1. Launch of the 3rd cycle of Dubai We Learn government projects

    March 6, 2019 by ahmed

    Dubai We Learn 3rd cycle government entities

    Due to the tremendous success of the 1st and 2nd cycles of Dubai We Learn, an initiative by the Dubai Government Excellence Programme (DGEP) in partnership with the Centre of Organisational Excellence Research (COER), New Zealand, a 3rd cycle was launched in February 2019. The 3rd cycle began on the 18th February with a 3-day training course provided to the first batch of Excellence Maker’s benchmarking projects, followed by training to the second batch beginning on the 25th February. The 3rd cycle consists of mentoring 10 benchmarking projects and the provision of a best practice resource, BPIR.com, for all 37 government entities.

    The projects taking part are shown below:

    Projects were selected based on their potential benefits to Dubai as a whole (and the government entity) and the commitment of each government entity to complete the project within one year. Meetings were held with each government entity to discuss their proposed projects and set expectations. The photos below show the teams attending the TRADE Benchmarking training delivered by Dr Robin Mann.
    Batch 1: Community Development Authority, Dubai Electricity and Water Authority, Dubai Land, Dubai Municipality, General Directorate of Residency and Foreigners Affairs, and Roads and Transport Authority.

    Batch 1: Community Development Authority, Dubai Electricity and Water Authority, Dubai Land, Dubai Municipality, General Directorate of Residency and Foreigners Affairs, and Roads and Transport Authority.

     

    Batch 2: Dubai Corporation for Ambulance Services, Dubai Health Authority, Dubai Police, and The Executive Council

    Batch 2: Dubai Corporation for Ambulance Services, Dubai Health Authority, Dubai Police, and The Executive Council

    During the 3-days of intensive training on the TRADE Benchmarking methodology, the projects were refined and the teams learnt how to use benchmarking to find and implement best practices.
    Dubai Municipality team discussion on planning a benchmarking site visit

    Dubai Municipality team discussion on planning a benchmarking site visit

     

    Dubai Corporation for Ambulance Services conducting a SWOT analysis for their project

    Dubai Corporation for Ambulance Services conducting a SWOT analysis for their project

    The photograph below shows Dr Ahmad Al Nuseirat, Coordinator General of Dubai Government Excellence Program, delivering the welcoming speech at the training.
    Dr. Ahmad Al Nuseirat’s welcoming speech

    Dr. Ahmad Al Nuseirat’s welcoming speech

    Following on from the training three knowledge sharing summits will be held throughout the year and a final closing sharing in December 2019 to evaluate the success of each project. The 1st knowledge sharing summit will be held on 30 April 2018 with each team giving a 10-minute presentation describing the progress of their projects. These knowledge sharing summits provide an excellent platform for the teams to learn from each other. As all project teams are using the TRADE benchmarking methodology it is easy to compare progress and share experiences.

    To receive up to date information about this initiative subscribe to our free newsletter from here, you can also search #Dubai_We_Learn on social media websites to see content uploaded by the teams.

    To learn more of the previous projects you can read our book on the 1st Cycle of Dubai We Learn here and shortly you will be able to read our book on the 2nd Cycle of Dubai We Learn showcasing 11 more projects (to be published by May 2019).


  2. Reporting on New & Old Dubai We Learn Benchmarking Projects

    February 24, 2019 by ahmed

    Over the next 2 weeks, 10 project teams representing 10 government entities will have started the 3rd Cycle of Dubai We Learn Excellence Maker’s Projects. These projects will help the government entities make dramatic and breakthrough improvements in their processes and systems through learning from best practices.

    The government entities represented in this round are DEWA, Dubai Land, Dubai Health Authority, GDRFA, Community Development Authority, RTA, Dubai Police, DCAS, Dubai Municipality and The Executive Council.

    DGHR01

    1st batch of project teams being trained on TRADE Best Practice Benchmarking

     

    All teams will be aspiring to follow in the footsteps of previous Dubai We Learn projects. Of the 24 previous projects all have made significant contributions to their organizations and stakeholders and many of these have become role model projects winning international awards for the best practices implemented.

    To learn more of the previous projects you can read our book on the 1st Cycle of Dubai We Learn here and shortly you will be able to read our book on the 2nd Cycle of Dubai We Learn showcasing 11 more projects (to be published by May 2019). For a taster we have provided a summary of one of the projects below. This was a 7-star project by Dubai Government Human Resources Department.

    In our next blog we will outline details of this year’s projects and what they hope to achieve.

    Dubai Government Human Resources Department’s 7 Star Project from the 2nd Cycle of Dubai We Learn

    DGHR, similar to all Dubai We Learn teams, used the TRADE Best Practice Benchmarking Methodology to search for and implement leading-edge practices.

    DGHR02

    Terms of Reference – plan the project

    The aim of the project was to launch a Dubai Government Human Resources Think Tank for future shaping, research driven decision making and pioneering HR’s role for Dubai Government. It was decided within the one-year time frame of Dubai We Learn to prepare a comprehensive Blueprint for setting up a DGHR Think Tank specifying potential services, roles and responsibilities, organization structure, and required resources.

    DGHR03

    DGHR Team Awarded 7 Stars for TRADE Benchmarking Proficiency

     

    Review current state

    The DGHR benchmarking team began by conducted a brainstorming session and undertaking a fishbone analysis, SWOT analysis and a more complex TOWS analysis. These were conducted in tandem with other activities to gain the viewpoint of other stakeholders, these included:

    • Focus group interviews with DGHR’s staff to gather their feedback about the areas that DGHR needs to work on and how a Think Tank can improve the current situation through research and studies.
    • A brainstorming workshop for Directors and Heads of Sections of Dubai Government entities. Their input as primary customers of DGHR was critical.
    • A survey of HR staff within Dubai Government to obtain their views.
    • Exhaustive desktop research to understand leading practices, core services, operating models, challenges and opportunities of Think Tanks.
    • Analogous simulation was used to explore potential services for DGHR.

    DGHR04

    DGHR team conducting a brainstorming session to discuss the proposed project

    Acquire best practices

    The team selected almost 102 Think Tanks from which to shortlist potential benchmarking partners. Using the criteria for shortlisting, the team assigned a numerical value for each criterion and evaluated all the Think Tanks. A cut-off score to select potential partners was determined and 25 local and international Think Tanks met the cut-off score. The team considered international site visits in three geographical locations – Europe, US and Asia. The DGHR benchmarking team received good responses from US-based Think Tanks and they selected six international Think Tanks for site visits.

    Before the site visits, the team identified a detailed list of questions to be asked in the chosen areas of focus. The collection of data started with visits to local Think Tanks (July-October 2017) and followed by visits to international Think Tanks (December 2017). A total of 9 Think Tanks (3 local and 6 international) were visited and 63 ideas/practices were collected. The Think Tanks visited were The RBL Group (US), RAND Corporation (US), Society for Human Resource Management (US), Brookings (US), United States Office of Personnel Management (US), Inter-American Development Bank (US), Delma (UAE). In addition, a virtual visit via video conferencing was carried out with Bersin (US).

    DGHR05

    DGHR team visiting Society for Human Resource Management (US)

    DGHR06

    DGHR team visiting RAND Corporation (US)

     

    Deploy – communicate and implement best practices

    The benchmarking team prepared a detailed report for the Director General including a list of all ideas to be implemented. Following a meeting where support from senior management was reiterated, it was agreed that improvement ideas will be implemented in a 5-phase approach.

    The team decided to implement Phase 1 (Arrival) in 2018 to focus primarily on current projects. Upon approval, findings of the benchmarking exercise were shared with DGHR staff and Dubai Government entities at the HR Multaqa gathering. The gathering served as a follow-up to initial workshops held in August 2017.

    DGHR07

    DGHR organised a HR gathering (HR Multaqa)

     

    The DGHR team subsequently signed MoUs with the following strategic partners – RAND Corporation (partnering for policy making expertise), SHRM (partnering for HR specific expertise), US Office of Personnel (partnering for Government specific expertise specially as a governing body of HR), Emirates University (for academic access) and B’huth (for Dubai based data and local reach). The DGHR team’s final version of the Blueprint, a 73-page document, was presented to the Director General who thereafter gave formal approval. The approved Blueprint specified the mission, vision, strategy and business case for the planned Think Tank. Finally, there was a press release announcing the launch of the DGHR Think Tank.

    Evaluate the benchmarking process and outcomes

    The most important measure of success was the widespread stakeholder agreement to a Blueprint for a Dubai Government Think Tank to shape the future of HR within Dubai. The vision of the Think Tank has been initially set as “Pioneering HR for the world” with three prime services; research, smart library and consulting services. Expected future benefits include setting standards of superior HR services through bridging gaps between academic knowledge and practical implementation, translating the vision of a pioneering Government as per Dubai Plan 2021 and improving Dubai’s 45th position in the Human Capital Index. The Think Tank is expected to save about AED 6 million per year on outsourcing of research to support DGHR’s policies and programs as well as approximately AED 5 million per year for Dubai Government entities on outsourcing/consulting where the entities lack HR expertise to implement different initiatives. The Think Tank is expected to save up to AED 4,206,007 per year through improving the productivity of Dubai Government employees using various efficiency and effectiveness tools (current productivity index = 2.1 hours, targeted productivity index = 3 hours) with the potential to achieve a total return on investment of 100’s of millions AED through providing leading edge research and initiatives that drive employee engagement and innovation.

    To find out more about Dubai We Learn contact:

    Dr. Zeyad Mohammad El Kahlout, Senior Quality and Excellence Advisor, Dubai Government Excellence Program (DGEP). Email: Zeyad.ElKahlout@tec.gov.ae or Dr Robin Mann, Director, Centre for Organisational Excellence Research (COER). Email r.s.mann@massey.ac.nz.

    Detailed reports and videos on Dubai We Learn projects can be accessed from the member’s area of the BPIR.com.


  3. Dubai Police: Best Practices in Vehicle Fleet Maintenance

    July 27, 2018 by ahmed

    Dubai Police Benchmarking Team Awarded 7 Stars for TRADE Benchmarking Proficiency

    The Mechanical Department is one of the key operational departments of Dubai Police. It is a technical department that focuses on the maintenance and repair of vehicles to ensure optimum and best use of Dubai Police vehicles. The department has 7 main specialized sections with more than 150 employees.

    Dubai Police were one of the government entities that participated in the 2nd cycle of Dubai We Learn initiative, a one year programme consisting 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 Dubai Government Excellence Program (DGEP) partner the Centre for Organisational Excellence Research, New Zealand. Project teams used the TRADE Best Practice Benchmarking Methodology – a rigorous 5-stage approach that involves searching for and implementing leading-edge practices.

    TRADE Stages

    TRADE Stages

    A short summary of Dubai Police’s benchmarking project is presented below:

    Terms of Reference

    The Terms of Reference (TOR) is the first stage of the TRADE Benchmarking methodology. This is where the team developed a clear purpose of what they wanted to achieve, specify the resources required, and what was expected in terms of financial and non-financial benefits.

    Project Aim:
    To find and implement best practices in vehicle fleet maintenance to improve vehicle availability and labour productivity of the Dubai Police Mechanical Department to world-class levels.

    The specific targets set were to increase productivity for the Mechanical Department from 40% to 70% and increase vehicle availability from 88% to 95%.

    Review
    The team conducted an extensive review of factors that were impeding labour productivity and vehicle availability. This involved SWOT analysis, fishbone analysis, surveying the opinions of mechanics, analysing job sheet data, and deciding on the most important performance measures to use. The main areas of concern were identified as spare parts management and storage, equipment, material and tools availability, manpower and labour capabilities, and the Fleet Focus Management System (as the maintenance data was found to be inaccurate and not supportive of management decision making). Through this analysis the scope of the project changed from focusing on a total fleet of 3,600 vehicles to the 800 police patrol vehicles as these were most critical to police operations.

    Fishbone analysis

    Fishbone analysis

    Acquire
    At the beginning of the ‘Acquire’ stage, Dubai Police defined 12 criteria for the selection of potential benchmarking partners. These criteria were selected to reflect the priorities of the project. Thereafter, the team brainstormed potential benchmarking partners as well as the ways in which ‘acquisition’ would be carried out (e.g. site visit, internet research).

    Potential Benchmarking partners were then approached and ultimately, nine organisations were visited for the purposes of benchmarking exchange. The nine organisations were 3M, Kia – Al Majid Motors Company, BMW – Arabian Gulf Mechanical Centre, Mazda – Galadari Automobiles Co, Al-Futtaim. Ducab, Avis Repair Centre, STREIT Group and Higher Colleges of Technology (HCT).

    Dubai Police team visiting Ducab

    Dubai Police team visiting Ducab

    At the end of this stage, the team had identified a total of 35 improvement ideas.

    Deploy
    All 35 improvement ideas were assessed for potential based on a set criteria. Meetings were then held with all stakeholders to communicate the findings from the benchmarking project and get their commitment to deploy the improvement actions.

    Key activities implemented at this stage included data cleansing, closing of the Bur-Dubai mini workshop to improve efficiency, creation of a shift pattern for workers and the setting up of a spare parts demand management system. In addition, workshop audio visual screens were set up to improve visual management and cost and productivity calculations were made. With particular regard to the mechanics, an incentive scheme and working hours management system were set up.

    Installed monitors in the workshop to show real-time performance

    Installed monitors in the workshop to show real-time performance

    Installed monitors in the workshop to show real-time performance

    Evaluate Stage
    The results showed an increase in labour productivity from 40% to 72.2% (exceeding the target of 70%) as well as an increase in vehicle availability from 88% to 95%. This has resulted in a saving of 14 million AED with future savings estimated to be in excess of 20 million AED. The increase in labour productivity contributed to a saving of 5,120,367 AED and the increase in vehicle availability led to extra savings of 8,680,000 AED (the elimination of ‘replacement’ costs of about 40 vehicles).

    Weekly labour productivity trend June-2017 to March-2018

    Weekly labour productivity trend June-2017 to March-2018

    To find out more about Dubai We Learn contact:
    Dr. Zeyad Mohammad El Kahlout, Senior Quality and Excellence Advisor, Dubai Government Excellence Program (DGEP). Email: Zeyad.ElKahlout@tec.gov.ae or Dr Robin Mann, Director, Centre for Organisational Excellence Research (COER). Email r.s.mann@massey.ac.nz.

    Detailed reports and videos on Dubai We Learn projects and 1,000’s of other best practicescan can be accessed from the member’s area of the BPIR.com (free to DGEP Dubai We Learn participants). Our book of case studies from the 1st cycle of Dubai We Learn can be found here.


  4. Best practice benchmarking project: A framework to reduce the prevalence of diabetes

    May 3, 2018 by ahmed
    DHA01

    DHA team receiving the trophy from DGEP’s Secretary General

    Diabetes describes a group of metabolic diseases which cause high blood sugar levels. In recent years, diabetes has become one of the leading causes of deaths worldwide. According to the World Health Organization, around 1.6 million people worldwide died due to diabetes in 2015. In 2017, an estimated 8.8 percent of the adult population worldwide had diabetes.

    Diabetes in the UAE is rising at one of the fastest rates in the world. Rapid economic growth, lifestyles and unhealthy diets have contributed to increasing the risk factors, also, an increasing population and a greater understanding of the condition have also contributed to the increase in patients diagnosed with diabetes. According to a 2017 survey, 15.2% of Dubai’s population are diabetic and 15.8% pre-diabetic (people at risk of becoming diabetic due to their high blood sugar levels) with the UAE as a whole having the 10th highest rates in the world.

    DHA02

    Diabetes prevalence 2017

    The Dubai Health Authority (DHA) is one of the government entities that participated in the 2nd cycle of Dubai We Learn initiative, a one year programme consisting 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. Project teams used the TRADE Best Practice Benchmarking Methodology – a rigorous 5-stage approach that involves searching for and implementing leading-edge practices.

    DHA03

    Stages of TRADE Benchmarking Methodology

    Terms of Reference Stage:
    The Terms of Reference (TOR) is the first stage of the TRADE Benchmarking methodology. This is where the team developed a clear aim of what they wanted to achieve, specified the resources required, and what was expected in terms of financial and non-financial benefits.
    The Dubai Health Authority’s (DHA) project aim:

    To develop & start implementing a Dubai Diabetes prevention framework based on worldwide best practices within one-year (2017); to reduce the Pre-Diabetic population, (356,460.48) adults by at least 10% by 2021.

    The target of reducing the pre-diabetic population by at least 10% by 2021 was ambitious considering the adverse trends in some of the risk factors such as obesity, unhealthy diet, smoking and lack of exercise.

    Review Stage:
    The main task of the Review stage is to study and understand the current status of the area of focus. The DHA team used several methods and techniques, such as literature review, community needs analysis questionnaire, brainstorming sessions, fishbone diagrams, and SWOT analysis. DHA recognised that it would not be able to have a significant impact on diabetes on its own and therefore needed to work closely with other stakeholders that could influence or play a role in reducing diabetes. For example, during the brainstorming sessions, DHA invited Dubai Municipality (to explore issues such as how public parks are used and the monitoring of the food offered by food outlets)) and the Dubai Sports Council (to understand how government sports clubs and initiatives can help to prevent diabetes).

    A brainstorming session with the stakeholders

    A brainstorming session with the stakeholders

    Some key findings from the Review stage:

    1. The most important factors to prevent diabetes are weight loss through healthy eating, and at least 150 minutes per week of regular physical activity. This can reduce the risk of type 2 diabetes by 58% in individuals at high risk.
    2. An important gap to be bridged is the lack of coordination between the different parties responsible for activities that lead to the prevention and control of non-communicable diseases.
    3. A screening and early detection programme for people who are most susceptible to diabetes and determine pre-diabetic cases, will allow reducing complications of diabetes as well as the burden of the disease.

    Acquire Stage:
    After setting the plan for the whole project and studying the current state, it was time to start looking for solutions or best practices to bridge the gap between the current and the desired state. The team set criteria for selecting benchmarking partners which were: organisations who have developed similar strategic initiatives that serves Dubai vision 2021, who have used public health innovations in the area of prevention, who have implemented prevention programs, who have lifestyle modification initiatives, who have achieved high success rates in terms of implementation, and who have the best health outcomes related to non-communicable diseases. DHA identified 17 potential partners which were reduced to 9 partners for site visits and internet conferencing.

    The benchmarking partners were from different fields, which enabled DHA to learn a wide variety of practices. This was besides an extensive desktop research conducted on: Health Promotion & Campaigns, Screening & Early Detection, Innovative Initiatives, Policy, Research, and Applications. In total, DHA were able to record more than 50 improvement ideas for potential implementation. For example, the best practice of Bharat Petroleum Corporation Ltd (BPCL), the winner of the 5th International Best Practice Competition Award was considered for implementation. In BPCL, all employees undergo an annual health check and receive a Wellness Index Score (WIS). The WIS of all employees are then averaged to obtain a company WIS. Initiatives such as Yoga, meditation, counselling by dieticians and health talks are provided to address the most common health challenges faced by employees. As a result, the company’s WIS has improved each year and the number of staff at risk of diabetes has dramatically reduced.

    Deploy Stage:
    In the Deploy stage, the team translated the ideas and best practices found in the Acquire stage into actions. The team developed and refined the actions through holding a number of meetings and brainstorming sessions with its stakeholders.
    By April 2018 the team was able to implement 30 improvement ideas, the three most important were:
    1- Developing a Dubai diabetes prevention framework and gaining acceptance of this within DHA and the wider stakeholder group. Previously, there was no diabetes prevention program for Dubai; there were scattered efforts, which were not systematic or collaborative

    Dubai diabetes prevention framework

    Dubai diabetes prevention framework

    For each sub-element of the Dubai diabetes prevention framework, an action plan outlines what needs to be done in co-operation with each stakeholder, it also assigns the responsibilities for each task and timeframe for implementation until 2021.

    Dubai diabetes prevention action plan

    Dubai diabetes prevention action plan

    2- Implementation of Diabetes Screening: The screening program was developed in primary health care for early detection of diabetes and the risk factors through adapting the National Periodic Assessment and Diabetes Risk Assessment tool (Finnish Diabetic Risk Assessment Score).

    3- Developing and implementing a pilot Happiness Prescription Programme. This programme was adapted from the Social Prescribing Programme from NHS (UK). The pilot phase of the Happiness Prescribing Program involved a total of 43 participants. It consisted of a comprehensive health survey, nutrition and health education and support, and various fitness classes.

    Evaluate Stage:
    The main task of the Evaluate stage is to evaluate if the project aim has been achieved and to measure the financial and non-financial benefits. Although, the main aim of the DHA project was targeted for completion in 2021, there were other objectives to be achieved within the one-year time frame of Dubai We Learn. For example, developing the Dubai diabetes prevention framework and getting all the stakeholders to approve it and be part of it within one year was a huge achievement.

    Other achievements included increasing awareness of diabetes. From 2017 till 2018, DHA held more than 460 awareness campaigns which covered more than 47,000 participants with a satisfaction rate of 98.1%. The campaigns were held in different locations such as public parks, government departments, and private sector companies. Also, to target a wider audience base, the DHA worked with the public media to conduct awareness campaigns using the social media, radio, TV, and newspapers. In total, DHA estimated they reached 560,000 people.

    Another important achievement was the successful pilot phase of the “Happiness Prescribing programme”. The 43 participants achieved good rates of weight loss ranging from 7 to 11 kg in six months. In addition to 13% risk reduction from severe to intermediate risk and 7% risk reduction from intermediate to low risk in the women’s group. For the men’s group, there was 7% risk reduction from high to moderate risk.

    DHA’s project achieves 7 stars ★ ★ ★ ★ ★ ★ ★
    Each project team of Dubai We Learn initiative gave a 15-minute presentation and submitted a benchmarking report which was assessed by an expert panel. The projects were evaluated based on the TRADE Benchmarking Certification Scheme. Three of the teams achieved 7 Stars, four teams 5-6 Stars, and four teams 3-4 Stars. These were exceptional results as even to achieve 3-4 Stars and reach TRADE Benchmarking Proficiency is challenging within a one-year timeframe. Dubai Health Authority project was evaluated as 7 Stars project, which means the project is considered as a role model in the approach and deployment of the TRADE Benchmarking methodology.

    For more detailed reports about Dubai We Learn projects, join BPIR.com and get access to best practice case studies, report, clips, and much more.

    Do you want to achieve outstanding results in your improvement projects, attend a TRADE Benchmarking workshop or email us at trade@coer.org.nz for more information about arranging an in-house workshop for your organisation. To receive the latest news sign-up to COER’s newsletter here.


  5. 2nd successful year of Dubai We Learn initiative

    April 14, 2018 by ahmed

    DWL2018Teams

    It is one year since the Dubai Government Excellence Programme (DGEP) launched the 2nd wave of “Dubai We Learn” 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 second wave of benchmarking projects came to an end on the 4 April 2018 when 11 project teams gave a presentation and submitted a benchmarking report to share their results. To learn more about the 1st wave and its result, refer to the recently published Dubai We Learn book.

    Project teams used the TRADE Best Practice Benchmarking Methodology – a rigorous step by step approach that involves searching for and implementing leading-edge practices. Each project team gave a 15-minute presentation and submitted a benchmarking report which was assessed by an expert panel. The projects were evaluated based on the TRADE Benchmarking Certification Scheme. Three of the teams achieved 7 Stars, four teams 5-6 Stars, and four teams 3-4 Stars. These were exceptional results as even to achieve 3-4 Stars and reach TRADE Benchmarking Proficiency is challenging within a one-year timeframe. The projects and grades were as follows:

    DWL2018_projects_rating

    Judging panel

    The project deliverables and presentations were assessed by an expert panel consisting of

    • Dr Robin Mann, Founder of TRADE, Centre for Organisational Excellence Research, New Zealand
    • Garvin Chow, First Vice President/ Director Corporate Learning & Development, United Overseas Bank Limited
    • Professor Dotun Adebanjo, University of Greenwich, London

    The achievements of all teams has been impressive. A description of the 7-Star projects is provided below.

    Dubai Police’s project has saved at least $3.8 million (Aug-2017 to Mar-2018) and is projected to save $5.4 million by August 2018 through increasing productivity in the mechanical workshop from 40% to 72% and increasing vehicle availability from 88% to 95%. The team conducted an intensive study of its current workshop practices and visited 8 organisations to learn from best practices. The improvements have largely been as a result of improved data accuracy and analysis of workshop operations which has enabled more informed management decisions such as closure of an inefficient workshop, changes to the shift pattern leading to a shorter turnaround of vehicles, and improved management of spare parts. These improvements have been achieved without investing in new equipment or machinery.

    The Dubai Government Human Resource (DGHR) Department’s project was to produce a blueprint for establishing an HR Think Tank. It was identified there was a need for a Think Tank to shape the future of HR within Dubai’s government and transform DGHR into a more ‘agile’ government entity – well prepared to respond to future challenges due to changes in technology, geopolitical situations and financial realities. To produce the blueprint the project team researched the needs of the Dubai Government and evaluated 102 Think Tanks with 6 international and 3 local benchmarking visits undertaken. The final blueprint was a 73 page document describing in detail the proposed purpose, structure, services and operating model of the Think Tank. The Vision of the Think Tank has been initially set as “Pioneering HR for the world!” and implementation of the blueprint will proceed through four phases and enable the Think Tank to provide three main services; research, smart library and consulting services. The major achievement of this project was having the blueprint signed off by the DGHR’s Director General with a planned launch of the Think Tank for later this year.

    The Dubai Health Authority’s (DHA) project aimed to reduce the number of people that are pre-diabetic (people at risk of becoming diabetic due to their high blood sugar levels). According to a 2017 survey, 15.2% of Dubai’s population is diabetic and 15.8% are pre-diabetic with the UAE as a whole having the 10th highest rates in the world. The DHA’s benchmarking project involved extensive desktop research reviewing the approaches of other countries in tackling diabetes and benchmarking visits to 9 organisations. Of key importance was that DHA recognised that it would not be able to have a significant impact on Diabetes on its own and therefore needed to work closely with other stakeholders that could influence or play a role in reducing diabetes. The major contribution of this project was the development of a Dubai Diabetes Prevention Framework consisting of five elements:

    • promoting healthy life style,
    • creative and innovative sustainable interventions,
    • early screening on diabetes mellitus and risk factors,
    • enforcement of non-communicable diseases policy, and
    • supportive health system and partnerships.

    For each element there is a strategy and a range of programs and initiatives of which a number have already been implemented and others are to follow. The project is on track to reduce the pre-diabetic population by at least 10% by 2021, an ambitious target considering the adverse trends in some of the risk factors such as obesity, unhealthy diet, smoking and lack of exercise.

    To promote learning and sharing of experience the recording of the presentations from all teams will be uploaded to BPIR.com. As part of this initiative, Centre of Organisational Excellence Research (COER) will publish a series of articles about the initiative. To receive the latest news sign-up to COER’s newsletter here.