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Dubai We Learn Benchmarking for the Dubai Government Sector Dr Robin Mann, Chairman GBN and Director, BPIR.com Limited, New Zealand
Dubai We Learn
Benchmarking for the Dubai Government Sector
Dr Robin Mann, Chairman GBN and Director, BPIR.com Limited, New Zealand
Dubai We Learn consists of 3 services designed for knowledge sharing and innovation
Dubai We Learn – ORGANISATIONAL LEARNING
(Available for 13 government projects)
Dubai We Learn - TRAINING
(Available to all government entities))
Dubai We Learn – BEST PRACTICE RESOURCE
(Available to all government entities)
Know
ledge S
haring a
nd
Innova
tion S
erv
ices
Dubai We Learn – ORGANISATIONAL LEARNING
(Available for 13 government projects)
• A one year programme which began on 6 October 2015
• Participation of 13 government entities for one project team per government entity
• Projects are expected to generate major financial and non-financial benefits for each government entity, stakeholders and Dubai as a whole.
• 13 successful projects will serve as role models for knowledge sharing and innovation and be profiled in a “Dubai We Learn” publication
Dubai We Learn – ORGANISATIONAL LEARNING aims to dramatically improve performance of Dubai’s government through the identification and implementation of best practices.
Project teams have been trained in TRADE Best Practice Benchmarking and are being assisted throughout their projects.
TRADE focuses on the exchange (or “trade”) of information and best practices to dramatically improve the performance of processes, goods and services.
A step by step approach is followed that helps to ensure that the project is completed in a logical way to maximise the benefits
Project team members will be certified as “Proficient” in
benchmarking on completion of their projects.
Informal
Benchmarking
Best Practices & INNOVATION
Formal
Benchmarking
Advice is given on how to develop an organizational-wide approach to organizational learning that leads to major transformational change and constant innovation
System for rewarding
and recognising best practices
Strategy required to encourage informal and formal benchmarking
System for selecting and evaluating projects
Training for sponsors and teams
One or two benchmarking masters
Documentation system
Benchmarking partners database and partnership building
Internal benchmarking system
Facilitation and advice on benchmarking
Collection of performance benchmarks
A cohesive strategy, structure and range of activities is necessary to develop and sustain a vibrant learning culture
Systems for sharing best practices
Assistance is provided in finding benchmarking partners and best practices
11
The BPIR.com supports the projects
through providing best practices and electronic versions
(in English and Arabic) of TRADE Training Materials
and relevant videos
The projects are managed through the TRADE Project Management System
Example of a Project Plan
Example of a how project teams work through the stages of TRADE
Examples of benchmarking tools
13 projects from different government entities are being undertaken
Government Entity Project title
1. Dubai Cooperation for Ambulance
Services
Development Of Emirati Paramedic’s Leaders
2. Dubai Police Head Quarter Smart Police Officer
3. Public Prosecution Judicial Knowledge Management
4. Dubai Municipality Improving Purchasing Channels
5. Mohamed Bin Rashid Enterprise for
Housing
Improving Customer Experience
6. Dubai Courts Personal Status Smart Certifications Services
Government Entity Project title
7. Dubai Statistics Center Innovative Statistics
8. Dubai Land Department Designing a Strategy for a Sustainable Center
9. Knowledge & Human Development
Authority
People Happiness
10. Dubai Culture Developing National Human Resources for
Museums
11. Dubai Electricity & Water Authority Shams Dubai Initiative
12. General Directorate of Residency &
Foreigners Affairs Dubai
Developing a World-Class Customer Service
Design Process
13. Road and Transport Authority Ask Subject Matter Expert - Knowledge
Management
Benchmarking provides a winning formula
Your knowledge and experience
+ best practices
= NEXT PRACTICES!!!
Tell me I may forget
Show me I may remember
Involve me and I will understand
“Buy-in” isn’t the same as “ownership”
“Buy-in” indicates that you have an idea that
you didn’t involve others in but you want them
to embrace it anyway.
“Ownership” is what people feel around an
idea, improvement or decision because they’ve
been part of the process of coming up with it
on some level, at some point.
Dr Robin Mann, Director, Centre for Organisational Excellence Research (COER) www.coer.org.nz, [email protected], +64 6 326 7377 +64 21 142 6531
COER - Developers of the www.BPIR.com - the most comprehensive and informative website worldwide on benchmarking, best practices, performance measurement, business excellence and general performance improvement.
