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Good Practices and Innovations in Public Governance 2003-2011

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<strong>Good</strong> <strong>Practices</strong> <strong>and</strong> InnovATIONS <strong>in</strong> <strong>Public</strong> <strong>Governance</strong><br />

Western Asia<br />

United Arab Emirates<br />

2007 Category 2 W<strong>in</strong>ner<br />

Dubai Government Excellence Programme<br />

Dubai Government Excellence Department<br />

United Arab Emirates.<br />

Description<br />

Promot<strong>in</strong>g high performance <strong>in</strong> government by reward<strong>in</strong>g <strong>and</strong> motivat<strong>in</strong>g public<br />

officials through the establishment of a Government Excellence Programme.<br />

Summary<br />

The Dubai Government Excellence Department has implemented a number of <strong>in</strong>itiatives<br />

that have <strong>in</strong>fluenced positively the performance of government departments. It<br />

has enforced a customer oriented mentality provid<strong>in</strong>g better, more reliable, efficient<br />

<strong>and</strong> effective public services.<br />

The Problem<br />

Dubai’s public adm<strong>in</strong>istration was struggl<strong>in</strong>g to cope with a fast chang<strong>in</strong>g environment.<br />

A high percentage of foreigners employed <strong>in</strong> the public service had brought<br />

with them diverse backgrounds, skills <strong>and</strong> attitudes. Ownership was weak <strong>and</strong> organisational<br />

loyalty was tied to <strong>in</strong>come <strong>and</strong> job stability. The concept of <strong>in</strong>novation<br />

was alien <strong>and</strong> staff behaved <strong>in</strong> slow <strong>and</strong> reactive mode, respond<strong>in</strong>g to dem<strong>and</strong> for<br />

service as time <strong>and</strong> cumbersome rules <strong>and</strong> procedures permitted. The adm<strong>in</strong>istration<br />

was too slow to respond to <strong>in</strong>quiries; traditional ways of do<strong>in</strong>g th<strong>in</strong>gs limited freedom<br />

of action by senior staffers, opaque decision mak<strong>in</strong>g system <strong>and</strong> organisational<br />

culture of “rule” rather than “service” further underp<strong>in</strong>ned slow responsiveness.<br />

The Solution<br />

The Dubai Government Excellence Programme (DGEP) was launched follow<strong>in</strong>g a<br />

directive by His Highness Sheikh Mohammed B<strong>in</strong> Rashid Al Maktoum, Vice President<br />

<strong>and</strong> Prime M<strong>in</strong>ister of the UAE, <strong>and</strong> Ruler of Dubai, to improve public sector<br />

performance. The DGEP seeks to achieve this objective through a range of strategies,<br />

<strong>in</strong>clud<strong>in</strong>g: human resource tra<strong>in</strong><strong>in</strong>g, use of the latest means of communication <strong>and</strong><br />

<strong>in</strong>formation technology, exchange of expertise with<strong>in</strong> government departments, <strong>and</strong><br />

adoption of best global practices.<br />

S<strong>in</strong>ce its <strong>in</strong>ception, DGEP is play<strong>in</strong>g a major role <strong>in</strong> foster<strong>in</strong>g a culture of excellence<br />

among all the governmental entities <strong>in</strong> Dubai <strong>and</strong> acts as a role model program <strong>in</strong> the<br />

Arab region, caus<strong>in</strong>g a dramatic <strong>and</strong> tangible change <strong>in</strong> the government culture. It<br />

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