ID SERVICE DELIVERY
EMIRATES IDENTITY AUTHORITY

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
In 2005, the United Arab Emirates (UAE) launched a pioneering National ID Program to develop a secure infrastructure to manage national identity but also provide a trusted foundation for delivering effective and efficient eGovernment services. To deliver the ambitious program Emirates ID Authority was established for enrolling the population and issuing smart National ID Cards. The vision for secure and trusted identity management solutions would only be achieved if the entire population registered. Enrolment was mandatory for everyone over the age of 15 in UAE (12% Nationals, 88% expatriates) and they had to physically provide their identity in person for receiving the Digital ID. Emirates ID provided one-stop enrolment from 25 Registration Centers across the country. These Centers conducted all the registration processes a citizen needed to complete to obtain their ID. There were service counters for the typing of biographic application forms, a counter for the verification of legal documents, individual counters for the capturing of photos, digital signatures and biometric information - fingerprints, iris scans – as well as a counter for obtaining an ID application acknowledgement. Whilst the centers offered the convenience of having multiple needs met in one location, exponential population growth placed unprecedented pressure on the application process. By 2009 visits to centers had become a time consuming and hectic process for many, often involving multiple queues, and unpredictably long waiting times between steps. Delays meant biometric enrolment could not always occur on the same day applications were submitted so customers often had to make return visits. Resulting problems included: DIFFICULTIES REGISTERING VULNERABLE GROUPS The largest segment of UAE society are the blue collar workers, who form 50% of the expatriates. These hard working, often poorly educated and low salaried individuals work in the construction and service industries as builders, drivers, gardeners’, maids etc. Taking a full day off work to travel to a Center and register meant the loss of a valuable day’s wages, sometimes more. When severe delays occured, many employers would not release workers for a second day to finish the process, causing severe setbacks to enrolment targets. Further, women with children turned away from the mandatory biometric enrollment due to the inconvenience the centers posed with several delays and long waiting times. LOW LEVELS OF CUSTOMER SATISFACTION Applicants were unhappy with the lengthy and unpredictable process. Business professionals found the waiting time away from work frustrating and unproductive. People with special needs struggled to understand how to complete their forms and navigate multiple queues in increasingly crowded centers. The elderly and less-abled found it very difficult to endure long periods standing on their feet in increasingly long lines. Women with children found it extremely stressful to spend up to a full day trying to register whilst tending to bored and restless youngsters. As the population of the UAE increased, so too did popular discontent – so much so that during the first 2 years of the enrolment programme only 250,000 people (6% of the UAE population at that time) registered.

B. Strategic Approach

 2. What was the solution?
Emirates ID undertook a registration revamp as part of its 2010-2013 Strategy to place the customer at the heart of service delivery. Key actions included: (1) SEPERATING BIOGRAPHIC AND BIOMETRIC REGISTRATION: Outsourcing the typing and submission of the biographic portion of enrolment to nearly 3000 professional Typing Centers located in every locality throughout the UAE and therefore much closer to applicants homes. Renaming Registration Centers as Service Centers, increasing their numbers to 55 and introducing an online appointment booking system to make it easier to anticipate and manage traffic flows for the biometric enrollment. These changes helped to reduce multi-hours (sometimes multi-day) visits to less than an hour and increase Center capacity from 3,000 to over 27,000 customers per day. (2) RE-DESIGNING CENTERS: Existing Service Centers were redesigned and new ones built from the bottom-up to create an overall customer-orientated experience that increased capacity whilst reducing queue time. Friendly staff greeted customers at the door to offer help and advice. Comfortable seating areas and a cafeteria were introduced to make waiting time more comfortable for all, especially the elderly, less abled and women with young children. An automated queue management system was implemented to better anticipate and manage peak traffic flows. One-stop smart-workstations for biometric enrollment and self-service e-kiosks were used to speed up ID card renewals. Personalized assistance was provided for people with special needs. New ‘Kids Corners’ were built to provide special play areas for children, and private prayer rooms were introduced to ensure that registration did not interfere with religious commitments. A customer feedback mechanism was used to enable real time resolution of 80% of all complaints. These changes helped to increase customer satisfaction from 64% in 2010 to over 90% in 2013. (3) LINKING REGISTRATION WITH OTHER GOVERNMENT SERVICES: UAE residents must undertake a mandatory health examination at a Preventive Medicine Center in order to obtain a residency visa. To make it easier for these expatriates, the ID Authority worked with the Ministry of Interior and the Ministry of Health to integrate the procedures for registering for a National ID Card and receiving a medical exam. Preventive Medicine and Registration facilities were combined in 25 Centers so that migrant workers, who cannot afford to take time off work, only had to complete one enrolment procedure for both residency and ID purposes. (3) DEVELOPING INNOVATIVE REGISTRATION DEVICES: Recognizing the majority of the working population would find it difficult to visit Service Centers during business hours, the ID Authority developed a mobile registration service. Vans were fitted with registration equipment enabling them to visit a variety of work or residential locations and bring the Service Center facilities to the citizens’ doorstep. In addition to supporting busy individuals, the vans helped a wide range of customers who found it difficult to travel, particularly the elderly, the disabled and women. Robots have now been deployed- a First Ever for a Government Service in the World! (4) KEEPING CUSTOMERS INFORMED: Personalized SMS messaging was introduced by the ID Authority as a mechanism for informing citizens about the status of their application and when to collect their ID card. This service was particularly welcomed by busy professionals who no longer needed to go online to check their application status as well as by low paid migrant workers and others without regular internet access. Over 12 million SMS notifications were sent in both English and Arabic in 2012. The reorganization and improvement of registration procedures helped to increased National ID Card registration to nearly 100% in less than three years, whilst also raising overall customer satisfaction by a whopping 33% to 95%!

 3. How did the initiative solve the problem and improve people’s lives?
Emirates ID’s ambitious goal - to increase registration by providing a convenient, pleasant, customer-oriented service - was only achieved through creatively re-engineering the registration process. By listening to citizen feedback, measures for operational-efficiency and increased customer satisfaction were employed. Innovative elements include: HUMAN-MACHINE INTERFACES: Making self-services more popular the ID Team created special mobile devices and interactive humanoid systems were introduced. Robots have been deployed at the service centers along with self-service kiosks. Google Glass is now being deployed for enhanced customer experience. This is the first instance of a Government Agency in the world deploying this technology. STREAMLINED FUNCTIONS: Outsourced typing, electronic appointment booking systems, and SMS messaging eliminated labor intensive processes from the Centers while providing customers freedom and flexibility to manage their enrollment schedule. ONE STOP COUNTERS: Smart workstations providing end-to-end registration functionalities via a single counter delivered operational efficiencies by reducing registration time from 30 minutes to 5 minutes per application. EMPLOYEE EMPOWERMENT: Encouraging feedback from staff resulted in award winning ideas, such as the ‘Kids Corner’ suggested by a female employee. Now all Service Centers have facilities for women to complete registration procedures whilst their children are under safe care in play areas.

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
The strategy for the Service Center transformation was implemented according to the clear mission statement of the National ID Programme, in particular the first pillar: “To contribute to individual and national security through enhancement of personal identity in the UAE, maintenance of an accurate population register and provision of innovative e-services”. The initiative was conducted according to 4 Key phases: (1) PLANNING: 2009-2010 The implementation of the Service Center redesign strategy was conducted with a rigorous focus on improving customer service and establishing efficient result-oriented services. The plan focused on feedback, performance monitoring, competency development and on the provision of high quality services. Strategic partnerships and Memorandums of Understanding between the ID Authority and a range of governmental, / private institutions were set up to enable the delivery of the initiative. The ID Authority presented its re-engineering initiative to many public and private organizations and participated in international and local conferences, in order to gain/share knowledge, receive feedback and hear other perspectives. The Plans were also published on the ID Authority website, in order to allow the public to access its content and provide their comments. This measure contributed to building trust and transparency in government actions, elements much needed in order to guarantee the success of the 2010-2013 Strategy. Additionally, the ID Authority worked on developing a plan for the dissemination of the strategy and obtaining feedback and suggestions from various concerned stakeholders through media campaigns, brochures and mutual visits. Following a strict methodology and chronology as outlined in the ID Authorities 2010-2013 Strategic Plan, the Team created a series of key milestones to ensure the program delivered the required outputs. (2) PILOTING: 2010 The initial phase of implementation involved finalising the redesign of the Service Centers based upon process re-engineering outputs that included customer feedback. For quality testing purposes the new design was trialed at a limited number of sites. Milestones included: * Decrease in average enrollment time from 30 minutes to 5 * Renewal of quality certification ISO 9001:2008 for EIDA´s quality management system * Reduction in employee turnover from 12% in the previous year to 7.69% (3) SCALING: 2011 The third phase of implementation focused on scaling and replicating the new Service Centers and their associated processes across the UAE. Existing Centers were refurbished and new ones were constructed in easily accessible locations. Staff were trained in the new methods of ID registration. Milestones included: * Redesign of all existing Service Centers and construction of new ones – total of 55 Centers in all * Creation of 25 new Centers combining registration with preventive medicine procedures * Roll-out of SMS service to notify clients of the status of their application * Deployment of mobile registration services for the elderly and people with special needs * Provisioning play areas, women only sections in every service center (4) MONITORING AND REFINEMENT: 2012 The fourth phase saw the deployment of a range of specific initiatives, based on customer feedback and service performance, across all Centers in an effort to enhance the maturity levels of its solution. Milestones included: * Introduction of new services, such as self-service e-Kiosks for ID Card management and renewal * Smart Desks to enable a one-stop registration experience without visiting multiple counters (and queues) * Creation of services based on employee suggestions such as the kids’ corner * Free Wi-Fi Internet connection to keep busy professionals connected and productive while they wait. * Innovative Human Machine Interfaces such as Robots were introduced. * Awarded top 5 star classification for Government Service Excellence by UAE Prime Minister’s Office

 5. Who implemented the initiative and what is the size of the population affected by this initiative?
The transformation of the Service Centers under the leadership of Emirates ID 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: GOVERNMENT – Government actors 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: * Ministries of Interior, Health, Labor, Finance, Justice, Social Affairs and Higher Education, * e-Government authorities PARTNERS –A number of delivery and implementation professionals were brought in to ensure that the redesign of the Centers was timely, efficient and above all centered around customer service excellence: * Technology companies (Morpho – Safran group, Gemalto, Emaratech) * Consultancy companies (, Parsons Consultants, Oliver Wyman) * Courier companies (Empost) * Telecommunication and design companies * Environmental organisations CUSTOMERS – Citizens were consulted regularly to ensure the redesigned registration process was meeting the specific needs of citizens. Customers themselves are at the heart of all Center 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 * GCC nationals Stakeholder involvement in the running and improvement of the Service Centers is a continuous and iterative process, through which the Emirates ID Authority aims to maintain its 100% record of population registration whilst meeting the needs of their customers.
 6. How was the strategy implemented and what resources were mobilized?
The redesign of the Emirates ID Service Centers fell within a larger program of organisational change being implemented by the ID Authority. As the transformation was deemed mission critical for the delivery of the 2010-2013 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 redesign and deployment of the Service Centers. 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 Center Staff and Support Workers * 5 External Professionals (B) TECHNICAL EXPERTISE To facilitate the redesign of the service Centers, a range of staff with specialist expertise areas were deployed: * BUSINESS PROCESS SPECIALISTS – Business Process Specialists were used to ensure that every phase in the redesign and implementation of the Centers was timely and efficient. In addition Senior Managers were used to contextualize the redesign of the Centers within the wider business process reengineering being conducted throughout the ID organization. * SERVICE ANALYSTS – Service Analysts were employed to conduct a rigorous benchmarking process for each aspect of the redesigned Service Centers 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 Emirates ID Service Centers 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 Service Centers was funded with an initial budget of AED 25 million (7 Million USD) inclusive of personnel costs, technical costs and other expenses. Centers fell into one of three cost categories: (1) newly constructed, specially built buildings, (2) rented spaces for renovation, and, (3) combined Centers at Preventive Medicine Centers. The range of Service Center types generated a multitude of individual projects which had their own budgets and scope. At the completion of the program, the final cost estimate is AED 28 Million (7.6 Million USD) owing to enhancements from new ideas generated during the implementation stage. 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?
Transformed Service Centers delivered high levels of customer satisfaction through: 1. CUSTOMER ORIENTATED SERVICE EXPERIENCE. From the provision of ample parking through to the provision of UAE hospitality with free coffee and Arab sweets, a new Service Center design placed the customer was at the heart of every aspect of the registration journey. The result was an efficient experience entirely oriented to making the customer feel secure, comfortable and above all positive about their ID application process, whilst boosting customer satisfaction. The first class Center facilities received the highest level of award possible for the delivery of government services – 7 stars of excellence by the Prime Ministers office. 2. EFFICIENT BIOMETRIC ENROLLMENT Outsourcing biographic data application steps to Typing Centers and the creation of Smart Stations for biometric enrollment transformed a once multi-queue, multi-counter experience into an efficient one counter visit. Photographs, signatures, fingerprinting and iris scans could now all be undertaken at one desk, slashing enrolment time from 27 mins to 5 minutes, resulting in an enhanced daily biometric enrolment capacity of just 6,000 in 2009 to 22,000 in 2011. 3. INCLUSIVE, MOBILE REGISTRATION CAPABILITY Innovative mobile registration services for customers who find it physically challenging and time consuming to personally visit Service Centers, such as the disabled, elderly and people with special needs, helped to make the registration process more inclusive. The success of the initiative led the ID Authority to launch a paid mobile registration service, which is now available for other social groups, such as busy professionals. 4. 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 medical screening. This output means that migrants, many of whom are low paid, do not have to navigate any more government bureaucracy than necessary. 5. REWARDED, ENGAGED STAFF A staff suggestion system was implemented in 2012 to receive, evaluate and manage the suggestions of employees and reward them for their creative and innovative ideas. The system generated over 960 suggestions in its first year, 10 times higher than the number of suggestions made in 2011. The output contributed to (1) enhancing employees’ interaction with the administration of the Service Centers, (2) increasing work efficiency and increasing productivity, (3) creating an environment that spurs creativity and innovation, (4) maximizing cost savings.

 8. What were the most successful outputs and why was the initiative effective?
A three-pronged approach was deployed to ensure that all aspects of the Service Center transformation program were conducted to time and budget, and met ID Authority quality standards – ISO 9001:2008. 1) ALLOCATING OWNERSHIP To ensure excellence and pride at the heart of all the changes, the ID Authority gave ownership of individual projects to specific staff members. This approach ensured 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 Progress of the Service Centers is measured by: (a) Constant monitoring of customer satisfaction by the Customer Services Department through the installation of CCTV at all service points. Queue build ups are noticed and corrective actions implemented quickly. The Director General has a 100” monitoring screen in his office enabling him to monitor situations himself and take direct action if necessary. (b) Analysing performance against set indicator targets. Operational Workflows were redesigned to be synchronized with physical movement across the Centers providing a seamless biometric enrollment experience to the customers. This enabled tangible Key Performance Indicators to be measured as: * Daily registration capacity of the registration and preventive medicine Centers = 33.3% over the target * Percentage of national citizens registered = 100% over the target * Percentage of registration of residents = 50% over the target * Percentage of citizens who renewed their ID cards = 35% over the target By 2012 the ID Authority was achieving 94% of its targets for strategic performance. During the same year, the ID Authority achieved 93% 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 * Average proposals submitted for each 100 employees = 6 times more proposals submitted * Percentage of implemented/presented proposals = 15% over the target * Average training hours = 24% over the target * Percentage of trainees = 50% over the target 3) CONTINUOUS EVALUATION To complement the indicators, the ID Authority adopted the “Excellence Star” system as an innovative way of evaluating performance of individual Centers. Service Center outputs are evaluated according to ten specific criteria and the highest performing locations are rewarded. The sense of competition between Centers helped to raise service delivery quality, and ensured that poorer performing Centers could take best practice from the peak performers. Furthermore, ‘secret shoppers’ are deployed in selected Centers 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 transformation of any customer-facing operation such as the Service Centers routinely presents obstacles and operational challenges unforeseen during planning. (A) LOW LEVELS OF MIGRANT ENROLMENT PROBLEM - Unlike bi-lingual natives and white collar professionals, many low paid migrant workers have poor knowledge of Arabic and English, making it hard for them to understand the benefits of obtaining an ID, let alone how to undergo the mandatory process of enrolment. SOLUTION - A coordinated campaign saw brochures produced in English, Arabic, Hindi and Bangla, and distributed to new arrivals to cover the key languages spoken/read by the migrant demographic. OUTCOME – Migrants better informed, which coupled with new processes to combine residency permits and ID applications, helped Emirates ID achieve its 100% registered population target. (B) LEVERAGING STAFF INNOVATION PROBLEM – Center staff had first-hand experience of what worked and did not work in the Centers yet had no clear way to pass these suggestions on to management. SOLUTION – An employee suggestion system was introduced to capture and act on employee feedback and reward good suggestions. OUTCOME – 960 staff suggestions were generated by a pool of 650 employees in 2012. Major new projects have already been implemented from these ideas, including the introduction of award winning childcare facilities. Outcomes helped Emirates ID win the Best National ID Programme accolade. ISO 10000 Certification for Customer Services achieved. (C) REDUCING STAFF TURNOVER PROBLEM – The redesign of the service Centers met with some internal opposition from certain staff members used to the established practices. 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?
Service Delivery transformation had a far-reaching impact across the National ID Program and the UAE as a whole. The new Centers accelerated the rate of population registration, making the experience more pleasurable for the customer. 1. CITIZEN IMPACT: (A) IMPROVED ACCESS AND EXPERIENCE FOR VULNERABLE GROUPS Biographic and biometric enrolment is a MUST by law. Emirates ID made the experience as easy as possible for vulnerable groups: *LOW PAID MIGRANT WORKERS (nearly 50% of population) can better manage their application process and miss less time off work due to the provision of convenient biographic submission procedures, flexible Center appointment scheduling and speedier biometric enrolment operations. *NON ENGLISH/ARABIC SPEAKERS receive key messages in their own language to facilitate their inclusion in the mandatory enrolment process. Enrolment raises their visibility in the Emirates which helps to protect them from misuse and manipulation. * ELDERLY and DISABLED people have a more dignified and pleasant experience through the provision of step-free access, queue management systems and comfortable waiting areas with prayer rooms and cafeterias. *WOMEN feel more comfortable using separate service service counters, and the new ‘kids-corner’ play areas reduces the stress of those with children. *HOUSEBOUND customers can now register in comfort using Mobile registration services. The personalized visitor experience was recognized in 2011 through the award of a Community Service Medal. (B) HIGH QUALITY SERVICE DELIVERY FOR ALL Receptionists greet customers and 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 professional workers can 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, 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 application 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. (C) ON-SPOT FEEDBACK – Center managers are trained to ensure that customers are taken care of in real time. By 2012, 80% of the total complains were solved on the spot. This achievement helped the ID Authority win an Emirates Government Excellence Award for distinguished Federal Authority in the field of service provision. 2. ID PROGRAM IMPACT: (A) HIGH REGISTRATION RATES - In 2010, approximately 1.3 million people were registered in one year, almost as many as those registered in the five year period 2005-2009 (1.5 million). The number of daily registrations increased from 3,000 in 2009 to 13,434 in 2011 helping Emirates ID to win the Best National ID Program 2011 accolade. At the end of 2012, EIDA managed to complete the UAE Population Register System registering ALL its citizens and residents in the e-ID program. It is now recognized by the UN e-Government Survey 2014 as the world’s best integrated Biometric System! (B) TIME AND MONEY SAVINGS – Since its implementation in 2010, the registration procedure re-engineering helped to dramatically increase the number of registration rates, and save over 3,840,000 working hours (which translates to approximately 310,062,474 Dirham - 85,000,000 USD - in operating expenses). Registration time decreased from 30 to 5 minutes, saving 30 Dirham (8 USD) each time. Over a 5 year period, the numbers amount to 5 million hours and 400 million Dirhams (109 million USD) in savings. (C) ENVIRONMENTAL SAFEGUARDING – New Centers were designed from the outset to be built using eco-friendly construction techniques approved by the Abu Dhabi Green Council. Thanks to the ID Authorities Green initiative, both new and existing Centers underwent a carbon footprint assessment to help establish a benchmark for energy saving. Green policies for purchasing and innovative techniques in power saving and water conservation combined with the move to reducing paper in the application process helped to drastically reduce the environmental impact of the application process and the Centers as a whole.

 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
FINANCIAL The Service Center transformation initiative was initially funded out of the government budget with the caveat that the Centers had to become self-sustaining by 2014. Today the Authority already generates 100% of its budget from external streams including fees from ID cards and is a net contributor to Government Revenue and independent of federal funding. SOCIAL 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 delivering eGovernment. As a result citizens have easier access to a wide range of public services that helps to make their daily lives easier. ECONOMIC Economic sustainability for the Centers was achieved just a few years after implementation. By increasing intake capacity 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 UAE as a whole an almost unprecedented opportunity for public sector cost savings through new cross-departmental eGovernment initiatives. CULTURAL The Service Center transformation provides good practice for other government departments and organisations in delivering public services whilst addressing the cultural needs and sensitivities of customers. For example, the introduction of faith rooms and special childcare facilities in Centers helped to increase 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 has 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 Service Centers laid the foundation for the delivery of smart eGovernment across the UAE. The achievement of the 100% population registration target is enabling the ID Authority to deliver its pioneering 2012-2015 integration project. This new sustainability initiative aims to 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 Service Centers have been recognised globally as model of best practice for population registration as evidenced through being awarded Best National ID Program, 2011. The ID Authority is committed to sharing its experience within the national and international government community through participation in leading eGovernment conferences and through the Director General, Dr Ali Al-Khouri’s role as a special advisor on pan-European projects STORK 2.0 and SecureID Alliance. Dr Al-Khouri has also been nominated by the World Economic Forum to participate in Global Agenda Councils.

 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)
The process of transforming the Emirates ID Service Centers has provided several key lessons that can be scaled up to any service wishing to become more customer oriented, efficient and effective: 1. SEE THROUGH THE CUSTOMER’S EYES – A critical catalyst for the redesign of the Service Centers was high level customer dissatisfaction with the confusing multi-step procedures before. When undertaking the redesign in 2009, the team found that it was essential to begin with the user journey through the registration process. Only by seeing the process through the eyes of a citizen, facing a potentially diverse set of restrictions and challenges, were the Emirates ID team able to effectively redesign registration to maximise support for the customer. The same lesson is applicable to the design of any service; the priority is to make the customer feel supported, empowered and ultimately satisfied with their interaction. 2. LEADERSHIP AND COMMITMENT - The significant outcome of the reengineering initiative at Emirates ID were the results of strong commitment and persistent result-focused management. The business-process improvement has been aligned with specific business objectives and a clear set of outcomes. The successful implementation of the new program came with a vision, a plan and an aggressive execution of the plan. The delegation and empowerment of teams was necessary to increase the sense of responsibility. 3. YOUR STAFF KNOW YOUR SERVICES BEST – The ID Authority quickly realised that the service center staff were the most valuable asset in terms of understanding what works and what doesn’t on a daily basis. Through the establishment of a staff suggestion system, the ID Authority was able to leverage the vast combined insights of the staff, introduce innovative service improvements and build morale among the workforce. 4. STEP CHANGE IS CRITICAL TO SUCCESS – A fundamental lesson from the redesign of the Service Centers is the need to make sure you get every aspect of the implementation right before attempting to do more. Throughout the redesign, step-change was used to ensure that each innovative element was fully tested over a number of rounds by customers. Only once each element had secured exceptional user satisfaction and had been stress tested by closed groups was it rolled out to the Centers. Incremental change builds stakeholder confidence in your approach to a critical service and ensures that any experimental failures do not disrupt operations. 5. GET EVERYBODY ON THE SAME PAGE QUICKLY – Stakeholder buy-in was critical to the success of the Service Center redesign. With the diverse range of stakeholder both inside and outside the government, it is essential to present your plan and strategy early and often. Build consensus and excitement among your stakeholders and they are more likely to champion your project and replicate best practices in their own work.

Contact Information

Institution Name:   EMIRATES IDENTITY AUTHORITY
Institution Type:   Government Agency  
Contact Person:   DIYAA ABDULAL
Title:   Mr  
Telephone/ Fax:   97124955493
Institution's / Project's Website:  
E-mail:   diyaa.abdulal@emiratesid.ae  
Address:   Mazayad Office Towers III
Postal Code:   47999
City:   Abu Dhabi
State/Province:   Abu Dhabi
Country:  

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