Ministry of Information and Communications Technology (MOICT) Jordan e-government Program. e-government Strategy

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1 Ministry of Information and Communications Technology (MOICT) Jordan e-government Program e-government Strategy

2 Table of Contents 1. Executive Summary Introduction Background Document Purpose Document Structure e-government in Jordan National e-government Vision Alignment with National Agenda National e-government Objectives e-government Stakeholders Benefits of e-government e-government Services Jordan s strategy for service delivery Classification of e-government Services e-services Managed Services Support Services Four Pillars of e-government Institutional Framework Legal Framework ICT Infrastructure Business Level... 49

3 6. e-government Performance Indicators Critical Success Factors and Risks... 60

4 1. Executive Summary This document presents a strategy for development and implementation of electronic government e- Government in Jordan for the period between mid of 2006 and end of The Strategy reaffirms e- Government to the goal of delivering high-quality customer-centric and performance-driven services to e-government customers. By closely aligning with the National Agenda, e-government will contribute to Jordan s economic and social development, as well as the transformation into a competitive, innovative knowledge society. This document represents an important cornerstone in the evolution of e-government in Jordan. Using lessons learned from Jordan s initial phase of e-government, and leveraging global best practices, this Strategy will guide the government and other key stakeholders whose ownership and leadership are vital to delivering e-government services in Jordan. e-government Vision E-Government in Jordan is dedicated to delivering services to people across society, irrespective of location, economic status, education or ICT ability. With its commitment to a customer-centric approach, e-government will transform government and contribute to the Kingdom s economic and social development. The Strategy crystallizes this vision into objectives; it presents priority e-government initiatives and projects; it identifies targets and milestones to facilitate performance control and raises accountability by clearly defining the responsibilities of key stakeholders. e-government Stakeholders E-Government users, Government entities, the e-government Program, the to-be-established National e- Government Steering Committee, Private sector and non-governmental partners, Political leaders, are all stakeholders of e-government. In a customer-centric world, e-government starts with users (citizens, businesses, government entities and government employees), who are the primary stakeholders of e-government. As the providers and users of e-government services, Government entities and the e-government Program are also major stakeholders. Increasingly, private sector partners are becoming more involved in services delivery to users and in providing operational control and infrastructure maintenance services. As representatives of citizens, Jordan s political leaders are in many ways the ultimate owners of e- Government. Commitment, engagement and active ownership at the highest political levels are vital drivers for accountability of government entities for e-government progress; public investment in core e-government efforts; policymaking needed for e-government; and public sector reform that is essential for service delivery. Political determination and steady financial commitment should not be underestimated; e-government, as in every country, requires initial investment that pays-off in the long term. June 14 th, 2006 Page 4 of 63

5 e-government Services E-Government in Jordan is about the delivery of services to targeted customer segments. These services vary in nature and objectives. Some are forward-facing (e.g., designed for external customers) and some are inward-looking (e.g., aimed at enhancing government efficiency). The delivery of e-government services will be service-oriented, customer-centric, and results driven; it will be supported by modular, interoperable and re-usable ICT components and will leverage multiple access channels. It will be facilitated by an adequate mix of ownership. Ultimately, e-government services will transform the way citizens, businesses, and government entities and employees interact with government. The successful delivery of e-government services rests on a number of foundations in the areas of institutionalization, laws and regulations, technology, and business factors, identified as the four pillars of e-government. Four Pillars of e-government Institutional Framework: robust institutional mechanisms are an absolute necessity to manage e-government. Best practices show that success in e-government requires: (i) effective interagency coordination; (ii) centralized, accountable e-government authorities; and (iii) direct, regular access of e-government authorities to political leaders. Priority actions include: Creation of ministerial e-government National Steering Committee (egsc) headed by the Ministry of Information and Communication Technology and including members from the several governmental entities; activation of NITC as a body to monitor compliance with e- Government policies and standards; establishment of standardized e-government Units within each Ministry and inter-agency working groups to coordinate key cross-governmental policies and initiatives; and definition of regular reporting mechanism to political leadership (Prime Minister) for e-government Program and ministries. Legal Framework: development of an effective legal framework for e-government requires close coordination and communication among entities in the drafting and enforcement of laws and regulations. Priority areas include governance (obligations of government entities towards e-government), online transactions (regulations addressing e-commerce needs), information security regulations and establishing an enabling framework for Public-Private-Partnerships. ICT Infrastructure: ICT infrastructure is a prerequisite to e-government. Long-term investment in ICT infrastructure is critical to e-government services and Jordan s long term development. At the ICT level, e-government is best served by establishing a common technological direction that applies to all government entities / industry partners and their individual ICT architectures. This will enable government entities and their partners to deliver e-government services in an integrated manner. Priorities include: development of guiding principles; establishment of a federated enterprise architecture; development of both standards and information security. Business Level: for e-government to be truly service-oriented and customer-centric, government must transform the way it conducts its business by becoming more transparent and

6 more accountable. At the business level, e-government will require close attention by the e- Government Program and government entities executing projects particularly in the areas of capacity building, change management, project lifecycle management and communications and marketing. Critical Success Factors Important critical success factors for e-government in Jordan include: Sponsorship and buy-in from leadership at all levels in government Activation of the National e-government Steering Committee egsc. Availability of resources, for example budgetary support and existing ICT assets. Availability of ICT and business skills needed to implement and manage e-government. Productive cooperation among government entities in decision-making. Empowerment of the Program to secure buy in from other government entities. Sustainability of the e-government Strategy implementation despite political changes.

7 2. Introduction 2.1. Background The Government of Jordan s national e-government initiative, launched by His Majesty King Abdullah II, aims to drive the nation s transformation into a knowledge society founded on a competitive, dynamic economy. Jordan remains committed to this national vision. As part of its efforts to transform its society, economy and government, Jordan is pursuing a national e-government strategy that aims to: Deliver high-quality services to consumers, businesses and organizations; Improve government performance and efficiency; Enhance Jordan s competitiveness; Ensure public sector transparency and accountability; Reduce cost and increase ease of interacting with government; Promote development of Jordan s ICT sector; Develop skills within the public sector; Boost e-commerce activities; and Improve information security. Jordan focused on an initial set of programs to serve as "building blocks" for e-government as outlined in Launching e-government in Jordan: Readiness and Approach, a report presented to H.M. King Abdullah II in September In 2001, Jordan s Ministry of ICT launched its e-government Program. During its initial phase, the Program was guided by a comprehensive e-government Blueprint and Roadmap developed in To meet its goals for improving delivery of services and government efficiency, the e-government Program has, over the past five years, initiated major projects including: Completion of two phases of the Secure Government Network (SGN) which provides connectivity, Internet and services to 18 government entities. Preparation of five fast track vertical e-services for government departments 1 already launched. 1 Including Drivers and Vehicles Licensing Department, Income Tax Department, General Sales Tax, Department of Lands and Survey, Companies Control Department and Telecommunication Regulatory Commission

8 Establishment of a state-of-the-art Operations Center that hosts the SGN and will eventually host other e-government components and services. Launch of e-government Information Portal first phase of the e-government Portal that will offer information and directory services about the Government of Jordan is expected in Ultimately, the portal will be a one stop shop for user interaction with all Government of Jordan entities. Launch of the first phase of the Contact Center that supports the 18 government entities connected to the SGN Completion of comprehensive information security roadmap for the Government of Jordan, produced as part of the Security Assessment Project. Provision of nearly 7,900 training opportunities including programs on ICT literacy, project management, vendor certified training programs and IT professionals. Definition and prioritization of the e-government Portfolio of cross-governmental services for the Second Wave of the e-government Program for the coming three years 2.2. Document Purpose This document presents a strategy for e-government in Jordan. It is designed to closely link Jordan s e- Government efforts with national priorities. This e-government Strategy and accompanying e-government Roadmap are products of a strategic planning exercise that collected lessons learned and best practices from the past three years. e-government Strategy and accompanying e-government Roadmap will guide e-government implementation for the period by: Reaffirming e-government in Jordan to the customer-centric delivery of services and information; Presenting priority e-government initiatives and projects; Identifying targets and milestones to ensure performance excellence; and Raising accountability by clearly defining the responsibilities of key stakeholders. E-Government in Jordan at all times will seek to be guided by international standards and best practices, tailored to Jordan s specific requirements and constraints. The Strategy and the Roadmap are intended to guide the efforts of government entities and other key stakeholders, whose ownership and leadership are vital to delivering e-government services in Jordan Document Structure The document consists of five main sections:

9 e-government in Jordan describes Jordan s e-government vision, objectives and essential stakeholders in its e-government readiness and success. e-government Services describes the heart of e-government in Jordan, the public services that will be delivered to users. Four Pillars of e-government describes the four major components that serve as the foundation for the delivery of e-government services and information. e-government Performance Indicators describes approaches to measuring the progress of e- Government at the national, Program and project levels by application of key performance indicators (KPIs). Critical Success Factors and Risks describes the major factors that will impact the success of e- Government in Jordan as well as the most significant risks in e-government.

10 3. e-government in Jordan 3.1. National e-government Vision E-Government in Jordan is dedicated to delivering services to people across society, irrespective of location, economic status, education or ICT ability. With its commitment to a customer-centric approach, e-government will transform government and contribute to the Kingdom s economic and social development Alignment with National Agenda E-Government in Jordan is not a policy standing in isolation; it is an integral element of the Kingdom s National Agenda. Jordan s overall strategy and objectives for service-oriented e-government (and those of the e- Government Program) must align with larger national priorities for socio-economic development and government transformation. Specifically, e-government efforts will further Jordan s economic and social development, public sector reform and development of the ICT sector. Consistent with these national agendas, e-government will, among other things, contribute to improving: Citizens opportunities for social development. Government s openness, effectiveness and efficiency in serving citizens and businesses, as well as governmental efforts related to financial reforms and skill development for public sector employees. Businesses ability to innovate, invest and grow in an environment that is transparent, less costly to do business and less bureaucratic National e-government Objectives E-Government will drive a paradigm shift in Jordan by delivering better services and better government. To achieve this, e-government in Jordan has set key, measurable objectives: Improve service delivery and the quality and speed of government s interaction with citizens and businesses as well as among government entities. Improve responsiveness to customer needs by using new modes of contact to provide public sector information and services.

11 Increase transparency of government by increasing the availability of information and accessibility to services. Save time and money by improving efficiency in government processing, in part through use of common technology standards, policies and a federated architecture, as well as contributing to financial reform within the public sector. Create positive, spin-off effects on Jordanian society through the promotion of ICT skills development within government, businesses and households that will strengthen Jordan s economic competitiveness. To succeed, e-government requires a major shift in public sector perspectives. Public entities must see citizens, businesses and other government entities as their customers and focus on needs of these customers. In other words, they must become more customer-centric. E-Government can also help change how citizens, businesses and employees see government. However, government must change first. To be truly customer-centric, the cultural and operational practices of government require fundamental transformation. A true service orientation must define everything it does, and it must be constantly results-driven in its execution. To drive this transformation and fulfill its objectives, Jordan will focus on four pillars of e-government: (i) Institutional framework; (ii) Legal framework; (iii) ICT infrastructure; and (iv) Business. Together, they represent the foundation for e-government services e-government Stakeholders E-Government by definition requires the active participation of many stakeholders, both within and outside government. Together, these stakeholders share ownership of e-government. The primary stakeholders in Jordan s e-government are: e-government Users In a customer-centric world, e-government starts with users the people who use e-government services. Users represent a wide variety of needs, expectations and interests, and fall into four general categories: Citizens who are users of G2C services. Businesses who are users of G2B services. Government entities which are users of G2G services. Employees of government who are users of G2E services. These user categories include nationals as well as foreigners, investors and others with interest in Jordan. Political Leaders

12 As the people most directly accountable to citizens (and all other users of e-government services), political leaders are major stakeholders in e-government. Indeed, as representatives of citizens, Jordan s political leaders are in many ways the ultimate owners of e-government, together with users. Political commitment, engagement and active ownership of e-government at the highest levels of government are vital to its success. Specifically, e-government asks political leaders to: insist on accountability of government entities for e-government progress; secure adequate public investment in core e-government efforts; drive public sector reform that is essential for e-government service delivery; and support the policymaking needed for e-government. Section 5.1 discusses some of the priority actions requiring commitment and engagement of political leaders. Government Government plays a leading role in e-government, not only as a user of services, but also as a policymaker, manager, coordinator and regulator. Individual government entities are essential actors in e-government as the main providers of e-services within the federated model that Jordan will implement. In a federated system, by definition, government entities retain ownership over much of their services and data, while sharing ownership over certain e-services that are cross-organizational and managed as a complete service. Government may also share ownership of services at the business level with nongovernmental partners (another category of stakeholders), for example in public private partnerships. In all cases, however, government entities remain responsible for complying with technical and nontechnical standards, policies, methodologies, processes and specifications issued by the e-government Program in connection with the establishment of a service-oriented, enterprise architecture. They must develop their e-services consistent with that architecture. e-government Program The e-government Program is the facilitator and co-executer of e-government. It is responsible for enabling and supporting e-government services as described more fully in Sections 4 and 5. The program responsibilities include: Setting strategic directions for e-government in Jordan as defined and approved by the National e-government Steering Committee egsc; Developing, issuing and maintaining standards; Support and consultancy services; Managing the portfolio of cross-organizational services in terms of setting its priorities, approving it business cases and acting as a coordinator for the implementation

13 Implementing shared components and services to ensure quick wins for e-government and to promote implementation of standards and specifications; Operating the e-government services that are hosted by e-government Program; Budgeting for e-government needs at the e-government Program level; Performance assessments and monitoring (with higher authorities directing follow-up or corrective action); and Periodic reporting on the implementation of e-government to the National e-government Steering Committee egsc. The Program is not (and cannot be) the sole owner of all e-government in Jordan. On the business level, e-government involves a shared ownership among stakeholders. The e-government Program has dayto-day ownership over certain initiatives that it leads in developing. It is in effect the owner of shared services, as described in Section 4.3. With respect to cross-governmental and composite e-services, the Program has a co-leadership role. However, its ownership of certain e-services may change over time as new business models and partnerships emerge. The Program is also responsible for helping strengthen e-government readiness and adoption within government, for example by building essential ICT components, developing change management tools and setting standards. For many other matters, the Program may offer selective assistance or support services, described in Section 4.5. Partners & Providers E-Government involves the participation of non-governmental stakeholders. The services of industry providers have long been procured for the building of ICT infrastructure. Increasingly, private sector partners are becoming involved in the direct delivery of e-services to users, not only as the service provider but also as the source of financing and infrastructure maintenance. The role of industry and other non-government partners as e-government stakeholders will likely continue to grow as more governments use public private partnerships and other alternative financing / management models to deliver e-government services Benefits of e-government As in every country, e-government in Jordan will require continued investments in services and technologies whose benefits are not always immediately apparent. As a result, the need for proper identification, evaluation and monitoring of e-government costs / benefits is even more emphasized. Assessing e-government benefits involves systematic pre-investment business cases for identified e- Government project as well as sound post-implementation evaluations. Robust evaluation relies on the consistent use of best practices by government entities, for instance in the areas of business case development, performance evaluation, and risk management. Adoption of these practices is largely

14 promoted in the present strategy and will be facilitated by the tools that the Program will be providing to all government entities active in e-government. Examining and evaluating e-government in Jordan will take some time. In the meanwhile, global best practices say that e-government can be expected to engender significant savings and/or cost reduction through effective process streamlining and improvement; the use of multiple access channels to make it easier for users to find and use government services; or the development of shared services, which reduces duplication and generates savings of scale. All of these are covered in the present strategy. Benefits are likely to arise as e-government in Jordan delivers its promises. The following table provides a benchmark of such benefits as measured by other countries (source OECD report: e- Government for better Government): As the role of non-governmental partners as e-government stakeholders continues to grow, alternative financing / management models will arise, resulting in reduced cost and increased efficiency.

15 Project Activity Financial benefits Centrelink, Australia District of Columbia, Business ressource Center Information Network of Kansas Iowa Single contact repository Australia e-tax Singapore e-tax Information service for citizens, started 2001 Business resource Center. Rationalization of services. State portal, 90% of pages free and 10% have fees. Delivers information to Public. Cost USD Tax returns can be filled on line Tax returns can be filled on line or over the phone Break even over 2 years, AUD 8.9 million benefit after 4 years Saves USD 1.8 million per year 9 years after creation, revenue of 7 million USD per year Saves USD per year. AUD 15.5 million in accrued benefits over 5- year period Saves SGD 20 million per year Colorado Secretary of State Business Center Provides Business information and allows online document filling Saves USD 2 million per year emaryland Marketplace Procurement project Saves USD 100 per purchase OGC, UK: e-tendering ServiceArizona The Dolphin project, Ohio Allows tendering to take place online Allows citizens to register vehicles online; processing is about USD 4 less than counter transaction Automation of Bureau of Worker's compensation scheme; cost USD 15 million GBP 13 million savings over 4 years; reduces costs to suppliers by GBP 37 million Saves more than USD 1 million per year Saves over USD 120 million per year

16 4. e-government Services 4.1. Jordan s strategy for service delivery Services are the heart of e-government in Jordan. By orienting e-government around the seamless, integrated delivery of services to customers, e-government will transform how government works. As a result, service-oriented e-government will transform relationships among citizens, businesses, and government employees as well as among government departments. Consistent with global trends and best practices, services will be designed around the needs of customer segments. At the same time, e-government will seek arrangements that most efficiently allocate risk and responsibilities using both government resources and the private sector in the development and provision of services. Use of alternative service models such as public private partnerships will be part of this effort. The delivery of e-government services in Jordan will be: service oriented; customer centric; results driven; enabled by component-based ICT framework; and accessible (available by relevant access channels) Service orientation Delivery of services is the highest priority for e-government in Jordan. To boost the usage of e- Government services, there will be a strong emphasis on the introduction of customer segmentation and end-to-end processing. This will enable e-government to maximize value for its customers. Services will be selected in alignment with Jordan s National Agenda, as well as directions and priorities set by its political leadership. Development of e-government services will be an evolutionary process, and reviewed periodically to reflect changes in national priorities and new customer demands. Services will be delivered in a seamless manner either by individual government entities or in a coordinated manner by multiple government entities. The re-use of services among government entities will also be promoted. This links closely with the design of the ICT infrastructure, discussed in Section 5.3, which uses a federated approach, service-oriented architecture and component-based design. Different types of services will be created for the four main customer segments: G2C services targeting citizens (e.g., e-tax, e-license). G2B services targeting businesses (e.g., online business registration). G2G services targeting government entities (e.g., government publications).

17 G2E services targeting government employees (e.g., e-payroll, e-training). Customer-centric approach E-Government in Jordan places the customer at the center of its service delivery model. Hence, for government and the e-government Program, prioritizing among services will mean targeting services that best serve customers, in addition to aligning with national priorities. The primary customers of e-government are: Citizens Businesses Government Government employees Results-driven focus E-Government in Jordan must deliver results and tangible benefits. It will focus on initiatives and projects that yield enhanced user experience and performance gains. This approach will optimize the use of both government and private sector resources. Specific government entities shall be responsible for developing and implementing specific services. Similarly, private sector partners shall be involved in the development and implementation of certain services, as the business case dictates. For all, setting and meeting Key Performance Indicators, discussed more fully in Section 6, is a priority. Adequate technology framework A common set of technology principles and architectural approach will guide e-government in Jordan, as described in Section 5.3. Together, they set a technological direction for e-government based on open standards that will support interoperability as well as easy interfacing within Government and with the private sector. The selected service-oriented architecture stems from best practices. It will define clear interfaces based on business rules and a central framework that ensures interoperability. As a result, government entities with divergent IT environments can develop, share, combine and reuse services. The reusability of services is a priority for e-government. In addition, shared services (e.g., portal, e-payment gateway, public key infrastructure) required for selected e-government services will be identified and provided to minimize duplication of resources in developing and providing such services.

18 Access channel management strategy It is expected that services will be accessed and delivered using electronic channels in order to enhance customer experience, increase efficiency and reduce operational costs. Indeed, electronic channels can be the most efficient and cost-effective way for service delivery, provided affordable access exists. An initial channel identification exercise has been undertaken to enhance the quality and attractiveness of services (focusing on e-services), and to boost their utilization. Access and delivery channels were identified based on an analysis of multiple sources of information like requirements of the services themselves, international benchmarks and expert judgments. In Jordan, the approach to services will be to supplement conventional channels (Office/Counter and Post) with access and delivery by Internet, Public Web Kiosks and Call Centers that should be supported by SMS and IVR: Web at Home / Work / Hotspot is increasingly popular with institutions using it for Information services and should evolve as a main channel for transactional services. Call Centers should be developed on a large scale to benefit from increasing mobile phone ownership and existing fixed lines. Public Web Kiosks should be developed as an alternative to private infrastructure (home and office computers) to ensure access to people unable to afford computers. E-Government services will be made available to targeted customer segments though multiple channels, including (but not limited to): Web, call centers, , SMS, fax, post and direct delivery Classification of e-government Services E-Government in Jordan is all about delivering services to targeted customer segments. E-Government services vary in nature and objectives. Some are forward-facing (e.g., designed for external customers) and some are inward-looking (e.g., targeted at enhancing government efficiency). To clarify the range of services, the following categories have been identified as building blocks of the service catalogue of e-government in Jordan:

19 E-Government Services in Jordan E-Services Vertical Cross-Organizational Shared Composite Managed Services Hosting Services Support Services E-Government Program Support Services Public Sector Department Support Services Diagram 1: Categories of e-government Services These different categories are discussed in the next section e-services E-Services are government services provisioned through a technology-based channel that ultimately enable citizens, business, government departments, and government employees to interact with government in a timely, accessible and efficient manner. The responsibility for identifying the priorities in terms of the e-services is a joint responsibility shared at national level between all stakeholders of e-government (e.g., Prime Minister, Government entities and e-government Program). Initiatives were already carried to identify some of the priorities related to cross-organizational e-services; others priorities will be determined moving forward, in coordination between Government entities and the e-government Program. The responsibility for developing, implementing and delivering e-services will be shared between Government entities and the e-government Program. More generally, solid structures and processes will be established to identify, prioritize, coordinate and monitor the implementation of e-services Description of e-services E-Services that will be provided as part of e-government in Jordan are essentially of four types: Vertical e-services are services provided end-to-end by one government entity.

20 Cross-organizational e-services are services that require the involvement of several government entities (and possibly private sector players) to be delivered. Shared Services are enablers providing technology-based functionality that are central to the provision of vertical and cross-organizational services. Their ultimate ownership belongs to the e-government Program as part of the federated architecture framework. However, delivery and operation of shared services can be outsourced to third parties. Composite services are essentially bundles services that flow across multiple government entities and contribute to e-government overall objectives. Although leveraging competition between multiple suppliers is a desirable objective within the public sector, it is nonetheless strongly assumed that Shared Services provided under the aegis of e- Government will be a preferred choice (and sometimes required) for all Government entities, provided that the offered service meets required quality levels e-services Priorities Determining priorities for e-services at a national level is a critical exercise for e-government to deliver expected results. One aspect of this exercise is ensuring that priorities align with the national outlook and priorities. Thus, it is expected that this exercise will require active dialogue among all stakeholders of e- Government in Jordan, with the e-government Program playing a catalytic role in that dialogue. Under the aegis of the e-government Program, the Wave 2 e-services Project has resulted in a set of national priorities for cross-organizational e-services. Priorities in terms of vertical e-services will be the responsibility of owner entities, in coordination with the Program to ensure proper alignment with overall e-government objectives. Ultimately, the political stakeholders will provide endorsement of these priorities. The following briefly discusses some of these high priority e-services. Vertical e-services priorities Based upon the priorities set out in the previous e-government Blueprint and Roadmap developed in 2001 fast track vertical e-services, the e-government program has developed and launched 5 e- services in the Ministry of Trade and Industry, the Telecommunications Regulatory Commission, the Drivers and Vehicles Licensing Department, Income Tax Department, Department of Lands and Survey. Inline with international best practices, the development of vertical e-service for the next period will be the responsibility of the entities that provide these services. Individual Government entities will refer to their respective priorities as outlined in the National Agenda to identify and prioritize their vertical e- Services, while receiving support from the e-government Program. The use of best practices for services portfolio management (assessment, development of business cases, prioritizations, improvement, and

21 retirement) will be promoted. The e-government Program will be a catalyst and advisor, providing certain supporting tools grounded in best practices. Cross-organizational e-services priorities The e-services Wave 2 Project, conducted under strategic direction of the e-government Program, has resulted in the identification of priority cross-organizational e-services at national level. Further iterative prioritization exercises have led to the selection of 75 priority e-services. The following table summarizes the top 8 priorities out of the 75 priority cross-organizational e-services that were identified. Further details are available in the Roadmap document accompanying the Strategy.

22 No. Service name Brief description 1 Issuing certificate of origin Amman Chamber of Commerce endorses invoices of goods and issues certificates of origin for goods provided that the Exporter is registered with the ACC (in special cases a certificate for non-member can be issued). A Certificate is issued for every export transaction and is obligatory. There are four types of certificates: certificate used for Arab League countries, general certificate in English or in Arabic and certificate used for countries that signed trade agreements with Jordan. Forms for issuing certificates are unified and all chambers in Jordan are using them Issuing and renewing work permits for foreign workers Issuing certificates of nocriminal record Issuing and renewing vocational license Every non-jordanian person employed by a Jordanian company or by an individual must register and obtain a work permit (special personalized card is issued). The permit must be renewed every year but the renewal procedure is the same as if applying for the first time. The final customer is an employee but during the procedure in the Ministry he/she must be accompanied by the prospective employer. These are certificates that are requested from Jordanians or non-jordanians residing in Jordan (in this case the certificate indicates no-criminal record in Jordan only) in order to apply for a vacancy in public sector or in some private companies. The certificates are also necessary for obtaining ae license for opening a particular type of business (e.g. Internet cafe). There are no regulations regarding the validity period of the certificate. Generally, certificates that are not older than 3 months are accepted. Vocational license is a document that formally enables companies to operate within the Municipality of Greater Amman. This basic information characterizes the business itself and serves as a reference for physical inspections of the Municipality of Greater Amman representatives. Anytime the business information changes, it requires official update of the vocational license. A vocational license must be renewed annually. 5 Issuing Visas and residency annual permist It is the document that foreigners coming to Jordan have to obtain entry visas from Jordanian embassies in their countries or at border centres upon their arrival at the country Registering individual institution Registering life events and amending civil status information Issuing Jordanian passport and extending its validity Registering sole proprietorship is a service that aims at opening a new individual business and adding its record to a business registrar. This is particular important service as it creates work places and provides a stimulus to economic and civilization development of a country. Life events like births, marriages, divorces and deaths result in changes in civil status information and are registered by Civil Status and Passports Department and relevant certificates are issued. On the basis of certificates updated personal or family documents can be issued. During the registration of birth a new personal national ID number is granted and new individual civil status record is opened. Part of marriage registration procedure is granting family ID number and opening family record. After death of the person his/her personal record is closed. Civil status information is included on Citizen s ID and covers: names, surname, nationality, religion, place and date of birth and place of residency. The purpose of this service is to update civil status records while issuing new documents (ID, family book, certificates, others). Passports are issued for all Jordanian citizens upon request. Children can be added to passports of their parents (to one of them, birth certificate with the child s name is required) or parents can apply for a separate passport for a child (acceptance of both required). A newly issued passport is valid for 5 years. After this period a Citizen has to apply for validity extension (which is possible only once) or apply for a new passport. A newly issued passport is valid for 5 years. After this period (or 6 months before passports expiry date) A citizen can apply for validity extension for another 5 years which means keeping the same document with amended validity date. Only one passport extension is possible. Passport with less than 6 empty pages in Visas section is subject to renewal procedure (its validity cannot be extended). Note: Passports validity can also be extended in Jordanian embassies abroad.

23 Cross-government e-services identified by Government entities will be assessed by the e-government Program in line with the Wave 2 study before selection and implementation. Shared services priorities The e-government Program has already embarked on the delivery of several priority Shared Services in order to ensure quick wins for e-government in Jordan as well as to promote fast implementation of standards and specifications. These Shared Services aim at contributing to the establishment of a required bundle of services for expediting e-government in Jordan. Major steps achieved are related to the following Shared Services: e-government Portal, e-government Contact Center, Payment Gateway, Public Key Infrastructure, Secure Government Network (SGN) as well as the e-government Enterprise Federated Architecture. The following presents a brief overview of these initiatives. Further details are available in the Roadmap document accompanying the Strategy. E-Government Portal The vision for the e-government Portal is to offer, in its first phase, informational and directory services related to the Government of Jordan. The launch of the Information Portal is scheduled during the first half of 2006 supported by awareness and marketing campaigns. A second phase of the e-government Portal will fully integrate the Portal with the e-government Enterprise Federated Architecture and shared services, eventually enabling transactional e-government services (Transactional Portal). Ultimately, the portal will be a one stop shop for user interaction with all Government of Jordan entities. Contact Center An essential component of e-government, the e-government Contact Center will support the transformation of Government into a customer-centric organization, and change the way the public sector operates. It will provide business and technical services to support the interactions of Government entities with their customers, thus facilitating the uptake of e-government services. Provided contact center services will include: guidelines and standards, shared services, and outsourced turnkey contact center services. The contact center will complement the Portal and existing face-to-face channels by providing an alternative access channel for government information and services (phone, , chat, fax, etc.). Payment Gateway The Payment Gateway is an important shared service aimed at enabling transactional e-services as well as generally improving services delivered to e-government users. Taking into consideration the technical readiness of government entities as well as the available online payment methods in Jordan, the solution will enable the users to pay online for e-government services. The Government is considering a collaborative effort with the private sector for implementation and operation of the Payment Gateway.

24 Public Key Infrastructure Information Security is essential for enabling e-government. It is a high priority to: (i) develop an Information Security Roadmap for e-government; (ii) issue Information Security policies for the Government of Jordan; and (iii) develop and apply information security standards, practices and measurements, as discussed in Section 5.3. PKI is one of the essential security components for e-government. Indeed, PKI consists of a set of enabling technologies and supporting people and processes that will allow the government to securely perform certain functions and services. PKI is vital for the delivery of secure end-to-end e-government services. GNB (Government National Backbone) The national data network (also referred to as the Government National Backbone - GNB) is a development of the existing backbone network program known as SGN (Secure Government Network). It will interconnect all governmental entities together and link them to the e-government Enterprise Federated Architecture infrastructure and related shared services. Two phases of the SGN project were completed, connecting 12 government departments. A third phase of the SGN project will be launched soon to connect another set of 30 government departments. The national data network will be developed in parallel and in alignment with the National Broadband Learning Network NBLN initiatives to optimize the use of government owned infrastructure such as fiber optics and active equipments. Ultimately, the plan is to have 120 government entities connected to the GNB. e-government Enterprise Federated Architecture As discussed more fully in Section 5.3, the e-government Enterprise Federated Architecture will be at the core of e-government in Jordan. It will define the e-services framework that sets common or shared architecture standards across all government, enabling government entities to maintain diversity and uniqueness, while providing interoperability. The enterprise federated architecture will encompass a large number of projects for building infrastructure services. Some of these infrastructure services were described previously as separate initiatives due to their importance and scale. Other related infrastructure services will include the Service Oriented Architecture through the Enterprise Service Bus, and the Identity Management systems. Composite services priorities The e-government Program will identify, together with the Government entities, the Composite services priorities moving forward. An example of such priority composite services is the Government Enterprise Resource Planning (GRP)

25 Division of Responsibilities The chart below provides a comparison of the responsibilities of key stakeholders with respect to each category of e-services. These responsibilities elaborate on the roles of stakeholders.

26 Priority Actions E-Government Program: Entities Items E-Government Program Ministries / Public Stakeholders Political stakeholders General responsibilities Provide government entities with standards and supporting kits to assist them in implementing e- services Create business cases, plan and budget for the e-services that they are responsible for Develop individual KPIs Direct follow-up and/or corrective actions related to e-government services delivery progress Vertical services Coordinate the prioritization of e- services with other entities Provide government entities with a prioritization tool to prioritize their respective vertical services Provide support services to government entities Identify their top 3-5 priorities in terms of vertical services to migrate from traditional to e-service Implement these vertical services Provide political support Approve the vertical services priorities and agree on the selected vertical services to be implemented at national level Crossorganizational services Portfolio management for crossorganizational services Provide leadership, sponsorship and high level management for cross-organizational services Select services to be implemented by the Program, with the objective of implementing quick wins Implement the services that fall under their scope Provide political support Provide direction and approval for the priority cross-governmental services Shared services Exercise ownership over shared services Use shared services as a preferred option Provide political support Composite services Identify composite services Define scope and requirements; identify major stakeholders; and related roles and responsibilities Play identified role and assume responsibilities Coordinate with e- Government Program Provide political support Provide direction and approval for the proposed composite services Establish cross-organizational working group

27 Obtain political leader s approval for cross-organizational and composite services Ministries / Departments: Establish a list of prioritized e-services for each sector, with supporting business cases, KPIs and implementation plan for each. Use offered shared services as a preferred option (sometimes required) Report on KPIs 4.4. Managed Services In line with the overall e-government objectives, e-government in Jordan will be providing a hosting service within the government data center for all shared services. It is expected that managed services will enhance the access to secure shared services. The number of managed services is anticipated to expand over time Description The hosting strategy for e-government in Jordan was developed in a structured approach taking into consideration current and future business needs (e-government services) as well as existing e- Government Program capacity, the hosting market in Jordan and international practices. The benchmarking of international government experiences indicate general trends in e-government hosting and established lessons learned that were referenced for e-government in Jordan. Trends indicate that shared services are generally physically hosted within a government data center, while the operations model varies by country (either in-source or outsource to one or more vendors). In line with these best practices, e-government in Jordan intends to host all the shared services within the government data center. The e-government Program will be the central entity through which resources will flow for this initiative. Further details are available in the Roadmap document accompanying this Strategy Division of Responsibilities The chart below provides a comparison of the responsibilities of key stakeholders with respect to managed services:

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