Dubai Model for Government Services
Dubai' The Model Centre

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
The Dubai Model for Government Services (DMGS) was created to address the need for public service transformation in Dubai. The main challenges witnessed prior to DMGS launch is addressed below, as well as those affected by it. The Need for Public Service Improvement As a service hub, the service sector comprises 43% of Dubai’s GDP in 2012. The Emirate prioritizes development goals that enhance its service delivery capabilities. Since 1997, the government had initiated several institutional change programs including an excellence program, a balanced scorecard system for performance measurement as well as an e-Government initiative. Although served their purpose for the time, existing change programs were characterized by an inward institutional orientation and therefore lacked emphasis on customer centricity and service cost consciousness. Existing programs also lacked sophistication in service performance measurement and were unable to provide clear insights on performance of public services. Prior to the launch of DMGS, a study commissioned by the General Secretariat of the Executive Council (TEC) in 2008 concluded that nearly 75% of the Government of Dubai budget is found to be allocated to entities that need to improve efficiency. Findings of another study carried out by TEC in 2009 reported that 81% of Dubai population expects more improvement in the performance of the government services. The study reported issues with service speed of delivery, accessibility, ease of use etc. both studies reported that while services were deemed “acceptable”, they were not at the “leading edge” that leaders had envisioned. In light of this, top leadership in Government of Dubai needed a system that streamlined multi-layered government measurement and provided a method by which to drive public service performance through a results-oriented approach. Who Was Affected By the Problem? Over 2 million citizens and residents living in Dubai (including businesses) use government services and were affected by the government’s service delivery issues. During different meetings and conferences, public servants also reported the need for a better system to measure the baseline performance of public services and their improvement. At the senior level, government entities’ leadership reported the need for a system that would allow them to compare their performance to others across a broad range of services in order to make educated high level decisions. DMGS was therefore launched with primary objectives of increasing customer centricity and service efficiency. It emphasized four guiding principles that required a paradigm shift to be successfully implemented. It required more “Customer Engagement” not only during the evaluation of the service but starting with its design and perhaps delivery. In fact, DMGS encourages co-production with customers as a smart way of delivering services. The second principle, “Connected Government”, encourages government entities to think outside their silos and work jointly especially on shared services. “Reasoned Spending” is the third principle which looks at expenditure with a new outlook and encourages entities to reconsider what doesn’t add value to customers. “Innovation” as the fourth principle meant something new with the existing of the three other principles.

B. Strategic Approach

 2. What was the solution?
DMGS is the most recent and strategic public services transformation program implemented in the Government of Dubai. Managed by Dubai’ The Model Centre (DTMC), DMGS was launched beginning of 2011 in a multi-phased approach to allow for careful implementation and adoption. DMGS consists of four main components: a- A Framework for service delivery in the public sector, which consists of a service delivery standard, a unified methodology for service improvement, a suite of toolkits that provide the know-how for holistic public service assessment from customer experience and efficiency points of views. DMGS Tools are: A Customer Experience Measurement Tool, an Efficiency Measurement Tool, and a Self-Assessment Tool. The Framework with its three tools is documented and published. b- A capability building program for public servants including service delivery leadership and front-liners. The program includes different forms such as training workshops and provision of resources through documented case studies, guidebooks, etc. c- A Customer Insights System that aiming at understanding needs and expectations of citizens of the public through an annual Customer Needs and Expectations study, a Unified Complaints System ( and Unified Suggestion System ( d- Hamdan Bin Mohammed Award for Smart Government (HBMASG) to motivate and recognize service improvement efforts. The award consists of 12 categories and focuses on people as well as initiatives. The four components work together in an integrated way to achieve the objectives of DMGS. Through DMGS, government entities enter a yearly Improvement Cycle by deciding what main services to improve (Improvement Agenda) based on DMGS criteria, which include factors related to impact of the service on the public and city competitiveness, service cost, etc. The Customer Insights System is used to inspire this process and to ensure that the agenda address wants and needs of customers. Services of the agenda are then baselined (according to the assessment toolkits provided by DMGS) and improved (using the Unified Service Improvement Methodology provided by DMGS) by implementing several creative improvement initiatives. Entities are then encouraged to apply their best initiatives for HBMASG to compete on a local level and receive the prestigious recognition of H.H the Crown Prince. Throughout this process, government employees are provided with required support through the capability building program. Who Proposed DMGS? While the DMGS was a multi-stakeholder initiative, the vision was initially conceived by His Highness Sheikh Hamdan Bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai and Chairman of the Executive Council. His efforts support the vision of His Highness Sheikh Mohammed Bin Rashid Al Maktoum, UAE Vice President, Prime Minister and Ruler of Dubai to transform UAE Government to leading international positions. To execute this vision, a development team within TEC was appointed to design DMGS. How Did The DMGS Solve The Problem? At a macro-level, the public is the main target audience of DMGS, therefore the model had two primary objectives; becoming a more customer-centric government and therefore enhancing customer experience when dealing with the government as well as providing better value for money through driving internal efficiency improvements when designing, developing and delivering a service. Overall, the design of DMGS and its components tackled gaps reported in the previously mentioned studies. Results of the implementation of DMGS (as will be explained in Question 10) provides clear evidence on its success to address these gaps. The model provided also a mean for public servants to study service performance for better decision making, to become more insightful about customer needs, to benefit from the capability building program and to have a better chance to celebrate and showcase their successes through the HBMASG.

 3. How did the initiative solve the problem and improve people’s lives?
1. Conceptual uniqueness • The framework is sponsored by TEC, the core of the central government, and enjoys top leadership attention and full support. • The framework is result-oriented as it requires entities to measure service performance before and after improvement in order to quantify levels of achievements. • The framework is highly customizable and allows government entities to tailor it to their unique needs. For instance, the standard for service delivery consists of basic and advanced requirements depending on the maturity level of the government entity and its readiness to change. The Customer Experience Measurement Tool includes standard survey questions and non-standard questions to suit services’ specific needs and different natures. The Unified Service Improvement Methodology adopts a generic structure and encourages creativity in selection of improvement initiatives without mandating a one-size-fits-all solution. 2. Methodological uniqueness • DMGS launch adopted a unique approach that included consultation with local and international multi-stakeholders, running a pilot program, gradual roll-out,, details are provided in questions 4 and 5. • The HBMASG deploys a unique mix of assessment means. The award depends on a high caliber international jury and includes the public in the judging process by allowing them to vote for their favorite improvement initiative.

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
Launched in 2010, DMGS was rolled out through a gradual three-year process to ensure complete adoption and support from all of Dubai’s government entities and to fine-tune and customize the DMGS Framework according to the varying needs and diverse service natures of government entities. The foundational DMGS framework was developed in 2010 by the Development Team within TEC as a result of an intensive research exercise that explored academic and practical models as well as similar government experiences for public service delivery. The Framework was then presented to internal government stakeholders for feedback, as well as an international panel of experts for validation. Throughout this process, feedback from the Service Improvement Government Network (SIGN) was taken into consideration for the design of DMGS. SIGN is an internal government platform that exchanges knowledge and experience related to public services. The Framework was then tested in a six-month pilot program within five government entities in 2011. Each entity (Dubai Police, Dubai Municipality, Land Department, Community Development Authority, and Roads and Transport Authority) chose one main service they wished to improve based on a set of criteria within the framework and applied the DMGS Framework. The entities chosen for the pilot were diverse to ensure that the Framework is tested in different types of environments to allow for customizability and transfer. The entities varied greatly in size, age, strategic sector, and service improvement goals. The pilot of the framework necessitated the cooperation of senior-level management within each government entity. Top leadership enforcement of the pilot program, represented by His Highness Sheikh Hamdan Bin Mohammed Al Maktoum’s involvement and support, facilitated that. An “Improvement leader” within each pilot entity was chosen by the entity top management to lead the improvement initiative and was assigned an improvement team to work with. Pilot government entities were guided by TEC on how to select team leaders and team members. The improvement leaders held a multiplicity of functions. They ultimately set the tone for the rest of the entity to adopt the framework. After the pilot program proved successful and results were presented by improvement leaders to H.H. Sheikh Hamdan Bin Mohammed Al Maktoum, he ordered the launched of Dubai’ the Model Centre (DTMC) in 2012 as a body in TEC in order to institutionalize the Framework implementation in government entities and provide it with required resources and support. Throughout the implementation of the program, Dubai’ the Model Centre saw the merit in recognizing accomplishments and incentivizing entities to continue their improvement efforts. This realization coincided with a new vision to transform Dubai into a “Smart Government” by 2015, thus instigating the launch of the Sheikh Hamdan Bin Mohammed Award for Smart Government. The key development and implementation steps are summarized as follows: • 2008-2009: Studies conducted among the public point to a need to improve services within the public sector • 2010: The Executive Council creates a Development Team to research and create a Service Delivery Framework that can be applied in Dubai • The Development Team creates the first draft of the Dubai Model for Government Services Framework • The draft is shared with internal stakeholders for validation and an external panel of experts for endorsement • Dubai Model for Government Services officially launched • 2011: First-phase implementation with 5 government entities ensues and results presented • 2012: His Highness Sheikh Hamdan Bin Mohammed Bin Rashid Al Maktoum, Crown Prince of Dubai and Chairman of the Emirate's Executive Council, officially inaugurates the opening of Dubai’ The Model Center (DTMC) • 2012: 7 additional government entities adopt DMGS framework • 2013: 11 entities adopt the Model • 2013: Launch of Hamdan Bin Mohammed Award for Smart Government

 5. Who implemented the initiative and what is the size of the population affected by this initiative?
DTMC: The centre is responsible to facilitate and support the implementation of DMGS in Government of Dubai and manage HBMASG to motivate and recognize leading efforts. The Centre’s team started with the Development Team who was responsible for the research, design, creation of DMGS, and to engineer and facilitate the pilot stage of the Framework implementation. This team became the nucleus for DTMC when it was established. Improvement Leaders: This group is the change agent for DMGS implementation in their respective government entities and the liaison with DTMC. They lead the improvement efforts, monitor performance and provide feedback. International Experts During the Framework development, TEC requested a research centre in the UK to assemble an independent international panel to validate the Framework. The panel reviewed the Framework, provided feedback, validated it and then endorsed it as a best practice model. Testimonies of the international panel can be shared upon request. Government Entities: DMGS implementation is carried out by government entities, who are responsible to choose main services for improvement, implement improvement initiatives, report results before and after improvement and maintain improvement sustainability. The Public: Citizens and residents of Dubai play an integral role in DMGS. They participate in the annual Needs and Expectations Study to voice out what matters most to them. They submit their complaints and suggestions through the available systems; they participate as a judge to vote for their best improvement initiatives through HBMASG. Feedback from the public is studied, synthesized and discussed with government entities to inspire the improvement agenda. In addition, DTMC works with a number of government stakeholders to implement its vision including Department of Finance on matter related to service costing, Department of Smart Government on matters related to service classification, the Prime Ministers’ Office on matters related to the Smart Government Award.
 6. How was the strategy implemented and what resources were mobilized?
Resources for DTMC In 2010, the Development Team for the DMGS framework was a small section within TEC and was funded as one of the departments of the Council. After its launch in 2012, Dubai’ The Model Centre is currently funded by the Department of Finance with an annual budget of around 10 million dirhams to fund research, update of the framework, design and execution of the capability building program including workshops and case studies’ documentation, management and maintenance of the insights system, honorariums for the international experts’ panel and jury of HBMASG, the monetary prizes of HBMASG, holding its annual ceremony, as well as the operational/administrative and Human Resources expenses. The award prizes – fully funded by the DTMC- are as follows: AED 100,000 for Best Service Star Category (granted to 5 winners), AED 150,000 for Best Service Centre Manager Category (granted to 1 winner), AED 250,000 for Best Service Improvement Leader (Granted to 1 winner) and AED 1 million (granted to one winner team which usually consists of 10 members) The centre consists of a team of 9 members who are highly qualified in the area of service management, and divided as the following: The Director, the Advisor, one Senior Consultant, one Senior Project Manager, two Project Managers, two Associate Project Managers, and one Senior Administrator. Top qualifications in the area of service management as well as project management are available in the centre which is required in order to provide all of Government of Dubai’s entities with the necessary support and facilitation in order to implement the DMGS Framework as well as apply for the HBMASG. Resources at the Government Entity Level At the government entity level, implementation of the DMGS Framework is individually funded by each entity. The entities are asked to budget for their improvement initiatives on a yearly basis in order to receive funding from the Department of Finance. Priority was given to funding these improvements partly due to the belief that the DMGS framework would cut costs in the long term. At the team level, the implementation of the frameworks was carried out by Improvement Leaders and their Teams within each government entity. A typical Improvement Team would consist of a senior leader involved heavily in service delivery, and team members from departments including IT, finance, front-line staff, and corporate performance measurement. Although Government Entities are expected to prepare both Financial and Human resources to implement the DMGS Framework, the Framework itself highly encourages government entities to brainstorm innovative and pioneering initiatives to improve services that steer away from excessive requirement of Financial or Human Resources or put any strain on the entity itself in those terms. For example, if a service has a high waiting time due to a large number of customers, government entities are encouraged to come up with solutions such as expanding the channels for service delivery rather than opt for the easy solution which is adding counters and employees (extra financial and human resources).

 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
• One of the main factors that contributed to the success of DMGS is the structured capability building opportunity that was provided to Improvement Teams and Leaders. During the last three years, DTMC trained more than 500 people.. The entire Framework with its standard, assessment toolkits and methodologies are documented and published in Dubai Model for Government Services, Main Document. Local case studies were also documented and published on how to implement Dubai Model under different circumstances. Examples of the case studies include “Implementation of DMGS in the Justice and Security Sector”, “Implementation of DMGS in the Economic Sector” “Implementation of DMGS in the Public Health and Safety Sector” etc. Guidelines were also developed and shared with government entities to provide know-how on pressing topics, for example “How to analyze customer experience” guidebook. The capability building program was designed internally by DTMC team and is delivered by its experts. Training workshops are usually carried out in government entities premises which are equipped with training facilitates and offer a more cost effective solution to hotels halls and auditoriums. Training subjects include how to plan for public service delivery, how to measure public services performance and how to sustain results, how to deploy creativity tools and techniques, etc.. DTMC is now working on devising a training program specific to front-liners and will target 3000 employees in 2014 • Customers Insights received in the last three years are also one of the main factors that contributed to the success of DMGS. DTMC carries Needs and Expectations Studies that surveys more than 2500 people from the public. The online complaints and suggestions systems generated more than 50000 insights in the last three years. The voting system for the first cycle of HBMASG engaged more than 25000 people and allowed them to voice out what matters most to them. The cumulative understanding of these insights is of huge value to Dubai’ the Model Centre and Government of Dubai, as they affect what services to choose for improvement and what improvement initiatives to implement. • Dubai’ the Model Centre deals with a large number of stakeholders and ensures that they are fully engaged when necessary, whether they were part of the local and central government entities (31 governmental bodies) or international experts (a pool of 18 experts). The model would not have been successful if it were not for the support of these stakeholders and their multi-faceted contribution.

 8. What were the most successful outputs and why was the initiative effective?
There were several phases to the monitoring and evaluation process. They were as follows: 1. Monitoring During Implementation DTMC monitors the ongoing progress of the DMGS Framework implementation in government entities throughout the Annual Improvement Cycle. All government entities choose their top priority services for improvement every year based on a set of criteria. The improvement of the yearly agenda takes place in adherence with the Model Framework. Each government entity appoints an “Improvement Leader” and an Improvement Team to work directly with DTMC. Account managers with project management expertise within DTMC are appointed to deal with each government entity on a one-on-one basis, allowing for a more streamline support and follow-up. One of the Improvement Leader’s responsibilities is to monitor and evaluate the progress of public service improvement within her/his entity. In this regard, Improvement Leaders are responsible for a number of tasks, including sending reports and data back to DTMC, and evaluating the progress of their entities during and after the implementation of the framework. Leaders steer the implementation of the DMGS in their respective entities and meet along with the Improvement Team members with the DTMC team to discuss progress of plans’ milestones and deliverables on monthly basis. Progress reports that records achieved results are also dispatched and discussed with DTMC every 6 months and necessary actions are taken if required based on the results submitted. 2. Monitoring After Implementation Each improvement cycle takes a year, which starts with the selection of services for improvement (Improvement Agenda) and ends with reporting results for first cycle of implementation. Government entities continue to report on service performance progress every six months after the first cycle of implementation is concluded. DTMC manage a process called “Improvement Continuity Assurance” where results are monitored and studied every six months –after the first cycle-. Government entities are required to at least maintain the improvement results achieved at the end of the first improvement cycle or to further improve them. In case results were dropped, DTMC discusses reasons with the government entities and trigger suitable remedies. The DTMC management also meets with improvement leaders of government entities every two months (Insight Meetings) to reflect on the progress of the framework implementation and achieved results as well as to provide updates and discuss new ideas on the Framework. They also meet with the Director-Generals of the entities every six months for progress briefings and feedback.

 9. What were the main obstacles encountered and how were they overcome?
DMGS was launched gradually and without an incentive scheme. Improvement Leaders had to find ways to encourage employees to implement DMGS, given the new grounds it breaks and mentality change it requires, given the fact that Improvement Teams were not dedicated for this job and still have to manage their day-to-day operations. Additionally, entities that were not part of the pilot program were a bit reluctant to adopt a new Framework that comes to challenge their operations and way of thinking. These obstacles were overcome in a number of ways: • The Launch of HBMASG provided an incentive that spurs performance. Not only did it provide a “healthy competition” among government departments, but it aligned them in the achievement of one goal, to improve Government of Dubai services as a whole. • A support program was managed and delivered by DTMC. An investment of resources and time was required to provide education on the Framework, its Tools, and methodologies to engage entities through ongoing training and orientation programs, to build and expand capabilities within each government entity, and to demonstrate the value of the Model, foster bonds of communication and persuade entities to adopt the ideas. The pilot program was documented and shared with new government entities who joined the implementation later. Testimonies from pilot government entities on the Model and how it could help them were provided. DTMC also invited previous leaders of the pilot program to training sessions with newer entities as well as hosted international experts in workshops in order to demonstrate the validity of the Model and highlight the importance of the work. This all helped new comers to feel that the Model was developed by the government to the government and it is not just another new hype.

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
The impact of the DMGS initiative was profound based on the sheer scale of its implementation: in less than three years, the model was adopted by all of Dubai’s 23 government entities, including over 170 service centres. This large-scale, but gradual rollout allowed the DMGS to act as a driver of transformational change, embedding a culture of service improvement within government. This vision continues through DTMC, which has institutionalized the Framework’s Guiding Principles and prioritizes service improvement as one of Dubai’s on-going aspirations. Government entities have implemented more than 120 strategic initiatives for service improvement since the launch of DMGS, made cost savings of hundreds of million dirhams and enhanced customer experience in different ways. While examples of some of the results achieved by government entities due to implementation of DMGS are provided below; a telling example of DMGS success lies in the Hamdan Bin Mohammed Award for Smart Government. DTMC received over 86 applications in the first year representing entities’ leading service improvement initiatives. Tools included in DMGS are used to provide results on the actual achievements of the improvement initiatives, particularly the Customer Experience Measurement Tool and the Efficiency Tool. DTMC project managers review and validate the data submitted by government entities in order to ensure their reliability. The following illustrates some examples of customer experience and efficiency enhancements achieved by government entities through the implementation of the DMGS: •Emergency Ambulance in Dubai Corporation for Ambulance Services: -Achieved overall annual financial savings of AED705,000 -Reduced travel time to scene by 15% to 6 minutes •Security Screening in Dubai Airports: -Reduced waiting time by 32% to 3.6mins/machine -Reduced processing time by 29% to 9sec/passenger -Throughput rate increased by 43% to 400passengers/hour •Customer Service in Dubai Police: -Reduced cost per transaction by 13% to AED136 / transaction -Increased Customer Satisfaction by 3% to 92.4% •Building Permits in Dubai Municipality: -Reduced waiting time by 75% to 2 min -Achieved the #5 worldwide rank for Doing Business 2014 Rank published by The World Bank in “Dealing with Construction Permits” •Customs Clearance in Dubai Customs: -Increased Productivity to by 19% / to 1,031 transactions/employee/month -Achieved financial savings of AED34 million / year •Metro in Roads & Transport Authority: -Achieved financial savings of AED596,318 -Reduced total trip time by 15% to 57mins •Customer Service in Roads & Transport Authority: -Increased customer satisfaction by 13% to 95.1% -Reduced service cost by 55% to Dh25 -Reduced waiting time by 60% to 8 min As shown in the examples provided above, all entities achieved enhancement of customer experience, several have achieved direct financial savings (i.e. Roads and Transport Authority, Dubai Customs, Dubai Corporation for Ambulance Services). In addition, increases in efficiency occurred in nearly every department – whether related to cost, decrease in the delivery time or waiting time of the service, or an increase in productivity. The Model’s impact has demonstrated that: • The public sector can improve customer experience by placing customers at the heart of the government service delivery processes. • Efficiency and customer experience can simultaneously improve; there is no need to sacrifice one for the other. • The government machinery is not necessarily outdated and has the chance to implement leading edge solutions across bureaucracy and red-tapes. • Government entities who have implemented DMGS already had years of effort placed into service improvement. Yet, regardless of the many –yet fragmented- improvement initiatives implemented in the past years, it’s evident now that there is a vast room for further improvement achievable by implementing a proper Model and Framework, like the one provided by DMGS, and by having the right caliber and teams motivated to achieve goals and encourage change within their entities in order to achieve the envisioned results.

 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
The success stories demonstrated by DMGS across a variety of sectors in Government of Dubai allowed government entities to benchmark their results as well as initiatives, fuelling a spirit of collaboration as well as positive competition; government entities feel that there is an overarching sense of public service improvement by learning from others and sharing learned lessons. The sustainability of DMGS primarily rests on its institutionalization through DTMC. DTMC anchors the DMGS implementation, positioning it as a key driver of service improvement within the public sector. Sustainability of DMGS is maintained in several ways: • DTMC maintains an ongoing feedback process of assessment reports, employee suggestions as well as customer input. The requirement of DMGS for consistent reporting mechanisms has yielded a cycle of continuous adjustment that allows the framework to grow and change as Dubai’s government services evolve. • The launch of HBMASG added another important advantage of sustainability to the Model. The recognition award closes the loop of improvement and provides people a target to aspire every year. • The Model’s sustainability is closely bound to the recent government investment in Smart Government and the Smart Government Award at the UAE level. This strengthens the mandate of DTMC and enforces DMGS’ position. The criteria that are used to assess the m-service category in HBMASG in Dubai are fully aligned with the PMO criteria used for the assessment of the Smart Government Award for the UAE. The level of collaboration between the two entities is very high and completely beneficial for the sustainability of DMGS. • The dissemination of knowledge that took place in the last three years is helping the Model sustain its position. Level of required support for government entities reduces over time. This is evident when comparing number of support hours provided to new entities compared to previously engaged ones, who are capable of rolling out the Model by themselves with minimum consultation. The Model is transferrable for a variety of reasons: • The model was developed in consultation with the government and therefore suits the context of public service delivery for the area. • The UAE shares similar political and cultural ambitions with other countries in the region, laying the foundation for the adaptation of the model by neighboring governments. Testimonies of international panel members and jury members of HBMPSG support this argument and can be provided upon request. • The customizability and flexibility, as well as the Model’s international validation, have made it readily available to be transferred to other governments in the region and beyond. It is therefore not surprising that DTMC has received several requests for benchmarking within the UAE and regionally. Several workshops and seminars were conducted for this purpose and many of the Model documentations were shared with interested entities from UAE and the region. DTMC is ready to share DMGS Framework and Roadmap of Implementation (both are documented) to interested countries/cities and is willing to extend necessary support.

 12. Were special measures put in place to ensure that the initiative benefits women and girls and improves the situation of the poorest and most vulnerable? (If applicable)
The potential for change, when driven by passion and a desire to excel can be extraordinary. The DMGS experience demonstrated how passion can be channelled effectively in order to effect a cultural change within the public sector. One of the foremost lessons learned has been the sheer magnitude of the results achieved. Every government entity that employed the framework achieved positive outcomes. This was remarkable not only as a proof-of-concept for a model created within Dubai, but significant in the reach and scope of the Model’s ability to apply to in the region that share same political systems, challenges and ambitions. The results raised the image and prestige of public service in Dubai, re-asserting the ability of public administration to provide the results upon which the future development of the emirate depends. There has also been a great deal of learning concerning engagement with the public. Through the annual Needs and Expectations Study, the e-Complaints and e-Suggestions system, as well as a voting system, a great deal of insights have been gleaned about customer preferences, what matters most to the public, and how vital this ongoing participation is to the Framework and its future success. By placing customers first in the Model, Dubai has not only achieved the “customer-centric” vision of Dubai government, but has also demonstrated the necessity of partnering with the public. DTMC will continue to find new and innovative methods to engage the public. Another lesson learned through the bidding process for Expo 2020 was that the prioritization of service improvement can be dynamic, and is affected by changing external factors. Winning the Expo2020 bid has now reaffirmed the need for public services to be at the leading edge as the world comes to Dubai by the end of the decade. The win will also re-prioritize the types of services to be improved as the city moves to cater to an influx of tourists, businesses, and an increased volume in trade. Several other key lessons for the future include: • The realization that the improvement of service delivery cannot be achieved by one player alone. There are many common issues that require joint efforts – for example, continuing to collaborate with the Smart Government initiative is a must to actively participate in the realization of the smart city vision. • Many countries within the region share similar service delivery contexts. There is a great deal of knowledge to learn and transfer within the region and that share the same passion for service delivery improvement. DTMC is exploring opportunities for creating a network that allows for this type of knowledge and know-how exchange to happen. • Passion is a key component for change. Whether it’s a Development Team at DTMC or engaged entities at the local level, the kind of transformational change that is sought can only be achieved through a passionate commitment to instil a culture of service improvement within the public sector.

Contact Information

Institution Name:   Dubai' The Model Centre
Institution Type:   Government Agency  
Contact Person:   Wafa Abu Snaineh
Title:   Dr.  
Telephone/ Fax:   +9714-4399546
Institution's / Project's Website:  
Address:   POBox 72233
Postal Code:   72233
City:   Dubai
State/Province:   Dubai

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