eTraffic Services: Efficiency and high quality

Implemented by the Ministry of Interior - General Directorate of Traffic (GDT)

The modern technological revolution has ushered in a wave of innovation and creativity, with many organizations successfully adapting the new tools it offers to bring about significant changes in practices and business management. Their goal is to achieve objectives more efficiently using smart approaches that prioritize user-friendly methodologies, aiming to provide customers with an exceptional experience characterized by ease of use, time saving, and the delivery of high-quality services.

eTraffic Services: Efficiency and high quality (Video, 0 minutes 56 seconds, Arabic only)

Smartly navigating challenges through innovation

One standout example of an entity navigating the various tools and diverse media provided by the technological revolution is the Ministry of Interior. Within the Ministry, the General Directorate of Traffic (GDT) has particularly excelled in innovating to achieve notable successes through advanced initiatives that keep pace with technological progress. These initiatives have resulted in distinctive services, earning significant satisfaction from citizens and beneficiaries.
The primary challenge was mitigating the substantial pressure on visitors to the GDT’s building, seeking various services such as vehicle technical inspections, accident procedures, license renewals, fine payments, and others. This led to significant crowding in the building, impacting the optimal timeline for completing transactions, and imposing long waiting times on customers.

Digital transformation of services

To address this, a digital transformation initiative was introduced that marked a significant and impactful improvement in providing traffic services. This involved adapting modern technologies and utilizing them optimally to simplify processes for users and ensure their satisfaction.
The goal focused on providing services easily with multiple options, accomplishing them in a short period, and giving customers the advantage of not having to physically visit the GDT’s building. Three fundamental criteria were established based on the main goal: obtaining a high-quality and efficient service, receiving the service according to the best standards and practices, and obtaining the service with ease and in a shorter timeframe.
The GDT initiated a comprehensive awareness campaign regarding this qualitative shift in transforming services to digital, executable within minutes through approved electronic platforms and the dedicated mobile application. Now, anyone can swiftly and easily conduct transactions through these applications, whether on desktops, tablets, or smartphones.

Direct reporting of accidents and technical inspections

As part of the initiative, the GDT announced the transformation of two services that can now be obtained through third-party companies. These companies provide customers with the option to skip visiting the building while offering a wide range of service providers.
The first service involved redirecting traffic accident reports to insurance companies, sidestepping the need for traffic police involvement and shifting the process to the traffic building. This was coupled with the integration of electronic applications, simplifying the process for customers through insurance companies, saving time and effort, and alleviating congestion both on the roads and at the GDT building.
The second service delegated vehicle technical inspections to the private sector. This significantly eased the pressure and congestion at the technical inspection center at the GDT building. Customers were provided with diverse options for inspections through authorized entities, receiving rapid results linked to the traffic registration system. This allowed customers to swiftly register their vehicles through the electronic portal or traffic application.

Implementation methods and documenting customer experience

The practice was put into action after ensuring an ample number of services and external service providers. With the adoption of the approved electronic system, 35 services were introduced for electronic transformation across three platforms. Customer engagement was closely monitored to identify the most sought-after services for automation. For the Technical Inspection service, ten centers were initially approved. Continuous monitoring of customer experience and feedback enabled the GDT to select the best centers based on service quality, opening the door for additional centers. Eighteen insurance companies were greenlit for the direct handling of traffic accidents, streamlining procedures through a unified electronic platform for customer convenience. This provided customers with the option to turn to insurance companies or use previous methods.

Success indicators and customer satisfaction

These new services consistently achieved positive results. The GDT, through its Success Makers, ensured readiness, effective communication, and responsiveness to customers across various channels to enhance efficiency and achieve positive outcomes. To guarantee readiness, there was ongoing improvement in performance and quality, providing integrated services with high standard measures. Integration between systems was confirmed, and partnerships with the private sector were strengthened. Continuous review of services was undertaken to ensure compliance with laws and regulations in the Kingdom of Bahrain.
Success indicators were numerous, recording high percentages and achieving set goals. The practice succeeded in reducing costs and human resource burdens, shifting the role of administration from operations to oversight. The services saw a high customer uptake, particularly as they enhanced service delivery efficiency by fostering trust between customers and the administration. Customers consistently requested the continuation of the service, recognizing it as a practice that keeps pace with developments and provides comfort and flexibility. Due to the high demand, the services' sustainability can be assured by measuring customer satisfaction and the fulfillment of all aspects that contributed to their success, including applying the principles of digital governance, providing smart services, and employing innovation and creativity in service delivery.

High success rates and figures confirming success

Looking at the numbers achieved during the implementation period of the practice through available services, the growth and positive increase in percentages are evident:

In 2021, the transactions completed by physically visiting the GDT’s building amounted to 285,987, while electronic transactions reached 884,199, surpassing a 50% share.
In 2022, physical transactions at the GDT’s building totaled 559,216, and electronic transactions reached 888,002, exceeding a 58% share.
In summary, the average accomplishment rate for transactions completed electronically compared to physical attendance transactions was 61%.
Regarding the results of assigning traffic accidents to insurance companies:
In 2021, the GDT dealt with 9,783 accidents, while insurance companies handled 18,445 accidents, making up 65% of the total.
In 2022, the GDT dealt with 12,287 accidents, while insurance companies handled 65,080 accidents, making up 84% of the total.
In the first quarter of 2023, the GDT handled 18,820 accidents, and insurance companies handled 11,741 accidents, making up 87% of the total.
In summary, the average reporting rate to insurance companies instead of the GDT since the start of the service was 79.7%.
Regarding the results of assigning vehicle technical inspections to the private sector:

  • In 2019, 1,261 inspections were conducted outside the GDT.
  • In 2020, 21,716 inspections were conducted outside the GDT.
  • In 2021, 107,494 inspections were conducted outside the GDT.
  • In 2022, 166,616 inspections were conducted outside the GDT.
  • In the first quarter of 2023, 28,460 inspections were conducted outside the GDT.

In summary, visits to inspection centers increased by 667% since the service was introduced.

Future strategy for sustainable development

Based on the results, the GDT has outlined a strategy for sustainable development. This involves not only enhancing current services but also introducing new measures such as assigning the service of parking meters to the private sector and facilitating the electronic transfer of vehicle ownership. Additionally, there are plans to license the establishment of schools for heavy vehicle training.

Content Last Updated: 25 Feb, 2024

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