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How can learning government become smart government? S uccess stories form the government of Dubai Dr. Zeyad El Kahlout Quality & Excellence Advisor The Executive Council-Government of Dubai. Contents. Learning government Smart government What is the link?. learning government.
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How can learning government become smart government?Success stories form the government of Dubai Dr. Zeyad El KahloutQuality & Excellence Advisor The Executive Council-Government of Dubai
Contents • Learning government • Smart government • What is the link?
Develop & Sustain Knowledge Sustain Sustain Share Transfer
Learning from Performance Sustain
Use Knowledge • Needs-Requirements-Satisfaction In all Organizational activities
Can all Government services be Smart? Source: Dubai Smart Government Department
Excellent Services? By Competent/empowered staff Where feedback is measured traced and analyzed for improvement Follows a Vision Using consistent/ continuously improved processes Within a strategy Utilizing resources and partnership Sustainably Improved services
(Al-Salfa)Remote Case Registration Service .. Aim & results: Remote case registration service (Al-Salfa) aims to ease the uses of the service for Dubai Courts customers, which results in a number of achievements will be covered in next slides. Knowledge resources for development and continuous improvement: KPIs, Piloting, Statistics, Satisfactions surveys, E-Performance Analysis Tools .. etc
Knowledge Resources (Comparison) ..4. Satisfaction Survey ..
Internal assessment How DEWA has benefited from the internal knowledge management process and with third parties in the development of Smart Services Now Analyzing Lessons Learnt • Waiting time (customer services) = 4.58 minutes • Service time (paying bills) = 1.41 minutes • Time savings (notice to the debtor) = 10 minutes Participating in External Awards Exploring Latest Tech Performance Monitoring Benchmarking Stages of accumulation of knowledge, experience and enhancing the expertise internally and with third parties All the initiatives led to the strengthening of resources and assets to the application of development projects (eg: SAP) Before • Waiting time (customer services) = 19 minutes • Service time (paying bills) = 3.24 minutes • Time savings (notice to the debtor) = 5 days
List of Awards and Certificates – Information Technology Division 2013 – 2010 • Winning the Bronze Award of the SAP Quality Awards 2012 in the Large Implementation category in EMEA region. • Winning the Gold Award of the SAP Quality Awards 2012 in the Large Implementation category in MENA region
List of Awards and Certificates – Information Technology Division 2013 – 2010 • Award for distinguished e-Government department (3rd place) 2011, for translating DEWA plans into methodologies and effective partnership, which led to distinguished achievement at regional and international levels. • Winning the 1st place in Dubai e-Government eService Quality Evaluation report for 2011/2012, in the category of Government bodies offering less than 50 eServices (5 years in row). • Winning the Government Application Award 2011 in the Government Digital Media Forum • Winning eServices Excellence Award in the 16th GCC Middle East e-Government and eServices Excellence award 2011 • Winning e-Payment Excellence Award in the 15th GCC Middle East Government and eServices excellence award in 2010
List of Awards and Certificates – Information Technology Division 2013 – 2010 • IT Department of the year 2010 (in the Middle East) from Arab ACN Technology Award. • Winning the 1st place in 2012-2013 Dubai Government website Quality Evaluation. • IT Department of the year 2010 (in the Middle East) from Arab ACN Technology Award. • Wining Pan Arab Visual Creativity Web Award
List of Awards and Certificates – Information Technology Division 2013 – 2010 • Wining 2nd & 3rd in GCC e-Government award in best eServices and best e-Project • Certified ISO27001:2005
Thermal Energy Storage TurbineInlet Air Chilling (TESTIAC) Winner of 2012 DGEP Award for Distinguished Technical Project
TESTIAC DEWA GENERATION DIVISION KNOWLEDE ACQUIRING , UNDERSTANDING & IDENTIFICATION AS A PART OF CONTINUOUS IMPROVEMENT MECHANISM ENGAGING EXTERNAL KNOWLEDGE RESOURCES FOR : TECHNOLOGY SPECIALISTS PRESENTATIONS SHARING KNOWLEDGE WITH DUBAI & INTERNATIONAL PARTNERS ACQUIRING INFORMATION FROM GT MANUFACTURER AND WORLDWIDE USERS USING INTERNALLY AVAILABLE QUALIFIED KNOWLEDGE RESOURCES TO: EVALUATING TECHNO ECONOMICAL FESEABILITY TECHNICAL ASPECT ANALYSIS MEASUREMENTS & STUDIES VERIFYING ALLIGNEMENT WITH CORPORATE OBJECTIVES & STRATEGIES
ACQUIRED KNOWLEDGE SHARING Sharing acquired knowledge with the WORLD TESTIAC solutions & results Presented to EMPOWER Board of Directors Results and experience acquired on Management level shared on Global Energy Forum, Dubai, 2011 DEWA TESTIAC results offered to GT users on Gas Turbine Users Conference, Norway, 2011 Results shared on United Nation platform through Dubai Carbon Center of Excellence, December 2011 Presentation to DUBAL and EMAL for their Power augmentation programs (under execution in 2013) Energy efficiency improvements through TESTIAC explained to different Visiting University Students M/s Siemens and Pratt & Whitney approaching DEWA to Share Experience on TESTIAC for new Power Plants Knowledge acquired used in creating Guidelines for TES use in District Cooling Knowledge sharing with M/s. Mitsubishi for problems analysis related to chilling in their Plant Wang-Noi ( Vietnam)
