Questions/Answers

In early 2016, Smart Dubai Department pioneered an innovative public-private partnership (PPP) with its strategic private-sector partner, “Du” (a major integrated telecommunications service provider in UAE) to implement its smart-city platform called Dubai Pulse. Dubai Pulse platform provides rich city-wide data (either in open or shared form) to the public at large and for all the organizations both in and outside of Dubai. Public sector entities use cross-sectoral data in their planning, decision making and services provisioning. Increasingly, the private sector has been drawn into sharing its data on Dubai Pulse, so that aided by advanced data governance arrangements, government and private sector can pool resources and skills to tackle city resilience challenges together. Similarly, start-ups and entrepreneurs use city data to develop new digital services and mobile apps. Researchers in academia use city-wide Dubai Pulse data to conduct their analyses and research. Early on, the risks and the rewards were jointly shared by partners in a well-defined, jointly formulated framework agreement. To date, Dubai Pulse platform has collected over 700 city-wide datasets, with nearly 2,000 more in the pipeline. The initiative clearly targets opening and sharing 100 percent of public sector data.

Often, open data is considered to be the most underutilized asset lying with the government. In the aim of fostering innovation to deliver inclusive and equitable services for all including, through digital transformation, Dubai Pulse was established to provide rich city-wide data (either in open or shared form) to the public at large and for all the organizations both in and outside of Dubai, allowing them to use cross-sectoral data in their planning, decision making and services provisioning.

Goal 17 Targets:17.13-17.14-17.16-17.18-17.19 Data ecosystem is a crucial ingredient to the success of the sustainable development goals. In line with the goals aspirations to foster economic growth, improve efficiency and establish transparency, a holistic approach to data must be established, and that is exactly what Dubai Pulse was purposed to do. The platform represents a single place for sharing Dubai's data (within the bounds of Dubai Data Law), from a wide variety of sources in the public and private sector in the city of Dubai. As such, it will provide the opportunity of viewing such data in such ways as to provide valuable insights through curated and highly customizable 'data views'. At present, the United Nations also recognizes the need for a comprehensive mix of robust data to strategically build and demonstrate the significance of data for development, and Dubai Pulse is a true realization of this. The integration of geospatial and non-geospatial data has enabled both the public and private sectors formulate the most effective strategic plans for action on local and national issues, all in the aim of achieving the SDGs. Dubai Pulse was established to tackle the real-life challenges and problem that are faced by the local and global community, by creating a one-stop-shop for all city data, along with the necessary tools and success stories to enable innovation across all stakeholders.

Early on, and given that DubaiPulse was implemented through Private-Public Partnership, the risks and the rewards were jointly shared by partners in a well-defined, jointly formulated framework agreement. Environmentally, and thanks to highly efficient data centers and effective implementation technologies, the initiative had insignificant environmental impact. As for socially, and given that the initiative was governed by Dubai Data Law, the initiative ensured all data shared adhered to the Dubai Data Law and placed individual's privacy at the forefront of priorities. Additionally, the initiative ensured constant stakeholder engagement, and continuous public awareness campaigns.

In the past, data in Dubai – as in every city around the world - has not necessarily been managed as a strategic asset for the city in its own right, but has: - Existed as an ‘after thought’, often in an ad hoc manner as a result of each Entity’s activities, - Been locked away within individual Entities - limiting the ability for collaboration and innovation with external stakeholders and organizations, - Been limited in terms of value created directly from it, and the restricted value created was confined in most cases to a single entity. This traditional operating model rendered it challenging to join-up data and services around city needs, and limited the innovation potential to drive city-wide change at speed. And it became clear that it would hamper sustaining city needs in the future, as Dubai embraced its city-wide digital transformation and adopted “Internet of Things” among others. As city assets and infrastructures such as buildings, roads, places and a huge range of things and devices are becoming smart and internet-connected, the number of Dubai data sources are also multiplying exponentially – as will the potential for inefficiency, duplication and lack of “citizen-centricity” if that data is not effectively managed.

Dubai therefore needed to establish a radically different operating model for its data. Hence, Smart Dubai has launched Dubai Pulse to address and mitigate these impediments. Drawing on the “transformational operating model for Smart Cities” recommended in the relevant international standards2, Dubai Pulse established a new Modus Operandi based on: - Clear governance frameworks to ensure data is managed as a strategic asset - Use of open standards to ensure that data sets can easily be leveraged by various city constituents - Nurturing the development of a flourishing ‘data market place’ in Dubai

Dubai Data initiative has a broad multi-stakeholder base and a multitude of beneficiaries. First and foremost, Dubai Pulse platform provides rich city-wide data to the public at large and also all the organizations in Dubai and even outside. Public sector entities use cross-sectoral data in their planning, decision making and services provisioning. Private sector uses both public sector in Dubai Pulse and also commercially available private data in the Decentralized Data Exchange to enhance their planning and commercial operations. Similarly, start-ups and entrepreneurs use city data to develop new digital services and mobile apps. Researchers in academia use city-wide Dubai Pulse data to conduct their analyses and research.

Dubai has an ambitious and far-reaching smart city strategy. It aims for Dubai to be “the world’s best-connected, smartest and happiest city”. This vision is supported by the Dubai Data initiative which aims to open or share 100 per cent of public sector data by 2021. Dubai Pulse initiative is underpinned by Dubai Data Law of 2015 which allowed for the opening and sharing of public sector data. This legal instrument is turn is supported by a modularized, interlinked suite of standards and best practices - wrapped up in the Dubai Data Manual - that describes how Government Entities should manage their data. A central element of the Dubai Pulse open data sharing initiative is the open data platform, Dubai Pulse. Smart Dubai wanted to develop and maintain this smart city platform under a strategic partnership that would support the wider Smart Dubai strategy, especially around using data to create efficient and seamless services. An innovative public-private partnership business model ensures stability of the platform and provides highly secure data storage and added value ‘as a service’ features such as analytics, to enable open data value generation. A network of Data Champions was established in 2017 to increase data publishing activity across Dubai government. This network is supported by the very highest quality governance arrangements in form of a compliance framework and a data quality matrix, both of which were initiated in 2018, along with a private sector strategy to bring private sector organizations into data sharing and value creation.

There have been few technical problems encountered along the way. The most significant areas for action have been around building and then up-skilling the ‘human infrastructure’. We have referred above to the Data Champions Network. In addition to systemizing management and supply of high quality data, this group has also been able to access high quality training in the main elements of the (above mentioned) Dubai Data Manual.

Dubai Pulse was the first attempt in the UAE and the wider Gulf region to maximize the innovation potential of government data. This involved publishing data in an open format so that it can be downloaded, used and re-used without restrictions by all types of users.The highly orchestrated data publishing approach is based on rigorous calculations of potential economic and social impacts realized through data innovation. These estimates extend to the potential impact of sharing private sector data on the platform – benefits which the data team have started to realize through the development of cross-sectoral data analytics use cases.

The Dubai Pulse open data initiative is the first of its kind in the Gulf Region. Open data publishing, however, has been an aim of advanced national and city administrations since 2009. Typically, we have looked to the likes of United States Federal Government, as well as leading cities like New York, Amsterdam and London, with whom we consider ourselves peers.

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Yes, as the first of its kind, Dubai Pulse prompted other government entities within Dubai to adopt open data publishing (e.g. the Dubai Statistics Centre); the model has been taken and used in other Emirates within the United Arab Emirates, namely the Abu Dhabi Government’s Data Management Programme; at Federal level, the UAE’s open data portal www.bayanat.ae. Arguably, the platform has also had an effect across the wider region, with countries like Saudi Arabia also now implementing their own open data portals.

There has already been significant progress in adapting the open data publishing model into other settings. It is important to add that this is not just about the open data platform itself; rather it is about the policies, governance and ecosystem engagement efforts placed around the technology that enable transferability into other settings.Dubai Pulse (city-wide platform) as a concept and the PPP Agreement as a framework are both transferable to other cities. Particular aspects of Dubai have determined the actual scope of services in Dubai Pulse; however, a good majority of these services would be applicable to other cities since they entail commonly needed aspects of IoT, data management, digital transformation needs, etc. The smart financing aspect of Dubai Pulse is also easily expandable and transferable to other cities. Smart financing model through PPP identified various issues around the partnership model and incorporated a flexible framework addressing innovation in terms of platform and services expansion in the future with well-defined contribution from partners as well as risks undertaking transparently. Dubai Pulse was defined and designed upfront to be scalable for future expansion both from a scope and also from a financing perspective. Technical flexibility has been incorporated into the design to accommodate future expansion and innovation at the city level.

A data management team (comprising data analysts, engineers, architects and governance experts) was set up within Smart Dubai data to manage the transfer, processing and publishing of the Data. This team also manages the relationship with the supplier of the data infrastructure (the Dubai Pulse hosting environment). The public-private partnership is of course supported by a financial contract, and funding is required for supporting activities such as training.

The sustainability of the initiative is linked to a number of themes. Open data publishing: Provides a common, evidence base to inform city decision-making Strengthens public understanding and trust of city operations and other information concerning their communities, Generates economic opportunity for individuals and companies that benefit from the knowledge and functions created by open data. Empowers city employees to identify opportunities to improve services. Encourage the development of innovative technology solutions and data analytics more generally Anticipates benefits from new digital technologies such as the Internet of Things and Artificial Intelligence, whilst proactively managing any potential downside and risks. In financial terms, high level estimates, based on benchmarks from other jurisdictions, suggest that the net additional Gross Value Added generated will be the region of AED 4.3 billion to AED 6.6 billion per annum from 2021. This is equivalent to approximately 0.8 to 1.2 per cent of the forecast for the whole economy.

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The Smart Dubai Office commissioned KPMG to undertake a study to provide the Government with insight into the potential impacts of opening and sharing data in Dubai. Key objectives: 1. To provide a high level estimate of the anticipated economic and social impacts of the Dubai Pulse initiative and the impact of open and shared data more generally, based on a benchmarking of similar initiatives in other jurisdictions; and 2. The development an appropriate methodology for more rigorous measurement of the economic and social impacts of open and shared data in Dubai, to allow regular assessments of actual impacts being realized to be conducted in the future.

- Gross Value Added as impact of open and shared data - Impact on the fiscal position for Dubai Government as a result of open and shared data - Impact on employment due to open and shared data - Impact on innovation and investment due to open and shared data - Impact on happiness and well-being due to open and shared data - Impact on trust in Government due to open and shared data

Based on the evaluation report, the opening and sharing of data in Dubai presents an important opportunity to realise significant economic impacts. The report estimates, based on benchmarks from other jurisdictions, suggest that the additional Gross Value Added generated could be in the region of AED 4.3 billion to AED 6.6 billion per annum from 2021: approximately 0.8 to 1.2 per cent of the forecast for the whole economy.

In line with the central government's vision to ensure that all Dubai government agencies continue to seek innovative solutions and inclusive and equitable resources for all, Dubai Government Excellence Program, the driving force behind the development of Dubai's government sector, has incorporated the percentage of data shared and data made open by entities as a key performance indicators within the annual evaluation process. Furthermore, Dubai Pulse became the platform to monitor the process of these KPIs, and the sole channel for the exchange of public sector data. Other high profile Dubai Government level programs and awards were aligned with the vision and the strategy of this initiative to incentivize participation of public sector data providers and to utilize city-wide Dubai Pulse platform services.

The alignment of stakeholders in a city-wide initiative is critical. It was initially very important to align public sector entities’ staff with the overall vision and the goals of the initiative. Clear delineation of roles and responsibilities and achievement of accountability were important throughout the initiative. Compliance audits, transparent reporting and awarding success have been very important. Dubai Pulse has a broad multi-stakeholder base and a multitude of beneficiaries. First and foremost, Dubai Pulse platform provides rich city-wide data to the public at large and also all the organizations in Dubai and even outside. The city-wide initiative required close collaboration and cooperation of multiple stakeholders throughout. The initiative initially spent substantial efforts to bring on board a large number of public sector entities which would be critical in its success throughout. Joint planning and implementation activities achieved early buy-in and participation. Smart Dubai also facilitated huge efforts to boost the skills of public sector entities which synergized the partnerships and collaboration further. Smart Dubai’s well-established institutional strength and robust citywide data governance have allowed it to scale up at the city level and incorporate all stakeholders encompassing rich public sector data and economically viable and value adding private sector commercial data.

The lessons learnt are summarized below briefly: -Establish data governance early on; be ready to adapt it as technology advances: Dubai Pulse, and its team, swiftly addressed all regulatory and governance issues during its inception. It has paved the way for well-defined roles, responsibilities and accountabilities among the partners and other stakeholders. -Active communication, engagement and inclusiveness: Smart Dubai promoted extensive participation and the usage of Dubai Data by focusing on real use cases and policy problems in the city and demonstrating visual analytical findings to government entities. -Facilitate demand and supply: The value of Dubai Pulse relies on the supply and demand of its data. Without use and reuse of data, the value derived from opening and sharing data will be limited. Smart Dubai has played a facilitation role in determining the priority list of platform services and the datasets to be opened and shared with data providers. -Measure Impact: From the inception, Smart Dubai has started estimating and measuring impact. Efforts have been underway to estimate the social and economic impact of Dubai Pulse and opening and sharing of data, to develop value drivers to achieve intended impact.