United Nations Public Service Awards Case Studies

Although, Government of Dubai has achieved a lot in the field of institutional performance and results during the past few decades, however there was no overall strategy for knowledge management in the Government to ensure learning from such distinguished performance and utilizing outcomes of the learning process in sustaining the excellent performance through innovation and creativity.
The institutional excellence model adopted by Dubai Government Excellence Program (DGEP) provided a comprehensive framework for the management of performance and results in the government entities of Dubai; however the model, before this initiative, has no focus on the knowledge management concepts and practices. Hence, there were no consistent and systematic platforms for knowledge sharing among government entities and employees.
Moreover, it was evident that that there were a considerable need of sharing best practices at the national (UAE) & regional (Arab countries) levels in the area of government excellence. This is due to the fact that DGEP is a pioneer program for government excellence that has been followed and benchmarked by more than eight similar programs in the region.
The above description of the problem was in the government (macro) level. If we consider the Micro level i.e. the institutional level, we would find another group of challenges that triggered this initiative.
Lack of pertaining and efficiently utilizing implicit knowledge in the government entities was one of the repeatedly reported problems. A considerable loss in the government entities was noted due to the turnover of human resources who bosses the know-how, this caused work interruptions and deficiencies.
Lack of learning activities in specific fields of government administration such as financial performance, governance, risk management, partnership, benchmarking…etc. is another problem faced by several government department due to rareness of learning sources and benchmarks.
Although DGEP assessment and award mechanism is a very successful tool for promoting the excellence culture in the government entities; There was a great need for institutionalizing excellence self assessment & continual improvement through knowledge management within government entities
The DGEP Excellence model requires that government departments should establish and maintain effective partnerships; however Lack of effective communication channels among government entities to learn from each other’s best practices was repeatedly reported problem.
Moreover, in the institutional level, there was no consistent and systematic implementation for documented and integrated knowledge management approaches such as identification of knowledge assets, maintenance and enhancement of knowledge assets, the provision of the required environment and systems, etc.
Lack of awareness and understanding of knowledge management fundamentals and concepts was another dilemma that created the need for DKMP. As a result of this lack of awareness a myth existed in several government entities considering IT as the core concept of knowledge management with a great focus in data, information and IT infrastructure.

What is the initiative about? (the solution)
In order to overcome the challenges and problems outlined in the previous section, DGEP has developed a comprehensive initiative “Dubai Knowledge Management Program, DKMP” which comprises several integrated components as follows. In 2007, the Program has reviewed & updated the Institutional excellence model (which is mandatory to implement by all government entities) with more focus on the Knowledge management concepts, principals and practices. The new criterion, which is considered as knowledge management model, government departments identify a detailed road map for creating a learning organization including development of Knowledge management strategy, identification and maintenance of knowledge assets, and utilization of knowledge to improve performance and results. In addition, the program has added two new award categories and their assessment criteria. These are “Distinguished Joint government Project” and “distinguished government entity in partnerships” to promote knowledge management concepts and practices. Since 2008 DGEP designed & executed, within the DKMP a series of monthly knowledge sharing seminars focusing on recent issues in the government such as knowledge management practices, risk management challenges, innovation management, performance management, strategy execution, human resources development, financial crises. In these seminars, several speakers from various department share relevant knowledge and practices with over 200 government leaders & employees each seminar. In 2008 DGEP started organizing an annual forum for government best practices, where winners of DGEP categories awards in previous cycles share their experience & success stories with over 500 participant from the government sector in the region with significant contributions from Director General ( Senior Executives ) of the winning government entities. Since 2007 , DGEP issued a quarterly scientific magazine specialized in Excellence and modern management concepts to publish success stories and best practices of government institutions , teams , projects , initiatives and employees . In 2007 DGEP has published 6 books containing success stories about formers winners of DGEP in the different categories. A new initiative been developed under the name of “partnership for development “to create a twinning relationship between high performers & low performers entities based on DGEP assessment scores. The high performers are required to share and transfer their knowledge and success factors with the low performers, and the assessment scores of both them are then averaged to give “the twin” score. The highest “twin’’ average score would then be recognized by DGEP. Another relevant and integrating initiative been developed under the name”benchmarking institutional excellence guidelines” which provide a model and framework for conducting effective benchmarking in the government sector. DGEP currently developing a totally new website with more focus on knowledge management applications such as availability and access to information and data, communication channels and forums, discussion rooms, opinion polls and surveys, etc. As a result of the implementation of DKMP and its sub initiatives a considerable impact has been achieved in creating learning government organizations that utilize knowledge management applications in improving its performance and results though innovation and creativity. Details of the initiative impact can be found in the last section of the submission

Who proposed the solution, who implemented it and who were the stakeholders?
Dubai Government Excellence Program Team has proposed this program to The Executive Council of Dubai with full coordination and cooperation of all government entities, DGEP led, supervised and technically supported the implementation in the government. Stakeholders of this initiative (DKMP) (include Government entities , assessors , former winners of DGEP awards , EFQM , private sector , Publishing agency attached to local university , Experts , etc ) were engaged .

Describe how and when the initiative was implemented by answering these questions
a. What were the strategies used to implement the initiative? In no more than 500 words, provide a summary of the main objectives and strategies of the initiative, how they were established and by whom.
This initiative has been developed by the following strategies: • Benchmarking best practices and international models • Analysis of the excellence assessment feedback reports • Analysis of feedback obtained from various communication channels with the government entities The ultimate objective is to improve the performance of Dubai Government through offering the means, tools and mechanism of knowledge sharing. The detailed objectives of the initiatives include: • Participate in and support Dubai government efforts for institutionalizing quality and excellence culture and the spirit of innovation and creativity. • Promote knowledge sharing and transferring with best practices in government performance • Empower and develop the human resources in the government sector in the area of knowledge management. • Enable government entities in Dubai to utilize knowledge in improving their performance and results. All projects under this initiative have been developed initially by DGEP team using the above mentioned strategies and then reviewed and finalized based on feedback and comments from the stakeholders through holding several workshops and brainstorming sessions organized purposely for this initiative.

b. What were the key development and implementation steps and the chronology? No more than 500 words
• Analyzing the current situation and searching for best practices • Developing the project blue print comprising background, objectives, components and action plan . • Developing detailed proposal for each project within the initiative and discuss it internally within DGEP then escalate it to TEC management team. • Based on the feedback acquired from previous steps, a revised version of the proposal been created to be communicated to the government entities. • Upon Government Entities feedback, DGEP team organized workshop/s to discuss the received feedback & comments and finalized the project documents (manuals/guidelines/frameworks,etc). • Pilot implementation is then launched by DGEP team (where appropriate), and based on learned lessons project documents enhanced & enriched . • Full implementation of the project at the whole government level with appropriate coaching and mentoring system been executed by DGEP Team. • During Implementation of the initiative, continuous improvement for each project is considered based on the project dynamics e.g : feedback , learning etc .

c. What were the main obstacles encountered? How were they overcome? No more than 500 words
1. Lack of proper understanding & awareness of knowledge management and this was overcomed by intensive learning training , and meetings 2. The buy-in constraints and this been overcomed by engaging stakeholders effectively . 3. Challenges related to self motivation ,and this been overcome by introducing the awards categories and the recognition of His Highness “ Sheikh Mohamed Bin Rashid AL Maktoum , UAE Vice president , prime minister and ruler of Dubai “ . 4. Lack of resources and this has overcome by team work and utilization of DGEP team knowledge and experience in government performance, along with contributions from various Experts.

d. What resources were used for the initiative and what were its key benefits? In no more than 500 words, specify what were the financial, technical and human resources’ costs associated with this initiative. Describe how resources were mobilized
10 Millions Dirham ( AED Currency ) been dedicated to the program and a team of 7 professionals using internet facility and modern devices for technical support .

Is the initiative sustainable and transferable?
All the developed projects and sub initiatives within DKMP are electronically and physically documented in the form of systems, manuals, books, presentations, proceedings and letters which are all installed/disseminated to all government departments. The initiative also enhances the applicability of its models and systems through comprehensive and regular formal training sessions organized for all government employees. In the design stage of any model or system that is intended to be implemented by the governments departments, representatives from these departments are invited for series of workshops with the aim of assuring their ownership and commitment. All models and systems developed within DKMP are subject to periodic assessments and reviews aiming at continuous improvements and updates. The initiative also provide advise and guidance for all government departments when they request a help in the implementation phase of any of guidelines or manuals. Moreover, sustainability of the initiative is assured through the commitment and involvement of HH Sheikh Mohammed Bin Rashid Al Maktoum, UAE Vice-President and Prime Minister, and Ruler of Dubai in all DGEP activities and initiatives. This involvement has a major contribution to sustainable implementation of the models and systems. His kind recognition of the new categories provides inspiration throughout the government sector. DGEP strategic plan assure continuity & sustainability of the initiative as continuous improvement is a mandate. Also, the Involvement of various stakeholders, assure the momentum of the initiative. Several Excellence Awards program in the region has benchmarked the initiative and started launching their own knowledge sharing activities such as conferences and forums for best practices.

What are the impact of your initiative and the lessons learned?
1. Enhanced knowledge content and assets in the government sector. 2. Enhanced the utilization of the knowledge management in performance improvement, creativity, innovation and business continuity. 3. Building the capacity & capability of Knowledge management in the government sector. 4. There is a very significant relationship between knowledge practices and performance, which means that knowledge the most important asset in any entity. 5. Utilization of knowledge management is a successful approach to achieve sustainable development. 6. Leadership commitment, involvement and support are vital factors for success. 7. Participation and engagement of stakeholder is one of the key success factors. Qualitative measures of the impact include: • 18 Seminars been conducted and attended by +2500 government employees 2009 & 2010. The average satisfaction level measured by feedback surveys after each seminar is 96% for 2009. • 11 issues of the excellence magazine comprise tenths of scientific articles and documented success stories in government excellence with a positive trend of the number of copies distributed which shows the improved demand for the magazine. • Increased amount of explicit knowledge produced by the DGEP in form of number of publications including criteria manuals, assessor’s guide book, participation and nomination guideline, self assessment manuals, partnership for development guidelines and benchmarking guidelines. • Knowledge management functions and activities have been activated in several government entities triggered by the knowledge management new criteria. This has led to creating “knowledge management culture” and hence improving the score of knowledge management criterion in the DGEP regular assessment cycles. • Most of the government entities have started documenting their implicit knowledge in “knowledge gates” and documented process management systems. This is measured and reported by DGEP assessors. • The number of government joint projects has been increased after adding the new award category for the same. Government entities are keener to communicate and work together in joint projects. This has contributed significantly in promoting knowledge applications. • Created an assessor poll exceed 130 certified assessor , whom can facilitate knowledge sharing and promoting excellence culture in the government sector in Dubai and the region . • 6 books been published comprising success stories about former winners of DGEP awards. • More effective partnerships between government departments have been activated, and more integrated government services has been launched.


Institution Name:		Dubai Executive Council- DGEP
Institution Type:		Government Department
Contact Person:		Ahmed Al Nuseirat
Title:		Coordinator General
Telephone/ Fax:		+97144399550
Institution's / Project's Website:		+97144399555
E-mail:		nuseirat@tec.gov.ae
Address:		Po Box 72233
Postal Code:
City:		Dubai
State/Province:		Dubai
Country:		United Arab Emirates

The Problem

Solution and Key Benefits

Actors and Stakeholders

(a) Strategies

(b) Implementation

(c) Overcoming Obstacles

(d) Use of Resources

Sustainability and Transferability

Lessons Learned

Contact Information