The Multifaceted Journey of E-Governance in Bangladesh

The global journey toward building an inclusive society through the use of information and communication technology (ICT) began in 2001 with the United Nations’ World Summit on the Information Society (WSIS) initiative. From the very beginning, Bangladesh aligned itself actively with this vision. At that time, many parts of the country had no access to electricity, and mobile phones had yet to become commonplace. Yet, a bold ambition to integrate technology into governance emerged in 2002 when the Government of Bangladesh introduced the first National ICT Policy.

This policy laid the groundwork for subsequent initiatives between 2003 and 2006, including the formation of the ICT Task Force and the launch of the Support to ICT Task Force (SICT) project. These early steps played a foundational role in establishing a technology-enabled state infrastructure.

By implementing these projects, the government demonstrated, perhaps for the first time, its commitment to enhancing administrative efficiency and improving citizen services through ICT. A wave of technology-driven projects began rolling out across sectors such as education, agriculture, land management, livestock, and the public secretariat. Notable initiatives included online exam result publication, digital land records, market information systems, and video conferencing. However, these efforts fell short of delivering a complete digital service ecosystem. A comprehensive transformation framework had yet to emerge.

To address this gap, the Access to Information (a2i) Program was launched from the Prime Minister’s Office in 2006. This marked the beginning of a new chapter in the digital transformation of public services and would eventually serve as a major catalyst for the realization of ‘Digital Bangladesh’. The a2i initiative did more than apply technology, it pursued a coordinated action plan to bring about efficiency, transparency, and citizen-centricity in public administration. The program also actively sought to learn from international best practices. Delegations were sent to countries such as Malaysia, South Korea, and Singapore to align Bangladesh’s vision with proven global models.

Based on these experiences, the ‘e-Government Plan of Action’ was formulated. It recommended the creation of an e-Governance Cell, a list of quick-impact projects, and a technical assistance program. Following this, in 2007–2008, an e-Governance Cell was officially established, and the a2i program was formally launched. This marked the beginning of a structured digital transformation journey that gradually permeated all levels of government.

Pilot projects for community e-centers were introduced at the union level. Starting in two unions of Sirajganj and Dinajpur, the success of these pilots revealed that Union Parishads could become effective local service delivery hubs. From this realization emerged the concept of Union Information and Service Centers (UISCs). In 2010, over 4,500 unions were brought under this initiative. The model was later expanded to municipalities and city corporations under the name ‘Digital Centers’.

This momentum continued with the introduction of e-service centers at Deputy Commissioner (DC) offices, starting in Jessore and eventually reaching all 64 districts. These centers began saving citizens both time and money by offering technology-based services. But the aim wasn’t just to provide physical access, there was also a push to offer services online. This led to the creation of web-based service platforms, such as district-level information portals, which later evolved into ministry- and department-specific portals, culminating in the launch of the National Information Portal in 2014.

One of the biggest challenges in this digital journey was ensuring the inclusion of marginalized populations. Many people lacked smartphones, and many were unfamiliar with using websites. To bridge this gap, an initiative was launched in 2010 to promote the use of mobile phones in the Bangla language. As a result, even button-phone users began to access digital services gradually. To further facilitate universal access, the National Helpline 333 was introduced in 2018. Citizens could call this number to receive information and access government services. Around the same time, emergency services were streamlined under 999, improving access to police, fire, and ambulance services.

At every stage of this journey, Bangladesh's experience has shown that with political will and strategic planning, technology can bring the state closer to its people, even in a developing country. Digital transformation is no longer just an academic concept, it is now a part of everyday life for ordinary citizens. Farmers in remote villages, garment workers, and expatriate Bangladeshis are all now directly connected to government services through digital platforms.

As a catalyst for transformation, ICT has ushered in more than just technological upgrades, it has reshaped the relationship between the state and its citizens. This relationship will continue to strengthen in the future, provided that no one is left behind in this wave of progress. Only by ensuring the participation of all citizens can Digital Bangladesh become truly inclusive and sustainable.