. The anytime, anywhere approach and smart, responsive management system allow a unified, accessible complaint management system to be shared and deployed by all government departments: Collaborative Improvement: The system with its capabilities has helped the entities concentrate on improving their customer relation management and provision of services. Ministries have started feeling that “complaints should be perceived as means to improve services”. Further, the shared system promotes collaboration across departmental boundaries by identifying best practices, facilitating shared approaches and visualizing the results in a visual way. Continuous Training and Improvement: Users in the different departments are fully trained to understand the common organizational structure, services provided and workflows. Through a successful combination of both direct training and a ‘train the trainer model,’ the system has successfully fostered a culture of continuous learning, training and improvement. Training was supported through the creation of a documented process flow and the help documents have made the roll out of the solution easy. Integrated, Cross-Departmental System: The production of a unified system that can be simply and inexpensively deployed by all government departments has been a major success factor for the initiative. Through a scalable, harmonized system Bahrain will be able to achieve significant savings in time, cost and effort across the whole of government. Maintenance and upgrades also becomes simple and controllable. The implementation of this project allowed the development of a standardized and refined process for handling complaints, enquires and suggestions with in an entity and ultimately government of Bahrain. Improved Customer Satisfaction: A simple, accessible portal has made it easier for all citizens, businesses and visitors to access consistent, effective complaint management. The improved notification and the feedback mechanism for the closure has increased the customer interaction and satisfaction. Improvement of Government Services: The Complaint Management System has made ‘smart’ tracking of customer suggestions and the most repeated complaints a reality. This functionality has enabled Government entities to review the services provided and apply feedback in order to improve their services in direct response to customer experiences. A key example of this improvement is the Service Management Group (SMG) in eGovernment who have taken the most frequent complaints and customer feedback to review the services provided by the eGovernment program of Bahrain.

 8. What were the most successful outputs and why was the initiative effective?
Objectives and KPIs The project was therefore subject to a robust system of strategic objective linked to Key Performance Indicators (KPIs): Strategic Objective 1: Increase society participation and engagement KPI Associated: 50% of government entities interacting with constituents on a weekly basis through social networks such as Twitter, Facebook page, blog, etc. Strategic Objective 2 : Maintain a higher performing collaborative integrated and efficient government KPI Associated: 6 Government wide systems implemented (2/6 in 2014) Strategic Objective 3: Enhance eGovernment channels and user experience with increased service uptake KPI Associated: Customer Satisfaction Index level maintained over 80% Performance Dashboard The Complaint Management Portal is designed with a highly visual dashboard that provides real-time updates about the performance of different organizations across the whole of government. In addition to giving government leadership an overview of the performance of the different departments and Ministries, the dashboard also gives an idea how the system is optimally utilized to give value to the customer queries. Dedicated Monitoring Team The system has a dedicated monitoring team which manages the dashboard and ensures the consistent delivery of high quality service. The Service Management Group (SMG) is a dedicated team who monitor the eService Lifecycle and Health. The group has been designed to take an overview of online services and ensure consistent delivery. The SMG is staffed by the eGovernment authority with the support of professionals from across the government ministries. Service Management Group Monitoring Roles: Service Management Core: • Review Analysis. • Periodical review of governance. • Review critical reports. • Way forward plans. Service Management Analytics: • Detailed selection of services. • Detailed monitoring. • Generating & analyzing reports. Marketing team: • Receive customer feedback. • Analyze customer feedback • Suggest enhancement priorities • Ensure customer satisfaction across the service lifecycle. Business Process Re-engineering : • Determine the Value of the service. • Do process optimization to achieve the 100% uptake model. • Evaluating Enhancement priority Service Delivery & Channels: • Execute analysis of the Service KPI periodically. • Technical ownership of the dashboards. • Plan enhancement implementations. Quality Assurance: • Conduct periodical health check-up. • Communicate the changes required and govern the standards. The Service Management Group ensures the Complaint Management Solution is monitored from a 360 degree view. All the identified issues and improvement opportunities cycles through the different teams to implement and refine the solution.

 9. What were the main obstacles encountered and how were they overcome?
Administrative Obstacles: Challenges: • Stakeholders initially unwilling to provide required inputs to collaborate in the configuration of the system • Delay in approvals for the User Acceptance Testing and for the process flow • Unavailability of critical resources in different entities during implementation Solution: The Service Management Group was created to provide daily status update and empowered to directly interact with top officials of different government entities. Technical Limitations: Challenges: • ‘Contact Us’ form within the portal gave customers the wrong impression about where to submit complaint • Initial form design was incompatible with some Ministries • Technical costs of adding new Ministries was high • The auto-generated Complaint Management Application screens were not sufficiently user-friendly or customizable • Initial Dashboard and KPIs Templates did not serve management requirements Solution: A process study was conducted to create common workflow satisfying the majority of scenarios. A separate virtual portal with branding was created to help customers identify the solution easily. Customer Issues: Challenges: • Too many numbers/channels for the customers to choose from. They are different for each Ministry. • Customers found it difficult to track the status of their requests • Limited service window and service availability • Few communication channels Solution: A common portal was designed and implemented for the whole of government to be the single interface for all the Ministries in Bahrain. Government Problems: Challenges: • No unified system for government complaints, suggestions, and enquiries • No standardized processes and lack of automation • Different departments handle common complaints, suggestions, and enquiries independently • No proper documentation for the request handling cycle Solution: Customizable dashboards were delivered to every department and Central Government to facilitate a joined-up overview of system performance across the whole of government.

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
The Complaint Management System has been designed to harmonize the processing of making, managing and resolving a complaint across the whole of the government. The benefits of the system are significant for both the complainant and the government: Benefits to Complainant: • Simple to Find: Customers now have a single window through which to raise a complaint/enquiry/ suggestion across different ministries which helps improve customer service levels • Greater Social Inclusion: The simple, anytime accessible system has made it easier for vulnerable communities including the less-abled and elderly to register a complaint from the comfort of their home. • Improved Service: Request handling time has been significantly reduced by having a single system properly and quickly handling and managing the request. At present over 285 complaints have been successfully resolved with 82% originating with citizens. • Anytime, Anywhere Access: Customers can submit requests 24 hours a day through different communication channels like Web portal/call center/newspaper and radio /Facebook and Twitter • Full Transparency: Customers have the chance to provide feedback on the request resolution as well as status update throughout the request lifecycle Benefits to Government: • Collaboration Across Departments: The system provides the capability for government departments to work together to better address complaints and replicate best practices. • Standardized Processes: Standardizing the process of receiving complaints, enquiries, and suggestions across the different ministries and the rerouting of those requests for quicker resolution • Reduced Work Load: The system reduces workload by properly assigning complaints, enquiries, and suggestions to the concerned entity • Improved Complaint Handling: Through the continuous training of staff members, the system has delivered more effective management of requests from end to end • Enhanced Reporting: Real time data has allowed government leadership to get a holistic perspective of performance and compline accurate reports with ease • Increased Efficiency: Properly assigning complaints to the right department/section ensures that employees have more time to focus on resolving the complaints The benefits of the service have been realized and measured through the following unique aspects of the solution: 1. Complainer Details Capturing: • Option for capturing the complainer personal and communication details. • Provision for the complainer to be given an identification number • Option for anonymous complaints 2. Multiple Forms for the Respective Ministries & Authorities: • Flexibility to have custom forms for the different Ministries & Authorities. • Each form will follow a custom work flow. • Service levels have to be configured for each of the form based on the criticality matrix. 3. Two-Tier Tracking and Tips: • Option for any compliant registered to be viewed and tracked from the Ministry / Authority level and by the regulator • Mechanism to display graphical identification of criticality and impact for ease of administration. • Tool to provide a side index of similar complaints for assisting faster resolution. 4. Auto Escalation • Any open complaint if not attended for a period of time should follow an auto escalation mechanism as configured in the tool. 5. Audit Trail for the Complaint Tracking • Tool should have the option of keeping the history of the comments and conclusions arrived for the compliant. • Option to reopen a complaint has to be present • Track ID to be generated as a token for the complainer to track his/her complaint at any point of time. 6. Complaint Closure & Notification • Option for capturing the reason for the closure and the agreement made with the complainer. • Provision for configuring appropriate notification to the complainer and the internal stakeholders. 7. MIS Reporting • Ability to design random custom reports • Standard reports with graphs

 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
The Complaint management System has been designed as a ‘process-based’ solution. This design means that the system is simple to replicate for new Ministries, other governments or even private businesses. As a whole of government system, the solution has been replicated numerous times already across Bahrain’s government departments to great success. The scalability and transferability of the solution is ensured through every aspect of the design: 1. Process demand: The system has been designed to optimize complaint management with minimal manual input and optimized work flow 2. System demand: The system has inherent demand for certain integrations to achieve its goal this will be considered as system demand 3. Regulatory demand: The requirement to satisfy the local and international regulations. 4. User demands: Integration of complaints is done on the basis of the user demand to other channels of service provisioning The sustainability and interoperability of the Complaint Management System is ensured through full compliance with the e Government standards National Enterprise Architecture Framework (NEAF): • Better alignment of Business Strategy and Information Technology: Enterprise architecture enhances the alignment between the Business Strategy and Information Technology utilized to support the strategy. Enterprise architecture provides a strategic context for the use and development of IT system in answer to the ever changing needs of the business. This also provides for an improved traceability from the business requirements to the IT systems supporting those requirements. • Improved integration and interoperability: Enterprise Architecture through Reference Architectures, Standards and Guidelines would provide guidance for enhancing the integration and interoperability of the IT systems. This would provide benefits such as o reduced complexity of information systems o reduction in the software and data redundancy o enhanced enterprise information sharing by ensuring that accurate information is available to the government bodies and other organizations as and when needed. • Better return on existing investment, reduced risk for future investment: Enterprise Architecture provides a structure and capability for reducing the complexity in IT infrastructure. Also by ensuring that the existing investments are best utilized, it ensures improved return on investment in existing IT infrastructure. By establishing the context, Enterprise Architecture provides the flexibility and capability to make decisions to make, buy, or out-source IT solutions, thus reducing the overall risk in new investment and the costs of IT ownership. • Faster, simpler, and cheaper procurement: By providing coherent plans that make the information governing procurement readily available, Enterprise Architecture ensures that the buying decisions are simpler. The procurement process is faster - maximizing procurement speed and flexibility without sacrificing architectural coherence.

 12. Were special measures put in place to ensure that the initiative benefits women and girls and improves the situation of the poorest and most vulnerable? (If applicable)
As a national initiative the solution has been developed in the most optimum way, but improvements are part and parcel of any large scale project. Throughout the implementation of the Complaint Management System, the government was keen to capture and learn all available lessons. These lessons have also been used to improve planning for future whole of government. Lessons Learned: Positive Conceptualization: Identifying the right stakeholders and their involvement at all the stages of the project especially during conceptualization is very important. Planning: The planning of exception based on the risk factor helped in more accurate plans and also helped in planning alternatives during roadblocks. Communication: Timely communication of the status with management as an output of team meeting helps the project gain the confidence of both development team as well as the management. Graphical Milestone tracking sheet: An extensive plot sheet where all the status are updated on a matrix alignment, helped to quickly identify where the project was in terms of each entity. Request for Information activity: A detailed analysis of the RFI response from the leading vendors helped in refining the solution objectives and features. Quality control Checklist: A detailed checklist has been followed during the unit test, functional test and the security test to make sure the system passes all the quality and validation criteria’s before its been delivered to the customer. Lessons Learned: Opportunities of Refinement Divided teams: The physical seating of the development teams in two places led to missed and duplicate communication which added more cost to the communication. The suggestion has been provided to management to look into collocated team for future large projects. Capacity Plan: The same resource being assigned duplicate tasks led to complicated priority mapping and conflicts in time lines. A suggestion has been made to have a public capacity plan sheet for understating the assignment of the resources. Video conferencing: The ability to do video conferencing with all the important stakeholders since they are geographically separated will improve the decision making and the implementation cycle. Improvement Opportunities: • Quality of the interface can be improved to cater to new design concepts like the Ajax based or the flat design model. • The Information richness of the application can be improved with more analytics, more detailed frequently asked questions. • The national authentication mechanism can be used to provide more features like live chat, video chat etc. • Customer satisfaction surveys should be included to understand and evaluate the value we are providing to the customer. • GIS system can be used for more interactive location based cases. • Mobile Apps for location based issues should be used, this will make the system more powerful and handy.

Contact Information

Institution Name:   eGovernment Authority
Institution Type:   Government Agency  
Contact Person:   Ali Darwish
Title:   Head of PR  
Telephone/ Fax:  
Institution's / Project's Website:  
Postal Code:  

          Go Back

Print friendly Page