• First Pillar: Achieving vision: (60%)

    The first pillar consists of four main criteria, namely: Dubai Plan 2021, Main Functions, Seven-Star Services and Smart Government. These represent the core of government work of entities to achieve their vision, strategic objectives and the objectives of Dubai Plan 2021.

    The extent of the implementation of the four criteria is based on the entity’s work and functions stipulated in the Memorandum of Association whether it is a service, regulatory, monitoring or supporting entity. Moreover, grade distribution depends on the contribution of the entity to achieving the objectives and indicators of Dubai Plan 2021.

    The First Main Criterion: Dubai Plan 2021 Criterion

    The Second Main Criterion: Main Functions Criterion

    The Third Main Criterion: Seven-Star Services Criterion

    The Fourth Main Criterion: Smart Government Criterion

    The First Main Criterion: Dubai Plan 2021

    This main criterion focuses on the extent to which the entity performs its role in achieving Dubai Plan 2021 objectives. This can be achieved through planning and coordinating with the concerned entities. This criterion also focuses on the entity’s follow-up of its performance and evaluation of Dubai Plan 2021 performance indicators results so as to monitor, understand, identify, predict and improve government performance results.

    • Planning and following up on the implementation of Dubai Plan 2021

    A- Capabilities of planning and following up on the implementation of Dubai Plan 2021.

    This criterion may include the following points:

    • Comprehensive definition of Dubai Plan 2021 indicators within government entity work, including: The indicator’s scope, definition, the purpose of its measurement, its sub-indicators, the measurement mechanisms, the calculating equations, data sources, the interim targets leading to 2021 objectives, the appropriate benchmarks, and the identification of any gap in the provision, accuracy and sustainability of the indicator data, if any.
    • Identification of all entities contributing to the achievement of Dubai Plan 2021 indicators (e.g. contributors, reference entities, data sources and other relevant entities), and ensuring effective coordination with and participation of these entities at all stages of planning and implementation of Dubai Plan 2021.
    • Identification and implementation of initiatives and programmes needed to achieve Dubai Plan 2021 indicators and to ensure the community’s awareness of the plan issues and its effective contribution in addressing them. This may be carried out through action plans that include a clear identification of activities, implementation responsibilities, timeframes, required resources, measures of achievement and risk management plans in coordination with relevant entities so as to avoid overlap and duplication. These initiatives and programmes may include the following:

    - Initiatives and programmes implemented by the entity on its own.

    - Initiatives and programmes implemented jointly or in coordination with contributors.

    - Initiatives and programmes needed to address statistical gaps related to ensuring the provision, accuracy and sustainability of the plan indicators data.

     

    • The provision of the details of Dubai Plan 2021 initiatives and programmes on the relevant E-Systems (Qarar and Mubadara applications) in accordance with the requirements and agreed time frames.
    • Periodic review of Dubai Plan 2021 initiatives, programmes, action plans and indicators data to ensure their appropriateness and effectiveness, and identification of entities responsible for carrying out the relevant preparations, revisions and updates.
    • Commitment to providing the plan indicators’ results and relevant statistics, as well as the results of its initiatives and programmes carried out by the concerned entities in accordance with the requirements and agreed time frames on Qarar application, while ensuring validity and accuracy of the provided data.

    B) Assessment of the achievements and results related to the planning and follow-up of the implementation of Dubai Plan 2021; according to the government entity’s work, objectives and activities, this criterion may include the following results:

    B-1 Performance indicators

    • Results of Dubai Plan 2021 indicators that are related to the entity’s work, and for which the entity is considered the main coordinator or contributor, including the results of sub-indicators or associated classifications
    • Results of the implementation of Dubai Plan 2021 initiatives and programmes
    • Percentage of the implementation of contributors' roles in joint programmes and initiatives
    • Percentage of compliance with the timeframe specified for the provision of results and statistics related to plan indicators, and for the implementation of the plan's programmes and initiatives
    • Results of assessment of the effectiveness of policies, programmes and initiatives relevant to Dubai Plan 2021

    B-2 The perception measures of contributors with respect to Dubai Plan 2021:

    • These measures may include (the general perception, compliance with partnership terms and conditions, usefulness, assessment of communication channels, cooperation in providing and exchanging information and ensuring transparency in transactions).

     

     

    The Second Main Criterion: Main Functions

    This main criterion focuses on the extent to which the entity implements its strategic plan, develops and implements policies, projects, initiatives, programmes, and regulatory and monitoring processes through its operational plan in alignment with Dubai Plan 2021, as well as the functions set forth in the Memorandum of Association, so as to ensure the effective and efficient achievement of strategic objectives based on the entity's work and its impact on socioeconomic and environmental sustainability. This criterion also focuses on the follow-up of the entity's performance, evaluation of the strategic performance indicators results and the assessment of the results of operational indicators related to policies, projects, initiatives, programmes and processes so as to monitor, understand, identify, predict and improve the organizational performance results.

    2-1 -Implementing strategy and following up on its performance

    A- Capabilities of implementing and following-up on the strategy performance

    This criterion may include the following points:

    • Preparing, and regularly revising and updating the strategy and the supporting policies according to the best practices and the approved standards (such as Strategic Planning Handbook) to ensure their suitability and effectiveness, in addition to the identification of the responsible parties for carrying out the relevant preparations, revisions and updates
    • Applying a mechanism designed to develop, revise and update supportive strategic policies so as to achieve the strategic plan based on approved criteria (e.g. Policy Making Manual), as well as the follow-up and assessment of the policies’ implementation procedures, quality and effectiveness
    • Coordinating with strategic partners and relevant entities so as to identify the roles, responsibilities and the level of contribution of each entity in achieving joint strategic objectives
    • Coordinating with strategic partners and relevant entities so as to develop joint strategic performance indicators, and identify the entities’ targets or the extent to which each entity contributes to achieving certain targets
    • Coordinating with strategic partners and relevant entities so as to develop policies, programmes and initiatives in order to achieve the joint strategic objectives and to avoid overlap and duplication of efforts
    • Applying a framework for organizational performance management system and the identification of responsibilities and authorities, for its implementation in all stages and at all levels of the organization based on approved criteria (e.g. Strategic success of the leadership team: strategy execution guide of Dubai Government)
    • Cascading and aligning strategic indicators, Dubai Plan 2021 indicators, as well as the international competitiveness indicators at all levels within the government entity (starting from the entity’s vision and strategic objectives level, to that of the organisational units’ objectives and main processes to the individual level)
    • Implementing a unified criterion to develop performance indicators
    • Developing mechanisms and systems intended to regularly collect, analyse and report performance data to stakeholders and according to their needs
    • Effective Implementation of the organizational performance management system and moving towards its e-transformation (or smart transformation) to enhance its efficiency and effectiveness in relation with the entity’s work and its integration with relevant internal (HR, Financial, Project Management, and others) systems and external (Qarar, Mubadara and others) systems.
    • Effective utilization of the organizational performance management system reports and relying on their results in the periodic review of the strategy and supporting policies, the review of the processes, services, projects and initiatives as well as utilizing those reports to support decision making by all concerned at all administrative levels
    • Applying a mechanism designed to internally audit the validity and credibility of performance results, as well as the integrity and accuracy of performance data collection mechanisms, and to ensure the accuracy of data sources and indicator calculation methods
    • Committing to providing results and statistics related to the International Competitiveness Indicators to the relevant entities (such as the Executive Council, Dubai Statistics Centre, Emirates Competitiveness Council, and relevant international entities) in accordance with the requirements and agreed time frames.

     

    B- Assessment of the achievements and results related to the implementation and following up of the strategy performance

    According to the government entity’s work, objectives and activities, this criterion may include the following results:

     B-1 Performance indicators

    • The results of achieving the strategic indicators and the competitiveness indicators (other than Dubai Plan 2021 indicators outlined in the criterion 1-1) that are determined based on the government entity’s main functions
    • Results of the assessment of the policies’ effectiveness relevant to strategic objectives
    • Percentage of compliance with the timeframe specified for the provision of results and statistics related to the strategic indicators and International Competitiveness Indicators
    • Results of the internal and external audit of the management system of implementing the strategy and performance management system

     

     

    B-2 The metrics related to the opinion of partners with respect to strategic planning:

    • These metrics may include the general perception, compliance with partnership terms and conditions, usefulness, assessment of communication channels, cooperation in providing and exchanging information and work dealing transparency.

     

    2-2- Managing and implementing policies/projects/initiatives/programmes (Operational Plans).
    The maximum benchmark limit is 40

    A- Capabilities of managing and implementing policies/ projects/ initiatives/ programmes.

    This criterion may include the following points:

    • Identifying the objectives and scope of work of the policy/project/initiative/programme and expected outputs, and the extent to which the project objectives are associated with the government entity/contributors' strategic plan
    • Developing an action plan to manage the policy/project/initiative/programme, including the planning, implementation and assessment stages, the selection criteria of the project team members and their tasks, responsibilities and authorities
    • Managing the change process, identifying the affected parties by the policy/project/initiative/programme and analysing the impact of such a process on those parties to ensure the successful achievement of the planned objectives
    • Solutions or alternatives that have been studied and compared with respect to the policy/project/initiative/programme, as well as the reasons for exclusion
    • Conducting financial planning in relation to the policy/project/initiative/programme and a cost-benefit analysis, as well as inserting detailed data through the Mubadara application of the Department of Finance
    • Analysing and managing the risks associated with the implementation of the policy/project/initiative/programme
    • Identifying the implementation and review mechanism and steps of the action plan

     

    B- Assessment of the achievements and results related to the management and implementation of the projects/initiatives/programmes
    According to the government entity’s work, objectives and activities, this criterion may include the following results:

    • The extent to which the policy/project/initiative/programme results have contributed in achieving the strategic objectives of the government entity/contributors (other than Dubai Plan 2021 programmes outlined in the criterion 1-1)
    • The results achieved by the policy/project/initiative/programme, as well as its tangible or intangible implications
    • Level of compliance with the timeframe within the approved budget
    • Ratio of the risks that have already occurred, compared to those previously predicted

     

    2-3 Managing Processes

    A- Capabilities of Managing Processes

    This criterion may include the following points:

    • Identifying and classifying the processes designed to implement and achieve the government entity’s strategy and objectives, as well as organising processes according to priorities as part of the entity’s management system, and the use of the appropriate management and improvement methods, including processes that go beyond the entity’s boundaries
    • Identification of individuals accountable for each process, as well as their roles and responsibilities in relation with developing and managing the structure of the key processes
    • Designing and directly linking process (operational and strategic) performance indicators to the strategic plan
    • Addressing issues related to the overlap and duplication in performing tasks, as well as the implementing processes within the government entity so as to ensure effective implementation of the processes from start to end
    • Reviewing the effectiveness of the overall framework of the processes in supporting the achievement of the strategy and relevant supporting policies

     

    B- Assessment of the achievements and results related to the processes:

    According to the government entity’s work, objectives and activities, this criterion may include the following results:

    • Percentage of achieving operational performance indicators related to key processes (process results)
    • The volume of work that has been implemented (e.g. number of facilities inspected, number of laws reviewed)
    • Efficiency of process implementation (e.g. savings in processes costs, increase of outputs while keeping the same inputs)
    • Process Cycle Time
    • Process indicators results
    • Percentage of processes improved
    • Tangible and intangible results of processes improvement
    • Percentage of processes' errors/notes
    • Productivity (the level of output produced per time unit compared to target)

     

    • Sustainability in socio-economic and environmental fields

    A) Capabilities of sustainability in socio-economic and environmental fields

    This criterion may include the following points:

    • Identifying the impact of the entity’s activities and policies on sustainability in socio-economic and environmental fields based on its mandate and in the light of the relevant local and national strategies (e.g. UAE Green Development Strategy)
    • Ensuring that the government entity’s strategy includes elements to achieve socio-economic and environmental sustainability in accordance with the entity’s mandate through the development of strategic objectives and policies; and to identify key performance indicators related to sustainability in alignment with Dubai Plan 2021 and indicators included within, as well as strengthening the competitiveness indicators of Dubai and the UAE
    • Designing and implementing programmes, initiatives and policies to support the achievement of strategic objectives related to sustainability in socio-economic and environmental fields according to the entity’s mandate and in coordination with partners and stakeholders
    • Designing and implementing mechanisms to facilitate government interaction with the community with respect to the development and implementation of its policies, programmes and initiatives so as to ensure meeting the community's needs and expectations

     

     

    1. Assessment of the achievements and results related to sustainability in socio-economic and environmental fields

    According to the government entity’s work, objectives and activities, this criterion may include the following results:

    • The strategic performance indicators related to sustainability in socio-economic and environmental fields
    • The operational performance indicators associated with programmes, initiatives and policies related to sustainability in socio-economic and environmental fields
    • The operational performance indicators associated with the interaction with the community and understanding its needs and expectations


     

    The Third Main Criterion: The Seven-Star Services

    This main criterion focuses on the extent to which the entity designs, manages and develops processes intended to provide services to customers, whether they are individuals (G2C), business enterprises (G2B) or government entities (G2G) with a view to bring an added value in accordance with the criteria and standards provided by the relevant government service programmes. It also focuses on the assessment of the operational performance indicators for service delivery to all customer segments so as to monitor, understand, predict and improve the organizational performance results.

    3-1 Designing and managing service provision processes

    A- Capabilities of designing and managing service provisioning processes

    This criterion may include the following points:

    • Identifying, classifying and prioritizing the service provision processes needed to implement the government entity’s strategy and objectives as part of the entity’s management system including processes that go beyond the entity’s boundaries and the use of appropriate management and improvement methods to manage and improve those processes.
    • Developing and providing value-added services to customers through innovative solutions based on their current and future needs, as well as the active engagement of human resources, customers, partners and stakeholders
    • Improving and developing high-priority services and increasing their efficiency through implementing approved mechanisms and tools (such as Service Improvement methodology at Dubai the Model Centre) to analyse their current situation and to develop appropriate plans in order to implement and follow up improvement initiatives
    • Identifying individuals accountable for the service provision processes, as well as their roles and responsibilities in relation to managing, developing and supporting the key processes, and linking them to the customer experience
    • Designing and directly linking process (operational and strategic) performance indicators to the strategic plan
    • Addressing issues related to the overlap and duplication in performing tasks and implementing service provision processes within the government entity so as to enhance customer experience
    • Applying service level agreements to ensure the scope and level of services to be provided to customers, government and non-government entities
    • Identifying partnerships in the area of service provision in light of organizational and strategic needs and capabilities, so as to strengthen joint service provision, including outsourcing and sub-contracting to the private sector. This also includes adhering to the relevant policies and procedures in managing these partnerships and assessing the impact of their implementation.
    • Collaborating with partners involved in providing joint services, as well as with relevant entities to develop and simplify the joint services provision mechanisms and channels with a view to enhancing the customers’ experience and transforming the government into an integrated and harmonious body (One Government)
    • Applying systems intended to measure and manage the impact of service provisioning processes on health, safety and environment so as to minimise the negative impact of the entity’s activities and services on the community and environment, as well as to rationalise and improve the efficiency of energy and water consumption

     

    B- Assessment of the achievements and results related to the designing and managing service provisioning processes:

    According to the government entity’s work, objectives and activities, this criterion may include the following results:

     

    B-1 Performance indicators related to services

    • Results of Mystery Shopper Study (according to the study conducted by the Executive Council and any other internal studies)
    • Ratings of the government entity's Service Centres (according to the Star Rating System)
    • Results of the assessment of the government entity's call centres
    • Volume of provided key services and products
    • Services provision effectiveness (the extent to which the service achieves the intended objectives)
    • Services provision efficiency (Direct costs):
    • Such as savings in service costs and the increase of outputs while maintaining the same inputs
    • Services provision efficiency (Indirect costs):
    • Time needed to provide services (e.g. waiting time at the Service Centre, time needed to complete the service, number of steps required to complete the service, time needed to obtain the final and completed service, number of visits needed to obtain the service, number of government entities to be visited to obtain the service
    • Service availability indicators (e.g. percentage of services available in a specific geographic scope)
    • Service accessibility indicators (e.g. number of days needed to get an appointment, number of channels available to provide the service, time needed to reach the Service Centre)
    • Results of customer feedback and suggestions
    • Percentage of complaints addressed within the specified timeframe
    • Percentage of compliance with the service specifications according to the Customer Service Charter/Service Manual
    • Percentage of compliance with the service specifications according to the Service Level Agreement
    • Percentage of improved services
    • Tangible and intangible results of the services development
    • Percentage of errors found in the provided services (e.g. number of errors per 100 transactions)
    • Productivity (e.g. the volume of transactions completed per time unit compared to objectives)

     

    B-2 The metrics related to the opinions of customers (perceptions):

    These metrics reflect the opinions of customers benefiting and affected directly or indirectly by government entity activities and services (G2B, G2C, G2G) through questionnaires, focus groups, complaints, acknowledgment letters, according to the criteria set forth in the Customer Satisfaction Study conducted by the Government of Dubai. The measures related to the customer opinions will be assessed through:

    • Results of the Customer Satisfaction Study conducted by The Executive Council
    • Results of detailed customer satisfaction studies internally conducted by the government entity

    B-3 The measures related to the opinion of partners with respect to services provision:

    These measures may include the general perception, compliance with partnership terms and conditions, usefulness, assessment of communication channels, cooperation in providing and exchanging information and ensuring transparency in relation to transactions and selection criteria.

     

     

    The Fourth Main Criterion: The Smart Government

    This main criterion focuses on the level of electronic/smart government maturity, as well as on the extent to which plans and policies are developed and implemented to support the provision of electronic/smart services, so as to achieve the entity’s and the smart government's strategy, as well as the extent to which leading results are achieved in this area.

     

    4-1-Developing and implementing the smart transition plans and policies

    A- Capabilities of developing and implementing the smart transition plans and policies

    This criterion may include the following points:

    • Developing the smart transition strategy to satisfy the stakeholders requirements, and to ensure efficiency and effectiveness of the government entity's operations and services based on clear criteria and set priorities, and a close alignment with Dubai Smart Government’s strategy
    • Developing and implementing plans and supporting policies to promote the use of electronic/smart services in the various organizational activities and in its key and supporting processes
    • Developing, managing and integrating the entity’s website, and electronic/smart call centres
    • Strengthening the presence of the government entity on the internet and ensuring the effective use of social media so as to achieve the government entity objectives and promote co-innovation with stakeholders.
    • Managing the government entity’s ICT infrastructure in order to optimise resource utilisation to support the principles of integration and centralisation, as well as sharing data with other government entities.
    • Cooperating and coordinating with other government entities with respect to the electronic needs for the purpose of establishing an advanced infrastructure
    • Harnessing technology to promote innovation
    • Implementing information security policies and business continuity within the government entity
    • Providing Open Data to the public through approved channels in compliance with current laws and regulations.
    • Building capacities of data analyses to support decision-making
    • Identifying partnerships in the area of connecting electronic systems and providing electronic/smart services in light of the organizational and strategic needs and capabilities, so as to strengthen such processes (including outsourcing and sub-contracting with the private sector). This also includes adhering to the relevant policies and procedures in managing these partnerships and assessing their impact.
    • Including and integrating electronic/smart services, electronic systems and applications with other government entities’ connected electronic/smart services and systems in applying One Government concept.
    • Connecting the entity’s electronic/smart services development projects with those of other government entities so as to support the achievement of the smart government objectives
    • Connecting with the central and shared electronic/smart systems such as: The Government Resources Planning (GRP), Qarar, Mubadara, E-Payment System, the Financial and Assets Management Systems, and others.

     

    B- Assessment of the achievements and results related to the development and implementation of the smart transition plans and policies

    According to the government entity’s work, objectives and activities, this criterion may include the following results:

     

    B-1 Performance indicators related to the development and implementation of the smart transition plans and policies:

     

    A- The Indicators measured by Smart Dubai Government:

    • Electronic/smart transformation percentage
    • Percentage of completion and enablement of electronic services on smart devices
    • Percentage of adopting the electronic/smart government services
    • Percentage of completion of the electronic/smart transition for internal processes
    • Percentage of compliance with website quality standards
    • Percentage of compliance with electronic/smart service quality standards
    • Percentage of completion of the connected electronic/smart services between and among government entities
    • Percentage of current and new services utilising smart technologies such as Internet of Things, sensors and wearable devices
    • The level of utilisation of shared services and systems provided by Dubai Smart Government to government entities such as Government Resources Planning Systems
    • Percentage of using shared systems provided by Dubai Smart Government in relation to human resources
    • Percentage of using shared systems provided by Dubai Smart Government in relation to assets
    • Percentage of using shared systems provided by Dubai Smart Government in relation to financial management
    • Percentage of compliance with the Dubai Data Law
    • Percentage of published Open Data sets from the overall sets categorised as Open Data
    • Percentage of Shared Data sets from the overall sets categorised as Shared Data
    • Percentage of using Shared Data sets

    B-1- Indicators measured by the government entity

    • The performance results of connected processes/services that have been electronically developed and integrated with partners
    • Savings in process and service costs due to smart/electronic transition
    • The positive impact of the smart/electronic transition on the work and key activities of the entity
    • The decrease in the number of visitors to Service Centres in respect with services transformed into smart services
    • Indicators of social media usage in satisfying the objectives of communicating with customers, the public and other stakeholders

    B-2 - The metrics related to the opinion of customers, partners and stakeholders (perceptions):

    These metrics reflect the opinion of customers, partners and stakeholders with respect to the government entity’s website, electronic/smart services, the processes of linking and integrating electronic systems, and electronic/smart services provision using direct and indirect methods of measurement. This can be done through questionnaires, focus groups, complaints, suggestions, acknowledgment letters, etc.

    According to the entity’s work, such metrics may include the following:

    • Percentage of customers’ satisfaction with respect to the provided electronic/smart services, the website, and technology used
    • Percentage of stakeholders’ satisfaction with respect to the available communication channels (the website, call centre, social media, etc...)
    • Dealing with the complaints/suggestions submitted by all customer categories related to the electronic services and innovative applications, such as:
    • Percentage of suggestions that have been applied
    • Percentage of complaints that have been addressed
    • Percentage of stakeholders’ awareness on the electronic services provided
    • The level of confidence in electronic services
    • Percentage of human resources’ satisfaction with respect to internal electronic services, work methods and approved implementation plans (based on a study on employee’s happiness conducted by The Executive Council)
    • Percentage of partners’ satisfaction with respect to the compliance with partnership terms and conditions, usefulness, the assessment of communication channels, assessment of the nature of the relation and cooperation with partners, cooperation in providing and exchanging information, and transparency in relation to work dealing and selection criteria
    • The happiness Indicator measured by the Dubai Smart Government
  • Second Pillar: Innovation (20%)

    The second pillar consists of two main criteria, namely: Future Shaping and Innovation Management, whereas the extent of implementation of these criteria is based on the entity’s nature of work through shaping the future and identifying the most important elements of ambiguity inherent in the outer boundaries and the impact of such ambiguity on the entity's work. This criterion also focuses on the extent to which innovative strategies and pioneering initiatives are applied to the services offered, as well as the processes and programmes implemented. This is to ensure the achievement of strategic objectives and to provide customers with the highest levels of service. 

    The Fifth Main Criterion: Future Shaping

    The Sixth Main Criterion: Innovation Management 

     

    The Fifth Main Criterion: Future Shaping (5%)

    This main criterion focuses on the extent to which the entity has developed its capabilities in regard to future thinking through enhancing the intellectual capital and the constant renewal towards achieving global leadership. Entities should respond to global and future changes with agility and future readiness through the use of various tools that help in shaping the future, and analysing expected and unexpected future trends, possibilities and results. Therefore, it is required within the entity’s culture and day-to-day work to formulate plans, policies and procedures that correlate with achievements beyond the bounds of current capabilities. The criterion also focuses on the entity’s efforts to understand future variables, to deal with or benefit from future trends and utilise them, and to seize opportunities while maintaining a strategic and practical agility throughout the entity’s policies, processes and services. 

    • Future Thinking

    A- Capabilities of future thinking

    This criterion may include the following points:

    • Conducting ongoing awareness-raising workshops and technical training programmes to build a culture in the field of future shaping and using the acquired skills in relation with entity’s work
    • Developing customised tools for shaping the future to enhance the entity's work and boost the government's position
    • Providing and updating Big Data necessary for futuristic analysis and strategic foresight
    • Using of quantitative and qualitative methods to predict the nature and importance of future trends and developments (social, economic, technological, etc.) and analyse their impact on the entity’s work-related areas, as well as identifying and selecting the best alternatives based on these trends so as to benefit from, deal with or direct them towards achieving the government entity’s objectives
    • The depth of future thinking in developing futuristic proactive strategies, policies and initiatives based on accurate readings of future trends to enhance the government's position on a global level
    • The comprehensive cross sectorial future thinking covering the government as a whole
    • Developing futuristic studies on the entity’s level or cross-sectorial level

     B- Assessment of the achievements and results related to future thinking

    According to the government entity’s work, objectives and activities, this criterion may include the following results:

    • Number of awareness-raising and training workshops in the area of future shaping conducted for the entity’s employees
    • Number of tools trained on and tried in the entity
    • Assessment of the quality of future studies used for formulating strategies, policies and initiatives
    • Number of the pilot projects conducted to test readiness within the entity and / or among sectors
    • Number of initiatives and projects developed and derived from analysing global and future trends
    • Number of institutional changes and developments made based on using the tools of future shaping
    • Number of studies and researches conducted by the entity to foresee its work prospects
    • Results achieved based on seizing opportunities as a result of the entity’s agility and responsiveness in respect to making decisions for the future
    • The radical and size of impact achieved from the ideas and initiatives of shaping the future
    • The extent to which the entity is achieving a leading position as a result of shaping the future


     

    The Sixth Main Criterion: Innovation Management (15%)

    This main criterion focuses on the efforts exerted by the entity to ensure the creation of a work culture and environment that supports creativity, innovation and continuous improvement. This should be done through the implementation of systems and mechanisms designed to enhance the participation of stakeholders in providing new and innovative services, and by implementing creative ways to bring an added value to all stakeholders in accordance with the Dubai innovation strategy. It also places emphasis on the extent to which relevant leading results are achieved. 

      6-1 Developing and implementing innovation management systems

    A- Capabilities of developing and implementing innovation management systems

    This criterion may include the following points:

    • Developing, revising and updating an innovation strategy and policy in line with the government entity’s vision, mission and strategy as well as the Dubai innovation strategy and Dubai Plan 2021
    • Developing and implementing innovation management systems, including the use of clear criteria to determine priorities for improvement and development opportunities that require innovative solutions, as well as the selection of effective innovative ideas in accordance with the government entity’s strategy, Dubai innovation strategy and Dubai Plan 2021. These will contribute towards achieving the entity’s strategy and Dubai Plan 2021, such as the provision of new and innovative services, implementation of work activities, and the development of innovative initiatives, programmes and policies that bring an added value to all stakeholders
    • Establishing a suitable work environment, appropriate channels and tools that motivate human resources, customers and stakeholders to participate in innovation activities associated with the entity’s mandate and in accordance with the Mohammed bin Rashid Initiative for Government Innovation
    • Creating an effective partnership network with universities, scientific research centres and stakeholders in both the public and private sectors, with a view to supporting the innovation process to ensure the integrity and utilisation of all potential and available resources
    • Preparing and implementing human resource development and capacity-building programmes to enable them to contribute effectively in innovation and creativity activities
    • Ensuring the optimum utilisation of knowledge and information to identify available opportunities for innovation and creativity

     

     

    B- Assessment of the achievements and results related to the development and implementation of innovation management systems:

    According to the government entity’s work, objectives and activities, this criterion may include the following results:

    • The entity preparation and readiness towards innovation
    • Percentage of trained employees in the innovation field
    • Percentage of innovations resulting from the ideas submitted by employees
    • Rate of researches/studies per employee
    • Number of patented innovations/protected intellectual properties
    • Percentage of innovation workshops and events organised by the entity
    • Percentage of budget allocated to innovation
    • The financial and non-financial results achieved as a result of implementing innovative ideas in processes and services provision, as well as those that support the achievement of strategic objectives
    • Number of innovative ideas submitted by customers and partners
    • Percentage of innovative ideas/suggestions that are viable and applicable
    • Number and size of innovative projects implemented with partners
    • Number of new/improved products and services resulting from innovative ideas
    • Number of leading work models that have been developed and implemented
    • Rate of suggestions/ideas submitted per employee
    • Percentage of the increase in revenues arising from implementing innovative ideas or developing new services
    • Number of published researches/studies
  • Third Pillar: Enablers (20%)

    The third pillar consists of three main criteria, namely: Human Capital, Assets and Resources and Governance. The extent of implementing these criteria is based on the nature of the entity's work in terms of assets and resources used.

    The Seventh Main Criterion: Human Capital

    The Eighth Main Criterion: Assets and Resources

    The Ninth Main Criterion: Governance   

     

     

    The Seventh Main Criterion: Human Capital

    This main criterion focuses on human capital and the development of plans needed to achieve the individuals’ and entity’s objectives and the provision of high-quality services to human resources in accordance with the HR laws, regulations and complementary systems. The criterion also includes the investment in, sustainability and improvement of human capital efficiency and productivity, as well as recognizing, rewarding, motivating and empowering human resources to improve their capabilities in the field of innovation. This criterion also focuses on attracting and maintaining nationals and specialised competencies and achieving gender balance. Furthermore, it places emphasis on the extent to which relevant leading results are achieved in this field. 

     7-1- Developing and implementing plans, policies and processes related to human capital

    A- Capabilities of developing and implementing plans, policies and processes related to human capital

    This criterion may include the following points:

    • Identifying the behavioural skills and competencies, as well as the human resource capabilities needed to achieve the entity’s strategy, in line with the general framework of processes, organisational structure, and developing relevant manpower plans to make it viable
    • Developing and implementing integrated work policies and systems covering various aspects related to the management of processes, pertaining to employment and professional development, career planning, transition and grievances, motivation and recognition systems and other related HR systems. This must be completed while ensuring the provision of high-quality services to the human resources in accordance with the HR laws, regulations and complementary systems so as to ensure fairness, equal opportunities and transparency
    • Identifying training needs based on accurate information and scientific bases, in addition to developing and implementing training plans using various forms of training and continuous education, so as to ensure the human resources’ acquisition of the required knowledge, skills and behaviours, as well as the measurement of the effectiveness and impact of training on the human resources’ performance and behaviour
    • Assessing human resources’ performance so as to ensure fairness, equal opportunities and transparency, providing regular feedback on performance levels, attainment of individual objectives and competencies required to improve these levels, and linking career advancement, rewards and incentives to the assessment results
    • Empowering human resources and providing them with the necessary tools, information, skills and authorities to ensure their maximum contribution in fulfilling objectives
    • Encouraging and rewarding leading achievements at all levels within the entity (employees and work teams) in a timely and appropriate manner, as well as creating a positive competitive environment among them
    • Providing a healthy, safe and suitable working environment that contributes to motivating human resources in order to improve their productivity and creativity, and achieve a balance between their professional and personal lives (e.g. nurseries, libraries, sports facilities, lounge areas, etc.)
    • Implementing an integrated plan to attract and maintain national competencies, as well as to promote their work in jobs with low national employment rates
    • Enabling and enhancing the role of women and creating a supportive environment for women and working mothers, such as providing nurseries or flexible working hours, or supportive policies for working mothers

     

    B - Assessment of the achievements and results related to developing and implementing plans, policies and processes related to human capital  

    B1 - Performance indicators related to developing and implementing plans, policies and processes related to human capital: 

     

    Human resources development:

    • The required competencies compared to the available ones
    • Productivity
    • Training hours’ rate per employee by different job categories (leadership, supervisory, executive, specialised and technical)
    • Percentage of trainees by different job categories (leadership, supervisory, executive, specialised and technical)
    • Success level of training and development programmes in achieving the desired objectives
    • Percentage of employees with individual performance development plans
    • Results of assessing the impact of training

    Motivation and participation:

    • Number of suggestions made per 100 employees each year (average)
    • Percentage of applied suggestions compared to those that have been made
    • Percentage of employees with performance documents

    Satisfaction levels:

    • Average number of absence days per employee
    • Average sick leave period per employee
    • Average number of work-related injuries
    • Number of complaints and grievances made by employees
    • Percentage of employee turnover of non-nationals
    • Percentage of human resources’ grievances handled within the specified timeframe

    Services provided to human resources:

    • Time needed to provide the service (e.g. time required to complete the transaction)
    • The efficient provision of services (e.g. percentage of reduction in services costs, percentage of the increase of outputs while maintaining the same inputs)
    • Percentage of errors
    • Response time to inquiries and requests

    National Employment:

    • Percentage of national employees at different job categories (leadership, supervisory, executive, specialised and technical)
    • Percentage of employee turnover of nationals
    • Percentage of national employees holding professional and specialised certificates against the total number of citizens in the specialised jobs category
    • Percentage of the increase in employees’ number
    • Job continuity rate of nationals

     

    B2 - The metrics related to the opinion of human resources that are implemented by The Executive Council:

    • The job satisfaction index
    • The job engagement index
    • The job loyalty index
    • The happiness index

    The Eighth Main Criterion: Assets and Resources

    This main criterion focuses on the entity’s efficient and effective management of its internal resources and assets with a view to supporting relevant strategy and policies and ensuring the effective implementation of processes. These include the identification of expenditure priorities so as to meet customer needs and interests and eliminate non-value adding expenses. This criterion also places emphasis on the extent to which relevant leading results are achieved.  

     

     8-1 Planning and managing assets (buildings, equipment and resources)

    1. Capabilities of planning and managing assets (buildings, equipment and resources)

    This criterion may include the following points:

    • Developing and implementing long-term policies and plans to manage assets, facilities and equipment, and support the government entity’s policy and strategy in line with the UAE Green Growth Strategy
    • Optimal use of assets, facilities, equipment, and the management of its life cycle, ensuring the security and sustainability of those assets through maintenance programmes, especially preventive maintenance
    • Applying environmental specifications in procurement processes, and the use of environmentally friendly materials to ensure the preservation of the environment and non-renewable resources
    • Applying Green Building Standards
    • Optimal management of warehouses and stores

      

    1. Assessment of the achievements and results related to the planning and management of assets (buildings, devices, resources)

    According to the government entity’s work, objectives and activities, this criterion may include the following results

    • The efficient use of assets
    • The efficiency and effectiveness of maintenance processes
    • Percentage reduction of expenditures associated with asset management
    • Percentage reduction of electricity and water consumption
    • Volume of materials that have been reused/recycled
    • Percentage of reduction of greenhouse gas emissions and environmental pollutants
    • Percentage of reduction of material consumption, such as paper, fuel, chemicals, etc.
    • Percentage of compliance with Green Building Standards
    • Percentage of environmentally friendly materials used
    • Percentage of environmentally friendly technologies used in processes/services

    8-2 Managing relationships with suppliers

    A- Capabilities of managing relationships with suppliers

    This criterion may include the following points:

    • Developing a framework and terms for a long-term relationship (partnership) with suppliers so as to achieve mutual benefit and lead to building sustainable relationships that support the entity’s objectives related to bringing an added value to stakeholders, and reduce costs and expenditure
    • Transparency in disseminating the suppliers’ selection and assessment criteria (e.g. amendment and revision of contracts, classification of suppliers, referral of bids, etc.)

     B- Assessment of the achievements and results related to the management of relationships with suppliers
    According to the government entity’s work, objectives and activities, this criterion may include the following results:

    B-1 Performance indicators related to the management of relationships with suppliers

    • The suppliers’ assessment results
    • Percentage of reduction in procurement-related expenditure
    • Number of complaints made by suppliers
    • Percentage of procurement from local SME

    B-2 The metrics related to the opinion of suppliers

    • The suppliers’ satisfaction indicator, which may include the general perception, commitment to contract terms and conditions, communication channels, transparency in transactions and selection criteria, etc.

    8-3 Managing financial resources

    a- Capabilities of managing financial resources

    This criterion may include the following points:

    • Developing and implementing long-term policies, plans and financial processes to support the achievement of the government entity’s strategy
    • Designing financial planning, internal control, monitoring and audit processes, as well as the preparation of financial reports to ensure the optimal use of resources in an effective and efficient manner
    • Applying revenue development programmes
    • Applying expenditure rationalisation programmes
    • Applying the principles of calculating the costs of processes and services to improve efficiency
    • Analysing results and achievements compared to approved financial resources
    • Preparing feasibility studies for projects and analysing financial implications and alternatives to choose the appropriate ones
    • Applying regulations, laws and guidelines related to various financial fields effectively and utilising the recommendations and observations of the entity concerned with financial control in the government

    B- Assessment of the achievements and results related to the management of financial resources

    According to the government entity’s work, objectives and activities, this criterion may include the following results:

    • Accuracy of financial planning of revenues
    • Accuracy of financial planning of expenses
    • Accuracy of budget preparation
    • Percentage of increase of revenues resulting from revenue development programmes
    • Percentage reduction of expenses resulting from the rationalisation of expenditure programmes
    • Percentage reduction of services and key processes costs
    • Percentage reduction of supporting processes costs


     

    The Ninth Main Criterion: Governance 

    This main criterion focuses on the efficiency and effectiveness of the overall framework of governance so as to ensure the fulfilment of the accountability and transparency principles by the government entities toward stakeholders and the community in terms of the entity’s performance and compliance with the legislations and regulations, including those related to intellectual property rights. Furthermore, it places emphasis on the extent to which relevant leading results are achieved in governance and risk management. 

    9-1 Developing and implementing an overall framework for governance

    A- Capabilities of developing and implementing an overall framework for governance

    This criterion may include the following points:

    • Developing and implementing effective and comprehensive framework and policies for governance in various work fields within the government entity. All activities and decisions made are in the best interest of the entity and aim to achieve its objectives, so as to ensure there are no conflicts of interest or any abuse of authority on all administrative levels and systems (such as administrative management, human resources management, financial management, information and technology management, project management, resources and asset management, etc.)
    • Fulfilling governance principles related to separation of control and regulatory activities from service and operational activities, as well as identifying powers and responsibilities (organisational relationships), decision-making mechanisms and authorities
    • Creating a working environment based on integrity, justice and transparency, so as to ensure achievement of government entity objectives as well as the objectives of the Government of Dubai and the UAE
    • Complying with legislation, laws and requirements of government programmes, and effectively following-up the results of assessment and audit reports by relevant entities in charge of administrative and financial control, such as the Department of Finance and the Financial Audit Department, etc...
    • Applying criteria designed to preserve the entity and stakeholders’ intellectual property rights

     

     

    B- Assessment of the achievements and results related to the development and implementation of an overall framework for governance
    According to the government entity’s work, objectives and activities, this criterion may include the following results:  

     B-1 Performance indicators related to governance
    According to the government entity’s work, objectives and activities, this criterion may include the following results:

    • Number of observations set out in the assessment and audit reports categorised by their importance
      • Observations set out in the internal audit reports categorised by their importance
      • Observations set out in the external audit reports categorised by their importance
      • Observations set out in the assessment and audit reports of systems categorised by their importance
      • Observations of Legal Affairs Department on the number and categorisation of legal complaints made against the entity
      • Observations of the Financial Audit Department categorised by their importance
      • Observations of the Department of Finance with respect to budget execution and circulations thereof categorised by their importance
    • Percentage of observations, set out in the assessment and audit reports, which have been handled on time

    B-2- The metrics related to the opinion of stakeholders in relation to governance

    This may include perception about the following areas:

    • Application of the principles of transparency, integrity and justice when dealing with customers
    • Application of the principles of transparency, integrity and justice when dealing with human resources
    • Application of the principles of transparency, integrity, equal opportunities and same criteria for selection when dealing with suppliers

     

    9-2 Developing and implementing risk management plans

    A- Capabilities of developing and implementing risk management plans

    This criterion may include the following points:

    • Identifying all kinds of potential risks, crises and disasters (e.g. strategic, financial, environmental risks, information security, operational risks, occupational health and safety, etc.), as well as their occurrence probability and resulting impacts
    • Preparing a risk management plan which includes activities, responsibilities, timeframes and resources needed
    • Identifying alternative scenarios and plans to cope with changes and developments that could prevent achievement of strategic objectives and implementation of processes, projects, initiatives and programmes

     

    B- Assessment of the achievements and results related to the development and implementation of risk management plans:

    According to the government entity’s work, objectives and activities, this criterion may include the following results:

    • Success rate of training exercises and drills in dealing with crises and disasters
    • Average number of work-related injuries occurring due to crises and disasters
    • Number of incidents resulting from the entity’s activities and processes
    • Success rate of emergency plans when dealing with risks (in case they occur)

    Number of risks that were eliminated by overcoming the underlying causes