Dubai We Learn. Benchmarking for the Dubai Government Sector. Dr Robin Mann, Chairman GBN and Director, BPIR.com Limited, New Zealand

Transcription

1 Dubai We Learn Benchmarking for the Dubai Government Sector Dr Robin Mann, Chairman GBN and Director, BPIR.com Limited, New Zealand

2 Knowledge Sharing and Innovation Services 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)

3 Dubai We Learn ORGANISATIONAL LEARNING (Available for 13 government projects)

4 Dubai We Learn ORGANISATIONAL LEARNING aims to dramatically improve performance of Dubai s government through the identification and implementation of best practices. 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

5 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.

6 A step by step approach is followed that helps to ensure that the project is completed in a logical way to maximise the benefits

7 Project team members will be certified as Proficient in benchmarking on completion of their projects.

8 Advice is given on how to develop an organizational-wide approach to organizational learning that leads to major transformational change and constant innovation Informal Benchmarking Formal Benchmarking Best Practices & INNOVATION

9 A cohesive strategy, structure and range of activities is necessary to develop and sustain a vibrant learning culture Strategy required to encourage informal and formal benchmarking System for rewarding and recognising best practices System for selecting and evaluating projects Training for sponsors and teams Collection of performance benchmarks Internal benchmarking system Systems for sharing best practices Facilitation and advice on benchmarking Documentation system One or two benchmarking masters Benchmarking partners database and partnership building

10 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 11

12 The projects are managed through the TRADE Project Management System Example of a Project Plan Examples of benchmarking tools Example of a how project teams work through the stages of TRADE

13 13 projects from different government entities are being undertaken Government Entity Project title 1. Dubai Cooperation for Ambulance Development Of Emirati Paramedic s Leaders Services 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

14 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 People Happiness Authority 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

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16 Benchmarking provides a winning formula Your knowledge and experience + best practices = NEXT PRACTICES!!!

17 Tell me I may forget Show me I may remember Involve me and I will understand

18 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.

19 Dr Robin Mann, Director, Centre for Organisational Excellence Research (COER) COER - Developers of the - the most comprehensive and informative website worldwide on benchmarking, best practices, performance measurement, business excellence and general performance improvement.