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As-Is Assessment Report—Ras-Al-Khaimah

RAK e-Government Strategy


AS-IS Report

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1. Introduction..................................................................................................................3
2. Approach and Methodology........................................................................................4
3. Strategic Areas.............................................................................................................5
3.1. Service Delivery Channels......................................................................................8
3.1.1. Call Centre...........................................................................................................9
3.1.2. Common Service Centre....................................................................................10
3.1.3. Mobile................................................................................................................10
3.1.4. E-Government Portal and department website..................................................10
3.2. Core Infrastructure.................................................................................................14
3.2.1. Common Data Centre........................................................................................14
3.2.2. RAK GIN...........................................................................................................15
3.2.3. Common Applications.......................................................................................17
3.2.4. Security Infrastructure.......................................................................................19
3.2.5. GIS.....................................................................................................................20
3.2.6. Payment Gateway..............................................................................................22
3.2.7. Disaster Recovery..............................................................................................22
3.3. Key Enablers..........................................................................................................24
3.3.1. Capacity Building..............................................................................................24
3.3.2. Common Standards and Policies.......................................................................26
3.3.3. Monitoring and Evaluation................................................................................28
3.3.4. Marketing and Awareness..................................................................................29
3.3.5. Strategic Control................................................................................................30
3.3.6. Institutional structure.........................................................................................31
3.4. Overview of the As-Is Assessment Departments...................................................34
3.4.1. Services..............................................................................................................34
3.4.2. ICT Infrastructure and Policy............................................................................36
3.4.3. People Capabilities............................................................................................37
3.4.4. Summary of the Findings of Departmental Assessment:...................................38

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1. Introduction

The Government of Ras-Al-Khaimah has identified eGovernment as one of the tools to enhance
the quality of service delivery to citizens, visitors, and businesses of RAK, while simultaneously
improving government efficiency and productivity. To take this further, the government of RAK had
formulated an eGovernment Master Plan and Strategy. The existing strategy seeks to attain the
following goals:

 Cost reduction through streamlined and combined processes;


 Assisting in improving Program performance in thrust areas such as law enforcement,
education, business, and economic development;
 Fostering economic development;
 Enhancing prosperity of citizens.

The areas of intervention that PricewaterhouseCoopers was to make as part of its assistance to
the Government of Ras Al-Khaimah for its eGovernment Programme . This report forms a part of
AS-IS assessment of the RAK eGovernment initiatives. As part of this assessment of the
various e-Government initiatives (including existing infrastructure, government processes,
government databases and their currency, and service delivery mechanisms) that have been
carried out and are in the process of being implemented. Develop and conduct a survey to
identify and analyze the key issues impacting eGovernment across 10 departments.

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2. Approach and Methodology

To assess the e-readiness of Ras-Al-Khaimah, the eGovernment agenda of RAK was examined
to understand the priority areas for the emirate to focus on. E-Readiness assessment of the
departments, and RAK overall, was undertaken to evaluate readiness and requirements in terms
of people, processes, and technology to effectively leverage Information Technology (IT) for
providing services.

Details of the activities undertaken to support the above approach are as given in table below:

Components of Approach Activities undertaken


E-Readiness assessment  Meeting with key functionaries of EGA to identify 10
departments for assessment
 Within the strategic areas, study conducted of 10
participating departments on their current IT capacity
through:
o meetings
o Interviews
o AS-IS assessment questionnaire (provided in
Annex 1)
o focus group discussions
 Assessment of the eGovernment requirements based on
the best practices.
 Benchmarking of the RAK eGovernment (submitted as
separate report)

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3. Strategic Areas

The priority areas wherein the AS-IS assessment and related activities were conducted in are
depicted in the diagram below and are explained thereafter:

Figure 1: Strategic Areas

1.
Se

rvice Delivery Channels – Enhancement and implementation of four service delivery


channels that would not only make service delivery more efficient, but also make services
readily available for citizens, visitors, and businesses:
a. Portal
b. Common Service Centre
c. Mobile
d. Call Centre
2. Core Infrastructure: This Includes ICT infrastructure that acts as a foundation to
eGovernment initiatives as it would support the entire system. RAK’s strengths and
weaknesses in the following infrastructure components were examined:
a. Data Centre

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b. RAK GIN
c. Security Infrastructure
d. Payment Gateway
e. Disaster Recovery
f. Common Applications
g. Departmental IT Infrastructure
h. GIS
3. Key enablers - Implementation of six core components that would support effective
implementation of the above and ensure success of the eGovernment strategy, including
timely implementation. The assessment focused on rating Ras-Al-Khaimah’s eGovernment
enabling environment based on the following indicators:
a. Capacity building and change management - To ensure the availability of personnel
resources and skill sets by developing capacity and skills through training, career
planning and change management.
b. Common standards and policies – To strive towards an integrated and connected
government through the development of common standards and policies across all key
elements of the eGovernment Architecture.
c. Monitoring and evaluation - To allow the EGA, through the project office, to monitor
progress and more importantly results in customer satisfaction and government
transformation.
d. Marketing and awareness - To ensure that there is enough awareness of the
programme, the benefits are to be communicated to the external and internal
stakeholders so as to generate enough demand for the electronic services and reduce
possible resistance to eGovernment.
e. Strategic control - Strategic Control is defined as the authority of the Government to
have complete control over the strategic assets, (software application, databases and
core infrastructure) and to achieve “real control”.
f. Institutional structure - For the effective implementation of eGovernment initiatives, a
supporting institutional framework is necessary with the responsibility for guiding and
monitoring the direction of the e-governance activities across the government.

e-Readiness Scoring

The structure of this report is based on the above strategic areas. These are presented and
discussed in terms of their scope in eGovernment; their current level of maturity within RAK,
along with their positioning relative to international good practices; and their corresponding e-
readiness/ maturity ratings (described below).

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Table 1: As-Is Assessment: e-readiness Scoring


Description Rating

E-Readiness for all the sub - parameters evaluated for the dimension are satisfactory
High
and little room exists for further improvement.

Significant progress has been made for some sub-parameters however gaps remain
Medium
in other important sub-parameters

Some steps taken in the right direction for a few of the sub-parameters, however
substantial gaps remain and there is a high scope for improvement. Low

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Strategic Area I—Service Delivery Channels

3.1. Service Delivery Channels

The delivery of services through electronic channels is a step towards providing choices and
convenience to customers for availing government services. However, provisioning services
through electronic means is only useful if it facilitates the target audience to access services more
easily through easily accessible channels

The choice of delivery channels impacts the following::

 Technology infrastructure required to support the channel (such as hardware, software


and networking)
 Business processes and procedures required to operate the channel
 Organization structure required to manage and deliver the electronic services (such as
skills, roles and alliances)
 Convenience and satisfaction for customers in availing public services

Based on the technological choices available today, readiness levels of various government
agencies, customer preferences and an overwhelming preference of key decision makers for
integrated service delivery, the following channels have emerged as the main service delivery
channels in addition to traditional government offices:

1. eGovernment Portal
2. Call Centre
3. Mobile Gateway enabling mGovernment
4. Common Service Centres (including self-service kiosks)

Currently, most Government services are delivered through the Departments while only a few of
the services have leveraged other delivery channels like the www.rak.ae portal, or departmental
portals etc. The current state of affairs can be summarized as:

 The national/ departmental portals are the only alternate channels to departmental
counters for availing public services. However, the services on the portal are listed
without any alignment citizens’ needs which makes it difficult for the citizens to search
and avail services that they may specifically need.
 Process re-engineering has been attempted only on a limited scale due to which
government transformational projects are yet to be seen and this is reflected in the usage
of departmental counters as primary service delivery channels. Devising other modes of

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service delivery requires much process re-engineering where the way in which the
government interacts with the citizens undergoes a fundamental change
 Government services through mobile and contact centre do not exist though plans are
afoot to set up a call centre soon.

The following table describes the current level of maturity of each of the above channels in RAK.
The sub-sections discuss each of these channels and their current level of maturity in greater
detail:

Table 2: Service Delivery Channel Assessment

3.1.1. Call Centre

A call centre is a cost-effective and inclusive means to disseminate information to the citizens,
businesses, and visitors in an interactive way. Using call centres for service delivery reduces the
need for the citizens to visit the government office for information, hence reducing the load on the
main physical infrastructure of the government departments. The government can also use call
centres as an outbound channel to promote specific government schemes to target specific
segments such as citizens, businesses, and visitors.

Currently, EGA has entered into an agreement with a service to set-up a Call centre for the EGA.
This call centre is to cater to calls from citizens, business and government employees regarding
the eServices. In addition to the physical infrastructure however, it is imperative that
various support mechanisms are built-in to support it. This has however not happened in
RAK. The various deficiencies in the current implementation of call centres in Ras-Al-khaimah
are:

 An incomplete process flow has been defined for the calls. The various scenarios
that queries branch out to have not yet been detailed out.
 Documents to support call centre staff have also not been detailed. A
comprehensive FAQ for the customer service agent to respond to customer queries has
not been developed.

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 Current system is not designed for rapid scale up, but the contract has provision for
expansion. The option of scalability to cater to high call rate during peak times is an
important one.
 A CRM system to record the type of calls and consequently classify them has been
planned.

3.1.2. Common Service Centre

A Common Service Centre (including self-service kiosks) as a service delivery mechanism has
the potential to cater to various demographic groups. Manned Service Centres could provide
service users assistance in availing services that they may need. Self-service kiosks, or hardware
devices that allow users to perform transactions without any need of human assistance, also
provide users the ability to avail services at their own convenience and reduce the load on public
infrastructure.

Currently the EGA has not set up any common service centre. However, in the economic
development department, there are counters for the Chamber of Commerce and Municipality for
providing the services of these departments related to Economic development.

3.1.3. Mobile

Due to the high mobile penetration in the Emirate, service delivery through mobile devices would
be an effective alternative to traditional modes of service delivery through departmental counters.

Services such as utility payments, filing and submission of forms, and registering complaints etc.
could be done through mobile devices. It addition to cost-effectiveness, it would also enhance
efficiency of exchange of information/ services due to the low waiting time. Also service delivery
through mobile also provides convenience for the users, as services can be availed of even if
they are on the move.

Currently however, the emirate does not provide any services through a mobile gateway.

3.1.4. E-Government Portal and department website

The Government portal can also act as a cost-effective and convenient means of interaction
between the government and the citizens/ businesses. Online services provide ease of
accessibility; they can be accessed anytime, from anywhere. The portal can also become an
integration point and a one stop shop for services that are provided by various departments.

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Along with providing services, departments and other government agencies can also provide
information about themselves.

Currently, RAK has a government portal (www.rak.ae) to act as a single point of interface on the
internet for citizens, businesses and government employees However, as part of the
eGovernment strategy, a total of 455 services were identified as core department services to be
provided electronically. Of those, only 32 services have been enabled for online delivery.
Additionally, of these services, only payment related services are provided end to end. All the
others are at a very nascent stage of online delivery and require manual intervention.

Majority of the departmental websites can be accessed through the RAK portal website. As part o
this assessment, departmental websites were also assessed based on three parameters—user-
friendliness; content; and delivery of e-services. Overall, the maturity levels of websites in these
areas are provided in table below, and a detailed assessment follows thereafter.

PARAMETER` MATURITY
User Friendliness Medium
Content Low
Delivery of e-Services Low

User-Friendliness

 Most departmental portals can be accessed from the www.rak.ae portal. Departmental
websites however, are not consistent in their presentation. Consistent presentation
across websites makes navigability across websites much easier.
 There was also large variation across the websites in their English accessibility. This
could however be disproportionately true for websites in English, assuming that the
website developers were catering to the Arabic speaking community.

The other parameter that the websites can be assessed upon is navigability. Options such as
search bars, FAQ (Frequently Asked Questions), and site maps direct users to specific content on
the website.

 With the exception of Etisalat, no other websites provided the search functionality.
 Majority of the departments provided FAQ links, many of which however did not work.
 Additionally, most did not provide users with trails to be able to follow his/her browsing
history on the website.

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 With the exception of the Department of Land, Department of Economic Development,


Etisalat, and Saqr Port, none of the websites provided site maps.
 The third broad parameter, and arguably one of the most important one is the presence
of mechanisms through which users can give their feedback/ suggestions so that
websites can be improved basis user inputs. Most departments provided feedback
forms that were available for online submission.

Content: Providing departmental information, including their work and organizational structure is a
good practice, as it introduces the citizenry to the department, its undertakings and
accomplishments, and facilitates department-to-citizen accountability, wherein, along with the
structure, hierarchies, roles and responsibilities are also indicated.

 There was large variation in websites in terms of content. Some provided fairly
comprehensive content, and other provided very little. This is exacerbated by the fact that
there is no team for managing website content; hence there is not accountability for
maintaining and updating content on the websites.
 Majority of the websites had links to news related to the department but none of
the websites provided the date of the last update so that the user could trust the
information presented to him/her. The proxy that was used to assess the websites’
currency were the dates of news postings, some of these however were as old as one
year. Saqr Port Authority’s website was an exception, as it provided the users with
changes that have been made to the website. Also, the Etisalat website was up-to-date.
Additionally, the department of Economic Development, Finance, and municipality are
few of the departments that provide reports for download
 The majority of departmental websites provided links to information about their
department and their organizational structure, however, many of these did not work.
Some departments provided external links, to other departments; however, the
departments could consider providing links to external agencies, outside the government
to engage the users.

Services: All departments do not provide e-service. The following is an assessment for the
eServices.

 Most of the e-services links did not work. The same is true of websites that had links
for downloadable forms. The customs and Ports authority had one service available
online-- application for new customs clearing representative card. The Saqr Port
Department also had tender forms available for download. One of the most

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comprehensive websites was that of Etisalat. It also provides options for online
transactions such as paying of bills.
 Most websites provided e-complaints services. However, many of the department (close
to 50%) have not solved a single case from complaints received on the Rak.ae gov
portal. This leaves the user with very little faith in portal to deliver timely and relevant
services.

The indices used by the UN to measure e-readiness were used to rank departments in order of
their website maturity levels. The table provided consequently, lists them out:

 Emerging Presence is Stage I representing information, which is limited and basic.


 Enhanced presence is Stage II in which the government provides greater public policy
and governance sources of current and archived information, such as policies, laws and
regulation, reports, newsletters, and downloadable databases.

 Interactive presence is Stage III in which the online services of the government enter
the interactive mode with services to enhance convenience of the consumer such as
downloadable forms for tax payment, application for license renewal.

 Transactional presence is Stage IV that allows two-way interaction between the citizen
and his/her government. It includes options for paying taxes; applying for ID cards, birth
certificates/passports, license renewals and other similar C2G interactions by allowing
him/her to submit these online 24/7.

 Networked presence is Stage V which represents the most sophisticated level in the
online e-government initiatives. It can be characterized by an integration of G2G, G2C
and C2G (and reverse) interactions.

Table 3: Departmental Website Assessment


Department Website Maturity
Civil services None
Court Phase I
Customs and Ports Phase III
Economic Development Phase II
Finance Phase I
Land Phase I
Municipality Phase II
Public Works and Services Phase I
Saqr Port Phase III
Sewerage Authority NA

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Department Website Maturity


Town Planning and Survey English Version NA.

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Strategic Area II—Core Infrastructure

3.2. Core Infrastructure

In order to be able to deliver services effectively through various channels in an integrated


manner, all the departments need to develop basic infrastructure such as applications, data
bases, and a communication medium. Hence, for integrated service delivery, it is envisaged that
instead of creating separate infrastructure for individual departments these infrastructure should
be shared by all departments to host their departmental application, access their databases from
a remote office in the country etc. Some of the following identified core infrastructure is already in
place:

 Data Center (DC)


 Ras-Al-Khaimah Government Information Network (GIN)
 Security Infrastructure
 Payment Gateway
 Disaster Recovery
 Common Applications
 Departmental Applications
 GIS

The following table summarizes the maturity levels of RAK in the above core infrastructure areas.
A detailed assessment of each of these is presented consequently.

Table 4: Core Infrastructure Assessment


COMPONENT` MATURITY
RAK GIN Medium
Data Center Low
Security Infrastructure None
Disaster Recovery None
Payment Gateway High
GIS Medium
Common Applications Low
Departmental Applications Medium

3.2.1. Common Data Centre

A Common Data Centre is a shared resource for the entire government to host the servers for all
the departments at a common facility. A data centre helps to provide a more reliable and secure
environment for the department servers. Additionally, the financial burden of implementing the
security and safety features (controlled access, fire safety, data back up) can be shared across

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department. Processes such as disaster management and Business continuity can be deployed
and monitored more easily.

Currently, RAK does not possess a common data centre. Additionally, there are many security
issues that surround the current data storage mechanisms. Broadly, the following encapsulates
the current gaps in RAK’s data storage:

 As opposed to a common shared data centre where consolidated departmental


data would lie, currently, all the departments in RAK have a separate server rooms
located in the IT section of the department for hosting the servers.
 In addition to being a costlier option than a shared data centre, separate data
locations for departments also hinders sharing of information and knowledge
across departments.
 Additionally, a lot of issues surrounding the Data Centre stem from lack of institutional
structure around it. There is no management team existing for server rooms/ data
centre that could form and implement policies relating to data centre/ server rooms’
functioning. This has manifested in the following ways:
o There is lack of access control over the departmental server rooms. For
instance, in some locations, the access to the rooms is controlled by cards, and
the server rooms are monitored by CCTV, however the CCTV monitor is hosted
in the server room. This poses security threats to sensitive government data.

 There are no standard security measures for the back-up of the data. There
is no automatic back-up mechanism for the servers and only manual tape back-
up is taken by IT section staff. The EGA authorities also take remote back-up for
some of the departments.
 Additionally, there is no standard disaster recovery and business continuity
plan for the centres. Also, there is no fail safe power-back up mechanisms either.
This setup is insecure, as data can be lost and become irretrievable.
 Issues of scalability were also not taken into consideration in the design of
server rooms. There capacity of these servers is fairly limited and future needs
cannot be accommodated within the current infrastructure.

3.2.2. RAK GIN

In addition to a consolidated data centre for all departments, the development of a Government-
wide network that would connect all governmental agencies in Ras-Al-Khaimah to this data

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source is imperative. It would provide a common infrastructure by creating an Information and


Communication backbone that caters to the needs of Government departments and agencies. A
Government wide network is also a secure and cost-effective option; the cost of investment for
separate networks for each of the departments will be high. Also, common network will enable
better utilization of network by sharing of excess capacity. Moreover, the Wide Area Network with
a capability to provide voice, data, video and Internet for improving the delivery of services to the
citizens would improve the response time and transparency in government functioning.

Currently, RAK has established a Government Information Network [GIN] connecting all the
government departments. The following diagram depicts the structure of the GIN:

Figure 2: RAK GIN

However, the GIN suffers from similar problems of the data-centre. It is limited in
scalability; it is highly susceptible to security failures; and lacks back-up facilities.
Specifically,

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 The current RAK GIN network does not provide for scalability and it’s limited in its
capacity to provide services. It is based on the frame relay technology with a 2 Mbps
maximum bandwidth capacity. The Frame relay has scalability limitations compared to
the latest MPLS based meshed networks.While the link for LAND / Planning and survey
department has been upgraded to IP Connect of 10 Mbps, the other departments are still
on frame relay.
 Due to the congestion and low speeds of access that the GIN provides, most of the
departments have opted for different internet connections. This is however, an
insecure option. Any compromise/attack at those Internet gateways may be escalated to
the entire R-GIN network and will affect not only to the concerned department but the
entire R-GIN network and connected departments.
 In terms of security, the RAK GIN network has been secured by deploying firewall
systems across all departments having separate Internet connections. However,
Infrastructure without policies to support it is of very little use. Security policies and
audits for the GIN do not exist. Also, no monitoring tools to track network load,
utilization, traffic patterns, link failures, etc.have been deployed. This poses serious
security risks to the RAK GIN.
 No back up link for the RAK GIN exists; there is no failover / redundant path available
for the departments to connect to EGA in case of primary link failure.

3.2.3. Common Applications

Common Applications are those applications, which can be used across departments to perform
common administrate duties. Even if there are minor deviations in procedures from agency to
agency, the assumption is that the deviations are minor and could be standardized across the
agencies. There are cost savings achieved through using common applications, as the cost of
development of applications across different departments is shared. This also leads to
standardization of processes and adoption of common standards and processes across different
departments. Common applications also facilitate easy and seamless information sharing
between departments.

In this regard, some of the initiatives taken by Government of RAK include:

 Human Resource application: This application has been developed for the Civil
services department, and maintains the records of all government employees in
various RAK departments. It is also used to prepare the payroll list for the payment of

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salaries. The HR section in each department has access to this application. The
application however is limited because it is not directly liked to the payroll of finance
department.

 Time and Attendance system: This infrastructure for recording the time and
attendance system has been deployed in all departments through a common system
and the department HR person has access to view the details of the employees. A
report is generated which is sent to the Civil services department.
 Enterprise Business Portal: This application is an office suite with facilities such as
Correspondence management, internal messaging, discussion board, calendar
management etc. However, due to shortcomings such as the lack of a user friendly
interface, lack of training on the application for new employees and an option
between using the EBP or the manual system it has not been adopted for use by any
of the departments.
 Archival system /Document management system: Most of the departments use
archival systems for scanning paper records to store them digitally. However, they all
use disparate, out-dated systems, and files are sent manually. Introduction of a single
document management system across all departments with encouragement to digital
communication is a great way to save paper and automate the entire government
machinery.
 RAK portal services - eComplaint system: The system has been deployed. Some
of the departments use the system to respond to the complaints on the portal.
However, many of the departments have not resolved the complaints as per the
status on the portal

In summation, some of the limitations of the current system are:

 Current systems have been developed with limited operations and functionality, as
opposed to systems providing wider usage for a wider range of functions within
departments.
 The systems have been developed with the sole intention of automating
operational functionality, as opposed to being developed with an intention of improving
internal efficiency or cost savings (through consolidation of functions).
 Common Applications have only been developed for HR and recording time and
attendance system as opposed to being developed for other common processes.

The following table depicts the maturity of the various common applications that were assessed
as a part of this study.

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Table 5: Common Applications Assessment

3.2.4. Security Infrastructure

As discussed above, the lack of security policies put sensitive government information at high
risk. Moreover, with the implementation of eGovernment initiatives, the dependency on
information chain will be so high, that any breach of information confidentiality or integrity can
directly affect Ras-Al-Khaimah’s national interest. It is therefore important that the integrity of
sensitive government information and data is maintained in the exchange and access of
government data across agencies and departments. Protection of information is necessary to
establish and maintain trust between every government agency and its citizens, visitors, and
businesses. Data integrity is also important as timely and reliable information is necessary to
process transactions and support each department’s operations. To establish and maintain
effective information security it is essential that the Emirate possesses integrated processes,
people and technology in order to mitigate risk, in accordance with risk management policy, and
to ensure acceptable risk tolerance levels.

Current Assessment

Currently, the EGA has a security policy that provides for good practices to be followed for
securing the data information inside the departments, however there is no formal audits, reviews,
and monitoring of the implementation and reporting process for breaches. Most importantly, there
is no independent group that manages the security infrastructure. Therefore, there is no
accountability when it comes to managing infrastructure and hence updating it.

Specifically:

 There no documented security policy in any of the departments.

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 Though the EGA has established a firewall system to secure the servers in EGA and
internet connection in departments is filtered through a hardware firewall, due to lack of
monitoring mechanisms on security-adherence the system is susceptible to failure.
 No security audits of the network are conducted, thus failing to create pressure on
departments to adhere to regulations. Additionally, the lack of audits translates to no
feedback loop on security rules and issues of rule-adherence.
 None of the departments possess capabilities for PKI/ bio-metric authentications
that can be used by department applications requiring authentication, digital signature,
confidentiality, and access control for electronic transactions, thus making sensitive
government transactions insecure.

3.2.5. GIS

A geographic information system (GIS), also known as a geographical information system, is an


information system for capturing, storing, analyzing, managing and presenting data which is
spatially referenced (linked to location). GIS integrates spatial and other kinds of information
within a single system. It offers a consistent framework for analyzing geographical data by putting
maps and other kinds of spatial information into digital form. The effective use of spatially
referenced information is critical to the efficiency improvements towards which departments and
agencies are striving at:

• By embedding GIS in eGovernment workflows Government departments can ensure that


they are “location aware” in the provision of service
• GIS allows access to administrative records – property ownership, tax files, utility cables
and pipes – via their geographical positions.
• A comprehensive GIS system helps in better government decision-making
• Shortens disaster response time and improves decision-making
• Enhances customer service.
• Increases technology return on investment
• Improves data accuracy, accessibility, and integrity.
• Provides better resource and asset management

Currently, RAK Government intends to take up a project for an Enterprise GIS solution that would
not only encapsulate the existing image maps but also develop unique GIS applications for
governance

• As a part of the GIS project , RAK government has established


• A GIS Infrastructure

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• Digitization of existing maps and development of comprehensive Land


Information system
• Development of some applications for different departments for making effective
use of GIS. Currently RAK has identified five departments as part of the project
and envisages GIS to be used by other departments in future
• Data standards are being developed for the storage of spatial data
• The following applications are envisaged to be part of the GIS application
• General Map Handling
• Land Information System
• Sewerage Network Management
• No Objection Certificate
• Integrated Site Plan
• Project Tracking
• Integration of GIS with CCTV
• Administration
• Planning Conditions Application
• Addressing and Routing Application
• Inspection Of Restaurants
• Automation Of Survey Services
• Sign Boards Application
• Building Permit Application
• Vehicle Tracking System

However, even with a strong positioning of RAK on GIS infrastructure, very little work has been
done on creating applications that would make use of this data. Moreover, this need to be done in
the near future as GIS data is prone to becoming outdated and it would be easier to regularly
update the data rather than conduct a fresh survey after the current data becomes outdated. The
following table depicts RAKs maturity levels in the various components of GIS.

Table 6: GIS Assessment


COMPONENT` MATURITY
Complete updated Map system High
Transform existing spatial data to single
Medium
framework
Data standards for spatial data Medium
Departmental GIS Applications Low

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3.2.6. Payment Gateway

Many government services require payments, and when services are delivered over
unconventional channels such as portals, mobiles, etc., secure methods of financial transaction
need to exist. A payment gateway would provide facilities for citizens, visitors, and businesses to
make secure payments to the government using the electronic channels available. The facility
would leads to complete fulfilment for service, and would reduce transactional costs incurred by
payees in traditional modes of payments. With the payment gateway facility, users can make their
payment through credit cards etc. from any part of the globe. Especially, businesses, and visitors
to Ras-Al-Khaimah would benefit though this. Following is an indicative list of services where
payment gateway would play major role in providing convenience to users.

 Payment of utility bills


 Informational Services Related Payment
 Transactional Service Related Payment, etc.

With this facility, a lot of business to citizen services can be availed with ease. Those services
could be booking of travel tickets, booking of hotels, online payment of mobile bill, purchases etc.

Payment gateway has been made available on the eGovernment portal to facilitate payments for
services through the credit card and the e-dirham card. EGA has entered into an agreement with
Ethisalat for using the payment gateway. Government currently bears the fees for using the
payment gateway, but it is planned that at a later date the users will be willing to pay the charges
due to the convenience and security of payment through the portal. Currently, online payment
facility is available for some of the departments like Sewerage, traffic, Municipality (Public
Health), Ethisalat.

3.2.7. Disaster Recovery

A policy for disaster recovery and business continuity planning helps to focus on the long-term
survivability of the e-Government initiative, and to reflect upon other options of risk management
which might be available to the government. Perhaps the most important need following a
disaster is staffing of personnel to implement the damage assessment, recovery, and restoration
phases of the plan. It is important that IT disaster recovery plans do not have a myopic focus
which can lead to overlooking other important strategies to protect the initiative. Business
continuity is a process to protect the people, the information, the physical facility, and their means

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of doing business and not just a plan to manage hazardous materials spills or recover computer
networks following an emergency. The guideline framework should cover these areas:

 Planning for initiative interruption


 Identifying the risks the affect the initiative: not just focusing on the proverbial ‘big-one’
but trying to identify the smaller disruptions that can cause comparable damage.
 Accounting for both internal and external risks
 Detailed information about key internal processes and about services that are planned for
the future
 Details about the policy environment that includes all ICT elements
 People and training: which perhaps is the most important spoke in the wheel of business
continuity and also the single most important factor that can make or break a disaster
recovery plan

Current Assessment

There is no disaster recovery and business continuity plan is existence.

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Strategic Area III—Key Enablers

3.3. Key Enablers

One the best practices observed as part of the review of international eGovernment strategies is
the need to have a programme view to eGovernment implementation. It has been observed that
traditionally, effectiveness of eGovernment projects/ programmes has suffered on account of:

 Limitations of funding or project management mechanisms


 Inconsistent approaches to objective setting
 Agency view leading to funding inefficiencies
 Expenditure orientation instead of service focus
 No uniform technical and process standards
 Complex projects with weak project management
 Low effectiveness despite good project design and implementation

1. Addressing these challenges requires a number of initiatives, which the eGovernment


strategy refers to as ‘key enablers’. The strategy identifies six such enablers necessary for
ensuring success of the eGovernment strategy. The following table summarises the current
as-is assessment:

Table 7: Soft Enablers Assessment


COMPONENT` MATURITY
Standards & Policies Low
Capacity Building Low
Strategic Control None
Monitoring & Evaluation Low
Marketing & Awareness Low
Institutional Structure Medium

3.3.1. Capacity Building

EGovernment projects are not equivalent to conventional IT projects. The focus of the
eGovernment strategy is on service, service levels and sustainability ‘projectization’ and not on
software and hardware. Capacity building seeks to address the skill gaps in the current
system and people. Capacity building in the context of this strategy, refers to the need to adjust
policies and regulations, to strengthen institutions, to modify working procedures and coordination
mechanisms, to increase the skills and qualifications of people, to change value systems and
attitudes in a way that meets the demands and prerequisites of implementing the eGovernment
strategy of Ras-Al-Khaimah.

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Some of the capacity issues that exist within Ras-Al-Khaimah’s Governmental


departments relate to incomplete training on applications by the vendor, and as a
consequence, departments are highly dependent on vendors.

The following were some of the findings of the assessment:

• Lack of specialized training of staff in areas of eGovernment project


implementation: Most of the staff training has been on the basic computer skills.
Additionally, there are no targeted and structured courses to enhance the skill sets of
employees in the areas of e-Government.
• Inadequate/ poor vendor management: This has manifested itself in various ways:
• Incomplete training on departmental applications by the vendor: There are
various IT applications deployed in the departments, and the training on the
usage of these applications was done at the time of implementation. However, no
Manuals and training tools were observed in any of the departments on the
applications deployed. Therefore, even for existing infrastructure, there is a lack
of capacity within departments.
• High dependence on the AMC and external vendors for normal day to day
operations [Applications, IT infrastructure, User Management, etc]. This
dependence translates to inefficiencies created by waiting for vendor response
even for regular operations. It also indicates a lack of control over the vendors
wherein the vendors were unaccountable for imparting training related to the
applications that were deployed
• No service levels have been defined in the new systems/process implemented.
In effect, there are no performance pressures on the vendors to stick to any
standards.
• There is a lack of resources for specific areas of eGovernment projects within the
department. Current capacities are mismatched and stretched. Most of the departments
in RAK have an IT section consisting of a few IT personnel. However, in most of the
departments responsibilities for system administration/network maintenance/project
management/data back up/technical helpdesk are all handled by the same staff.
• Absence of institutionalization of eGovernment capacity building: No institutional
mechanism to provide the required training in eGovernment skills sets.
• There is no ownership of eGovernment projects within the departments to identify,
promote, and implement eGovernment initiatives. Currently EGA and its employees are
the primary champions for eGovernment. However steps need to be taken to ensure this
skill percolates to all the other departments as well.

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• There is no knowledge sharing mechanism amongst various departments on the


common issues faced during eGovernment program implementation
• There is a lack of dedicated awareness campaigns within the staff and public about
eGovernment initiatives. Some disjointed programs have been undertaken to increase
citizen awareness about the www.rak.ae portal. There have also been training programs
undertaken to teach the staff on the usage of software. However, in both the cases, no
consistent follow up actions have been training to ensure sustainability of the campaigns.

3.3.2. Common Standards and Policies

This is an important set of components required not only to develop trust and confidence in new
systems but also in ensuring consistency and harnessing synergies accruing through various
projects. Formal policies on meta-data standards, data exchange, knowledge management,
reuse of information need to be developed at the national level while policies on IT Security,
Disaster Recovery, and BCP etc. should be formulated at the departmental level.

• Standards help in the developments of systems for data/information exchange across the
varied technology platforms in different departments.
• Act as guidance to the departments which have lagged to design better systems from the
first day
• Data loss is one of the primary concerns of eGovernment. Properly designed and
implemented systems will reduce the chances of loss of data
• Helps in increasing the awareness on the Information security, which can help in prevent
accidents in future

Currently, there is no defined technology /enterprise architecture framework for the RAK
eGovernment. Some broad issues that came-up during assessment were:

 Weak implementation of policies that have been formed so far: Even though an IT
security policy has been designed in EGA, the policy has not been fully implemented,
and there is no enforcement for the implementation of the same.
 Lack of awareness of policies with the departments: In none of the departments
visited, there was awareness for the requirement of a documented policy.
 Variation in standards across departments for initiatives: Some of the
standardization in hardware and software has been achieved due to centralized
procurement by EGA but for projects and initiatives, there are no standards and
guidelines.

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 Absence of institutional mechanisms to develop and implement common


standards and policies: No agency has been formally designated the role of drafting/
dissemination of standards and policies.
 Lack of policy analyses that would accompany eGovernment implementation: In
terms of legal architecture that would facilitate the implementation of the strategy, even
though Ras-Al Khaimah has an established eGovernment vision, the policy changes that
the vision induces are not laid out or examined yet.

The following tables depict Ras-Al-Khaima’s status against some of the more specific areas of
policies and standards .

Table 8: Common Standards and Policies Assessment

S. No. Policy RAK Status


1 IT Security Designed but not
implemented
2 Meta data standards Do not exist
3 Privacy Do not exist
4 Disaster Recovery and Business Continuity Do not exist
Planning
5 Software Architecture Do not exist
6 Training Do not exist
7 Service Level Agreements / Citizen Do not exist
Charters
8 eServices SLA Do not exist
9 Software Development Lifecycle Do not exist
10 Middleware Do not exist
11 Hardware Do not exist
12 Change Management Do not exist
13 Marketing & Awareness Do not exist
14 PPP policy Do not exist

3.3.3. Monitoring and Evaluation

A comprehensive monitoring and evaluation framework would help Ras-Al-Kahiamh improve


performance and achieve results for all strategy components and help in making informed
decision making. The objective of the M&E Framework is to enhance effectiveness of

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eGovernment strategy by establishing clear links between past, present and future interventions
and results. Design imperatives for the framework include:

 Providing a common approach to track progress of all strategy components. The M&E
Framework is critical in enabling the monitoring of the progress of all the projects, which
are in different stages of implementation. It will help create an institutional mechanism for
organization, formulation, activation, monitoring, reporting, controlling and dissemination
of M&E results for all the projects
 Measuring customer centric outcomes would help in monitoring the outputs/outcomes of
the projects and measure impact on improvement in citizen satisfaction level quality of
services delivered.
 Learnings from the past would contribute to informed decision making. The M&E
Framework should help in identifying the delay/issues for timely resolution. It would also
help in identifying problems in the performance of projects and provide options for
corrective actions
 Facilitate in-depth monitoring and evaluation of projects that have high relevance for
citizens, residents and businesses.
 The M&E Framework would track changes from baseline conditions to desired outcomes
(achievement of the defined services level) and to validate what results were achieved,
and how and why they were or were not achieved

Currently, Ras-Al-Khaimah ranks low on the development and implementation of


monitoring and evaluation mechanisms for assessing eGovernment initiatives.

• Success criteria or performance parameters for projects have not been defined:
The service levels have not been defined for various services across government
departments and for the services provided through eGovernment channels.
• The government has started a program for Excellence in Governance, as Sheikh Saqr
program for Excellence in Government. As a part of this program, the departments are in
the process of defining their KPI and KPO.
• The current monitoring mechanisms at the departmental level are very limited: the
only monitoring done for the eGovernment is the dash-board which provides the following
information
• No. of e-complaints filed and resolved for each department

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• Total payments made using the portal.


• Transaction being tracked for the departments

Furthermore, there is no evaluation of performance, as some department have not


resolved any of the complaints

• As part of evaluation report, a survey was conducted on the uptake of the eServices. The
survey results pointed to very poor uptake of the eServices.

3.3.4. Marketing and Awareness

A national awareness, education and marketing campaign is essential to ensure that potential
customers know about the eGovernment services being rolled out, aspire to use them and are
able to conveniently use them. Raising awareness through informational and educational support
is an ongoing activity, but specially designed and timed campaigns will be needed, for example,
to coincide with the launch of specific services or to target a particular customer group. Such
campaigns must serve the overall goal of changing customer attitudes and, critically, their
behaviour in favour of using eGovernment services. A common central strategy is needed to
guide the government-wide branding and marketing initiative within which more focused and
short-lived campaigns can be accommodated.

• Targeted campaigns would serve the goal of changing citizen attitudes in favour of using
e-Government services.---channel migration strategy

• Builds credibility for the e-Government strategy

• Drive higher participation across the various target segments

• Drive confidence amongst businesses to attract investment

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Currently, RAK’s maturity level for marketing and awareness is low. There have been some
initiatives undertaken by the government; however they seem to be sporadic in nature.
Concerted, comprehensive campaigns to increase awareness about eGovernment are
missing. More specifically:

 To encourage use of eservices, the government is subsidizing online payments by paying


the payment gateway and credit card charges for financial transactions on the portal.
 Though there is no dedicated eGovernment awareness campaign, RAK intermittently
runs a service / project specific advertisement and awareness campaign using pamphlets
and advertisements on hoardings to inform the customers about new services.
 Additionally, there is no intervention in terms of improving the IT literacy and access to
computers and the internet on the emirate level.

3.3.5. Strategic Control

Outsourcing of IT functions (Development of applications, maintenance of System ) is a common


trend even on government. However, maintaining a Strategic Control over the IT assets is a
major challenge in such outsourcing models. Strategic Control is defined as the authority of the
Government to have complete control over the strategic assets, (software application, databases
and core infrastructure) and to achieve “real control”. The same includes ensuring that:

i. the application system and the databases are designed, developed, installed, and
managed exactly in conformance with the procedures laid down for delivery of Services,
ii. the system does not perform functions and activities not provided for or contemplated by
the prescribed procedures
iii. the security of the database and application systems is of the highest order following
international standards
iv. no changes are made to the application system and the database without specific
approval of the Government and that the Government has the required access to ensure the
same
v. the IT vendor operator has no right over the system and also cannot access the system
beyond their prescribed authority
vi. the processes, including legal enablement and capacity within the government are in
place to take takeover the entire system in case of an exit of the service provier (premature or
planned

Current Assessment

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The following is the overall assessment of the department on the strategic control:

• Inadequate/ poor vendor management: This has manifested itself in various ways:
• Incomplete training on departmental applications by the vendor: There are various IT
applications deployed in the departments, and the training on the usage of these
applications was done at the time of implementation. However, no Manuals and training
tools were observed in any of the departments on the applications deployed. Therefore,
even for existing infrastructure, there is a lack of capacity within departments.
• High dependence on the AMC and external vendors for normal day to day operations
[Applications, IT infrastructure, User Management, etc]. This dependence translates to
inefficiencies created by waiting for vendor response even for regular operations. It also
indicates a lack of control over the vendors wherein the vendors were unaccountable for
imparting training related to the applications that were deployed

3.3.6. Institutional structure

For the effective implementation of eGovernment initiatives, a supporting institutional framework


is necessary with the responsibility for guiding and monitoring the direction of the e-governance
activities across the government.

The government of RAK has realized the importance of the need for the centralized institution
mechanism for eGovernment. EGovernment Authority was established in 2004 in conformity with
a crown decree of His High Sheikh Saqr Bin Mohammed Al-Qasimi, Ruler of RAK Emirate. EGA
is the sole party responsible for eGovernment in RAK.

The identified role for the EGA is:

 Daily eGovernment operations


 Providing help and support for eGovernment users
 Providing guidance to other RAK government departments
 Overseeing and/or performing application development
 Setting and imposing technical policies and standards
 Supplying and maintaining the network security and eGovernment infrastructure
 Developing standard architecture guidelines for all departments

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The approved organization structure for the EGA is depicted in the Figure below:

Figure 3: EGA Organization Structure

The established of the EGA (Electronic Government Authority), a centralized agency to co-
ordinate and implement eGovernment project has been a major step in the establishment of an
institutional structure. However, EGA currently does not fully have the required bandwidth and
skills to drive eGovernment projects. The current Organization of EGA does not have the BPR,
management experts for identification and management of overlaps in functions and core
infrastructure including service delivery mechanisms and integrated services. The following
describes the current scenario in RAK with respect to eGovernment institutional structure.

• All IT related products and services within the government are sourced through the EGA
leading to standardization and consistency in procurement of hardware and software.
However, this has also lead to the perception that EGA is only as a procurement
agency, rather than an eGovernment facilitating agency. Moreover, it is also limited in its
capacity to manage and implement eGovernment projects. It does not have systems and
processes in place for project appraisal, technology and vendor management.

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• No exercises have been undertaken to formulate an EA framework that would set up an


appropriate institutional structure; the solution architecture is largely vendor driven
pointing to the larger issues of vendor management.
• Resources within the EGA are scarce, their capacities are stretched, and there is a
mismatch between their skills and their responsibilities:
• Currently EGA has 22 employees. This also includes the support staff required
for the normal organization functioning and five employees which the department
has provided to the other government departments. Out of the total staff for EGA,
only 5 are directly involved in functions related to main EGA objectives

 The EGA staff is handling multiple responsibilities across unrelated functions


such as project management and procurement, data centre operations and
administrative issues, etc.
 There is no designated staff in the EGA for functions such as the eGovernment
Process improvement, providing training to the staff [Trainers] on IT skills.
 The department also lacks key technical resources like System administrator
required for the management of the common applications.

Organisation architecture here addresses only the IT organisation within the agencies. However,
key personnel responsible for service delivery and senior leadership are also required to form a
part of the overall eGovernment organisation.

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Department Assessment

3.4. Overview of the As-Is Assessment Departments

As part of the study detailed analysis to assess prioritised departments with respect to the
initiatives taken towards e-Government and ICT, Services delivery mechanism, ICT infrastructure
along with the human resource competency was taken up. Accordingly, a questionnaire was
designed to collect all the relevant information from these departments.

As a part of the information collection process, meetings were conducted with the department to
create basic awareness of e-Government, while giving the background of the project and
explanation of the questionnaires to be filled. Subsequently, multiple visits were made to each of
the respective departments for further clarification, assistance in filling up the questionnaire and
validation of the information captured in the process. Based on the information collected,
department-wise detailed assessment report including the questionnaire has been prepared. A
summary of the same is placed in this section.

All the above mentioned agencies were assessed based on the four dimensions to comprehend
the maturity level of the department. The details of these dimensions along with their assessment
criteria are explained below:

3.4.1. Services

In order to assess the present capability for delivering the services electronically, 3 parameters
were examined as illustrated in table below:

Table: Services Assessment Criteria

Parameter Assessment Criteria


• Formal citizen charter is available mentioning all the services available for
Citizen Charter
citizen / business with service levels
Service • The department has internal IT systems for automation of work for service
Automation / IT delivery
application • The IT application is ready for online service delivery
Interface with
other • Whether the department has IT system for transfer of data incase service
departments fulfilment requires information/interaction with other departments
Alternate • The department is providing some of the services through channels other
channel for than department channels
Service • Provision for department service online through RAK portal

Citizen Charter:

The department have no formal documentation of their service charter.

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Service Automation/IT Service enablement

Most services provided by the Government to the residents or businesses alike are currently far
from being online. The 4 levels of e-readiness (of services) and their interpretation are as given
below:

Levels of Service readiness for Online Delivery

Level 1 Service is ready for Online Provisioning

Level 2 Application needs to be developed / modified for Online Provisioning of


Services
Level 3 Data associated with a Service is in manual form and needs to be digitized
before its Online Provisioning
Level 4 Process / Legal Change required for Online Provisioning

Interface with other department

Once all the services are automated, integration of all these services will be very critical for the
efficient operation of the department. Once integrated, the output of one process should be used
as the input to the next process, thus reducing lot of redundancy and drastically reducing the
operation time. As this is a mature stage of the e-Government implementation, to reach here a lot
of Business Process Re-engineering exercises needs to be carried out.

Based on the above sub-parameters the departments are rated which are given as follows:
Department Service CharterService Alternate Existing Overall
Availability Automation/ ITchannels forinterface withService
application service other deptt. Rating
delivery
Civil services Low Low Low Low Low
Court Low Medium Low Low Low
Customs and Ports Low High Low Low Low
Economic Development Low High Medium Low Low
Finance Low Low Low Low Low
Land Low Medium Low Medium Medium
Municipality Department Low Medium Low Low Low
Public Works and Low Low Low Low Low
Services department
Saqr Port Low Low Low Low Low
Sewerage Authority Low Medium Medium Low Low
Town Planning and Low Low Low Low Low
Survey

3.4.2. ICT Infrastructure and Policy

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One of the major area for which information was collected from the departments is the current
ICT infrastructure they have. Overall assessment of the department was carried out based on the

parameter mentioned in the table below.

Parameter Assessment Criteria


• Availability of Servers / and adequate number of PCs for
Hardware staff with required peripherals.
• Other It support hardware like storage system ec.
• Availability of software packages for regular usage e.g. MS
Office
Software
• IT application for department functions and interface to other
applications
• Availability of LAN
Connectivity
• Connectivity to RAK GIN
Document
• A system for scanning the incoming/outgoing paper
Management/Archival
documents for storage and easy retrieval
system
Standard & Policies • Availability of organizational level policies for e-Governance

Hardware

It was found that most of the departments have stand alone PCs and server with basic
peripherals like UPS, Printer etc. The departments which have taken some of the eGov initiative
in recent past have hardware like servers, storage devices etc.

Software

Most of the departments use common software like MS Office, and some deparment application
has been developed in some cases..As mentioned earlier, some of the departments have recently
taken steps towards e-Government initiative. These departments particularly have customised
software, server management software, data-base etc.

Connectivity

All the departments have been connected on the RAK GIN and have integerated LAN.

Standard and Policies

In none of the departments, there was any documented standard or policy on IT infrastructure
and security.

On the basis of the above mentioned four sub-parameters all the selected agencies are
rated as follows:

Department Hardware Software Connectivity Document Standard Overall


management/ and Policies Assessment
Archival
system

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Civil services Low Medium Medium Medium Low Medium


Court Medium Medium Medium Low Low Low
Customs and Ports High High Medium Medium Low Medium
Economic Development Medium Medium Medium Low Low Low
Finance Medium Low Medium Medium Low Low
Land Medium Medium Medium Low Low Medium
Municipality Department Medium Low Low Low Low Low
Public Works and Medium Medium Low Low Low Low
Services department
Saqr Port Medium Medium Medium Low Low Medium
Sewerage Authority Low Low Medium Low Low Low
Town Planning and Medium Low Medium Medium Low Medium
Survey

3.4.3. People Capabilities

The departments have been assessed on the following parameters

People Capabilities Assessment Criteria

Parameter Assessment Criteria


• Basic IT literacy of the functional staff
ICT literacy
• Advanced IT skills of the IT sections
• IT section managed by people formally trained in IT project
IT Project management skills
management skills
• Staff in the IT section with the formal trained capability in software
In-house IT Capability
development, network management, system administration, MIS

ICT Literacy

In general, ICT literacy is medium across all the departments / agencies. Wherever there is any
department specific ICT tool / software, in most of the cases, knowledge of these are confined to
system analyst / system department.

IT project management skill

The IT project management skills are at very low level in the department. There are no formal
project review mechanism and reports for the IT project implemented in the departments.

In-house IT capability

The level of In-house IT capability for developing and maintaining their own IT infrastructure is
assessed to be very low in the departments.
Department ICT IT project In-house IT Overall
Literacy management skills capability Assessment
Civil services Low Low Low Low
Court Low Low Low Low
Customs and Ports Medium Low Medium Medium

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Economic Development Medium Low Low Low


Finance Medium Low Low Low
Land Low Low Low Low
Municipality Department Low Low Low Low
Public Works and Services department Medium Low Medium Medium
Saqr Port Medium Low Low Low
Sewerage Authority None None None None
Town Planning and Survey Medium Low Low Medium

3.4.4. Summary of the Findings of Departmental Assessment:

On the basis of the evaluation done using the four dimensions and their parameters, all the
departments were then rated. The following is a summary of the department assessment:

 The IT applications in most of the department need to be upgraded to provide end to


automation of functions/services
 The departments do not have interface built for information exchange between departments
 The current systems in departments are not designed for online service delivery
 The departments are in urgent need of capacity building to improve IT skills and project
management skills
 There are no documented standards and policies followed across the departments leading to
person dependent processes
 The departments do not have the in-house capability on advanced IT skills and hence this is
leading to excessive dependence on the external vendors and loss of strategic control on the
IT assets of the department

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Annexure I- As-Is Data Collection Questionnaire - Introduction

eGovernment Authority, RAK is creating an action plan for comprehensive implementation of e-Governance over the next 3 years. The services of
PricewaterhouseCoopers have been retained for this important initiative. As a part of this initiative, this questionnaire seeks to collect information
on functions, services, delivery channels & level of computerization of your organization. As an appreciation of the fact that service / business
owners are best equipped to answer questions related to services and procedures while the details of computer applications and IT infrastructure
may best be answered by the IT section of the organization, the questionnaire has been divided into the following 2 parts:
Part A: Contains questions pertaining to business and procedural aspects of services / transactions
Part B: Contains questions that seek information regarding the IT infrastructure and software applications

Wherever, the space provided in this questionnaire is found to be insufficient, please provide the details in separate attachments.

In case of any queries/ clarifications please contact:


Raid Alabduli, Senior Engineer, eGovernment Authority, RAK email: raid@ega.rak.ae; Mobile: 507691855
Abdul Baset Mohammed Moosa, eGovernment Authority, RAK email: abdulbaset@ega.rak.ae; Mobile: 503771339
Narendra Singh, Principal Consultant, PwC; Mobile: 557930695, email : rak.ega@in.pwc.com
Anurag Johri, Senior Consultant, PwC; Mobile: 557930683, email : rak.ega@in.pwc.com

Your whole hearted participation and cooperation in this initiative is a prerequisite & critical for success of the project. We thank you for your
continued support and cooperation

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As-Is Assessment Report—Ras-Al-Khaimah

Part A-
I. Preliminary information of the Organization
a) Name of the
Organization
b) Website address, if
any
c) Head of
Name Designation
Organization
d)
Contact Person Designation
Name
e)
Address (Head
Office)

f)
Phone: Phone:
Contact details
Head of
FAX: Contact FAX:
Organization
Person
g)
Fax No e-Mail: e-Mail:

h)
Please tick the following documents as applicable to your department (provide a copy of the applicable documents)

1 Organization Structure Applicable Not Applicable

2 Annual report Applicable Not Applicable

3 Key Statistics Applicable Not Applicable

4 SSPGE performance Report Applicable Not Applicable

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5 Citizen Charter Applicable Not Applicable

n) Stated Vision, Mission and goals of the


department
o) Statutes / decrees that govern the
department

II. a. Services offered by the Organization (GENERAL INFORMATION)

S.No Name of the service Category Frequency as per the Transaction Fees Is Legal/ Interfaces with other
(G2B / G2C / statute / decree incl. ** Process Change organizations during
G2G) the name of the Required for the service delivery &
statute/ decree delivery thru types of linkages
electronic
channels?
1.

2.

3.

4.

5.

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II. b. Services offered by the Organization

S.No Name of the service Associated IT Number of transactions processed in last 12 months. Time taken Potential Approx.
software to deliver increase in number of
If the service is not delivered through any of the channels given below, pl describe the service transactions visits by the
the same in “Any Other” column below and provide the number of transactions by the expected customers
organization to avail the
service

1. Counter Internet Call Center Any other Total

2.

3.

4.

5.

6.

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III. Details of the Key Internal Processes performed by the Organization

Accounting and Budgeting


1. What was the total budget for your department for the last years 2006 2007

2. What was the % utilization of the budget?

3. How are the payments made (though department /Finance department


a. Employees
a. Vendors
6. How is the communication sent to the department for payments/budgeting to the finance department?

7. What systems /process are used to provide MIS to finance department? Frequency of MIS reports

8. Do you currently use any accounting software? Please name the software , if yes
Procurement
2006 2007

9. What was your annual procurement expenditure for the last two years (factual data or approx.)
10. Procurement expenditure split
a. IT related
a. Non-IT related
Please answer the following questions separately for IT and non-IT procurement.
Non-IT procurement
13. How does procurement take place (Centralized-within department/decentralized)

14. How many staff members are involved in the procurement process?

15. How many vendors took part in the procurement exercise?

16. Average value of single procurement Largest procurement (by value) Smallest procurement (by value)

18. Do you use any electronic means for procurement? If yes, how

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IV. Human Resources

a. Organization details

Headed By No of offices No of people No. of IT Staff No of IT Staff


(designation) (in-house) (out-sourced)

Head Office

Other offices (if any)

b. Details of IT organization
Please provide details of the staff performing the following functions
S. Function In-house Outsourced For the in-house staff, please provide the number of people
No staff formally trained/certified in the function

1. Software development

2. Network maintenance

3. Hardware maintenance

4. System administration

5. Database administration

6. Data entry operator

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V. a. Details of eGovernment initiatives planned/in-development

S. Name of the Functional objective of the initiative Desired benefits Expected Current If any Public
No eGovernment initiative) & coverage timeframe status1 Private
(e.g., Services offered /Automated for Participation
under the Project targeting Urban/ Completion (PPP) models
Semi urban areas) are planned
(Yes / No)

1.

2.

3.

4.

V. b: Please provide a copy of the eGovernment action plan / strategy for your organization if any

V. c. Policy Environment

a. Does the organization have a formal policy / guidelines / standards, in respect of any of the following? If Yes please
attach a copy of the policy document

Yes No
S.No.

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IT Security
1.
Meta data standards
2.
Privacy
3.
Disaster Recovery and Business Continuity Planning
4.
Software Architecture
5.
Software Development Lifecycle
6.
Middleware
7.
Hardware
8.
Training
9.
Change Management
10.
Marketing & Awareness
11.
Service Level Agreements / Citizen Charters
12.
eServices SLA
13.
PPP policy
14.

b. Are there formal reviews to ascertain compliance with the above policies? If Yes, name the policies for which reviews
were held and the periodicity of the same

VI. Key concerns of the Organization

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PART B-

I. Details of IT infrastructure deployed in the Organization

a) Software Applications

S.No Application Application details Data Digitization Deployment Architecture Access & Hosting Interfaces Number of
Name ( Programming status (No. of (Centralized/distributed/standalone) Authentication locations (EGA / with other locations and
language, years for which ( password / department / applications users for the
database etc.) digital data is biometrics/ password outsourced) application
available) + biometrics, token)

1.

2.

3.

4.

Please provide the above details for eGovernment initiatives in the development stage also.

b) Hardware Details

Please provide the details in respect of hardware inventory of the Organization (quantity in numbers)

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S.No. Item Name HO Other Office(s)

1. Desktop PCs

2. Application Servers

3. Database Servers (specify name)

4. Mail servers (specify name)

5. Back up servers (specify name)

6. Networking Equipment (Switches / Routers / IDS) etc.

7. Biometric devices / RSA tokens / Digital Signature certificates

c) Networks
S.No. Network Architecture of the Organization (Centralized/ Decentralized/ Hybrid)

8. Are offices of the Organization interconnected through RAK Government Information Network? Please mention, if any other network is Yes No
used. □ □

9. If yes, then number of locations (offices) are connected

10. If yes, then what is the bandwidth connectivity

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11. Is there a centralized data center for the Organization Yes No


□ □

12. Is there any storage and archival of data at the departmental locations. Yes No
□ □

13. Is e-mail used for communication in the Organization Yes No


□ □

S.No. HO Other Office(s)

1. Do the offices of the Organization have LAN? Provide answer in Yes / No.

2. If yes, then how many terminals are connected


(On an average per location)

3.
Is internet connection available? (Provide Yes / No)

4. If ‘Yes’ above:

5. Number of PCs on which internet is available?

6. Is the connection through Dial up / Proxy, Cable , or VSAT

7. Internet speed (mention the units – kbps or mbps)

II. Policy Environment

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As-Is Assessment Report—Ras-Al-Khaimah

a. Does the organization have a formal policy / guidelines / standards, in respect of any of the following? If Yes please
attach a copy of the policy document

Yes No
S.No.
IT Security
1.
Meta data standards
2.
Privacy
3.
Disaster Recovery and Business Continuity Planning
4.
Software Architecture
5.
Software Development Lifecycle
6.
Middleware
7.
Hardware
8.
Training
9.
Change Management
10.
Marketing & Awareness
11.
Service Level Agreements / Citizen Charters
12.
eServices SLA
13.
PPP policy
14.

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b. Are there formal reviews to ascertain compliance with the above policies? If Yes, name the policies for which reviews
were held and the periodicity of the same

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