A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
Universal National ID programs hold the potential key to whole of government operations by helping to create an interoperable back office infrastructure for joining up government services and enabling citizens to securely access them. As the UAE has found, however, the complexity of the operating model and supporting infrastructure for national ID systems render them vulnerable to considerable implementation challenges, including biometric enrolment. Emirates ID is a federal government authority established in 2004 to develop and manage the implementation of a national identity management infrastructure in the UAE as the cornerstone for the country’s wider eGovernment strategy. To ensure universality, enrolment for the National ID Card was made mandatory. This requirement meant that each and every person in the in the UAE had to physically prove their identity in person before receiving a card. In 2004, Emirates ID, like most other government agencies at the time, was an all-in-one service provider with limited access to other government agencies. Hence, it was logical for the organisation to conduct all related enrolment processes from typing applications and verifying and scanning documents through to taking photos and fingerprints in one place – Registration Centres. Although enrolment procedures for issuing ID Cards in 2004 were extensively planned, they could not anticipate an exponential surge in the UAE’s population from 5 million in 2004 to over 9 million today. Consequently, as the population started to grow the registration process was increasingly criticized by the population and media for being time consuming and "hectic.’’ Faced with mounting frustration amongst the population over long waiting times and cumbersome procedures, by 2009 Emirates ID knew that large-scale transformation was needed for the organisation to fulfil its core objective of not just registering the entire population but also of generating strong national pride in the National ID as the cornerstone for effective and efficient eGovernment. As a result, two key areas were targeted for improvement as part of a major Business Process Reengineering initiative to overhaul the biometric enrolment process: (1) REGISTRATION CENTERS *Not always conveniently located *Typing of biographic data often more time consuming than expected, leading to extended waiting times and back logs *Verification of biometric data undertaken by 3 different officers at 3 different counters, leading to confusion amongst customers *Absence of appointment booking system made it difficult to anticipate peaks in traffic flow, leading to over crowding *Performance targets often missed due to variability in time required to type in biographical data (3) CUSTOMER SATISFACTION *Customers generally unhappy with an unpredictable process requiring multiple steps *Time pressed professionals resented a time consuming process *The disabled, elderly, people with mobility issues and woman with children struggled to get to Centres and manage multiple queues

B. Strategic Approach

 2. What was the solution?
In late 2009, Emirates ID’s Vice Chairman of the Board of Directors articulated the need for a radical business process reengineering (BPR) effort to improve performance results, transform operations and increase customer satisfaction, especially amongst vulnerable groups such as the elderly, disabled, women with children and low paid migrant workers who often had to lose days off work simply to enrol for a National ID Card. Following this call to action, the newly appointed Head of Executive Board Committee established ambitious goals for dramatic improvement across the entire organization, paying particular attention to selected business areas at Registration Centres - where criticism was most intense. Placing the citizen at the centre of the BPR initiative, Emirates ID studied various options and revamped the end-to-end enrolment process with a specific focus on stream-lining existing processes, eliminating bottle necks and making it as easy as possible for citizens and residents to register for Cards literally at the time and location of their choice. Synergies between government agencies were maximised to promote collaborative customer-centric outcomes. Partnerships with private sector entities were formed to increase customer choice. And each and every step in the customer journey was clearly mapped out to ensure that customer convenience and comfort were catered for at every single touch point. The workforce and women were the primary target audience of the BPR exercise, and all the population was the ultimate beneficiaries. Key actions included: OUTSOURCING & AUTOMATION OF BIOGRAPHICAL DATA TYPING Typing and submission of biographical application was outsourced in 2009 following a unique Private-Public Participation Program that was designed for customer convenience. This step enabled people able to go to Typing Centers at their leisure to have their ID application typed and documents scanned. eForm introduced in 2011 to complement the Typing Centers. The eForm seamlessly integrated with biometric enrolment data and enabled all biographical applications to come to Emirates ID directly under its data governance and data validation rules. This step enabled people to submit National ID Application from home. LINKING OF ID ISSUANCE PROCESSES WITH EXISTING RESIDENCY PROCESSES Ability to submit biometric information and personal data for a National ID Card integrated with other mandatory residency requirements such as Health Screening for Residency Permits. Thanks to use of shared systems for seamless integration, this step meant that migrants, many of whom are low paid and cannot afford time off work, could register for the ID Card at the same time that they undertook other mandatory requirements. This brought together a unique model which integrated different government departments working in tandem to deliver seamless ID enrollment and Digital ID issuance to residents and citizens in UAE! REVAMPING OF REGISTRATION CENTRES Registration Centers were renamed Service Centers and fitted with free Wi-Fi and refreshments, special seating for the elderly and disabled, and a play area for mothers with children. Biometric verification reduced to 4 stages and conducted at a single SMART workstation - eliminating queues. Online appointment scheduling system introduced - enabling applicants to choose place and time of convenience to provide biometric data. Number of Centers increased from 25 to 55 to enhance customer convenience and choice. ADDING NEW SERVICES Mobile registration services provided to help customers with special needs who found it physically challenging to personally visit Service Centers. Online application tracking facilities used to enable citizens to receive status updates through the web and SMS, removing the need to physically visit Centres to check progress or collection dates. Collectively, these BPR initiatives helped Emirates ID to achieve its 100% population registration by 2012.

 3. How did the initiative solve the problem and improve people’s lives?
The BPR initiative was unique in that rather than simply focus on cost and time metrics, it applied a whole of government approach to radically overhaul service delivery and transform the customer experience for all social groups within the UAE. The initiative broke down silos and fostered enhanced vertical and horizontal cooperation between government agencies such as Emirates ID, the Ministry of Health and the Ministry of Labour to make mandatory procedures more convenient and welcoming for migrants to the UAE, many of whom are poor, illiterate and disoriented upon arrival. It integrated back office functions to enable all citizens, particularly those who found it difficult to travel, to complete the majority of the registration process from the comfort of their own homes. It implemented secure protocols for differing systems to share and exchange data securely to make it possible to use outsourcing to cut the time that citizens needed to spend in person by 46%. Ultimately, the initiative was creative and innovative to the extent that it showcased the way in which BPR can be used for incremental improvements around the edges and radically transform the way in which government operates for the public good.

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
The ambitious re-engineering programme radically transformed the way the Emirates ID Authority operated as a whole organisation – from people to processes and performance. Success was achieved through strong leadership and the adoption of four guiding principles for change: (1) Increased efficiency, (2) Cost optimisation, (3) Incremental capacity, (4) Enhanced Customer Experience. These principles unpinned the following implementation steps: (A) RESEARCH - Pre-2009 An extensive review of literature was undertaken to understand the complexities of BPR in order to establish a tailored change methodology that would deliver the Emirates ID goals. Research involved not only reviewing BPR best practice, but also the operational infrastructure of Identity Management Systems across the globe (Al-Khouri 2007, 2010). This knowledge armed Emirates ID with information to identify strengths and shortcomings and prioritise the business areas order of focus – starting with enrolment. (B) PLANNING – Early 2009 Persistent results focused management, and strong commitment from the Vice-Chairman, ensured the Emirates ID vision and BPR methodology was translated into a delivery plan aligned with wider whole of government objectives and outcomes. Government departments and Industry experts were drafted in, and private sector partnerships were established to provide external expertise to support the planning, design and subsequent implementation of the new processes. (C) BUSINESS PROCESS REDESIGN – Mid 2009 By putting the customer at the heart of the organisation, and by encouraging employees to think beyond their current job roles, the EIDA BPR Team created an end-to-end visualisation of the enrolment process and highlighted a number of options to facilitate greater efficiency. Management studied the options using the viewpoints of key customer demographics based on sex, job type and health in order to develop solutions that would work for everyone, from blue-collar workers to stay at home mothers and the disabled. Assessing risks and benefits of various design alternatives against cost and time savings generated enhanced processes including: *Launch of a bright new interactive web portal to help all customers understand the mandatory enrolment process, get help to questions, download application forms, and find their nearest registration center. The use of engaging cultural competitions, access to senior figures and a range of eServices worked to build trust from individuals, communities and businesses in the National ID infrastructure. * Provision of localised typing centers so illiterate customers can have their biographic application professionally typed and checked before visiting a Service Center to undergo biometric enrolment. *Transformation of crowded and confusing Registration Centers into bright and welcoming Service Centers with modern facilities to meet the needs of every demographic. *Linking of residency visa process to ID enrolment to make it easier for new migrants to receive a National ID. * Deployment of innovative mobile registration services to include house-bound elderly and people with special needs in the mandatory enrolment procedures. * Roll out of SMS services to help keep busy professionals and young people up-to-date with application status. (D) IMPLEMENTATION – Late 2009 Solutions that reduced the enrolment process from six steps to four, through integrated back-office systems, created a seamless one-visit, one-counter experience for all customers. The new processes were implemented in existing Service Centers throughout the country. (E) EVALUATION AND RESULTS – 2010 Technical Data and customer feedback was regularly gathered from the redesigned process to compare results and evaluate the success of the project in order to create a cycle of continuous improvement. Key results included: *Time spent enrolling each applicant reduced by 27 minutes to take just 5 minutes per application *Scaling of impact by deploying new Centers and new services through the 2010-2013 ID Strategy Plan *Completion of 100% target for population registration by 2012

 5. Who implemented the initiative and what is the size of the population affected by this initiative?
The re-engineering process of the Emirates ID enrolment was made possible through a comprehensive consultation process with the full value-chain of stakeholders. Two-way dialogue between the public and private sector, Service Center staff and communities and citizens enabled a full range of user requirements to be captured and acted upon. The stakeholders were as follows: PUBLIC SECTOR – Government actors and civil servants were engaged throughout the redesign process to offer their insights on the necessary alterations and to champion the redesigned ID centers in their own work: * Service Center Staff * Ministries of Interior, Health, Labor, Finance, Justice, Social Affairs and Higher Education, * e-Government authorities PRIVATE SECTOR –A number of delivery and implementation professionals were brought in to ensure that the transformation of the ID enrolment procedures was timely, efficient and above all centered around customer service excellence: * Technology companies (Morpho – Safran group, Gemalto, Emaratech) * Consultancy companies (Logica, Parsons Consultants, Oliver Wyman) * Courier companies (Empost) * Typing agencies * Telecommunication and design companies * Environmental organisations CUSTOMERS – Citizens were consulted regularly to ensure the redesigned enrolment process was met the specific needs of citizens. Customers themselves are at the heart of all evaluations and continue to be consulted on a daily basis to ensure every aspect of the redesign continues to meet the highest levels of customer satisfaction: * UAE citizens, with a focus on women, families, elderly and people with special needs * Residents from overseas, with a focus on migrant workers * GCC nationals Stakeholder involvement in the running and improvement of the enrolment service is a continuous and iterative process which will enable Emirates ID Authority to maintain its 100% record of population registration whilst meeting the needs of customers and providing a foundation for delivering wider eGovernment services across the UAE.
 6. How was the strategy implemented and what resources were mobilized?
The redesign of the enrolment processes fell within a larger program of BPR change being implemented by the ID Authority. As the transformation was to help drive the formation and delivery of the Emirates 2010-2013 ID Strategy, the budget and majority of resources were derived from the ID Authorities talent pool. The following specific resources were dedicated to the mobilisation of the project: (A) HUMAN RESOURCES • The ID Authority staff led the BPR initiative. Four categories of personnel were required to implement the redesign - full time employee numbers are listed below: * 10 Business Process and Planning Personnel * 7 Project Management and Implementation Personnel * 10 Centre Staff and Support Workers * 5 External Professionals (B) TECHNICAL EXPERTISE To facilitate the technical redesign of the enrolment processes, a range of staff with specialist expertise areas were deployed: * BUSINESS PROCESS SPECIALISTS – Business Process Specialists were deployed to ensure that every phase in the redesign and implementation of the enrolment process was timely and efficient. In addition, Senior Managers were used to contextualise the redesign of the registration procedures and Service Centers within the wider business process reengineering being conducted throughout the ID organisation. * SERVICE ANALYSTS – Service Analysts were employed to conduct a rigorous benchmarking process for each aspect of the redesigned enrolment process against state-of-the-art examples from the public and private sector. Service Analysts made recommendations on the design and deployment of each service component. * SYSTEM ANALYSTS – System Analysts were deployed to ensure that the redesigned enrolment processes in the Emirates ID Service Centres were fully integrated into the ID process and that all relevant pressure points within the wider system were assessed and mitigated within the Service Center deployment. (C) FINANCIAL RESOURCES The transformation of the enrolment processes focused firstly on the Service Centres with an initial budget of AED 25 million (7 Million USD) inclusive of personnel costs, technical costs and other expenses. Center redesign fell into one of three cost categories: (1) newly constructed, custom-built buildings, (2) rented spaces for renovation, and, (3) Co-hosted centers with other Government departments. The range of Service Center types generated a multitude of individual projects which had their own budgets and scope. The delivery of the revamped web portal and social media involved a budget of AED 1 Million (272,000 USD). Mobile registration devices cost AED 5 Million (1.35 Million USD), and the integration of the enrolment process with residency visas cost AED 1 Million (0.3 Million USD). The professional Typing Centers were outsourced to another organisation generating significant cost savings for the program. At the completion of the program, the final cost estimate is AED 28 Million (7.6 Million USD) inclusive of all work and additional development needs. Budget was generated from Emirates ID external revenue streams including fees from ID cards.

 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
Throughout the BPR process backend systems were fully integrated to make biographical application and biometric enrolment a seamless technical process and ultimately set the stage for further whole of government integration. The result reduced the time it took for citizens to enrol by 46%, and transformed the process from one which often entailed multiple visits, long waits, and rushed and pushed counters to one which could be completed in minutes. Most successful outputs included: (1) STREAMLINED BIOMETRIC ENROLLMENT Integrated technical and operational procedures enable a once multi-queue, multi-counter experience at the Service Centers to be condensed into a one-stop-desk visit at Service Centres. Customers now have their photo, and biometric - iris and fingerprint - data captured in one sitting which slashed the average enrolment time from 27 minutes to 5 minutes, resulting in an enhanced average daily biometric enrolment capacity from 6,000 in 2009 to 22,000 by 2011. At the peak, it was seen that Emirates ID processed nearly 45000 applications per day! (2) NEW PRIVATE/PUBLIC SECTOR PARTNERSHIP MODEL The old process of filling in ID application forms with customer biographic details at the Registration Centres led to many errors and confusion, which often caused long delays. By outsourcing the typing process to over 27,000 certified typing pools in towns across the UAE, the ID Authority made it easier for applicants to submit their application forms in advance of attending a Service Center for biometric enrolment. Outsourcing led to a 43% reduction in operating costs. (3) INTEGRATED GOVERNMENT SERVICES The use of shared systems for seamless integration and secure protocols for data exchange enables migrant workers to register for a National ID card while undertaking other mandatory residency requirements such as having a medical examination. This step means that migrants, many of whom are low paid, do not have to navigate any more government bureaucracy than is necessary. (4) IMPROVED CUSTOMER EXPERIENCE From the provision of ample parking, through to the delivery free coffee and Arab sweets, the transformed Service Centers make a mandatory registration experience stress-free for all customers. Advance appointment booking systems enable visitors to select appointment times that work for them. Queue management systems, adequate seating and café facilities make waiting times more pleasant. Complimentary Wi-Fi enables workers to stay connected with work. Childcare facilities help women. Specialised assistance helps the disabled and those with special needs. Better services and management saved over 5.5 million man hours in applicant’s time between 2010-2013, and increased customer satisfaction from 37% to 89% by 2012.

 8. What were the most successful outputs and why was the initiative effective?
A three pronged agile project management approach was deployed to ensure that all aspects of the Service Centre transformation program were conducted to time and budget, met ID Authority quality standards – ISO 9001:2008 - and adhered to five corporate values - (1) customer-centric services, (2) teamwork, (3) trust, (4) ownership and (5) innovation. 1) ALLOCATING OWNERSHIP To ensure that excellence and pride were at the heart of all the changes, the ID Authority gave ownership of individual projects to specific staff members. This approach ensured all the individual program parts were safe guarded by internal champions who oversaw the implementation of their initiative, monitored development and ensured progress targets were met. 2) MEASURING PERFORMANCE Impact of the BPR program was measured by analysing performance against set indicator targets. By 2012 the ID Authority achieved high utilisation rates of operators and equipments which, in turn, increased enrolment capacity and optimised overall enrolment time. As a result, 94% of strategic performance targets were met: * Percentage of national citizens registered = 6.39% over the target * Percentage of registration of residents = 12.55% over the target * Percentage of citizens who renewed their ID cards = 3.42% over the target During the same year, the ID Authority achieved over 73% of its targets set for operational performance. * Percentage of complaints solved in due time = 11.46% over the target * Percentage of customers’ satisfaction with services = 9% over the target Impressively, savings in operations costs rose from an initially estimated 227 Million AED to 449 Million AED. 3) CONTINUOUS EVALUATION To complement key performance indicators, the ID Authority adopted the “Excellence Star” system as a new and innovative way of evaluating the performance of the enrolment process at the Service Centers. Service Center outputs are evaluated according to ten specific criteria and the highest performing locations are identified and rewarded. The sense of competition between Centers helped to raise service delivery quality, and also ensured that poorer performing Centers could take best practice from the peak performers. Specific evaluation criteria include the percentage of customer complaints resolved within a defined time period, the efficiency of internal communications and levels of adherence to security and safety protocols. Furthermore, ‘secret shoppers’ are deployed in selected centres to test services and ensure the consistency and quality of registration delivery.

 9. What were the main obstacles encountered and how were they overcome?
The successful BPR of any customer-facing operation such as the enrolment procedures of Emirates ID is dependent on the buy-in and cooperation of its greatest innovation asset – its staff. Whilst technical change can often be managed logically, people change is a more unpredictable process raising many obstacles and challenges. The following are key examples of human obstacles that were overcome during implementation: (A) PYSCHOLOGICALLY SHIFTING STAFF MIND SETS TO NEW STATUS QUO PROBLEM – Whilst many front-line line Service Center staff could see first-hand the problems with the original enrolment procedures, the ID Authority Leaders had difficulty in getting second and third line support staff to stop thinking in silos and contribute effectively to the business process re-engineering exercises. SOLUTION – The Emirates ID Leadership Team championed a shared vision to all staff members to help them see the end goal of the exercise. In addition support staffs were brought together in one single larger facility to facilitate closer working relationships and improve cohesiveness and communication, enabling shared innovative thinking. OUTCOME – Successful contributions from all levels of staff to the end-to-end BPR enrolment exercise, resulting in new processes that helped increase registration of the population to 100% and won the Best National ID Program accolade. (B) REDUCING HIGH STAFF TURNOVER RATES PROBLEM – The redesign of some aspects of the enrolment process met with internal opposition from certain staff members who were used to the established practices and unsure about how the new changes would impact them. Insecurity led some staff to leave the organisation. SOLUTION – A comprehensive training system provided all employees with the skills to adjust to the new practices and a proactive approach to promotions helped staff feel valued. OUTCOME – A 12% reduction in staff turnover in 2012 alone.

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
Key benefits from the BPR under the four pillars for change: (1) INCREASED EFFICIENCY: The most important consideration for delivering impact from the enrolment re-engineering program was that the new system needed to be customer centric and driven by customer needs for faster and more convenient registration process. Accordingly, the new redesigned process reduced the enrolment procedure from a 6 step to a 4 step process. This change resulted in the average time for enrolling each applicant being reduced by 23 minutes (80%) per application. This decrease consisted of a 10 minute reduction in average time verifying ID applications thanks to the outsorcing of the typing centers, and a 13 minute reduction in average time for biometrics capture due to consolidating the need for three separate counters – for the capture of photos, iris scans and fingerprints - to a one-stop desk procedure. Aided by effective SLA management, the ID Authority raised daily enrollment from 6000 in 2009 to over 22,000 per day in 2011, the equivalent of an increased capacity of 300%! (2) COST OPTIMISATION A shorter processing time per application led to higher utilisation rates and increased productivity of enrolment workstation operators. As a result, the average labour cost for biometrics capture and data verification was reduced by 30 AED (8 USD) per application. Though the overhead cost associated with each workstation operator remained unchanged at an average cost of 22,000 per month; each employee was able to process a greater numbers of applications per day given the 23 minute reduction in lead time. Overall savings in operations costs were over 449 million AED (122 million USD) between 2010-2013. (3) INCREMENTAL CAPACITY The delivery of the increased capacity for biographic processing, biometrics capture and ID Card production was rolled out in stages over a short period. By using an agile sub-step approach the ID Authority produce staggering results extremely quickly. In less than two years Emirates ID (a) increased intake capacity by 300%, (b) reduced registration time by 80%, (c) reduced applicants waiting time by 1000%, (d) reduced staff turnover by 60%, (e) lifted customer satisfaction by over 52%, (f) increased revenues by 400%, and (g) cut 300% of overheads. (4) ENHANCED CUSTOMER EXPERIENCE In addition to the tangible elements above, there were also a number of intangible enhancements that greatly benefited the ID Authorities customers. 4a. Improved access and experience for Vulnerable Groups Visitors enrolling at Service Centers are now welcomed by receptionists into a friendly and comfortable service area, designed to accommodate the needs of the elderly and disabled by providing easy step access and comfortable seats. Separate service counters for women and play areas for children offer women a stress free visit. Mobile registration devices enabled the registration of housebound customers. SMS notifications helped to inform applicants of the status of their ID and possible times for collection. Integrated enrolment processes during mandatory health screenings helped migrant workers save time applying for their ID at the same time as residency visas. The personalised customer experience was recognised in 2011 through the award of a Community Service Medal, and an Emirates Government Excellence Awards for being a distinguished Federal Authority in the field of service provision. 4b. High Quality Service Delivery Friendly receptionists greet customers at the entrance of the Centre and carefully direct them to the relevant customer service officer with a queue number. A queue management system enables each visitor to estimate their waiting time. Free coffee and tea provide refreshments during their wait and customers can also take advantage of free internet access. The ID application process is easy, quick and effortless, and the introduction of self-service kiosks in 2012, means customers can now undertake specific actions for the renewal of their ID card - such as update data stored in their IDs, or reset their PIN number - themselves. Customer surveys showed that satisfaction increased from 64% in 2010 to 82% in 2011 and up again to 89% in 2012. Better yet, the UAE Nationals who went through the e-ID enrolment process in 2013 produced a 0% dissatisfaction rate. The transformation achieved international acclaim through winning the International Customer Service Standard 2012 as well as the International Diamond Prize for Customer Satisfaction.

 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
FINANCIAL The re-engineering initiative was first funded by government budget with the caveat that Centers had to become self-sustaining by 2014. Today the Authority generates 100% of its budget, from external revenue streams including fees from ID cards. The ID Authority is no longer dependent on Federal Funds but is self-sustained. Cost reductions greatly improved the bottomline and today the Authority is a NET Contributor to the Government. SOCIAL The Service Centers help to generate social sustainability through the registration of the population. By registering 100% of residents through Service Centers, the ID Authority has an accurate and efficient population database that can be used for authentication and verification purposes in providing interoperable eGovernment services throughout the whole of government. As a result citizens have easy access to a wide range of public services that helps to make their daily lives easier. ECONOMIC Economic sustainability for enrolment was achieved just a few years after implementation. By increasing the intake capacity of Service Centers by 300%, and reducing registration time by 80%, revenues were able to grow by over 400%. In terms of wider economic sustainability, the registration of all citizens provides the Country almost unprecedented opportunity for public sector cost savings through new cross-departmental eGovernment initiatives. CULTURAL The BPR program provides good practice for other government departments and organisations in delivering efficient and effective public services whilst addressing the cultural needs and sensitivities of customers. For example the introduction of faith rooms in the Service Centers helped to increase peoples trust in the ID program and improved customer satisfaction by over 50%. As a result the ID Authority succeeded in fostering a sense of pride and excitement for the ID programme not only among nationals but also the expanding migrant population. ENVIRONMENTAL The green approach to the design of new and existing Service Centers helped to minimise the environmental impact of their construction and operation, ensuring sustainable energy use. The use of smart power monitoring units, centralised lighting control units, and digital/communicable water meters, amongst many other cutting-edge energy saving measures provides a replicable example of good energy practice that can be used by other public buildings. INSTITUTIONAL AND REGULATORY The transformation of the enrolment process laid the foundation for the delivery of smart eGovernment across the UAE. The achievement of the 100% population registration target meant the ID Authority is empowered to deliver its 2012-2015 initiative to integrate ALL government services. This new sustainability initiative will electronically link all Public Sector entities in the UAE in manner that reduces cost and increases efficiencies of public services, using the National ID Card as its premise. TRANSFERABILITY The new processes have been recognised globally as model of best practice for population registration evidenced through being awarded Best National ID Program, 2011. The ID Authority is committed to sharing its experience within the international government community through participation in leading eGovernment conferences and by the Director General Dr Al-Khouri joining pan-European ID projects STORK 2.0 and SecureID as the specialist Government advisor.

 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)
SECURE LEADERSHIP BUY-IN Most reengineering projects break down because of a lack of firm commitment from an organisation’s leadership. The success of the reengineering initiative at Emirates ID was the result of a strong commitment from the Vice-Chairman, and a persistent result-focused top management. To succeed, senior management should facilitate the creation of a culture of ownership and accountability: Business process improvement must be aligned with business objectives and clear set of outcomes. Implementation plans must come with a clear vision and plan and aggressive execution. Delegation and empowerment of teams must be used to create a sense of responsibility for execution. TECHNOLOGY ENABLES SUCCESS BUT DOES NOT DELIVER IT ALONE Many BPR projects fail because managers see technology as a ‘panacea’ to solve challenges in the business process. Emirates ID learned from extensive benchmarking of comparable initiatives that technology must only be viewed as the enabler of a much wider solution that starts with the customer journey and incorporates effective management and clear operational targets. By understanding that ICT is only one part of the puzzle, Emirates ID avoided thinking of ICT as a solution itself – instead viewing it as one of a number of innovative tools to alter the way work is traditionally done. GET EVERYBODY ON THE SAME PAGE QUICKLY There is a deeply ingrained tendency of staff to focus on their own business functions in silo environments. It can therefore be difficult for senior management to push second and third line management teams to shift outside their comfort zones and traditional ways working and think about their departments and units as part of a larger picture in which performance measurement is based on how the entire product line performs. Training and coaching from Day 1 is critical to help employees see and comprehend that their work is part of a larger system. By building understanding and consensus among employees from the outset, Emirates ID encouraged them to take ownership of the BPR initiative, contribute their best efforts to achieving success and replicate best practices. CONTINUAL IMPROVEMENT Senior management learned that there is no ‘one size fits all’ approach to encouraging an organisation to break down silos and adopt a culture of empowerment and learning. Instead, KaiZen approaches were adopted from the outset to help management teams and employees realize and feel the need for change and adaptation to the implementation of improvement methodologies. Small but sure improvements were tested, piloted and rolled out with the integrated final result of three years of continual improvement PEOPLE AND PERFORMANCE MANAGEMENT One of the most important success factors for any change program is people. Business plans and strategies are important, but they are only tools. People are the real agents of change, and should be recognised and rewarded accordingly. Shifting to performance based evaluation, management empowerment and reward for creativity helped Emirates ID to create a proactive work environment that puts customer satisfaction and operational effectiveness and efficiency first.

Contact Information

Institution Type:   Government Agency  
Contact Person:   SHADI ZRAIQAT
Title:   Mr  
Telephone/ Fax:   97124955338
Institution's / Project's Website:  
Address:   Mazayad Office Towers III
Postal Code:   PB47999
City:   Abu Dhabi
State/Province:   Abu Dhabi

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