1. A successful first year for Dubai We Learn

    December 14, 2016 by ahmed

    This first year of “Dubai We Learn – Knowledge Sharing and Innovation Initiative” came to an end in October 2016. This initiative, for government entities in Dubai, has seen the Dubai Government Excellence Program (DGEP) and COER working closely together to deliver a range of knowledge sharing and organisational learning activities designed to fast-track organisational improvement and stimulate innovation.

    On 5 October 2016, the first wave of 13 benchmarking projects were concluded. Each project team gave a presentation and submitted a benchmarking report which was assessed by an expert panel. Three of the teams achieved a 7 Star recognition according to the new assessment system with all teams achieving certification at the Benchmarking Proficiency Level (an admirable achievement within one year). Initial results from the 7 Star projects are highlighted in the table below.

    dwl 7 stars

    COER’s TRADE Best Practice Benchmarking Methodology and BPIR.com were the key tools supporting the projects.

    TRADE

    dwl02dwl01The photo to the left shows Dr Ahmad Al Nuseirat, Coordinator-General, DGEP (2nd to the left), Dr Zeyad Mohammad El Kahlout, Quality and Excellence Advisor, DGEP (far left), Dr Robin Mann, Director, COER (centre) with His Excellency Abdulla Abdul Rahman Al Shaibani – Secretary General of the Executive Council of Dubai (far right). All of these people, along with Ahmed Abbas, Senior Benchmarking Researcher, COER, (photo above with Dr. Omer Al Sakaf who was the Team Leader for the Dubai Corporation for Ambulance Service’s project) played a vital role in the success of the program.

     

    dwl03The expert panel consisted of Arndt Husar, Deputy Director, United Nations Development Programme (UNDP), Global Centre for Public Service Excellence, Singapore (left side of photo), Professor Dotun Adebanjo, University of Greenwich, London (right side of photo), and Dr Robin Mann.

    An overview of the 7 Stars stars Dubai We Learn projects

    The 7 Stars projects are described below. Information on the other projects is shown here.

    Dubai Municipality

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    The project aim was to increase the percentage of processed purchase requisitions from 74% to 85% within a target of 20 days, thereby improving the overall throughput of the purchasing channels.

    The team conducted an in-depth study of their current procurement system and performance using process analysis tools such as workload analysis, value stream analysis, an influence-interest matrix, customer segmentation, fishbone diagram, process flowchart analysis and waste analysis. As a result of this analysis, a number of areas for improvement were identified. These included the ensuring of correctly detailed technical specifications, how to quickly evaluate potential suppliers for technical purchases, and how to automate these processes.

    During the Acquire stage, the team collected more than 55 improvement ideas gained from the learning from benchmarking partners and the team’s own ideas. The team integrated these ideas and practices into a total of 5 main best practices for implementation. One of the best practices relating to contracts was parked under a new benchmarking project so that its feasibility could be further investigated.

    The actual outcome of the project exceeded expectations; from 85% of purchase requisitions to be completed within 20 days as the original aim, to an actual performance of 97% of purchase requisitions completed within 12.2 days. Finally, at the Evaluate stage of the project, Dubai Municipality calculated their savings to be in excess of US$600,000 per year.

    Knowledge and Human Development Authority (KHDA)

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    The aim of the KHDA project was to identify and implement best practices to increase people happiness. Prior to this project, KHDA was in the top 15% of organisations for employee happiness, based on an independent international measure. It was therefore a challenging task to improve its already very strong position.

    During the Research stage of TRADE, the team reviewed its current performance and challenges associated with people happiness. Specific areas to focus on during the benchmarking exercise were determined by the lowest scoring attributes in a Happiness @ Work Survey. This resulted in focusing on more specific areas such as employee well-being and work-life balance.

    One of the unique features of how KHDA utilises its resources is the way it leverages off planned business trips to obtain benchmarking information. For example, when some of the senior management team travelled to the United States to attend a conference the benchmarking team took advantage of this opportunity. They scheduled a number of benchmarking visits for their senior managers to acquire best practices on people happiness. As a result, the benchmarking team acquired many best practices through site visits both internationally and locally, in addition to obtaining best practices through internet research.

    Some of the practices targeted the improvement of the work environment such as the renovation of the 5th floor of their building. The photos show the new design with the work desks/areas intermingled with the sports apparatus and the presentation/meeting room designed to encourage openness and harmony. Renovation of the 5th floor was already planned before the benchmarking study began but the study enabled enhancements to be made.

    khda

    Other practices targeted improving employees’ well-being, such as encouraging employees to participate in fitness classes and external sports activates such as the “Walk for Education 2016”, “Race for Good”, “Good Move Dubai”, “Spartan”, and the “Vertical Marathon”. There were also practices targeting transparency such as “Open board meetings” where the monthly board meetings become open to all employees with the meeting agenda shared in advance. Another practice being piloted is a move from a traditional management hierarchy to “holocracy”, a new peer-to-peer “operating system” that increases transparency, accountability, and organisational agility. The benchmarking team also, within the one year time frame, introduced the “School of Hearts” to measure student happiness at schools in Dubai. The survey reached out to more than 40 schools and 9,000 students.

    Dubai Statistics Center (DSC)

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    The aim of DSC’s project was to identify best practices in Innovation to enable DSC to develop and implement a strategy for innovation to improve its processes and services.

    DSC started its project by undertaking a number of innovation self-assessments (three of the four were from the www.BPIR.com). DSC found the self-assessment titled “Innovation Maturity (organisation-wide)” the most comprehensive and useful. The self-assessments enabled DSC to identify both its current level of innovation maturity and specific improvement needs. The specific improvement needs were innovation strategies, innovation measurement, innovation labs, suggestion schemes and innovative statistical information delivery.

    During the search for potential benchmarking partners, DSC used the identified areas of improvement as the criteria for selecting benchmarking partners. For example, DSC searched for organisations with an innovation strategy that resulted in an innovative culture.

    DSC conducted benchmarking visits to four organisations locally and obtained many best practices through internet research. They were able to identify nearly 60 improvement ideas. In the Deploy stage they were able to implement a number of best practices in readiness for certification to the innovation management standard TS 16555-1. The suggestion scheme was improved and awareness initiatives enhanced. DSC gained international recognition for its improvement in its innovation capabilities by winning the Most Innovative Company of the Year in the Middle East and Africa at the International Business Awards.

    Future activity

    Due to the success of Dubai We Learn, a 2nd wave of benchmarking projects will start in early 2017. Dubai government entities may join the 2nd wave of projects through contacting Dr. Zeyad Mohammad El Kahlout, Quality and Excellence Advisor, Dubai Government Excellence Program, The General Secretariat of the Executive Council of Dubai, Zeyad.ElKahlout@tec.gov.ae.


  2. Winner of the 5th Global Benchmarking Award

    December 12, 2016 by ahmed

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    Winner, runner-ups, and the judges

    Winner, runner-ups with GBN members and judges

    The Global Benchmarking Network (GBN) launched the Global Benchmarking Award in 2012 to recognise those organisations that had integrated benchmarking into their organisation’s strategy and processes in order to continuously learn and innovate.

    The winners have been Watson Real Estate (New Zealand) in 2012, Knowledge and Human Development Authority (United Arab Emirates) in 2013, OCBC Bank (Singapore) in 2014, and the Medical City (Philippines) in 2015. For videos on these award winning organisations click here.

    The 5th Global Benchmarking Award was held at the 10th International Benchmarking Conference, 8th December 2016, Nanjing, Jiangsu, China. Judges were Dawn Ringrose from Canada, Mark Modena from UK and Holger Kohl from Germany.

    The winner is:
    – Al Jazeera International Catering (JIC) , UAE

    Runner-ups:
    – Nanjing Metro Operation Company Limited, China
    – SVKM’S NMIMS (Deemed to be University), India

    Event photos will be uploaded to Award website soon.


  3. 5th International Best Practice Competition – 1st Call for Entries

    November 18, 2016 by ahmed

    The Best Practice Competition, will be held in Mumbai, India, 25/26th April 2017 courtesy of BestPrax Club.

    To submit your Best Practice please visit http://www.bestpracticecompetition.com/entry-form where you can download an entry form. The First Call for entries closes on 23 January. Last year there were 49 entries with 33 qualifying to the Competition Event.

    The winners of the International Best Practice Competition in 2015 were Al Jazeera International Catering LLC, UAE with a best practice titled ‘Our Planet – Our Responsibility‘. and Dubai Corporation for Ambulance Services (DCAS), UAE, with a best practice titled ‘Cultural Sensitivity Gives Birth to a Maternity Care


  4. 5th Global Benchmarking Award – Last call for Entries

    November 3, 2016 by ahmed

    BPC02

    The Global Benchmarking Network (GBN) launched the Global Benchmarking Award in 2012 to recognise those organisations that had integrated benchmarking into their organisation’s strategy and processes in order to continuously learn and innovate.

    The winners have been Watson Real Estate (New Zealand) in 2012, Knowledge and Human Development Authority (United Arab Emirates) in 2013, OCBC Bank (Singapore) in 2014 and The Medical City, (Philippines) in 2015. For videos on these award winning organisations click here.

    The 5th Global Benchmarking Award will be held at the 10th International Benchmarking Conference, 8th December 2016, Nanjing, Jiangsu, China.

    The closing date for entries is the Monday 14 November 2016, for more information about the award visit the official award website.


  5. Best practice projects leading to transformational change in Dubai’s government operations and services

    September 4, 2016 by ahmed

    1st progress sharing day

    It is one year since the Dubai Government Excellence Programme (DGEP) launched the “Dubai We Learn – Knowledge Sharing and Innovation Initiative” for government entities in Dubai. This ambitious programme consists of a range of knowledge sharing and organisational learning activities designed to fast-track organisational improvement and stimulate innovation. A key part of this initiative has been the mentoring of benchmarking projects by DGEP’s partner the Centre for Organisational Excellence Research, New Zealand.

    The first wave of benchmarking projects will come to an end on the 5 October 2016 when 13 project teams give a presentation and submit a benchmarking report to share their project results. Project teams have been using the TRADE Best Practice Benchmarking Methodology – a rigorous step by step approach that involves searching for and implementing leading edge practices that will help the Dubai government become one of the best in the world. Some project teams have travelled internationally to find best practices whilst others have learnt from other government entities and the private sector in Dubai. The TRADE methodology is shown below and a video, provided by Dubai Municipality, highlighting its benefits can be watched at https://www.youtube.com/watch?v=yCXh72KP_Co

    TRADE

    The projects will be assessed by an expert panel consisting of Dr Robin Mann, Founder of TRADE, Centre for Organisational Excellence Research, Massey University, New Zealand, Professor Dotun Adebanjo, University of Greenwich, London and Arndt Husar, Deputy Director, United Nations Development Programme (UNDP), Global Centre for Public Service Excellence, Singapore. Recognition will be given at TRADE Benchmarking Certification levels using a 7 star system as shown below.

    Assessment gradesCertificate awarded
    7 Stars ★ ★ ★ ★ ★ ★ ★TRADE Benchmarking Proficiency Certificate with Commendation
    5 to 6 Stars ★ ★ ★ ★ ★ ★TRADE Benchmarking Proficiency Certificate with Commendation
    3 to 4 Stars ★ ★ ★ ★TRADE Benchmarking Proficiency Certificate
    1 to 2 Stars ★ ★Incomplete

     

    A summary of the 13 projects is presented below:

    Government EntityProject titleAim of the project
    Dubai Corporation for Ambulance ServicesDevelopment of Emirati Paramedic’s LeadersTo identify and implement best practices in Paramedic training and practices to reduce patient mortality/morbidity rates, increase recovery rates, and reduce the reliance on hospital intervention by 2020.
    Dubai CourtsPersonal Status Smart Certifications ServicesTo transform Personal Status Certification issuing services (such as civil transactions like marriage and divorce) from traditional counter services to smart services (providing an integrated technology based solution) whilst achieving superior levels of customer satisfaction.
    Dubai CultureDeveloping National Human Resources for MuseumsTo provide the growing sector of museums in Dubai, with professional human resources in the different fields of museology and to improve the current performance of National human resources to world class standards.
    Dubai Electricity & Water AuthorityShams Dubai Initiative – Increasing customer awareness and engagementTo increase customer awareness and engagement with Shams Dubai initiative, improve marketing efforts, build effective conversations, create brand advocates and increase Dubai based customer uptake of solar projects.
    Dubai Land DepartmentTowards Happy employeesTo identify and implement best practices that result in world-class employee happiness levels with a particular emphasis in reducing employee turnover and increasing employee engagement.
    Dubai MunicipalityImproving Purchase Procedures and ChannelsTo identify and implement best practices in purchasing to increase purchase requisitions processed within a target of 20 days from 74% to 85% with an emphasis on increasing “bids awarded in time”.
    Dubai PoliceIntegrated Knowledge ManagementTo move the concept of Knowledge-dissemination into a constant and comprehensive practice according to clearly defined metrics.
    Dubai Statistics Center (DSC)Innovative StatisticsTo identify best practices in Innovation to enable DSC to develop and implement a strategy for innovation to improve its process and services.
    General Directorate of Residency & Foreigners Affairs DubaiDeveloping a World-Class Customer Service Design ProcessTo develop and pilot a world-class customer service design process that is rapid, inclusive of all stakeholder needs, and delivers customer delight.  (The customer service design process is required for services such as issuing/renewing Visas, Passports, Residencies; monitoring and reaching departing travellers)
    Knowledge & Human Development AuthorityPeople HappinessTo identify and implement best practices related to people happiness to increase their happiness, work-life balance and well-being. (KHDA are currently in the top 15% of organisations for employee happiness based on an independent international measure)
    Mohamed Bin Rashid Enterprise for HousingImproving Customer ExperienceTo reduce the number of service counter visits by customers at MRHE by providing attractive alternative methods to serve customers (such as through Smart Applications, Smart Channels) and reducing the need for repeat visits.
    Public ProsecutionJudicial Knowledge ManagementTo identify and implement best practices in the transfer of Judicial Knowledge to all prosecutors, relevant staff and stakeholders.
    Road and Transport AuthorityRTA’s Knowledge Repository GatewayTo identify and implement best practices in Knowledge Management and how to encourage knowledge sharing among related stakeholders; employees, partners in addition to vendors and suppliers that will enhance /enrich the organization memory and learning process.

    Videos on each teams’ project will be released shortly after the 5 October for the benefit of the whole of Dubai’s government. These videos will be hosted on Dubai We Learn’s best practice resource, http://www.dgep.bpir.com/, which is available for use by all 37 government entities.

    Due to the tremendous success of this initiative a 2nd wave of benchmarking projects will start in early January 2017. If your government entity is interested in joining the 2nd wave of projects please contact Dr. Zeyad Mohammad El Kahlout, Quality and Excellence Advisor, Dubai Government Excellence Program, The General Secretariat of the Executive Council of Dubai, Zeyad.ElKahlout@tec.gov.ae.