ASSESSMENT CYCLE MANUAL

2
0
2
4 This is an English translation of the official assessment
cycle manual issued in Arabic.
SECOND EDITION
2023
“We have come a long way in our quest for excellence and the world has
acknowledged that. Our country is on the forefront and has ranked in
advanced positions in many global competitiveness indicators. Today we
want to build on that achievement to move to a new phase in our work
towards results-based excellence.”

His Highness Sheikh Mohammed bin Rashid Al Maktoum

Vice President and Prime Minister of the United Arab Emirates and Ruler
of Dubai

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"Dubai's government operations are inspired by the vision of HH Sheikh
Mohammed Bin Rashid Al Maktoum who always stresses on teamwork as
the best way to achieve excellence. Government entities in Dubai have
what it takes to provide a world-class customer service."

His Highness Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum

Crown Prince of Dubai and Chairman of the Executive Council

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TABLE OF CONTENTS

Topic Page

Introduction 06
Dubai Government Excellence Program (DGEP) Categories – 2024 Assessment Cycle 07
Organizational Awards 08
Pillars, Criteria and Weights of the Dubai Government Excellence Model 2022 12
Dubai Government Excellence Model Criteria 13
The First Pillar: The Vision 14
The Second Pillar: The Distinctive Value 36
The Third Pillar: The Development Enablers 80
The Elite Model 93
Assessment Tool 96
Main Assessment Principles 97
Capabilities Assessment 98
Results Assessment 101
Assessment Principles Supporting the Entities at the Excellence and Elite Levels 106
Elite Model Assessment 110

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TABLE OF CONTENTS

Topic Page

Variable Awards 114

Best People-of-Determination-Friendly Government Entity Category 114
Best Entity in Emiratization Category 118
Best Joint Initiative Category 119
The Most Future-Ready Entity 124
Dubai Medals of Excellence 125
General Rules: Organizational Award Participation and Assessment 150
General Rules: Dubai Medals of Excellence Participation and Assessment 151
Submission Instructions 153
Definitions and Terminology 163

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INTRODUCTION
This manual serves as a valuable resource for Dubai Government Excellence Program In this assessment cycle, DGEP has introduced two new categories as part of the variable
(DGEP) Awards, providing a detailed overview of the awards, categories, criteria, awards. The first category, "Most Future-Ready Entity," serves as a catalyst for encouraging
assessment tools, and recognition approaches. It also offers clear instructions for entities to sustain their readiness for the future. It aims to inspire participating entities to
participation in the upcoming 2024 assessment cycle. DGEP organizational awards continue proactively and swiftly seize opportunities and effectively address forthcoming challenges.
to embrace a three-tiered approach, consisting of the Basic level, Excellence level, and Elite This category specifically acknowledges entities with the highest results in the Dubai Future
level. This multi-level structure ensures that government entities are consistently Readiness Index, which was launched by His Highness Sheikh Hamdan bin Mohammed bin
motivated to enhance their performance and strive for global leadership in their field of Rashid Al Maktoum, Crown Prince of Dubai and Chairman of the Executive Council, during
work. It encourages participants to leverage continuous development and improvement the tenth cycle of the World Government Summit.
efforts, building upon the achievements made in the previous assessment cycles.
The second newly introduced category within the initiatives level, the "Best Joint Initiative"
Recognizing the importance of keeping up-to-date with the emerging trends and addressing aims to foster collaboration and integration within the government sector. It encourages
the challenges posed by the new normal in the post-COVID-19 era, DGEP has proactively government entities to develop and implement initiatives and projects that align with the
updated its award criteria. By incorporating the latest global and futuristic trends in the principle of “One Government”. This category also seeks to promote synergies between the
field of excellence, the program ensures that its categories remain relevant and effective. public and private sectors, leveraging the expertise and resources available in the private
These updated criteria also consider the valuable lessons learned from the previous two sector to enhance the efficiency of government entities in fulfilling their functions and
cycles and offer solutions to overcome implementation challenges. Furthermore, they conducting their operations.
capitalize on the numerous benefits that government entities have already gained through
their participation in the program. In the pursuit of continuous improvement, the Dubai Medals of Excellence have undergone
significant updates and refinements. Several assessment criteria have been carefully
In the Elite model, the DGEP maintains the assessment principles from the previous cycle, revised, updated, and merged. Furthermore, the assessment rubric for each criterion has
namely Organizational Agility, Data Science and Artificial Intelligence (AI), and Partnership. been updated to provide clear distinctions between excellence levels of the sub-criteria and
This allows Elite level entities to continue their comprehensive implementation of these specify the score ranges associated with each level. This enhancement aims to streamline
principles, which have proven to be highly effective. However, there have been slight the assessment process, enhancing its accuracy, fairness, and objectivity.
adjustments in the assessment process to further emphasize the evaluation of
implementation results over capabilities. This shift reflects the program's focus on To further optimize the assessment process, certain elements of the process have been
recognizing and rewarding tangible outcomes achieved by the Elite level entities. modified. Personal interviews of candidates, capability assessments for all categories, and
the percentage of a candidate's points relative to the entity's employees' happiness study
Furthermore, DGEP organizational awards continue to feature "variable awards" that align have been discarded. Instead, the Dubai Medals of Excellence assessment now includes
with international best practices and leadership directives. These awards are tailored for direct site visits to each candidate's workplace. This change ensures that all participants
each assessment cycle, ensuring that the program remains responsive to evolving trends have an equal opportunity to showcase their achievements and excellence in a practical
and emerging priorities. The 2024 Assessment Cycle preserves two notable categories: the setting and provide more impartiality in the selection of the award winners.
"Best-People-of-Determination-Friendly Category" and the "Best Entity in Emiratization
Category." These categories recognize the importance of inclusivity and workforce
development, emphasizing the commitment of government entities to creating an enabling
environment for people of determination and promoting Emiratization efforts. 6
DUBAI GOVERNMENT EXCELLENCE PROGRAM (DGEP) CATEGORIES - 2024 ASSESSMENT CYCLE
Award Level Organizational Awards 2024 Dubai Excellence Medal Categories 2024*
Dubai Medal for Assistant Director General /
Elite Level Award 1 The Elite Award 1
CEO
Excellence Level Award 2 Leading Government Entity 2 Dubai Medal for Supervisory Employee
Awards at Criteria Level Best Entity in Innovation and Organizational Dubai Medal for Customer Happiness
3 3
Learning Employee
4 Best Entity in Digital Enablement 4 Dubai Medal for Innovative Employee

5 Best Entity in Achieving Dubai Plan 5 Dubai Medal for Specialized Employee

6 Best Entity in Human Capital 6 Dubai Medal for Administrative Employee

7 Best Entity in Providing Integrated Services 7 Dubai Medal for Field Employee
Best Entity in Efficiency and Corporate
8 8 Dubai Medal for Young Employee
Governance
Variable Category Awards 9 Best People-of-Determination-Friendly Entity

10 Best Entity in Emiratization Special Recognition

11 Best Joint Initiative

12 The Most Future-Ready Entity 9 The Unknown Soldiers

* No changes on the previous categories of the 2020
Assessment Cycle
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ORGANIZATIONAL AWARDS
The DGEP Organizational Awards consist of three main levels:

Basic Elite
Level Level

Excellence
Level

Entities which scored Entities which scored Entities which scored 600
less than 450 points in between 450 to 599 points points or higher in the
the previous assessment in the previous assessment previous assessment cycle
cycle cycle

The above figure shows the excellence levels of the DGEP organizational awards. Entities that score less than 450 points are categorized in the Basic
level of excellence and those that score between 450 to 599 points are categorized in the Excellence level, while those that score 600 points or more
are categorized in the Elite level and are qualified to compete at the Elite level in the next assessment cycle. The below figures show the award levels,
category titles, rules for moving between levels, and the way in which the winners of each level are recognized. Government entities that reach the
Elite level receive the Elite Certificate and special recognition, while those that reach the Excellence level receive the Excellence Certificate and the
right to compete within the Government Excellence Model categories.
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ORGANIZATIONAL AWARDS

Award Award Assessment Award Next Assessment

Awards Points Awards
Level Category Criteria Level Cycle
Elite Certificate, Elite Award, and
Government

Assessment
special recognition and competes
Excellence Model 600 or higher Remains at Elite level
Elite

Elite
in Variable Awards categories
One (1) category criteria, in Elite Award Elite
Level addition to the
only
Level
Elite criteria
Moves down to
Less than 600 Excellence Certificate
Excellence level

Government Excellence Model Assessment

Government The Government
Excellence Seven (7) 600 or higher Excellence Certificate and Moves up to Elite level
Excellence Model Excellence Model competes for Leading
Level categories
criteria Award Categories Government Entity Award and
Other GEM and Variable Awards
Excellence Remains at Excellence
450-599 Categories
Level level

Government
Basic
None Excellence Model Moves down to Basic
Level criteria Less than 450 None
level

Moves up to Excellence
450 or higher Excellence Certificate
Basic level
Award Levels and Categories Level
Less than 450 None Remains at Basic level

Rules for Moving between Levels and Recognition

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THE OBJECTIVES OF UPDATING THE DUBAI GOVERNMENT EXCELLENCE MODEL
Incorporation of the New Excellence Trends and Concepts (including the alignment with the updated UAE Federal excellence model and the
benchmark with international excellence models)
The pillars of the excellence model are updated in alignment with the new trends in designing excellence models and with the updated UAE Federal
excellence model. The pillars are redesigned whereby the first pillar, “The Vision”, includes the criteria related to the strategic and futuristic
directions (i.e. the entity’s direction) as well as the criteria related to leading the entity towards achieving those directions while ensuring their
governance and maintaining the entity’s agility (i.e. directing the entity). As indicated by its title, the second pillar, “The Distinctive Value”, includes
the criteria related to the added value provided by the government entity to all its related stakeholders including their customers and society. This is
accomplished when the entity fulfills its main functions, provides its services, appropriately manages its resources, and ensures its socio-economic
and environmental sustainability. As for the third pillar, the “Development Enablers”, it is designed to include criteria requirements which stimulate
and expedite the development of the other model’s criteria, this includes innovation, technology utilization, digital enablement, as well as learning
and data management. Noting that the requirements of the third pillar are applied on all other criteria of the other two pillars of the model.

The model incorporated new criteria that are aligned with the new excellence trends, such as organizational agility, data management, organizational
learning, and the jobs of the future. Also, the criteria related to government services and digital government are redesigned and integrated and the
criteria requirements have been rewritten to represent the best practices that the leading entity should adopt to deliver cutting edge services from
the customer's perspective regardless of the delivery channel or the entity providing that service.

Incorporation of Lessons-Learnt from the Implementation of the 2017 and 2021 Assessment Cycles
Reviewing the lessons learnt from the previous two assessment cycles, it was decided to maintain the same assessment criteria, procedures and
mechanisms which proved to add value and have a positive impact on the government entities’ performance. The main principles of the assessment
tool used to assess capabilities and results are kept the same; however, they were updated to include concepts related to organizational agility,
utilization of technology, along with other updates which optimize the effectiveness of the tool in evaluating the entity’s excellence level against the
set criteria. Moreover, the new model benefited from the challenges which emerged during the actual implementation of the previous government
excellence model and from the other new excellence models, either through the redesign of the model pillars or the update of the assessment
procedures and tools.

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THE OBJECTIBVES OF THE DUBAI GOVERNMENT EXCELLENCE MODEL UPDATES
Focus on Dubai’s Priorities and Strategic Projects
The Dubai GEM updates have now more focus on implementing government priorities, major strategic projects, and leadership directives which are
specifically directed to certain government entities. The updated model provides those priorities and directions the appropriate focus (and weight)
they deserve to ensure their rapid and efficient achievement.

Consideration of Outcomes Provided by the Team Concerned with the Revision and Update of the Central Government Entities’ Performance
Indicators
The formation of the Central Government Entities’ Performance Indicators team aims at reviewing the central indicators in order to reach the optimal
and important set of performance indicators that enable the central government entities to monitor and ensure the achievement of their goals at
every stage of their work. A guide related to these indicators and their details was prepared and distributed to government entities and these
indicators were incorporated in the updated version of the Government Excellence Model.

Consideration of the Excellence Requirements Related to the Post-COVID-19 Phase

The spread of and dealing with Covid-19 imposed a new normal in all sectors, especially in the government sector. This ‘new normal’ was taken into
account when conducting the updates by introducing the concepts of organizational resilience and agility, dealing with internal and external
developments, as well as the rapid and efficient management of risks. In addition, the updates focus on upskilling and re-skilling of human resources
to enable them perform their future jobs and be aware of the new work methods which will be adopted in the new normal.

Sustaining the Achievements of the Program as Part of the DGEP 2.0 Updates
The implementation of the new mechanism for categorizing government entities across excellence levels based on their performance has proven to
be highly effective. Following this mechanism, ambitious goals are set for entities at each level, encouraging entities to continually strive for higher
levels of excellence. Furthermore, the effectiveness of dealing with Elite level entities has been demonstrated through their adoption of the
advanced pillars embedded within the Elite Model. The Elite Model Pillars are considered more advanced in their levels and concepts than the ones
expected to be adopted by other entities.

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PILLARS, CRITERIA , AND WEIGHTS OF THE DUBAI GOVERNMENT EXCELLENCE MODEL 2022

No. Pillar 1: The Vision 25% Integrated Government No. Pillar 3: Development Enablers 10%
3-3 20%
Services
1 Development Management 9% 7 Innovation 5%
4 Societal Value 6%
1-1 Change Management 2.5% Data Management and
4-1 Partnership 2% 8 2.5%
Organizational Learning
1-2 Organizational Agility 4% Socio-Economic and
4-2 2% 9 Digital Enablement 2.5%
Environmental Sustainability
1-3 Corporate Governance 2.5%
4-3 Government Communication 2%
Strategic Intent for
2 16%
Organizational Leadership Human Capital and
5 10%
Emiratization
2-1 Future Readiness 2%
5-1 Managing Professional Talents 5%
2-2 Dubai Priorities and Plan 10%
5-2 Jobs of the Future 2.5%
Strategic Intent and Global
2-3 4%
Competitiveness Ranking 5-3 Emiratization 2.5%
No. Pillar 2: Distinctive Value 65%
6 Resources Management 9%
3 Main Government Functions 40%
6-1 Financial Management 5%
3-1 Processes Management 10%
6-2 Assets Management 2%
Management of Projects,
3-2 10% Management of Supply and
Initiatives and Policies 6-3 2%
Suppliers

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DUBAI GOVERNMENT EXCELLENCE MODEL 2022 CRITERIA

Assessment Cycle 2024

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
The First Pillar: The Vision (25%)

This pillar consists of two main criteria, each of which is divided into three sub-criteria. The first criterion focuses on the senior management’s
capabilities to direct, transform, and develop the government entity in a dynamic and flexible manner, while ensuring at the same time its
governance and compliance with regulations. The second criterion focuses on the senior management’s ability to enhance the entity's readiness for
the future and to achieve its strategic directions and pioneering levels in its field of work, especially in areas that are a priority for Dubai government,
with a focus on the ultimate goal of the government entity’s existence, which is to improve people’s quality of life and happiness.

1 2

First main criterion: Second main criterion:

Development Strategic Intent for
Management Organizational Leadership

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
First Main Criterion: Development Management

This main criterion focuses on the capabilities of the Senior Management Team of the government entity in defining the entity’s vision, directions,
and setting up its leading and futuristic strategic objectives. The criterion also focuses on the capability of the Team in mobilizing efforts, managing
the overall organizational performance, and guiding it towards achieving those objectives. Moreover, the criterion focuses on the Team’s ability to
foster an organizational culture which is based on the values of achievement, excellence, innovative and forward-thinking, as well as the pursuit of
transformation and development of the entity through supporting, empowering, and maintaining effective communication with the entity’s human
resources and all other stakeholders.

1-1 Change Management

A. Capabilities of Change Management

This criterion may include the following:

 Adopting the appropriate and agile business models and frameworks, leading, reviewing and directing organizational performance,
mobilizing efforts, and ensuring cooperation and integration to achieve the entity’s main functions, objectives and strategic intents and
enhance its competitiveness, organizational leadership, and future readiness.
 Supporting the achievement of the government entity’s ultimate goal of existence, which is contributing to improve the people’s quality
of life through cooperation and integration with its partners in the sector, in which it operates, and in the government system in general.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
A. Capabilities of Change Management (Cont.)

 Managing change and continuous improvement based on organizational learning and innovation; ensuring the achievement of
transformation and change-related objectives; maximizing its results and impacts; setting the entity's innovation strategic objectives;
building a suitable environment for innovation; and providing necessary resources, tools and systems to support innovation.
 Reviewing and developing the performance level of the entity’s senior management team on a regular basis; and developing second and
third tier of leadership through programs aiming at developing their appropriate leadership competencies and skills.
 Supporting and fostering an organizational culture which is based on the values ​of positivity, achievement, excellence, teamwork,
innovative futuristic thinking, and the pursuit of development by supporting, empowering and communicating with the human resources;
setting a good example for integrity as well as for superior and responsible performance; continuous communication with society and the
other stakeholders; and enhancing confidence in the government entity and its senior management team.

B. Assessment of the Change Management-Related Achievements and Results

Depending on the government entity’s work nature, goals and activities, this criterion may include the following results:
Performance Indicators Provided by the Entity:
 Results of change and development-related projects.
 Results related to trust (the society’s trust in the government entity and the human resources’ trust in the leadership team).
 Performance results of the senior management team.
 Results of the stakeholders’ happiness with the leadership’s external communication with the stakeholders.
 Results of the employees’ happiness with the leadership team in areas such as empowerment, supporting an innovation culture, and
providing a positive work environment.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
1-2 Organizational Agility

This criterion focuses on the ability of the government entity to sense and predict the fast changing external and internal changes. It
emphasizes the entity's capability to effectively deal with those changes through flexible, efficient, proactive, and responsive approaches in its
work models, management approaches, and resources management. It also highlights the distinguishing features of the senior management
team in change management, development, and their support for its people. This enables the entity to handle change and development
requirements, effectively manage risks, crises, disasters, emergencies, and overcome them, while consistently achieving its main goals and
objectives. Moreover, it enables the entity to seize the opportunities created by those changes and overcome or address the challenges
accompanying them in order to achieve organizational leadership.

1.2.1 Designing and Implementing a Comprehensive Organizational Agility System

A. Capabilities of Designing and Implementing a Comprehensive Organizational Agility System

This criterion may include the following points:

 Building an organizational culture that promotes flexibility, proactiveness, and rapid response to changes while utilizing the minimum
resources.
 Applying mechanisms to forecast, continuously monitor, and sense the changes within the government entity (such as changes of people’s
needs and the changes of the objectives of the internal work systems) and outside it (such as changes to customers’ needs and
expectations, monitoring initial indications of crises, disasters, emergencies, workplace and technology-related developments) at
operational, strategic and futuristic levels; as well as to analyze data and information, and provide them to decision-makers in a timely
manner and in an appropriate form, through effective communication channels.
 The speed and effectiveness of the senior management team in making decisions, based on information and facts; management of
transformation and change; fostering a culture involving human resources in change and development; encouragement of cooperation
and adoption of innovative solutions to overcome challenges and seize future opportunities; as well as investment in artificial intelligence
(AI) and modern technology’s capabilities to ensure the speed, efficiency and effectiveness of information analysis and speed of decision-
making. 17
DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
A. Capabilities of Designing and Implementing a Comprehensive Organizational Agility System (Cont.)

 Adopting flexible structures and work models to ensure optimal utilization of skills, resources, and fast phased achievements to meet
objectives within the targeted timeframe (such as adopting the principles of design thinking to ensure the continuous satisfaction of the
needs and expectations of stakeholders), and providing the remote work capabilities and resources to ensure business continuity and
leverage skills and capabilities of people through remote work practices.
 The use of flexible information and technology systems which enable their operational continuity, maintenance, modification, change and
update (as well as their integration and link with other systems and technologies) in a rapid and affordable manner.
 The flexibility of material and financial resource management systems in terms of the ability to respond to change as well as to make
modifications quickly and at an appropriate cost, including the agreements and contracts with suppliers, service providers and partnership
agreements.
 Integration and cooperation between internal departments; applying the cross-functional team approach; overcoming administrative
difficulties and obstacles; streamlining workflows; and achieving the objectives of initiatives and projects in a way which serves the
accomplishment of strategic goals and intents.
 The effectiveness of implementing creative ideas, innovative projects, future-shaping initiatives and projects; in integration with the
organizational operations; and benefiting from organizational learning in enhancing work approaches, policies and systems.
 Taking into consideration the characteristics of flexibility, efficiency, and responsiveness when designing and implementing all
organizational capabilities (including strategies, work models and structures, processes, initiatives, projects, policies, and services), and
conducting regular reviews to ensure the continuity of the incorporation of those characteristics in the organizational capabilities.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
B. Assessment of the Achievements and Results Related to Designing and Implementing a Comprehensive Organizational Agility System

Depending on the government entity’s work nature, goals and activities, this criterion may include the following results:

Performance Indicators Provided by the Government Entity:

 Results related to accuracy of forecasting internal and external changes and the speed of responding to them.
 Results of business continuity and achievement of business objectives upon the occurrence of change, crises, emergencies, and disasters.
 Results of projects and business models which were implemented using organizational agility methods (speed of response, achievement
and adaptation; effectiveness and efficiency of objective achievement).
 Results of reviewing and developing capabilities to ensure organizational agility characteristics (percentage of compliance to plan,
percentage of reviewed capabilities against targeted).
 Results of implemented projects, seized opportunities, and saved costs through the application of organizational agility.
 Results of enhanced efficiency after implementing organizational agility methods.

1.2.2 Managing Risks, Crisis, and Disasters

A. Capabilities of Managing Risks, Crisis, and Disasters

This criterion may include the following points:

 Identify all types of risks, crises and disasters (such as strategic, financial, environmental, information security, operational, related to
occupational health and safety) and determine the probability of their occurrence and the impact (Severity) of their occurrence.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
A. Capabilities of Managing Risks, Crisis, and Disasters (Cont.)

 Developing and implementing a risk management plan that includes activities, implementation responsibilities, timelines, and required
resources for implementation. The plan should include developing effective tools for sensing and anticipating risks, the prompt and
efficient implementation of risk response plans, rapid adaptability, and the sustainability of positive results following the response phase
or risk mitigation.
 Identifying scenarios and alternative plans to respond to changes and updates that may hinder the achievement of strategic objectives,
execution of operations, projects, initiatives, and programs, and to ensure the continuity of the entity's operations in the event of
occurrence of such changes, updates, or risks.
 Preparing and implementing a communication plan to ensure effective communication with all stakeholders to deal with risks, crises and
disasters, in coordination with partners and in alignment with the entity's communication strategy.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
B. Assessment of the Achievements and Results Related to Managing Risks, Crisis, and Disasters

Depending on the government entity’s work nature, goals and activities, this criterion may include the following results:

Performance Indicators Provided by the Government Entity:

 Results of training plans and drills related to responding to crises and disasters (including business continuity).
 Results of the effectiveness of communication tools and channels in terms of mitigating the risk’s impact and responding to crisis and
disasters.
 Results of emergency plans in terms of responding to and handling risks (in case of their occurrence).
 Statistics resulting from crisis and disasters.
 Number of eliminated risks (through responding to the risks and mitigating their impacts)
 Results of accidents resulting from the entity’s operations and activities (e.g. number of work-related injuries).

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
1-3 Corporate Governance
This criterion focuses on the efficiency and effectiveness of the overall governance framework, ensuring the achievement of the principles of
accountability towards stakeholders and transparency towards the community and relevant entities especially in relation to compliance to legislation
and laws, including those related to intellectual property rights. Furthermore, this criterion focuses on the achievement of leading results in
corporate governance.

A. Capabilities of Corporate Governance

This criterion may include the following points:

 Ensuring the development and implementation of effective and comprehensive governance framework and policies in various work areas
within the government entity. All activities and decisions made should be in the best interest of the entity and aim to achieve its goals,
ensuring that there is no conflict of interest or abuse of authority at all management levels and systems (e.g. administrative management,
human resource management, financial management, information and technology management, project management, resources and
assets management, and others).
 Achieving governance principles related to the separation of control and regulatory activities from service and operational activities, as
well as ensuring the identification of responsibilities, authorities, and decision-making mechanisms.
 Ensuring the creation of a work environment which is characterized by integrity, fairness, transparency, and consideration of the interests
of the entity so as to ensure the achievement of its goals, specifically the goals of the Government of Dubai and the United Arab Emirates
as a whole.
 Complying with the legislations, laws and the requirements of central government entities and programs; and effectively following-up to
close any findings stated in the assessment and audit reports issued by entities in charge of administrative, financial or legislative
monitoring and control (e.g. The Department of Finance in Dubai, Financial Audit Authority, The Supreme Legislation Committee).
 Applying necessary and adequate measures to reserve the entity and stakeholders’ intellectual property rights.
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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
B. Assessment of the Achievements and Results Related to Corporate Governance

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

B.1 Performance Indicators Related to Corporate Governance

Performance Indicators Provided by the Dubai Government Legal Affairs Department

 Observations of Dubai Government Legal Affairs Department in relation to the government entities’ legal compliance (legal compliance in
government claims, legal and procedural compliance in complaints filed against the government/the government entity).

Performance Indicators Provided by the Supreme Legislation Committee

 Observations of the Supreme Legislation Committee with respect to the entity’s compliance to legislations regulating its functions
(Performance rating of issued legislation regulating the functions of government entities).

Performance Indicators Provided by Department of Finance of the Government of Dubai

 Observations of the Department of Finance for Dubai Government with respect to budget execution and compliance to related instructions
thereof (Commitment to submit the draft final account for the ended financial year as per the date specified in the financial circular to the
Department of Finance).

Performance Indicators Provided by the Financial Audit Authority of the Government of Dubai
 Observations of the Financial Audit Authority of the Dubai Government (Conformance with the leading practices and standards of internal
audit, follow up and implementation of audit observations).

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
Performance Indicators Provided by the Government Entity
 Observations highlighted in the internal and external audit reports, as well as in the related assessment and performance system audit
reports, categorized by their importance.
 Percentage of observations, highlighted in the assessment and performance management system and audit reports, which were closed in
a timely manner.
 Compliance level with executive and management regulations and decisions within the entity’s functions.
 Compliance level with intellectual property laws and provisions.

B.2 Perception Measures of Stakeholders in Relation to Governance

These measures reflect the opinions and perceptions of stakeholders related, directly or indirectly, to corporate governance (through
perception surveys, focus groups, feedback, suggestions, complaints, and appreciation letters). According to the entity’s work, such metrics
may include the following:

Perception Measures Provided by the Government Entity

 Results of applying the principles of transparency, integrity and fairness when dealing with customers.
 Results of applying the principles of transparency, integrity and fairness when dealing with human resources.
 Results of applying the principles of transparency, integrity, fairness and equal opportunities when dealing with suppliers and when
setting their selection criteria.
 Results of public’s satisfaction (happiness) with regard to publishing the provisions of the executive decisions in the approved publication
channels.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
Second Main Criterion: Strategic Intent for Organizational Leadership

This criterion focuses on fostering a culture of future-thinking and readiness, as well as the extent to which the entity develops its capabilities in
future-oriented thinking. through the continuous development of intellectual capital and the ability to innovate in order to advance towards global
leadership and effectively respond to changes using different future foresight tools. It also focuses on the ability of the entity to sense, monitor and
analyze global and future trends, and the approaches it adopts to fast respond and align with them in an effort to build a firm readiness to the future
and to all known and unknown possibilities, risks and outcomes. This involves updating the work approaches adopted by the entity that aligns with
achieving progress beyond the entity's current capabilities. Furthermore, the criterion highlights the entity's efforts to understand future changes
and build future models and scenarios for relevant sectors it operates within. It emphasizes seizing opportunities while ensuring strategic and
operational agility that impacts its operations, services, and policies, ultimately contributing to the happiness of stakeholders and society. Moreover,
this criterion focuses on the achievement of leading results in this domain.

2-1 Future Readiness

A. Capabilities of Future Readiness

This criterion may include the following points:

 Establishing an organizational culture based on future thinking and future readiness, creating awareness, and enhancing the human
resources and organizational capabilities in the field of future-shaping.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
A. Capabilities of Future Readiness (Cont.)

 Applying qualitative and quantitative future-shaping tools and methodologies to anticipate the nature and importance of future
developments and trends (social, economic, technological, environmental, etc.); analyzing the extent of the impact of these future
developments on the areas related to the entity’s functions; as well as identifying alternatives and selecting the best amongst them based
on the strength of these trends to benefit from them, deal with them, or direct them towards serving the entity’s goals and achieve future
competitiveness and leadership for the entity itself and the sector in which it operates in particular and for the government in general.
 Providing, utilizing and updating the big data required to perform future analytics.
 Developing proactive strategies, initiatives and policies based on the right analyses of future trends in a way that puts the government
entity along with the sector in which it operates in particular and Dubai government in general at a global leadership level.
 Developing future-related studies to include the work of the government entity and the government sector in which it operates in all its
domains, and conducting joint studies among sectors.
 Benefiting from the results of future-shaping studies and the entity's organizational agility capabilities to achieve leadership in seizing the
opportunities provided by the future; overcoming future challenges that it may face, enhancing its ability to keep up with and adapt to
future changes; enhancing its future readiness; harnessing technology; and adopting future accelerators and business incubators concept
tools to help achieve this.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
B. Assessment of the Achievements and Results Related to Future Readiness

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

B.1 Performance Indicators Related to Future Readiness

Performance Indicators Provided by the General Secretariat of the Executive Council

 Results of the government entity’s future readiness (according to the Dubai Future Readiness Index).

Performance Indicators Provided by the Government Entity

 Results of creating awareness and enhancing future shaping capabilities in the government entity.
 Results of future shaping-related studies prepared by the entity in its field of work, such as seized opportunities, as well as the
projects and initiatives which were implemented to promote the entity’s future readiness.

2-2 Dubai Priorities and Plan

This criterion focuses on the extent to which the entity fulfills its role in achieving the directives, visions, and initiatives of Dubai's leadership,
giving them the highest priority in implementation. It also emphasizes on the achievement of strategic objectives at the level of the Emirate of
Dubai, as outlined in the Dubai Plan, through planning, coordination, and partnership with relevant entities and the community. This includes
preparing innovative and pioneering business models to enhance the Emirate's position in quality of life, productivity, resilience, and various
strategic fields. Moreover, this criterion highlights the entity's monitoring of its performance and evaluation of the achievement of Dubai Plan’s
indicators to track the government's performance, understand it, predict it, and improve it.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
2-2-1 Dubai Leadership’s Directives, Visions, and Initiatives

A. Capabilities of Implementing the Directives, Visions, and Initiatives of Dubai Leadership

This criterion may include the following points:

 Following-up on the directives, visions and initiatives of the Dubai leadership in relation to the main functions of the government entity
through the approved government communication media and channels.
 Coordinating with the General Secretariat of the Executive Council regarding the roles and responsibilities related to the implementation
of the leadership’s directives; as well as the development of business models, approaches, initiatives, projects, or policies that contribute
to fulfilling these directives within the set timeframes, and to identifying the right partners from the government, private, and non-profit
organizations as well as communicating with them for the purpose of implementing the directives.
 Allocating the necessary resources for implementing the leadership’s directives in coordination with the General Secretariat of the
Executive Council and the Department of Finance of the Government of Dubai.
 Following-up on the development of business models, approaches, initiatives, projects or policies, and ensuring their implementation
within set timeframes and up to the targeted level of quality, performance and cost in order to ensure their successful achievement and
implementation.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
B. Assessment of the Achievements and Results Related to Implementing the Directives, Visions, and Initiatives of the Dubai Leadership

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

B.1 Performance Indicators Related to Implementing the Directives, Visions, and Initiatives of the Dubai Leadership

Performance Indicators Provided by the Government Entity

 Results and outcomes of implementing plans, projects, initiatives, programs and policies related to fulfilling the directives, visions
and initiatives of the Dubai leadership.
 Results of fulfilling the roles assigned to partner entities in the approved joint or supporting programs and initiatives identified by
the entity to achieve directives, visions and initiatives of the Dubai leadership.
 Results of measuring the effectiveness of plans, policies, initiatives and programs related to implementing the directives, visions
and initiatives of the Dubai leadership.

2-2-2 Dubai Plan

A. Capabilities of Planning and Following-Up on the Implementation of Dubai Plan

 Defining Dubai Plan’s indicators which fall within the government entity’s scope of work and under its full responsibility; provided that the
definition includes: indicator scope; indicator definition; the purpose of its measurement; the sub-indicators that may fall under it;
measurement mechanisms, formulas and data sources; the periodic targets up to reaching the ultimate targets of the Plan; appropriate
benchmarking; in addition to identifying existing gaps in relation to the availability and sustainability of the indicator data (if any).
 Identifying all the entities that contribute to the achievement of Dubai Plan‘s objectives (e.g. responsible entities, participating entities,
supporting entities, data sources, social categories, the private sector, the non-for-profit sector, and other relevant entities); as well as
ensuring coordination and active participation with these entities throughout all planning and implementation stages in order to achieve
the goals and objectives of Dubai Plan.
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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
A. Capabilities of Planning and Following-Up on the Implementation of Dubai Plan (Cont.)

 Involving the society in identifying the priorities of Dubai Plan and in developing relevant government policies, in line with Dubai
government's direction of ensuring the involvement of society at all stages of strategic planning and public policy development, up to the
assessment of those policies’ impact on public life, while from the available digital participation platforms.
 Identifying and implementing the projects approved in the Dubai Plan (including acceleration projects that are executed in accordance
with the Dubai Plan Accelerators Approach); as well as proposing and implementing additional programs or projects which support the
achievement of the Plan’s indicators, including those related to raising society’s awareness about the Plan and enhancing their
contribution in achieving its objectives. This will be achieved through the implementation of work plans which clearly define
implementation-related activities, responsibilities, timeframes, required resources, performance metrics, as well as plans concerning the
involvement of society, risk management, and communication management with the relevant entities, to avoid overlaps and duplication.
Such projects and programs may include:
• Projects and programs that are implemented solely by the responsible entity.
• Projects and programs that are implemented jointly or in coordination with other entities.
• Projects and programs which are necessary to address the (statistical) gaps related to the provision, accuracy and sustainability of the
Plan indicators’ data.
 Providing the concerned entities with the details of work projects and programs related to the achievement of the Dubai Plan’s indicators,
as well as the results of relevant indicators, projects and programs through the “Qarar” system. This should be in accordance with the
agreed requirements and within the set timeframes, while ensuring the validity, integrity and accuracy of the provided data.
 Conducting periodical reviews of the Dubai Plan-related projects, programs, work plans and indicators’ data to ensure their adequacy,
recency and effectiveness, as well as to determine the entities responsible for their preparation, review, and update.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
B. Assessment of Achievements and Results Related to Planning and Following-Up on the Implementation of Dubai Plan (Cont.)

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

B.1 Performance Indicators Related to Dubai Plan

Performance Indicators Provided by the General Secretariat of the Executive Council

 The extent to which Dubai Plan has been achieved.
 The extent which government entities are compliant to providing indicator data in the selected timeframe.
 Dubai Plan progress program.
 Progress data compliance.

Performance Indicators Provided by the Government Entity

 Results and outcomes of implementing plans, projects, initiatives, programs and policies related to Dubai Plan’s objectives.
 Results of fulfilling the roles assigned to participating entities in the approved joint policies, programs and initiatives or the
supporting programs identified by the entity.
 Results of measuring the effectiveness of policies, initiatives and programs related to Dubai Plan.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
B.2 Perception Measures Provided by the Government Entities

 Perception measures of entities participating in Dubai Plan. This may include measures such as general impression, commitment to
partnership terms and conditions, the extent to which the partnership is beneficial, assessment of communication channels, effectiveness
of collaboration to provide and exchange information, and transparency in dealings.
 Society-related perception measures regarding society involvement. This may include measures such as satisfaction level, level of
participation effectiveness, assessment of communication channels, and transparency in dealings.

2-3 Strategic Intent and Global Competitiveness Ranking

This criterion focuses on the ability of the entity to define its strategic directions and goals, as well as monitor and achieve them through
appropriate mechanisms and plans. It also emphasizes on aligning the strategic directions with Dubai Plan; achieving advanced positions in
international competitiveness indicators, quality of life and resilience; achieving the higher purpose of the government entity’s existence which
is to ensure the happiness of customers in particular and the society and people in general, as well as to enhance their quality of life; in
addition to focusing on the assessment of achieving the strategic objectives through an interactive system designed to manage operational
performance related to policies, projects, initiatives, programs, and operations in order to monitor, understand, predict and improve the
government performance.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
A. Capabilities of the Strategic Intent and Global Competitiveness Ranking

This criterion may include the following points:

 Preparing, reviewing and updating the entity’s strategic directions, priorities, plans and supporting policies, on a regular basis, in
accordance with best practices and based on approved criteria (such as the guidelines issued by the General Secretariat of the Executive
Council in relation to strategic planning, strategic performance management, and government policies); ensuring their flexibility in dealing
with and adapting to internal and external changes and future developments; and ensuring their adequacy and effectiveness in
determining the entities responsible for preparation, review and update.
 Considering the achievement of customers’ happiness in particular and society and people’s happiness in general, as well as the
enhancement of their quality of life as the higher purpose of the government entity’s existence. Achieving this should be embedded and
integrated within the entity's strategic goals and directions and should be reflected through the entity's functions, operations, policies,
programs and services.
 Translating strategic directions and priorities in the form of flexible, transformational and developmental objectives, programs, policies,
initiatives, and projects through which the entity seeks to achieve leading ranks in international indicators related to the main functions of
the entity itself, the sector in which it operates, the Emirate of Dubai, and the United Arab Emirates.
 Coordinating with strategic partners and concerned entities to define roles and responsibilities; determine the approaches and
mechanisms that will be adopted by each party to achieve its contribution to the joint strategic goals; develop common strategic
performance indicators; define targets related to each party; determine the extent to which each party contributes to achieving targets
and developing policies, programs, and initiatives which aim at attaining the common strategic goals and ensuring the avoidance of
inefficient overlaps and duplication.
 Ensuring that the strategic indicators and directions are chronologically ordered and aligned with Dubai Plan’s indicators and the
international indicators, which are relevant to the entity’s function and the sector in which it operates, at all levels across the government
entity (from the level of the entity’s vision and strategic objectives, to the objectives of the business units and main operations, down to
the individuals’ level).
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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
A. Capabilities of the Strategic Intent and Global Competitiveness Ranking (Cont.)

 Developing an interactive organizational performance management system that ensures the ability to adapt to internal and external
changes, including the identification of an optimal set of performance indicators (in terms of type and number), and its application
through a governed system capable of measuring, monitoring and predicting performance and the success in achieving the strategic
objectives; as well as of defining the responsibilities and authorities to implement and review this system in all its stages and at all levels
based on approved and communicated criteria.
 Monitoring the performance of the entity in achieving targets and utilizing the reports of the Organizational Performance Management
System, relying on performance results and reports in the periodical review of the strategy and its supporting policies, projects, initiatives,
programs, operations, and services. This includes utilizing the performance reports in decision-making by concerned staff at all
administrative levels and updating them based on performance results
 Providing the entity’s performance management system in an electronic or smart format, in line with the entity’s nature of work; as well
as ensuring that it is linked to the relevant internal electronic systems (Human resources management system, financial system, project
management system, and operations management system) and external ones (“Qarar” System, the smart financial planning systems, etc.)
in order to achieve efficiency and effectiveness in the entity's operations.
 Applying an internal audit mechanism to ensure the validity and credibility of performance results as well as the integrity and accuracy of
performance data collection mechanisms; and to verify the data sources, the indicators’ calculation methods, and the provision of data to
relevant entities locally and globally in an accurate and timely manner.
 Commitment to providing the results and statistics relevant to international indicators to the concerned entities (e.g.: the General
Secretariat of the Executive Council, Dubai Statistics Center, Federal Competitiveness and Statistics Centre, and relevant international
entities) according to the agreed requirements and within the required timeframes.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
B. Assessment of Achievements and Results Related to Strategic Intent and Global Competitiveness Ranking

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

B.1 Performance Indicators Related to the Strategic Intent and Global Competitiveness Ranking

Performance Indicators Provided by the Government Entity

 Results of achieving the strategic targets and the indicators of international reports related to the entity’s work (which do not fall
under Dubai Plan’s indicators specified in criterion 2-2) that are determined based on the government entity’s main functions
stipulated in its incorporation decree.
 Results of measuring the impact and effectiveness of policies related to the achievement of strategic goals.
 Results of commitment to the time specified by the concerned entities for the provision of the results and statistics related to the
central government entities’ indicators and the international competitiveness indicators which are relevant to the entity’s work.
 Audit results related to the strategy implementation and performance management systems.

B.2 Perception Measures Related to the Strategic Intent and Global Competitiveness Ranking

Perception Measures Provided by the Government Entities

 Partners-related perception measures concerning initiatives, projects, policies and programs aimed at achieving strategic goals and
directions, as well as achieving global leadership rankings. These measures may include general impression, commitment to
partnership terms and conditions, the extent to which the partnership is beneficial, assessment of communication channels,
effectiveness of collaboration to provide and exchange information, and transparency in dealings

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
The Second Pillar: The Distinctive Value (65%)

This pillar consists of four main criteria which are the “Main Government Functions”, “Societal Value”, “Human Capital and Emiratization” and
“Resources Management”. All these criteria represent the added value offered by the government entity in a way that meets and exceeds its
stakeholders’ requirements and expectations. The entity performs its business, main functions, and initiatives; as well as develops its policies and
offers its services at outstanding and competitive levels, that place it at leading positions, in a manner that meets and exceeds its customers’ needs.

It also cooperates and partners with government entities and other sectors to improve the society’s quality of life; as well as to achieve social,
economic and environmental sustainability. In addition, the entity provides an added value to the Government of Dubai through its effective
management of the human capital, improving its capabilities and skills, and focusing on Emiratization processes. Moreover, the entity achieves
advanced levels of government efficiency through its effective management of all other government resources which are under its disposal.

1 2 3 4

Third main criterion: Fifth main criterion:

Fourth main criterion: Sixth main criterion:
Main Government Human Capital and
Societal Value Resources Management
Functions Emiratization

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
Third Main Criterion: Main Government Functions

Government entities achieve the functions stipulated in their establishment decrees through providing services and operating processes; executing
projects and initiatives; or issuing policies and regulatory laws in the field of their specialization. The criterion focuses on the extent of the entity’s
level of excellence in managing the various approaches and tools by which it performs its main functions and achieves leading results.

3-1 Process Management

This criterion focuses on the design, implementation, and periodical monitoring, and improvement of the processes and procedures that are
continuously implemented as part of fulfilling the entity's main functions in alignment with the Dubai Plan and its strategic intents and objectives.
Additionally, this criterion focuses on assessing the results of the entity's operational key performance indicators to monitor, understand, identify,
predict, and improve the results of organizational performance and the achievement of the entity's core functions in general.

A. Capabilities of Process Management

This criterion may include the following points:

 Designing work models and managing processes to ensure the achievement of targeted levels of operational and strategic performance,
while aligning with the nature of the entity's operations. This includes innovating work models and mechanisms that enable effective
management of development processes, agile work applications, digital government management, and the management of tasks and
functions of the government of the future

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
A. Capabilities of Process Management (Cont.)

 Identifying and classifying the necessary processes to implement the government entity’s strategy and achieve its objectives; organizing
the processes according to their priority as part of the entity’s management system; and utilizing suitable methods for their management,
development, and digital transformation, including processes outside the entity’s premises.
 Identifying individuals responsible for each process, as well as their roles and responsibilities in relation to the use, management and
development of the overall framework related to managing business models and processes.
 Developing process management-related indicators (operational and strategic) which focus on efficiency and effectiveness within the
performance management system; achieve strategic goals and intents; and allow the entity to learn, continuously improve processes and
business models as well as raise their excellence level and agility through regular monitoring of the performance management system.
 Identifying risks associated with all types of processes, especially those related to business continuity and dealing with risks, within the
entity’s risk management system in order to ensure the achievement of process-related objectives.
 Addressing issues related to inefficient overlap and duplication in performing functions and implementing internal and external processes,
to ensure the effective end-to-end achievement of processes.
 Integrating and linking the overall framework of operation management with the processes; and continuously assessing the effectiveness
of this framework in achieving the strategic objectives and intents and their supporting policies.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
B. Assessment of Achievements and Results-Related to Process Management

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

B.1 Performance Indicators Related to Process Management

Performance Indicators Provided by the Government Entity

 Results of the main operational functions which are executed through processes.
 Results of productivity.
 Results related to process implementation efficiency.
 Tangible and intangible results of process improvements.
 Results of addressing process errors / feedback / overlap and duplication.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
2-3 Management and Implementation of Policies / Projects / Initiatives / Programs

This criterion focuses on the entity’s design, implementation, periodical monitoring, and improvement of operational policies, projects, initiatives
and programs, to fulfill its main functions that are executed in a project-like (non-continuous) approach, in accordance with Dubai Plan and the
entity’s strategic intents and objectives. The criterion also focuses on assessing the results of the operational performance indicators related to
policies, projects and programs in order to monitor, understand, define, predict and improve organizational performance results and to achieve the
entity’s main functions in general.

A. Capabilities of Managing and Implementing Policies / Projects / Initiatives / Programs

This criterion may include the following points:

 Designing a work model for managing policies / projects / initiatives / programs and monitoring their implementation at the entity’s level
in integration with the work model management system and the performance management system at the government entity’s level.
 Identifying the objectives and scope of work of the policy / project / initiative / program, its expected outcomes, and the extent to which
the project objectives are linked to the achievement of the government entity / participating entities’ strategic directions and goals.
 Developing an action plan to manage the policy / project / initiative / program, which includes the planning and implementation phases,
in order to ensure the effective management of all resources; identifying the criteria and mechanisms related to the project team
members’ selection; defining their roles, responsibilities and authorities; and determining the mechanisms related to assessment, review,
improvement, and learning from previous performance lessons.
 Addressing issues related to inefficient overlap and duplication in policies / projects / initiatives / programs within and outside the
government entity to ensure their efficient and effective achievement.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
A. Capabilities of Managing and Implementing Policies / Projects / Initiatives / Programs (Cont.)

 Involving society in developing government policies, in line with Dubai government's direction in ensuring the involvement of society in all
stages of policy development up to the assessment of those policies’ impact on public life, while benefiting from the available digital
participation platforms.
 Managing the transformation and change process; identifying parties affected by the policy / project / initiative / program; analyzing the
manner by which they are affected by this process; and benefiting from behavioral sciences in this regard in order to ensure the
achievement of planned objectives, especially those related to launching new government policies or amending existing ones.
 Studying and comparing the alternatives of implementing the policy/ project/ initiative/ program based on the pre-set possible scenarios
and risks and identifying the reasons of adopting/ neglecting each alternative.
 Conducting financial planning and cost-benefit analysis in relation to the policy / project / initiative / program, as well as providing
detailed information about that through the “Mubadara” system of the Department of Finance of the Government of Dubai.
 Analyzing and managing the risks associated with the implementation of the policy / project / initiative / program, as well as ensuring
their integration with the risk management system at the government entity’s level.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
B. Assessment of Achievements and Results Related to Managing and Implementing Policies / Projects / Initiatives / Programs

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

B.1 Performance Indicators Related to Managing Policies / Projects / Initiatives / Programs

Performance Indicators Provided by the Government Entity

 The extent to which the results of the policy / project / initiative / program contributed to the achievement of the government
entity / participating entities’ strategic goals (other than the Dubai Plan programs outlined in Criterion 2-2).
 Results of achieving the main operational functions implemented through policies / projects / initiatives / programs and their
financial and non-financial impact.
 Results of compliance with the timeframes and approved budgets of work plans.
 Results of managing risks related to policies, projects, initiatives and programs, as well as their impacts.
 Results of addressing inefficient overlap and duplication in policies, projects and initiatives.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
3-3 Integrated Government Services

This criterion focuses on the extent to which the entity designs, manages, and develops service delivery processes for individuals, businesses, and
other government entities (whether directly or indirectly) through various channels. The aim is to provide proactive, seamless, integrated, and
customized services that meet and exceed the needs and expectations of different customer segments.

Moreover, this criterion emphasizes the transformation towards digital service delivery within an integrated digital transformation strategy. The
overall objective is to provide greater value to customers based on their life experiences and in line with government policies, work guidelines from
concerned central government entities and programs in order to achieve higher levels of happiness and quality of life for society and to reinforce the
principle of a `One Government'. Furthermore, this criterion highlights the evaluation of performance indicators related to the provided services to
monitor, understand, predict, and improve organizational performance outcomes.

A.1 Capabilities of the Integrated Government Services

This criterion may include the following points:

 Designing an integrated system of services and delivering them through a preferred set of channels for different customer segments, in
order to fulfill the core functions, objectives, and strategic intents of the entity. This is intended to contribute to the happiness of
customers and the improvement of the quality of life in society, aligning with the goals of the 360 Services Policy and its derived agenda,
as well as the adopted design methodologies issued by the General Secretariat of the Executive Council.
 Identifying and classifying services and customers according to the methodology outlined in the “Services and Service Channels Definition
and Classification Manual” issued by the General Secretariat of the Executive Council and Digital Dubai; giving priority to the services
which contribute to the leadership and competitiveness of the entity; utilizing effective methods to manage and develop the entity’s
operations, including those which exist outside its premises; identifying individuals responsible for each process, as well as their roles and
responsibilities in relation to the use, management and development of the main processes framework, while taking into consideration
the processes support of and link to the customers’ experience. 43
DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
A.1 Capabilities of the Integrated Government Services (Cont.)

 Designing services based on the customers’ current and future needs, in a manner that provides them with high added value and
advanced levels of happiness, while focusing on the concept of service value and all aspects of customer experience (tangible and
intangible (sensual / emotional)) in relation to those services.
 Periodically improving and developing services of priority (according to the agenda of the “Services 360 Policy” issued by the General
Secretariat of the Executive Council and in line with the directives issued by Digital Dubai when shifting to digital services); and increasing
the efficiency of the services through the application of approved mechanisms and tools to analyze their status-quo, identify the customer
experience journey, and put in place suitable plans to implement improvement-related initiatives. This is to take place while focusing on
increasing the added value for the customer; simplifying processes by eliminating steps which do not add value to the service and which
increase its cost; shifting to proactive, integrated services; and continuously monitoring the implementation of those plans.
 Periodically evaluating the feasibility of service delivery and the channels through which the services are provided; and determining
whether there is a need to continue providing (or proactively providing) the services by the entity.
 Focusing on providing services in innovative ways as well as through simple and smooth procedures designed from the customer’s
perspective so that services are provided in a proactive and integrated manner, in the form of customized service packages that relates to
the customer's life events; and striving towards adapting and providing these services according to the personal preferences of customers
and different categories.
 Developing and making available multiple and appropriate service delivery and communication channels (including digital channels), so as
to provide all customers with the flexibility to use all relevant services, based on their needs, expectations and preferences, in line with
the efforts placed to improve and develop services while encouraging customers to select the most efficient as well as socially and
environmentally sustainable service channels and benefiting from behavioral sciences in achieving this.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
A.1 Capabilities of the Integrated Government Services (Cont.)

 Identifying the level of customer satisfaction at all stages of their experience and assessing the continuous alignment of services with the
needs and expectations of customers, as well as the agreed-upon service level and exceeding it for all customer segments and across all
service channels. This is achieved through appropriate mechanisms and periodic assessments, utilizing all forms of feedback from
customers to improve and develop services, and enhance customer satisfaction levels.
 Effective participation of human resources, customers, partners and other stakeholders in efforts targeted to design and improve services
and to enhance customer experience.
 Focusing efforts and prioritizing the design or redesign of services within a digital experience that enables customers to access them
independently through automated procedures and processes. Encouraging customers to utilize digital channels to achieve government
objectives of reducing the need for physical service center visits and increasing the efficiency and effectiveness of government entities
 Designing and monitoring the service performance indicators (both operational and strategic), with a focus on efficiency and
effectiveness. This includes indicators that directly and comprehensively link the customer experience to the achievement of the entity's
strategic objectives and directions within the Performance Management System
 Addressing issues related to internal and external inefficient overlap and duplication in task performance and service delivery processes,
to ensure the enhancement of the customers' experience and reduce the effort required from them to complete a service and provide its
delivery requirements. This includes asking the customers to provide their data only once for providing them with any type of requested
services.
 Automating payment and collection processes related to government services, as per the government approved payment systems, in
order to achieve the goals of the “Cashless Dubai” strategy.
 Enhancing the capabilities and efficiency of front line employees in relation to service delivery and improving the skill level of employees
from “Service Providers” up to “Service Advisors” as a new concept for providing services and customer service for all the services
provided by the entity (including joint services).
 Using appropriate communication media and channels to inform all customer categories of the provided services in terms of
requirements, delivery channels, agreed service level, and the socially responsible handling (environmental and social aspects) of the
provision of services. 45
DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
A.2 Capabilities Related to Digital Services

 Developing digital transformation plans for services in line with the entity's digital transformation strategy, the Emirate's digital
transformation strategy (issued by Digital Dubai), and relevant laws and policies (including Law No. 9 of 2022 Regulating the Provision of
Digital Services in the Emirate of Dubai). The plans should aim at achieving the “Services 360 Policy” through clear priorities and criteria
in order to transform all the entity’s services into self-services which are automated and integrated with other services and channels;
thus, fostering the “One Government” principle.
 Ensuring the completion of the digital transformation of services by automating back office procedures in order to obtain spontaneous
digital services.
 Using smart features and interrelated systems to raise service efficiency and effectiveness, accelerate delivery and improve the overall
customer experience.
 Adopting contemporary technology such as Blockchain and artificial intelligence (AI); and providing it as an added value to the customer
aiming at reducing the required effort to obtain the service.
 Providing the entity’s services via shared platforms such as (Dubai Now) and (Invest in Dubai) as main channels for providing digital
services.
 Complying with the criteria and requirements of the Emirates unified digital identity (or the unified number for the “visitors” customer
category); and using it as a main user log in to access digital services.
 Adopting and benefiting from the shared government electronic systems and platforms that are developed to support government work
and provide services, such as the customer voice gateway, the unified digital identity, the shared services integration platform, the
government service costing portal, and other approved systems.
 Developing and managing the website, call centers and other digital channels according to the customers’ needs and expectations in a
way that supports government directions in relation to unified and specialized channels and ensuring their integration.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
A.2 Capabilities Related to Digital Services

 Designing the customer's digital experience, according to international best practices, for the use of people of determination; and finding
alternatives to digital channels for customer categories who are unable to use them, for their own reasons, based on the criteria issued by
Digital Dubai.
 Maintaining continuous communication and dialogue between the government entity and its customers, the community, and other
relevant stakeholders, and effectively utilizing communication networks, digital platforms, and social media to enhance connectivity and
engagement. This aims to achieve collaborative innovation with those stakeholders, in alignment with the government entity's
communication strategy.
 Maintaining the privacy and security of customers’ data according to the entity’s data management system and in compliance with Dubai
government’s approved regulations and laws.

A.3 Capabilities Related to Shared or Interrelated Services

 Identifying partnerships in the field of service delivery in accordance with organizational and strategic needs and in a manner that
integrates with the entity’s capabilities and enhances its strengths in the field of providing joint or interrelated services, including
outsourcing and the partnership with the private sector, applying policies and procedures related to managing the relationship with them,
as well as evaluating and measuring the impact of these partnerships.
 Assessing the feasibility of outsourcing services in accordance with customers’ needs and ensuring the highest levels of service delivery,
the increase of efficiency in accordance with relevant government policies and laws (such as Law No. 9 of 2022 Regulating the Provision of
Digital Services in the Emirate of Dubai, the “360 Service Policy”, and Dubai Paperless Strategy), and the application of the necessary
criteria to monitor the service providers’ performance so that the viability of outsourcing those services is ensured, while the entity
remains accountable for the outsourced services.
 Achieving the “One Government” principle by working with partners and other stakeholders to provide joint or interrelated services
according to the requirements of the “360 Services Policy” with regard to the development and simplification of shared service delivery
methodologies and channels in order to enhance the customer experience. 47
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A.3 Capabilities Related to Shared or Interrelated Services (Cont.)

 Coordinating with service delivery partners to address issues related to inefficient overlap and duplication in performing tasks and
implementing service delivery operations ensuring the reduction of exerted efforts, enhancement of customer experience, and receipt of
joint or interrelated services through a one-stop-shop at any of the entities which are jointly providing the service.
 Establishing and implementing agreements to determine the scope and level of the service to be provided to customers through
government or non-government entities.

B. Assessment of Achievements and Results of Integrated Government Services

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

B.1 Performance Indicators Related to Integrated Government Services

Performance Indicators Provided by the Dubai Model Centre of the General Secretariat of the Executive Council
 Commitment to implementing the entity’s 360 services policy agenda and achieving its objectives.
 Customer satisfaction to complaints resolution.

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B.1 Performance Indicators Related to Integrated Government Services (Cont.)

Performance Indicators Provided by Digital Dubai Authority

 Digital city experiences maturity.
 Percentage of digital transactions of services provided of total transaction (Digital Adoption).
 Cashless government transactions.

Performance Indicators Provided by the Government Entity

Performance Indicators Related to Services Provided at the Government Entity’s Service Centers
 Results of periodic customer survey indicators (through discussion and focus groups, complaints, appreciation letters, and/or periodical
opinion surveys, and others according to the government entity’s nature of work), and the results of periodic identification of customers’
needs conducted by the government entity throughout the year.
 Results of service availability based on the service nature and the customers’ needs.
 Results of service delivery effectiveness.
 Results of service delivery efficiency and productivity.

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B.1 Performance Indicators Related to Integrated Government Services (Cont.)

Performance Indicators Provided by the Government Entity

Performance Indicators Related to Services Provided at the Government Entity’s Service Centers
 Results of compliance with the service specifications according to the customer service charter.
 Results related to partners and service delivery agreements (excluding outsourced services).
 Performance results of services provided by outsourced entities (e.g. percentage of errors, customers’ happiness, service quality,
outsourced company’s commitment to the service level agreements).
 Results of service development (tangible and intangible)
 Effectiveness of customer communication channels in relation to services (non-digital services).

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B.1 Performance Indicators Related to Integrated Government Services (Cont.)

Performance Indicators Related to Digital Services

 Performance results of digital services provided by the government entity.
 Performance results of joint or interrelated services which were developed electronically and integrated with partners.
 Percentage of decline in the number of visitors to service centers that offer services which were converted to digital ones.
 Percentage of services that adopt the unified single user access through the unified Emirates digital ID (or the unified number for the
“Visitors” customer category).
 Results of services provided through contemporary technologies such as the Internet of things or Blockchain and others.
 Indicators related to using social media for enhancing communication with customers, the public, and other stakeholders.

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B.2 Customers’ Perception Measures

These measures express the opinion of customers who, directly or indirectly, benefit from and are affected by the government entity’s activities and
services (through opinion surveys, discussion groups, complaints, appreciation letters, and the like) in accordance with the criteria specified in the
Dubai government customer happiness study.

Perception Measures Provided by the General Secretariat of the Executive Council / Digital Dubai Authority:
The weight of the results is calculated according to the government entity’s work nature and the percentage of services provided through each
service channel.
 Results of the customer happiness study.
 Results of customers’ confidence in services.
 Results of customers’ efforts to obtain services.
 Results of the mystery shopper study.

Perception Measures Provided by the Government Entity

Perception Measures Related to Services Provided at Service Centers
 Results of detailed customer happiness studies internally conducted by the government entity and approved by the General Secretariat of the
Executive Council – Dubai Model Centre.
 Results of partners’ opinion studies in relation to service delivery: (These measures may include: general impression, commitment to
partnership terms and conditions, the extent to which the partnership is beneficial, assessment of communication channels, collaboration to
provide and exchange information, and transparency in dealings and selection criteria).

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Perception Measures Provided by the Government Entity
Perception Measures Related to Digital Services
 Results related to happiness of customers, in all different categories, with the digital services, the website, and used electronic technologies.
 Results of all stakeholders’ happiness with the available communication channels (the website, contact center and social media).
 Results of handling feedback / suggestions provided by all customer categories in relation to digital services and innovative technological
applications (e.g. customers’ happiness with the way in which feedback and suggestions are handled).
 Level of all stakeholders’ awareness of provided digital services.
 Confidence rate in dealing with digital services.
 Results of partners’ happiness in relation to partnership terms and conditions, the extent to which the partnership is beneficial, assessment of
communication channels, the nature of the relationship and cooperation with partners, collaboration to provide and exchange information, and
transparency in dealings and selection criteria.

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Fourth Main Criterion: Societal Value

This criterion focuses on the work domains through which the leading entities add value to the public or society as one of the main government
entities’ stakeholders. The effective partnership among government entities in the services field improves the quality of services, enhances the
customers’ experience, and saves them time and effort, the partnership among the government entities as well as with the private sector increases
their productivity and financial effectiveness, reduces used resources, and decreases work duplication; therefore, this provides value to the
government and the society in general. Moreover, this criterion focuses on the entity’s commitment to achieving environmental, economic and social
sustainability which adds value to the society in the Emirate and the country as well as contributes to attaining sustainable development goals. The
criterion also emphasizes on government communication, which increases in importance during crises and disasters, in order to foster confidence in
government entities and enhance communication between the entities and the society.

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4-1 Partnership

This criterion focuses on the entity’s building of sustainable partnerships with the entities of the sector to which it belongs or the other sectors with
the aim of enhancing its services, providing better added value to its customers and other stakeholders, and enhancing efficiency, effectiveness as
well as innovation and leadership levels in its operations. Moreover, this criterion emphasizes on using innovative methods to establish and maintain
those partnerships based on trust, collaboration, and mutual benefit between the entity and its partners. In addition, this criterion focuses on the
extent of achieving leading results in the field of partnership.

A.1 Capabilities Related to Partnership

This criterion may include the following points:

 Building effective and sustainable partnerships based on trust and transparency between government and private sector entities to
ensure the achievement of the government entity’s strategic objectives and intents, through the identification and categorization of local,
regional and global partners and the identification of future partnership opportunities.
 Initiating cooperation and partnership with the entities of the sector in which the entity operates in order to achieve leadership and
competitiveness for the sector and Dubai Government as well as achieving competitiveness for the UAE.
 Collaborating with partners from the government and the private sectors to deliver the entity's services, determining the agreed service
levels in order to deliver such services in an integrated, smooth manner and achieve the “One Government” principle; while taking into
consideration the customer’s experience and happiness into consideration in a comprehensive manner, throughout all stages and through
all entities involved in delivering the service rapidly and smoothly, and while adopting tools and mechanisms which contribute to its
development and improvement.

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A.1 Capabilities Related to Partnership (Cont.)

 Establishing medium and long term partnerships with the private sector, through innovative strategies and criteria, aiming to increase the
government entity’s efficiency and effectiveness by benefiting from the financial, technological and knowledge-related capabilities of the
private sector in a way that ensures benefits for all parties, adds better value to customers, and contributes to their happiness.
 Defining the framework and boundaries of the partners’ relationships in a way that ensures mutual benefit and provides added value to
all its stakeholders.
 Ensuring sharing and exchange of organizational knowledge and strategic alignment with partners at all levels.
 Supporting joint development projects including those related to performance improvement, process simplification, improvement of
customers’ services, as well as to spreading and circulating joint innovation concepts, skills and applications through the constructive
partnership.
 Evaluating and selecting partners in a transparent way and providing them with feedback in order to improve their performance.

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B. Assessment of Achievements and Results Related to Partnership

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

B.1 Performance Indicators Related to Partnership

Performance Indicators Provided by the Government Entity

 Results related to the partnership and its added value.
 Results related to the extent of compliance with partnership agreements and terms, as well as the levels of provided services.
 Results related to the success level of joint development and improvement projects.
 Results related to the financial effectiveness of the partnership with the private sector (or the results of return on investment or
cost-benefit analysis related to the joint projects with the private sector).

B.2 Perception Measures Related to Partnership

Perception Measures Provided by the Government Entity

 Results of partners’ happiness in relation to compliance with partnership terms and conditions, the extent to which the partnership
is beneficial, assessment of communication channels, the nature of the relationship and cooperation with partners, collaboration to
provide and exchange information, and transparency in dealings and selection criteria.

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4-2 Sustainability in Socio-Economic and Environmental Fields

This criterion focuses on the extent to which the entity continuously strives to create a suitable environment which provides happiness to the
individual and society, according to the government entity’s work nature, through its volunteering activities and the impact of its work on the
principles of socio-economic and environmental sustainability as well as on maintaining the occupational health and safety of its human resources,
and achieving leading results in those fields.

A.1 Capabilities Related to Sustainability in Socio-Economic and Environmental Fields

This criterion may include the following points:

 Determining the impact of the entity’s activities and policies on sustainability in socio-economic and environmental fields, as related to its
functions and specializations, and in light of the relevant local and national strategies (e.g. the UAE green growth strategy and the Dubai
disability strategy).
 Ensuring that the entity’s strategy achieves the indicators related to socio-economic and environmental sustainability related to its
functions and specializations, through setting strategic goals and policies as well as identifying key performance indicators related to
sustainability, in line with the Dubai Plan indicators and in a way that supports their achievement to enhance the competitiveness of
Dubai and the United Arab Emirates.
 Developing and implementing programs, initiatives and policies which support the achievement of strategic goals that are relevant to
sustainability in the socio-economic and environmental fields according to the entity’s functions and specializations and in coordination
with partners and other stakeholders.
 Developing and implementing mechanisms to ensure the government entity’s regular interaction with society concerning the
development and implementation of its policies, programs and initiatives in a way that enables it to meet society’s needs and
expectations while benefiting from behavioral sciences to achieve that.
 Encouraging employees to participate in volunteering activities to serve society, as well as to contribute to the central volunteering
activities in the Emirate and the country. 58
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B. Assessment of Achievements and Results Related to Sustainability in Socio-Economic and Environmental Fields

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

B.1 Performance Indicators Related to Sustainability in Socio-Economic and Environmental Fields

Performance Indicators Provided by the Government Entity

 Strategic performance indicators related to sustainability in the socio-economic and environmental fields.
 Operational performance indicators related to the operations, programs, initiatives, and policies related to sustainability in the
socio-economic and environmental fields.
 Operational performance indicators related to interaction with society and understanding its needs and expectations.

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4-3 Government Communication

This criterion focuses on the entity’s development of effective internal and external government communication plans and policies in order to
promote its programs and initiatives with emphasis on highlighting the impact of initiatives on the individual and society, whenever possible; utilizing
the different media channels and social networks directed to all levels of targeted audiences to support its strategies, directions and priorities; and
maintaining its organizational reputation in the best possible manner including the preservation of national identity so that this is positively and
directly be reflected on the Dubai government’s reputation. Moreover, this criterion focuses on opening several effective channels for
communication, receipt of the public’s feedback, encouraging positive dialogue and interaction with all categories of society in order to ensure
immediate organizational response during crises and disasters, the systematic handling of public messages, and management of any potential
negative results.

A.1 Capabilities Related to Government Communication

This criterion may include the following points:

 Developing and implementing a strategy for internal and external government communication that includes supportive policies for
communication, transfer of knowledge, dissemination and exchange of information, as well as disclosure and announcement of initiatives,
news and procedures through published channels which are available for all stakeholders and targeted public, and within suitable
timeframes in order to improve organizational reputation and enhance confidence in the government entity and its leadership team in
particular and in Dubai government and the country’s government sector in general.
 Implementing initiatives, activities, and measures to activate communication and engagement policies that support transparency and
responsiveness through internal and external communication channels, in order to plan and execute tasks, deliver services, and achieve
efficiency, effectiveness, happiness, and positivity in the internal and external work environment for customers, employees, and other
stakeholders.
 Involving the business unit / team responsible for communication in the government entity’s initial planning stages related to policies,
initiatives, plans and projects.
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A.1 Capabilities Related to Government Communication (Cont.)

 Applying the necessary procedures and activities to measure organizational “brand” reputation and improve the entity’s image in society
and in the public opinion, in order to ensure the effective use of contact networks and social media.
 Fostering the national identity through introducing the UAE heritage style in buildings and decorations; as well as through the
engagement and participation in national occasions by organizing events, initiatives as well as the promotional of internal and external
promotional campaigns.
 Using Arabic language in all work systems, services, and in internal and external government dealings; as well as giving the
communication in Arabic language the priority in the communication and media messages.
 Commitment to society’s cultural and social diversity when launching campaigns and external messages through the different
communication means and channels.

B. Assessment of Achievements and Results Related to Government Communication

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

B.1 Performance Indicators Related to Government Communication

Performance Indicators Provided by the Government Entity

 Effectiveness of communication channels with the entity’s stakeholders.
 Indicators related to compliance with Dubai government’s brand identity guidelines in all different channels, including websites,
social media accounts, buildings and others.

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B. Assessment of Achievements and Results Related to Government Communication (Cont.)

Performance Indicators Provided by the Government Entity

 The targeted audience’s happiness in relation to the entity’s media campaigns as well as its contact and communication channels
(employees, customers, society, media outlets).
 Performance results related to organizational “brand” reputation, confidence in the government entity, and compliance with the
government’s media messages.
 Results of achieving a positive change in the behaviors of the targeted audience.

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Fifth Main Criterion: Human Capital and Emiratization

This main criterion focuses on investing in human capital in general and in UAE citizens in particular, sustaining and enhancing their efficiency and
productivity, and promoting a happy, positive, and innovative work environment. This is achieved through the development of effective policies and
plans to fulfill both individual and organizational objectives, while providing services to improve employees’ happiness and their quality of life in
accordance with relevant human resources laws, regulations, and guidelines. The criterion also includes recognizing the efforts of employees,
rewarding, motivating and empowering them, and enhancing their capabilities for creativity and innovation, with a focus on attracting and retaining
national and specialized talents and achieving gender balance. Additionally, the criterion emphasizes the enhancement of employees' capabilities
and skills and their readiness to undertake future roles and responsibilities, which may differ in nature and qualifications from current positions.
Furthermore, it focuses on achieving leading results in this field.

5-1 Management of Professional Talent

A. Capabilities of Managing Professional Talent

This criterion may include the following points:

 Fostering an organizational culture which is based on the values of positivity, achievement, excellence, teamwork, futuristic innovative
mindset, and striving to transform and develop; as well as the human resources’ commitment to organizational values through suitable
tools to the work nature and to the cultural and social diversity of human resources.
 Identifying the necessary human resources-related skills, behavioral and technical competencies, and capabilities; determining the level
of their adequacy in relation to achieving the entity’s strategy and its future readiness, and in relation with supporting the achievement of
the organizational functions and objectives through the organizational structure and work model that the entity adopts, putting the
necessary plans in place to make all those available in due time.

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A.1 Capabilities of Managing Professional Talent (Cont.)

 Developing and implementing integrated policies and systems that cover various aspects related to human capital, such as planning,
recruitment, selection, professional development, career path, job transition, grievances, while benefiting from behavioral science in that.
This also includes ensuring the delivery of high-quality services in accordance with human resources laws, regulations, and its
complementary systems, ensuring fairness, equal opportunities, and transparency.
 Implementing mechanisms to discover human resources talents in various fields and developing their skills through specialized programs,
and appointing such talents in suitable job positions to harness their potential in achieving excellence in the government entity's areas of
work.
 Encouraging and enabling the human resources to share their knowledge and expertise with their colleagues, teams, and business units at
the government entity’s level and at the government sector level in general.
 Evaluating the performance of human resources while ensuring fairness, equal opportunities, and transparency, providing regular
information about their performance levels, achievements, goal attainment, and competencies with the aim to enhance these levels, and
linking career progression, rewards, and incentives to performance evaluation results.
 Empowering the human resources and ensuring their access to tools, information, competencies, authorities necessary for their ultimate
participation in achieving goals.
 Encouraging and rewarding leading achievements across all levels of the government entity (employees and teams); and creating positive
competition among them.

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A.1 Capabilities of Managing Professional Talent (Cont.)

 Providing a happy, healthy, safe and suitable work environment which motivates the human resources to be productive and creative as
well as to achieve work-life balance.
 Empowering and enhancing the role of women at work; as well as creating an environment which supports women and working mothers
through the development of evolving policies and systems as well as supportive initiatives to enable their participation in the different
work fields (e.g. providing nurseries, flexible working hours, or policies which consider the woman’s nature and the role of the working
mother).
 Implementing a plan for communication between the higher management and the human resources which includes diverse
communication channels based on the human resources’ needs, expectations and work nature.

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B. Assessment of Achievements and Results Related to Management of Professional Talent

B.1 Performance Indicators Related to Management of Professional Talent

Performance Indicators Provided by Dubai Government Human Resources Department

 Employee’s data readiness percentage.
 Training hours per employee.

Performance Indicators Provided by the Government Entity

 Results of fostering the organizational culture and commitment to organizational values.
 Results of human resource planning.
 Results of human resource development.
 Results of employees’ motivation and involvement.
 Results of employees’ happiness.
 Results of employees’ productivity.

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B.1 Performance Indicators Related to Management of Professional Talent (Cont.)

Performance Indicators Provided by the Government Entity

 Results of services provided to human resources.
 Results of gender balance.
 Results of communication with human resources and knowledge sharing with them.

B.2 Perception Measures of Human Resources

Perception Measures of Human Resources Provided by the General Secretariat of the Executive Council
 Positivity in the work environment index.
 Job satisfaction index.
 Job engagement index.
 Job loyalty index.

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5-2 Jobs of the Future

A. Capabilities Related to Jobs of the Future

 Reviewing the organizational structures and business models; re-evaluating current jobs according to the new post-Covid-19 normal with
the aim of ensuring agility and business continuity during crises (such as remote work); applying agile business structures and models;
developing current structures and models; as well as qualifying human resources to be ready for the jobs of the future in line with the
entity's strategy and its future directions.
 Identifying training needs, improving the human resources’ capabilities and skills, and upskilling them to fulfill the requirements of the
jobs of the future, based on accurate foundations and information; developing training plans using various methods of effective training
and learning tools, and implementing them in a way which ensures human resources’ acquisition of required knowledge, skills, and
behaviors; measuring the effectiveness and impact of training on the human resources’ performance and behaviors including the
development of second and third tier of leadership as well as the development of succession plans and linking them to training, capacity
building and human resource planning.

B. Assessment of Achievements and Results Related to Jobs of the Future

B.1 Performance Indicators Related to Jobs of the Future

Performance Indicators Provided by the Government Entity

 Results related to developing the skills of human resources and qualifying them for the jobs of the future.
 Results of developing business models which are suitable for the agile work method and for the preparation for the jobs of the
future.

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5-3 Emiratization

A. Capabilities Related to Emiratization

This criterion may include the following points:

 Developing and implementing an integrated plan for Emiratization, and approve those from the concerned entities.
 Attracting, recruiting, and retaining Emirati human resources, as well as providing supportive work environment and policies for that.
 Implementing programs which are designed to ensure career and professional advancement for Emirati human resources.
 Developing and enhancing the skills of Emirati human resources in the government entity’s specific strategic fields, especially in
specialized jobs (critical jobs) and the jobs of the future.
 Developing programs to prepare and encourage Emiratis to work in jobs which are targeted for substitution and Emiratization.

B. Assessment of Achievements and Results Related to Emiratization

B.1 Performance Indicators Related to Emiratization

Performance Indicators Provided by Dubai Government Human Resources Department

 Emiratization percentage of the total workforce in the government entity.
 Emiratization percentage in leadership and supervisory roles.

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Performance Indicators Provided by the Government Entity
 Performance Indicators Related to Implementing an Emiratization and Replacement Plan as well as achieving its goals, including
the following indicators:
• Percentage of Emiratization in the different job categories (leadership, supervisory, executive, specialized (critical) and technical).
• Percentage of Emirati employees holding professional and specialized certificates in fields related to the jobs of the future.
• Effectiveness of implemented programs in relation to enhancing and developing the skills of Emirati human resources and
ensuring their career and professional advancement.
• Growth in Emiratization percentages.
• Rates related to Emirati employees’ service continuity.

B.2 Perception Measures Provided by the General Secretariat of the Executive Council

 Results of Emiratization-related questions in the employees’ happiness studies.

 Results of Emirati employees’ happiness in the employees’ happiness studies.

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Sixth Main Criterion: Resources Management

This main criterion focuses on the efficiency and effectiveness of managing the organization's tangible and non-tangible resources to support the
organization's strategy and policies and ensure the preservation and optimal utilization of these resources. Additionally, it emphasizes achieving
outstanding results in this area.

6-1 Financial Management

This criterion focuses on the entity’s effective management of its financial resources in a way that enables it to achieve its strategic goals and
directions as well as to attain outstanding results in the fields of efficiency and financial management, including adherence to budget and setting
spending priorities, in order to meet customers’ needs and interests as well as to limit spending in areas which do not add value to them. This
criterion also focuses on the extent of achieving leading results in the field.

A. Capabilities Related to Financial Management

This criterion may include the following points:

 Developing and implementing long-term financial plans and processes to support the achievement of the government entity’s strategic
goals and directions.
 Designing processes for needs identification, balanced financial planning for expenditures and revenues, internal controls, auditing, and
financial reporting to ensure the optimal and efficient use of resources.
 Implementing programs to rationalize expenditure, while ensuring the provision of added value to customers and its other stakeholders.

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A. Capabilities Related to Financial Management (Cont.)

 Applying the principles of cost accounting for processes and services (according to the “Service Cost Accounting Manual” issued by the
Department of Finance of the Government of Dubai) in order to improve their efficiency.
 Analyzing results and achievements in comparison to approved financial resources.
 Studying the feasibility of projects, analyzing their financial impact, and examining alternatives to select the appropriate ones; as well as
cooperating with departments, business units and teams, providing them with the financial expertise and empowering them to achieve
the best returns (or benefits) on investments (or the financial expenses).
 Effective implementation of laws, systems, and instructions related to the various financial fields; and making use of the feedback
received from the Financial Audit Authority – Government of Dubai.
 Conducting an external audit on the entity’s final closing accounts in accordance with the requirements of the financial law (Law No. (1) of
2016 and its executive regulations).

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B. Assessment of Achievements and Results Related to Financial Management

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

B.1 Performance Indicators Related to Financial Management

Performance Indicators Provided by Department of Finance of the Government of Dubai

 Deviation between the approved budget and the entity’s actual spending.
 Percentage of transfers between chapters from the entity’s approved budget.
 Percentage of the additional appropriations to the entity’s approved budget.
 Commitment to submit the draft final account for the ended financial year as per the date specified in the financial circular to the
Department of Finance of the Government of Dubai.
 Commitment of the government entity to budget preparation calendar.

Performance Indicators Provided by the Government Entity

 Accuracy of financial planning related to revenues and expenditure.
 Reduction in expenditure resulting from rationalization of expenditure programs.
 Timely issuance of the government entities’ financial statements.

According to the entity’s main functions which are mentioned in its decree of establishment, it may provide the following
performance indicators:
 Percentage of the entity’s collection of its accrued debts.
 Percentage of timely submittal of tax declaration reports.
 Extent to which the entity’s financial statements fairly present its financial position and performance as outlined in the external
audit reports.
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6-2 Assets Management (Tangible and Non-Tangible)

This criterion focuses on the extent to which the entity efficiently and effectively manages its tangible and non-tangible resources to support its
strategic directions and policies, as well as the preservation and optimal utilization of those resources. Moreover, this criterion focuses on the extent
of achieving leading results in this field.

A. Capabilities Related to Assets Management

This criterion may include the following points:

 Developing and implementing long-term policies and plans for the management and optimal utilization of material resources, facilities,
and equipment in order to support the government entity’s strategic goals and directions as well as to increase the levels of their return
on investment, while complying to the Emirate Green Growth Strategy.
 Using appropriate methods to manage and optimize the non-tangible assets, such as patents, software licenses, digital applications
(internally or externally developed), or trademarks, to ensure their preservation and maximize their value and benefits in achieving the
government entity's objectives and reducing the costs associated with their continued ownership and utilization."
 Conducting feasibility studies for the ownership of assets and identifying and selecting appropriate alternatives for their ownership to
ensure financial efficiency, effectiveness, and operational flexibility for those assets
 Optimal utilization of the tangible ‘physical’ resources, facilities, and equipment; and managing the life cycle of those assets, their
security, sustainability, efficiency, and effectiveness through maintenance programs (especially preventative maintenance programs).
 Utilizing modern and digital technologies to improve the efficiency and effectiveness of assets management.

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A. Capabilities Related to Assets Management

This criterion may include the following points:

 Educating and creating awareness among employees and relevant stakeholders on the optimal use and preservation of assets and
properties.
 Optimal management of warehouses and inventory, including accurate record-keeping and ensuring data accuracy, up-to-date inventory
for all assets, properties, and materials, reducing waste and losses of materials, and recycling whenever possible.
 Ensuring the preservation of the environment and non-renewable resources throughout the entire life cycle of assets, including the
application of environmental-friendly specifications in procurement processes, giving priority to purchasing materials and products that
incorporate eco-friendly materials and technologies during their operation, maintenance, and end-of-life phases, as well as disposing of
them in ways that preserve the environment.
 Applying the green building standards according to circulars and specifications issued by Dubai Municipality and other concerned
authorities.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
B. Assessment of Achievements and Results Related to Assets Management

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

B.1 Performance Indicators Related to Assets Management

Performance Indicators Provided by the Government Entity

 Efficiency of asset usage (for tangible and non-tangible resources).
 Results related to inventory management.
 Efficiency and effectiveness of maintenance-related processes.
 Results of reduction in expenditure related to assets management.
 Results of reused / recycled materials (quantity and cost).
 Results of reducing the consumption of non-renewable material and resources.
 Results of using eco-friendly materials and technology in assets management.
 Results of complying to green building standards.

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6-3 Management of Supply and Suppliers

This criterion focuses on achieving efficiency and effectiveness for the government entity through the effective and agile management of suppliers
and supply mechanism in order to meet the changing needs of all its stakeholders. Moreover, this criterion stresses on building relationships with
suppliers based on trust, cooperation, and mutual benefit; as well as benefiting from the suppliers in achieving joint innovation and leading results in
this field.

A. Capabilities Related to Management of Supply and Suppliers

This criterion may include the following points:

 Periodic search for suppliers to meet the entity’s current and future needs; as well as identifying, classifying and qualifying such suppliers.
 Building an agile supply chain to meet the changing requirements of customers and other stakeholders and to achieve the government
entity’s objectives, by supplying products and services at appropriate time and cost, through mechanisms that ensure transparency and
the provision of appropriate information to stakeholders at all stages of supply.
 Defining the framework and boundaries of the relationship with suppliers in a way that achieves mutual benefit and leads to building
sustainable and flexible relationships that support the entity’s objectives to ensure achieving added value for stakeholders, reducing costs
and rational spending.
 Transparent publishing of criteria related to selecting and dealing with suppliers and evaluating their performance (modifying and
reviewing contracts, supplier classification, awarding bids, and others); and encouraging procurement from local small and medium
entities by giving them preferential status according to the regulations issued in this field.
 Providing periodic feedback to suppliers and cooperating with them in order to improve their performance, enhance their capabilities and
qualify them in accordance with the government procurement system.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
A. Capabilities Related to Management of Supply and Suppliers (Cont.)

 Benefiting from suppliers' innovations in developing business models, processes and services; as well as involving suppliers in the entity's
joint innovation processes with its stakeholders.

B. Assessment of Achievements and Results Related to Management of Supply and Suppliers

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

B.1 Performance Indicators Related to Management of Supply and Suppliers

Performance Indicators Provided by the Government Entity

 Results of suppliers’ evaluation.
 Results of joint innovation with suppliers.
 Results related to reduction of procurement-related expenditure.
 Results related to addressing suppliers’ feedback.
 Results related to procurement from local small and medium enterprises (SMEs).

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
B.2 Perception Measures Related to Suppliers

Performance Measures Provided by the Government Entity

These measures reflect the suppliers’ opinions and perceptions with respect to the levels of cooperation and partnership with the government
entity, compliance with partnership terms and conditions, the extent to which the partnership is beneficial, effectiveness of collaboration, ease
of information provision and exchange, transparency in dealings, assessment of communication channels – directly and indirectly – (through
opinion surveys and questionnaires, discussion groups, feedback and suggestions, thank-you letters, and the like). According to the entity’s
work nature, such measures may include the following:

 Results of suppliers’ happiness (This may include: General perception, commitment to contractual terms and conditions, communication
channels, transparency in dealings and selection criteria, and others).

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
The Third Pillar: Development Enablers (10%)

This pillar includes three main criteria: “Innovation”, “Data Management and Organizational Learning”, and “Digital Enablement”. All of these criteria
are used to accelerate learning and development across all capabilities of the government entity in various fields and empower it to work with
greater productivity and higher accuracy, achieving higher efficiency in delivering results. These criteria also facilitate the innovation of
unprecedented new models, processes, and services that drive radical development and transformation, positioning the entity at higher levels of
competitiveness and global leadership.

1 2 3

Eighth main criterion:

Seventh main criterion: Ninth main criterion:
Data Management and
Innovation Digital Enablement
Organizational Learning

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Seventh Main Criterion: Innovation

This main criterion focuses on the efforts made by the entity to implement an innovation framework which aligns with the Dubai Government
Innovation Framework; identify clear strategic objectives related to innovation; invest in scientific researches and experiments and knowledge
production in the field of its work; ensure the creation of a positive culture and work environment that support creativity, innovation and continuous
development through the application of systems and tools which foster the involvement of stakeholders, government entities, and the private sector
in applying creativity and innovation to provide radical solutions, and innovative, unprecedented services; as well as perform its functions in creative
ways to achieve added value and happiness to all stakeholders. This criterion also focuses on the extent of achieving leading results in the innovation
field.

A. Capabilities Related to Innovation

This criterion may include the following points:

 Defining strategic goals and directions as well as innovation priorities in alignment with achieving the entity’s vision and main functions,
and accomplishing change, development, leadership and readiness for the future in accordance with the National Innovation Strategy and
Dubai Plan.
 Building an organizational culture which stimulates creativity and innovation through fostering the values of positivity, openness,
achievement, pro-activeness for development and improvement, and acceptance of unintended failures which may happen when
implementing ideas and innovative projects.
 Developing and implementing innovation management systems in all its dimensions, including using clear criteria to prioritize
improvement and development opportunities that require innovative solutions, selecting and executing viable ideas in line with
innovation's strategic goals and directions, supporting and monitoring the implementation of innovative projects at all stages to ensure
their success. This also involves efficiently managing events and activities to spread and foster an innovation culture, managing innovators,
innovation networks, and allocated innovation resources.
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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
A. Capabilities Related to Innovation (Cont.)

 Providing a conducive work environment, suitable communication channels, adequate resources, tools, technologies, and knowledge that
enable human resources, customers, and other stakeholders to participate in creative and innovative activities related to the
organization's work, in alignment with the Dubai Government Innovation Framework which is issued by the General Secretariat of the
Executive Council.
 Building an effective network of partnerships with universities, research centers, entrepreneurs, and stakeholders in the public and
private sectors to support the process of creativity and innovation, ensuring integration and mutual benefit from available capabilities and
resources, and enhancing collaborative innovation with all stakeholders.
 Developing and implementing programs for discovering, managing, and developing innovative talents, as well as building the capabilities
of human resources in the concepts and applications of innovation and future foresight tools to enable them to contribute effectively to
creative and innovative activities in general.
 Ensuring the optimal utilization of knowledge and information in order to identify opportunities for creativity and innovation;
implementing innovative projects based on information and facts made available through organizational learning activities and
benchmarking with international best practices; and harnessing technology in this regard.
 Measuring and managing innovation-related results in order to ensure the achievement of high levels of leadership and performance
development; contribution to people’s happiness and improving their quality of life; investing these results to achieve the best return on
investment in innovation through protecting the entity’s rights in innovation, including registering innovation property rights and
innovation patents, and other means.

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B. Assessment of Achievements and Results Related to Innovation

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

B.1 Performance Indicators Related to Innovation

Performance Indicators Provided by the General Secretariat of the Executive Council

 Results of the entity’s innovation readiness (according to Government Innovation Readiness Index in Dubai).

Performance Indicators Provided by the Government Entity

 Results of developing human resources’ capabilities and fostering the culture of innovation.
 Results of innovative services, processes, and business models which were created and applied.
 Financial and non-financial results achieved through applying innovative ideas in the fields of services and processes and through
achieving the strategic goals.
 Results of joint innovation with the stakeholders specially customers, suppliers and society.
 Results of innovative projects / initiatives / programs implemented in collaboration with partners from the government and private
sector.
 Percentage of innovations which have innovation patents / intellectual property rights.

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Eighth Main Criterion: Data Management and Organizational Learning

This criterion focuses on the government entity’s monitoring, analysis and management of all data relevant to its functions, services and operations;
ensuring data suitability, reliability and timely availability from both internal and external sources (including big and open data); employing this data
for learning, development, innovation and in supporting decision-making processes at all levels. Additionally, this criterion emphasizes the
government entity's main reliance on data and its regular analysis to evaluate and improve its performance, strategic implementation levels, and to
develop future scenarios. Furthermore, the criterion focuses on how to enhance the government entity's capabilities to build, manage, and share
knowledge, experiences, and best practices internally and externally, aiming to become a learning organization and achieving leading results in this
field.

A. Capabilities Related to Developing and Implementing Data Management and Organizational Learning Systems

This criterion may include the following points:

 Building effective frameworks for knowledge management to leverage data analysis and information and identify best practices in
organizational learning, change, development, and innovation that are aligned with the government entity's strategic objectives and
intents.
 Identifying the knowledge-related needs and the necessary data to achieve the government entity’s strategic objectives and intents in the
areas of change, development and improvement in all work fields; and identifying the explicit and implicit knowledge assets and
resources.
 Providing an environment and mechanisms that stimulate research and development in the government entity's field of work, enhancing
its innovation, efficiency, effectiveness, and adaptability, and enabling it to learn from the global best practices, whether by applying
those mechanisms by the entity itself or through collaboration with universities, specialized research institutions, or other partners.

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A. Capabilities Related to Developing and Implementing Data Management and Organizational Learning Systems (Cont.)

 Monitoring and managing the data generated from the government entity’s activities and operations as well as external data (including
big and open data); ensuring its relevance, timeliness, reliability, comprehensiveness, classification, accessibility, and availability in a
timely manner for use in the decision-making process at all levels.
 Applying the updated effective methods in data analysis to identify patterns and relationships, predict trends, and utilize this information
to transform it into insights and facts that can be used in decision-making, performance evaluation, and monitoring goal achievement.
This includes implementing appropriate proactive measures for managing and developing processes, policies, services, organizational
learning, and future readiness.
 Ensure sharing of knowledge and the internally or externally applied best practices, and optimize the utilization of this information
through the provision of effective internal and external communication channels and mechanisms.
 Integration and effective utilization of information and knowledge sharing systems, and the generation of new knowledge, and leveraging
that to achieve the level of a learning organization.
 Maintaining the confidentiality, privacy, security, information and knowledge in compliance with the announced terms of use, information
and knowledge, including the data of customers and all other stakeholders.
 Making available the joint open data according to the laws and regulations issued by the Digital Dubai Authority.
 Locating the opportunities for internal and joint innovation through the sharing and exchange of data, knowledge and best practices with
the stakeholders and through enhancing the capabilities of innovation through the optimal use of knowledge assets.

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B. Assessment of Achievements and Results Related to Data Management and Organizational Learning

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

B.1 Performance Indicators Related to Data Management and Organizational Learning

Performance Indicators Provided by Digital Dubai Authority

 Data maturity index.

Performance Indicators Provided by the Government Entity

 Results related to data analysis and decision-making based on information and facts.
 Results related to research and development in the government entity’s field of work.
 Results of data exchanged with partners and other stakeholders.
 Results of innovation as well as of projects related to process and service development and improvement resulting from data
analysis activities.
 Results related to accuracy and timeliness of data and knowledge.
 Results related to availability and ease of access to data and knowledge.
 Results related to compliance with laws, regulations and systems issued by Digital Dubai Authority.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
Ninth Main Criterion: Digital Enablement

This criterion focuses on harnessing the capabilities provided by modern technology to achieve the government entity's leadership, enhance its
efficiency and effectiveness, as well as improve the added value and enhance the happiness of its customers and other stakeholders. It also focuses
on ensuring high readiness of the entity’s electronic infrastructure, its partners, ensuring business continuity and flexibility during emergencies and
crises.

A. Capabilities Related to Digital Enablement

This criterion may include the following points:

 Developing the digital transformation strategy in alignment with the Dubai Smart City and the Dubai Cyber Security Strategies in
accordance with the relevant stakeholders’ needs and in a way that ensures the efficiency and effectiveness of the government entity’s
processes and services based on clear criteria and priorities through which transformation priority is granted to processes and services
that add the most value for customers and other stakeholders.
 Continuous monitoring of the new technological advancements and their applications in the operations and services of the government
entity, evaluating the extent to which these technologies contribute to improving the productivity, flexibility, and effectiveness of the
government entity in achieving its objectives, enhancing its competitiveness, and providing innovative services that enhance the
experience of its customers and other stakeholders, adding greater value to them.
 Conducting a review of the current adopted digital applications, structures, and work models, and evaluate their readiness for the use of
Artificial Intelligence (AI) tools and technologies, augmented reality, Internet of Things, and other new technologies associated with the
Industry 4.0 Revolution. Developing the necessary plans to enhance this readiness, prioritizing areas where accelerated implementation is
feasible and adds greater value to the entity's customers and other stakeholders.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
A. Capabilities Related to Digital Enablement (Cont.)

 Setting criteria for the selection and application of technology based on its ease of use, economic effectiveness, and its contribution to
achieving competitiveness and performance leadership; in addition to other criteria such as agility, scalability and integration with other
technology used within the entity and with its strategic partners, ease of maintenance, cost of use, level of electronic security and other
criteria.
 Developing and implementing plans and policies that support the application and widespread use of digital technologies in the
government entity’s various operations as well as main and support processes.
 Implementing Dubai Paperless Strategy and achieving targets in an effective manner in accordance to the plans applied in the entity. This
should not be limited to automating current processes but should be extended to conducting a radical review of those processes and
innovating business models and processes which are more agile and efficient, as well as leveraging the digital technology capabilities to
enhance the government entity’s capabilities in general.
 Managing and sustaining the government entity’s electronic infrastructure with the aim of optimal utilization of resources and their
proper use to support integration as well as sharing of information and digital exchange of data and information with other government
entities; and optimal utilization of joint government services provided by Digital Dubai Authority.
 Identifying partnerships in the field of digital systems linkage and integration and provision of digital services in light of the organizational
and strategic needs, and in a way which complements its capabilities and fosters its strengths.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
A. Capabilities Related to Digital Enablement (Cont.)

 Linking the digital service development projects provided by the entity with the other government entities to support the achievement of
the Smart Government goals, using the integration services available through Digital Dubai Authority.
 Linking and benefiting from the central and shared digital systems (such as the Government Resource Planning (GRP), (Qarar) and
(Mubadara) systems), the government electronic payment gateway (Cashless Dubai initiative), and the financial and property
management systems), in addition to the systems and services of Dubai Electronic Security Center (such as the Digital Certificates System,
the Security Operations Centre System).
 Implementing information security and business continuity policies including the development of its organizational capabilities to address
cybersecurity challenges. The commitment to the adherence to international standards in cybersecurity and integrating that with its risk
management policies and plans.
 Activating research and development in the areas of digital transformation and electronic security in collaboration with concerned
authorities.
 Harnessing technology to achieve innovation in the government entity’s business models, processes and services.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
B. Assessment of Achievements and Results Related to Digital Enablement

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

B.1 Performance Indicators Related to Digital Enablement

Performance Indicators Provided by Digital Dubai Authority

 Adoption of shared and enabling services.
 ICT governance maturity.
 ICT Skills Framework Compliance.

Performance Indicators Provided by Digital Dubai Authority – Dubai Electronic Security Center
 Availability of knowledgeable, experienced and trained personnel in cyber-security in the entity.
 The percentage of Emirati employees in the cyber security department/ field.
 The effectiveness of cyber security awareness training / workshops.
 The percentage of an organization's adherence to information security regulations.

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DUBAI GOVERNMENT EXCELLENCE MODEL CRITERIA
B.1 Performance Indicators Related to Digital Enablement (Cont.)

Performance Indicators Provided by Digital Dubai Authority – Dubai Electronic Security Center
 Adoption of Cyber-security in new technologies.
 Establishment, maintenance, and improvement of the cyber-security and cyber-resilience capabilities.
 The percentage of compliance to the new policies issued by DESC.
 Business planning continuity.
 The entity’s adherence with the criteria of the Dubai Cyber Index.

Performance Indicators Provided by the Government Entity

 Results of implementing digital transformation strategy and initiatives, as well as adopting technology in processes and activities.
 Performance results of processes which were digitally transformed by the government entity.
 Performance results of interrelated processes which were digitally developed and integrated with partners.
 Results of electronic infrastructure-related performance, sustainability and agility.

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B.1 Performance Indicators Related to Digital Enablement (Cont.)

Performance Indicators Provided by the Government Entity

 Readiness assessment results related to applying artificial intelligence and advanced technology.
 Results of the positive impact of digital / smart transformation on the entity’s main operations and activities (e.g. the positive impact on
the environment, savings achieved in the costs of processes and services due to digital transformation-related operations).
 Results of services implementing the internet of things technologies (e.g. percentage of services which use the internet of things
technologies out of the overall number of services which can use it).
 Results of the indicators related to the Dubai Paperless Strategy which was launched by Digital Dubai Authority (e.g. percentage of
decrease in paper usage in comparison to target, according to the strategy).
 Results of indicators related to electronic security and business continuity.

Perception Measures Provided by the General Secretariat of the Executive Council

 Percentage of employees’ happiness with the internal digital services, work methods and approved implementation plans (based on the
employees’ happiness study conducted by the General Secretariat of the Executive Council).

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ELITE MODEL 2022

Elite Level
Objectives 1 2 3

Encouraging government entities that Boosting the exchange and transfer of

achieved advanced levels of excellence knowledge and joint government work
through new and changing challenges. among government entities.

Assessing the best practices of

government entities in fields of priority
to Dubai government.
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ELITE MODEL 2022
In order to complete the achievements related to the elite pillars as well as to show the results and impact achieved from their application, the same
Elite Model pillars shall remain as in the previous cycle. The pillars are:

Organizational Agility
The entity’s ability to respond rapidly to changes in its internal and external environments as well
as to seize opportunities in order to achieve leadership; including corporate agility and the ability
to change work mechanisms and internal resources to adapt with the changes.

Data Science and Artificial Intelligence (AI)

The entity’s ability to develop effective services and policies based on facts and information, while
Elite using advanced data science and artificial intelligence technologies; thus, achieving greater
Model efficiency, effectiveness, and added value to government services and organizational performance
Pillars in general.

Partnership
The entity’s ability to engage in effective partnerships with both the government and private
sectors, including individuals from society, in order to provide innovative, pre-emptive solutions to
society’s urgent needs; improve the effectiveness, efficiency, and quality of governmental
operations; provide added-value services for customers; and take advantage of the private sector’s
efficiency as well as its financial and technical capabilities.

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ELITE MODEL 2022
However, the following amendments were made to focus on achieving the final results and impact of applying the afore-mentioned pillars:

 Excluding the Elite level entities from assessment of the corresponding criteria in the Government Excellence Model.
 Adjusting the weights of the Elite Model assessment pillars to 30% for capabilities and 70% for results.
 Calculating the Elite level entities’ score based on their average scores in the three pillars.

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ASSESSMENT TOOL
Main Principles of the Assessment Process

The DGEP assessment approach consists of three main sections:

1 2 3
Results assessment (through assessment of four
Capabilities assessment (through the assessment main pillars including assessment of Assessment of Elite criteria (through the
of three main pillars including assessment of comprehensiveness and usability, growth of assessment of the pillars of the Elite Model and
effectiveness, agility, and learning and results and sustainability of their excellence, according to the approved assessment
development). achievement of results and impact, and methodology for the assessment cycle).
competitiveness and leadership).

The relevant section should be used to assess each excellence level as follows:

Level Assessment Criteria Assessment Section Final Result

Capabilities assessment 30%

Elite criteria 20%
Results Assessment 70%
Elite Level 100%
Results criteria in the Government
Results assessment 100% 80%
Excellence Model

Results criteria in the Government

Excellence Level Results assessment 100% 100%
Excellence Model

Capabilities criteria in the government

Capabilities assessment 30%
excellence model
Basic Level 100%
Results criteria in the Government
Results Assessment 70%
Excellence Model
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ASSESSMENT TOOL – MAIN ASSESSMENT PRINCIPLES

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ASSESSMENT TOOL – CAPABILITIES ASSESSMENT
Below is a detailed explanation of each section of the assessment tool:

Capabilities Assessment Pillars

Effectiveness:
The leading government entity develops and implements systems, work programs, processes, services, and policies (capabilities) that meet the
requirements and needs of all stakeholders, with their effective participation. These are aligned with the nature of the entity's work and its main
function, based on the global best practices in the specialized field of work, while harnessing the technology in that. Applying these capabilities leads
to achieving positive results that effectively contribute to achieving the entity's strategic objectives as well as the government's overall strategic
objectives, adding value to all stakeholders. The effectiveness result is calculated based on the percentage of capabilities that meet the requirements
of all stakeholders, aligned with the entity's nature of work and best practices, resulting in achieving the targeted strategic objectives.

Agility (Efficiency, Flexibility, and Proactiviteness):

The leading government entity takes into consideration, when designing and implementing its work systems and services, that the organizational
capabilities are characterized by the features of proactiveness, fast responsiveness, and adaptability to internal and external changes, promoting
organizational resilience and ensuring continuity of work at all situations. The leading government entities also takes into consideration that those
capabilities are implemented while ensuring optimal utilization of various resources (human, technological, equipment, buildings, and others) and
the rationalized spending which involves prioritizing expenditures to meet the needs and requirements of stakeholders and reducing expenses in
areas that do not add value to them. The agility result is calculated based on the percentage of capabilities that are implemented, ensuring the
efficient achievement of proactive, flexible, and business continuity principles while rationally spending resources.

Learning and Development:

The leading government entity continuously engages in the development of initiatives, programs, work systems, processes, services, and policies
using creative ideas and innovative approaches that reflect radical improvements to its capabilities, taking into consideration the future readiness of
the government entity and the sector in which it operates. This development is based on effective analysis using appropriate technology and learning
from organizational performance results and best practices, with active participation from all stakeholders. The result of learning and development is
calculated based on the extent of the continuity and effectiveness of the learning and development process within the entity.
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ASSESSMENT TOOL – CAPABILITIES ASSESSMENT
CAPABILITIES ASSESSMENT TOOL

Limited Capabilities Basic Capabilities Intermediate Capabilities Advanced Capabilities Outstanding Capabilities
Assessment Pillars
0 - 10 15 -3 5 40 - 60 65 - 85 90 - 100

Do capabilities fulfill the needs of all They fulfill the needs of all current stakeholders, They fulfill the needs of all current and potential
They fulfill the needs of most stakeholders,
stakeholders? contribute to achieving all results and strategic stakeholders, contribute to achieving all results
They do not fulfill the needs of stakeholders nor They fulfill some of the stakeholders' needs and significantly contribute to achieving results and
directions, as well as utilize innovative methods and strategic directions, as well as utilize smart
contribute to achieving strategic directions. partialy contribute to strategic directions. strategic directions, as well as utilize technology
Do capabilities achieve expcted results and and smart technology in an optimal manner to technology in an opitmal manner to achieve and
and innovative methods to achieve these results.
contribute to achieving strategic directions? achieve high-level results. sustain leading results.
Effectiveness (40%)

They are suitable to the entity's nature of work to They are completely suitable to the entity's nature They are completely suitable to the entity's nature
Are the capabilities suitable to the entity's nature They are not suitable to the entity's nature of work They are suitable to the entity's nature of work and
some extent and are partially aligned with best of work and are considered amongst international of work and are considered unique practices which
of work and are aligned with best practices? and are not aligned with best practices. aligned with best practices to a great extent.
practices. best practices. are exemplary at a global level.

The entity is considered an exemplary model

The entity consider both optimal utilization of The entity utilizes all resources in an optimal
globally in the field of optimal utilization of
Are capabilities implemented in ways that ensure The entity does not consider optimal utilization of The entity considers both optimal utiilization of resources and rational spending to a great extent manner, completely considers rational spending
resources and rational spending during
optimal utilization of various resources and resources or rational spending during resources and rational spending to some extent during implementation, as well as harnasses during implementation, utilizes innovative
implementation, as well as in utilization of
rational spending? implementation. during implementation. technology and innovative approaches to achieve approaches, and harnesses smart technology to
Agility innovative approaches and smart technologies to
this. reach the maximum level of achievemnt.
(Efficiency, Flexibility, and reach outstanding level of achievements.
Proactivity)
The entity implements its capabilities completely
(40%) The entity implements its capabilities, to some The entity's capabilities and business models are
The entity implements its capabilities, to a great through rapid, smooth, flexibel business models
The entity implements its capabilities through extent, through rapid, smooth, and flexible considered exemplary at a global level due to their
Are capabilities flexible, streamlined, proactive extent, through rapid, smooth, and flexible and steps, which allow the entity to transform in
slow, complicated business models and steps business model and steps, which allow the entity proactivity, speed, efficient streamlining,
and demonstrate rapid response and adaptation business models and steps, which allow the entity response to work developments proactively, high
which do not allow flexibilty and transformation to to transform in response to work developments; flexiblity, rapid response and adaption to changes,
to developments? to transform in response to work developments at speed, and with optimal resources. The entity is
respond to work-related developments. however, in a slow manner and with excessive and the sustainability of their transformation at
a good speed and with reasonable resources. able to adapt and sustain the transfomation and
resources. the highest levels possible.
improvement.

The entity develops a number of capabilities, using The entity develops most of the capabilities, using The entity develops all capabilities regularly, using
Are capabilities developed using creative ideas The entity develops a limited number of
creative ideas and innovative approaches, as well creative ideas and innovative approaches, as well creative ideas and innovative, radical innovative The entity is considered a global exemplary model
and innovative approaches, based on analyzing capabilities; however, this development is not
as harnasses technology to a certain extent, based as harnasses smart technology to a great extent, approaches, as well as harnasses technology to an for being a learning, innovative organization and
and learing from performance results and best based on analyzing and learning from performance
on analyzing and learing from performance results based on analyzing and learning from performance optimal level, based on analyzing and learning for harnassing smart technology in this regard.
practices? results and best practices.
and best practices. results and best practices. from performance results and best practices.

Learning and Development All capabilities are developed through adopting a

(20%) A number of capabilities are developed through Many capabilities are developed through adopting The entity is considered a global exemplary model
Is development conducted using a Capabilities are developed using a traditional transformational mindset completely and through
changes which reflect the entity's initial adoption a transformational mindset to a great extent and in relation to developing radically innovative
transformational mindset and radical changes? mindset and non-radical changes. radical changes which fall within an integrated and
of a transformational mindset. through a number of radical changes. business models and approaches.
interconnected work system.

Are the future of government capabilities taken The future of government capabilities was not The entity is considered a global exemplary model
The future of government capabilities was The future of government capabilities was The future of government capabilities was
into consideration when working on taken into consideration when working on in relation to readiness for the future of
considered when developing some capabilities. considered when developing most capabilities. considered when developing all capabilties.
development? development. government capabilities.

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ASSESSMENT TOOL – CAPABILITIES ASSESSMENT
Rules for Applying the Assessment Tool in the Capabilities Field

To calculate the overall score of Capabilities, the below steps should be followed:

1 2

Calculate the comparative score of the main pillar (Effectiveness) by calculating

the average score of the two secondary pillars (whether the capabilities meet the
needs of all stakeholders and contribute to the achievement of the expected
Assess each of the main and secondary assessment pillars out of 100 points.
results) and (whether the capabilities correspond to the nature of the entity’s
work and are aligned with best practices) out of 100 points. Then, multiply the
score of the arithmetic mean by the main pillar’s standard weight (40%).

3 4
Calculate the comparative score of the main pillar (Learning and Development) by
Calculate the comparative score of the main pillar (Agility) by calculating the calculating the average score of its three sub-pillars (Are capabilities developed
average score of its two sub-pillars (Are capabilities implemented in ways that using creative ideas and innovative methods based on analyzing and learning
ensure optimal utilization of various resources and rational spending?) and (Are from performance results and best practices?), (Is development conducted using
capabilities characterized by flexibility, streamlining, proactiveness, as well as a transformational mindset and radical changes?) and (Are the future of
rapid response and adaption to developments?) out of 100 points. Then, multiply government capabilities taken into consideration when working on
the score of the arithmetic mean by the main pillar’s standard weight (40%). development?) out of 100 points. Then, multiply the score of the arithmetic mean
by the main pillar’s standard weight (20%).

Calculate the final score of Capabilities by adding the comparative score of the three main assessment pillars (Effectiveness), (Agility), and
(Learning and Development).
100
ASSESSMENT TOOL – RESULTS ASSESSMENT
Results Assessment Pillars

Comprehensiveness and Usability:

The leading government entity provides accurate information, on a regular basis, to decision-makers and all stakeholders, at all levels, showcasing
the progress made in achieving the strategic goals and directions and the capabilities’ performance (operations, projects, services, and policies)
through an integrated system of balanced performance indicators which are suitable to the entity’s nature of work and are aligned with best
practices that cover all areas of work or criteria requirements against which the entity needs to measure. All necessary measures should be taken to
ensure that the measured data is accurate and reliable as well as to classify results in appropriate categories for ease of use in transformation,
development, performance improvement, and the prediction of the entity’s future performance.

“Comprehensiveness and Usability” score is calculated based on the percentage of indicators that cover the required measurement areas according
to international best practices; have targets that focus on impact; and the reliability and accuracy of which are verified from the total indicators used.

Achievement of Results and Impact

The leading government entity sets logical and ambitious targets that give it a competitive advantage and instill a spirit of challenge among its
employees. It works towards achieving these targets and attaining the desired impact on itself, the sector it operates in, and the government sector
as a whole.

"Achievement of Results and Impact" score is calculated based on the percentage of indicators that have achieved the logical and ambitious targets
and their impacts from the total indicators that have such targets.

Questions Supporting Entities at the Excellence and Elite Levels

The entities participating at the Excellence and Elite levels are also through questions which support the assessment pillars and through which it is
ensured that the entity’s achieved results stem from effective and agile capabilities as well as growth is a result of activities related to learning,
development and innovation in the government entity.

101
ASSESSMENT TOOL – RESULTS ASSESSMENT
Results Assessment Pillars (Cont.)

Growth of Results and Confidence in their Sustainable Excellence

The leading government entities experience a continuous and balanced development in the results of their performance across all categories and
areas of work. This growth and progress in outcomes are achieved through effective understanding and management of the cause-and-effect
relationship (capabilities and results) arising from measurement, analysis, learning from past performance, best practices, continuous development
efforts, and innovation. This creates confidence in the sustainability of outstanding performance in the future.

“Growth of Results” is calculated based on the percentage of metrics which achieved positive development and stability in the outstanding
performance over at least three measurement periods or over a period of three (3) years, whichever is longer, with confidence in the sustainability of
outstanding performance in the future.

Please note that the period of three (3) years may change based on the nature of the government entity's work, the extent of its strategic planning,
and the acceleration in its field of work.

Competitiveness and Leadership

The results achieved by the leading government entity grant it a competitive advantage in its field of work over similar entities which represent best
practices at regional and global levels. Its results contribute to positioning Dubai and the United Arab Emirates in leading positions in global rankings
and indicators.

The extent to which the entity has achieved a competitive and leading position is calculated based on the percentage of indicators in which the entity
has achieved competitive and leading positions in the field its work and/or led to placing Dubai and the United Arab Emirates in leading positions
regionally and globally.

102
ASSESSMENT TOOL – RESULTS ASSESSMENT
Results Assessment Tool (70%)
Results with Limited Impact Results Achieving Some Impact Results Achieving Clear Impact Results Achieving Competitive Advantage Results Achieving a Leading Position
Assessment Pillars (Weight %) Description
0 - 10 15 - 35 40 - 60 65 - 85 90 - 100
All appropriate indicators and results are
All appropriate indicators and results are
measured. They cover all performance aspects and
Most of the appropriate indicators and results are measured. They cover all performance aspects and
Some indicators and results which cover some allow the entity to understand and predict the
The measured indicators and results are measured. They cover all performance aspects and allow the entity to understand and predict the
Are all appropriate indicators and results performance aspects are measured. This allows performance of capabilities as well as the success
inappropriate and do not allow the entity to allow the entity to understand and predict the performance of capabilities as well as the success
measured to monitor, understand, and predict the the entity to understand and predict the level of achieving strategic goals and directions
monitor, understand, and predict the performance performance of capabilities as well as the success level of achieving strategic goals and directions
performance of capabilities and the success levels perfomance of capabilities performance as well as using an optimal, integrated and innovative
of capabilities and the success levels of achieving level of achieving strategic goals and directions using an integrated system of interactive
of achieving the strategic goals and directions? the success level of achieving strategic goals and system of interactive indicators, which are based
strategic goals and directions. using an integrated system of indicators which indicators which are based on international best
directions at a limited level. on international best practices and which focus on
focus on impact. practices and which focus on impact and achieving
impact as well as achieving competitive advantage,
competitive advantage.
and leadership

0 - 10 15 - 35 40 - 60 65 - 85 90 - 100
Comprehensiveness and Usability
(50%)
Regular reviews are conducted to update the
Regular reviews are conducted to update the Regular reviews are conducted to update the
Are the results being reviewed and updated to Some reviews are conducted to update results and results system, as well as to ensure their suitability
Indicators are not reviewed to ensure their results system and to ensure their suitability, results system, as well as to ensure their suitability
ensure their accuracy and reliablility as well as to ensure their suitability, reliability, and importance and to increase their reliability and integration for
suitability for achieving the strategic goals. The reliability, and importance for achieving the and to increase their reliability and integration for
classify them in appropriate categories for the for achieving the stratgic goals. Some results are achieving the strategic goals. All results are
results are not classified and it is not easy to use strategic goals. Most of the results are classified in achieving the strategic goals. All results are
ease of their use in processes related to classified in suitable categories which can be used classified in suitable categories which are ready to
them in processes related to performance suitable categories which can be used for classified in suitable categories which can be used
performance transformation, development, and for performance development and improvement be used for performance development and
transformation, development, and improvement. performance development and improvement for performance development and improvement
improvement? purposes. improvement purposes, based on a
purposes. purposes.
transformational, radical, and leading mindset.

0 - 10 15 - 35 40 - 60 65 - 85 90 - 100

Total Achievement of Results and Impact 0 - 10 15 - 35 40 - 60 65 - 85 90 - 100

Notes:
1. The score of comprehensiveness and usability is the ceiling for the scores of the remaining assessment pillars (Achievement of Results and Impact,
Growth of Results and Sustainability of their Excellence, Competitiveness and Leadership).
2. The score of the assessment sub-pillar related to “measuring all appropriate indicators to monitor and predict capacity performance” is the ceiling
for the score of the second sub-pillar “Review and update of results, ensure their accuracy and reliability, and classify them in an appropriate
manner for development and improvement”.

103
 ASSESSMENT TOOL – RESULTS ASSESSMENT
Results Assessment Tool (70%) - Cont.
Results Achieving Competitive
Results with Limited Impact Results Achieving Some Impact Results Achieving Clear Impact Results Achieving a Leading Position
Assessment Pillars (Weight %) Description Advantage
0 - 10 15 - 35 40 - 60 65 - 85 90 - 100

All targets are logical and ambitious, as

All targets are logical and ambitious, as
well as focus on impact and the entity's
Are the set targets logical and All set targets are illogical and Most targets are logical and ambitious, well as focus on impact and the entity's
Some targets are logical and ambitious. achievement of competitive
ambitious? unambitious. as well as focus on impact. achievement of competitive advantage
advantage, and leadership in related
in related results.
results.

0 - 10 15 - 35 40 - 60 65 - 85 90 - 100

Achievement of Results and Impact All targets were achieved and a

(20%) distinguished impact was achieved at
Are targets achieved? Most of the targets were achieved and All targets were achieved and a
the government entity's level, at the
Some targets were achieved as well as an intermediate level of impact was significant impact was achieved at the
Set targets are not achieved. Limited competitiveness level of the sector in
Is the desired impact of results some desired impact was achieved at achieved at the levels of the entity's levels of the entity's stakeholders, and
impact and results may be noticed. which it operates, as well as the
attained upon the acheivement of the level of the entity's stakeholders. stakeholders and the sector in which it the sector in which it operates, and the
national and global levels. And, there is
targets? operates. government sector in general.
confidence in sustaining goal
achievement in the future.

0 - 10 15 - 35 40 - 60 65 - 85 90 - 100

Total Achievement of Results and Impact 0 - 10 15 - 35 40 - 60 65 - 85 90 - 100

Note:
1. The score of the assessment sub-pillar related to “achieving targets and the desired impact of the results upon target achievement” is the ceiling
for the score of the second the sub-pillar “logical and ambitious targets.”

104
ASSESSMENT TOOL – RESULTS ASSESSMENT
Results Assessment Tool (70%) - Cont.
Results Achieving Competitive
Results with Limited Impact Results Achieving Some Impact Results Achieving Clear Impact Results Achieving a Leading Position
Assessment Pillars (Weight %) Description Advantage
0 - 10 15 - 35 40 - 60 65 - 85 90 - 100
There is an improvement in some
There is an improvement in most
Do results reflect continuous and achieved results for a period of 3 years; There is a continuous and balanced There is a continuous and balanced
In general, the results do not reflect achieved results for a period of 3 years,
balanced improvement for all work however, the improvement is improvement for all achieved results improvement for all achieved results
improvement in the performance of all and the growth in results is balanced in
areas and categories related to the unbalanced in the relevant work areas for a period of 3 years, in all relevant for a period of 6 years in all relevant
relevant work areas. the relevant work areas and categories
relevant periods? and categories during the stated work areas and categories. work areas and categories.
during the stated period.
period.
0 - 10 15 - 35 40 - 60 65 - 85 90 - 100

The results incidate an advanced level The results indicate a global level of
The results incidate an initial level of The results incidate a good level of
Is the growth of results achieved of improvement based on good improvement based on understanding
Growth of Results and Confidence in improvement based on understanding improvement based on understanding
through the entity's realization and The results do not indicate any understanding and management of the and managing the cause-and-effect
their Sustainable Excellence (20%) and managing the cause-and-effect and managing the cause-and-effect
management of the cause-and-effect performance improvement based on cause-and-effect relationship, which is relationship, which is founded on the
relationship. However, some result relationship, which is founded on the
relationship (capabilities and results) understanding and managing the cause- founded on the entity's predictive and transofrmational and radical mindset
improvement is not due to continuous entity's activities in relation to data
and through measuring and analyzing and-effect relationship. The results do proactive activities in relation to data behind the entity's activities in relation
improvement activities and, to a great analysis, learning, and continuous
data, innovation, and continuous not provide sufficient confidence in the analysis, learning, and continuous to analysis, learning, and continuous
extent, the results do not provide improvement. In general, the results
development? Are we confident that sustainability of the outstanding improvement. The results provide improvement. The results provide
sufficient confidence in relation to provide sufficient confidence in
the outstanding performance will be performance in the future. sufficient confidence in relation to sufficient confidence, to a great extent,
sustaining the outstanding relation to sustaining the outstanding
sustained in the future? sustaining the outstanding in relation to to sustaining the
performance in the future. performance in the future.
performance in the future. outstanding performance in the future.

0 - 10 15 - 35 40 - 60 65 - 85 90 - 100

Total Growth of Results and Confidence in their Sustainable Excellence 0 - 10 15 - 35 40 - 60 65 - 85 90 - 100

The achieved results provided the The achieved results provided the
Do the achieved results provide the
entity with a competitive advantage in entity with a competitive advantage in
entity with a competitive advantage in The results do not provide the entity The achieved results put the entity in a The achieved results provided the
comparison with similar entities, which comparison with similar entities, which
comparison to similar entities which with a competitive advantage in below than average position in entity with a competitive advantage in
represent international best practices, represent international best practices,
Competitiveness and Leadership (10%) represent international best practices? comparison to similar entities, which comparison to similar entities, which comparison to similar entities, which
in most work areas; as well as the in all work areas; as well as the entity
Do the achieved results put the entity, represent international best practices, represent international best practices, represent international best practices,
entity achieved advanced positions achieved a leading global position and
Dubai, and the country in a leading in all relevant work areas. in most of the relevant work areas. in various relevant work areas.
amongst global leading positions in one became an exemplary model in various
position at an international level?
field or more in relevant work areas. relevant work areas.

Total Competitiveness and Leadership 0 - 10 15 - 35 40 - 60 65 - 85 90 - 100

Note:
1. The period of three (3) years or six (6) years may change based on the nature of the government entity’s work, the extent of its strategic planning,
and acceleration in the field of the entity’s work. 105
ASSESSMENT TOOL – ASSESSMENT PRINCIPLES SUPPORTING THE ENTITIES AT THE EXCELLENCE AND ELITE LEVELS
The entities participating at the Excellence and Elite levels are assessed through the usage of the above-mentioned results assessment tool, with the
addition of supporting sub-criteria related to the following pillars:
Results Achieving Competitive
Assessment Pillars (Weight %) Description Results with Limited Impact Results Achieving Some Impact Results Achieving Clear Impact Results Achieving a Leading Position
Advantage
The results were achieved through
The results were achieved through The results were achieved through The results were achieved through The results were achieved through
Were the results achieved through capabilities which are completely
capabilities which are inappropriate to capabilities which are appropriate, to a capabilities which are appropriate, to a capabilities which are completely
Questions which support the capabilities which are appropriate to appropriate to the entity's nature of
the entity's nature of work and are not certain extent, to the entity's nature of great extent, to the entity's nature of appropriate to the entity's nature of
Excellence and Elite levels the entity's nature of work and aligned work and are considered unique
aligned with international best work and are partially aligned with work are in general aligned with work and are considered among
with best practices? practices and exemplary at the global
practices. international best practices. international best practices. international best practices.
level.

The results were achieved through

The results were achieved through The results were achieved through The results were achieved through
Were the results achieved through The results were achieved through capabilities and business models by
capabilities which considered, to a capabilities which considered, to a capabilities which utilized all resources
capabilities which ensure optimal capabilities which do not consider which the entity is considered a global
certain extent, both the optimal great extent, both the optimal in an optimal manner and fully
utilization of the different resources optimal utilization of resources or exemplary model in relation to optimal
utilization of resources and rational utilization of resources and rational considered rational spending when
Achieving Results and Impact and rational spending? rational spending when executed. utilization of resources and rational
spending when executed. spending when executed. executed.
spending on its capabilities.

The results were achieved through

The results were achieved, to some The results were achieved, to a great The results were achieved fully through
business models and steps by which
Were the results achieved through The results were achieved through extent, through rapid, proactive, extent, through rapid, proactive, rapid, proactive, smooth, and flexible
the entity is considered a global
capabilities which are characterized slow and complicated business models smooth, and flexible business models smooth, and flexible business models business models and steps which allow
exemplary model with regard to its
with flexibility, proactivity, as well as and steps, which do not allow for and steps, which allow the entity to and steps which allow the entity to the entity to transform in response to
speed, proactivity, smoothness,
speed of response and adaptation to flexibility and transformation in transform in response to work changes; transform in response to work changes work changes rapidly, with little
flexibility, as well as its rapid response
changes? response to work changes. however, slowly and with excessive in good speed and with moderate resources, and with the ability to adapt
and adaptation to changes and its
resources. resources. to and sustain the transformation.
sustainable transformation.

The entity's performance development

Was the performance development a The entity's performance development
was achieved through developing most
result of analysis, learning and The entity's performance development was achieved through developing some The entity's performance development
of the capabilities using creative ideas, The entity's performance development
benchmarking with best practices? was achieved through developing a capabilities using creative ideas, was achieved through developing all
innovative methods, and smart was achieved through capabilities by
limited number of capabilities; innovative methods, technology, to capabilities regularly using creative
technology, to a great extent, and which the entity is considered a global
Was the performance development a however, this was not based on some extent, and based on analyzing ideas, innovative and radical methods,
based on analyzing and learning from exemplary model as a learning and
Growth of Results and Confidence in result of improving capabilities through analyzing and learing from and learning from performance results and the optimal utilization of
performance results and best practices. innovative organization, which is
their Sustainable Excellence creative ideas, innovative methods, performance results and best practices. and best practices. Some capabilities technology, based on analyzing and
Many capabilities were developed renowned for its original innovations,
and radical changes? The capabilities were developed using were developed through changes learning from performance results and
through adopting a transformational future preparedness, and the ability to
a tradional mindset and non-radical which demonstrate an initial best practices, within an integrated and
mindset, to a great extent, as well as harness smart technology in this
Was the future of government changes which did not consider the transformational mindset and interconnected work system that
through a number of radical changes regard.
capabilities taken into consideration future of capabilities. consideration of the future of some considered the future of capabilities.
and the consideration of the future of
when developing performance? capabilities.
capabilities.

106
ASSESSMENT TOOL – RESULTS ASSESSMENT
Rules Related to Applying the Results Assessment Tool

The results assessment consists of two main sections:

The First Section:

 It includes the main pillar (Comprehensiveness and Usability) through which the entity identified the scope covered by appropriate indicators.
Therefore, this section determines the final result:

1 2 3

Then, calculate the comparative weight of

Calculate the comparative score of the the main pillar’s result
Assess the main pillar main pillar (Comprehensiveness and (Comprehensiveness and Usability) by
(Comprehensiveness and Usability) out of Usability) by multiplying the result dividing the result which was calculated in
100 points. attained out of 100 points by the main step 2 by 50 (The 50 represents the total
pillar’s standard weight (50%). score in case the entity scored 100 in this
pillar).

Note:
 The score of “Comprehensiveness and Usability” is the ceiling for the scores of all the other assessment pillars (Achievement of Results and
Impact), (Growth Results and Confidence in their Sustainable Excellence), and (Competitiveness and Leadership).
 The score of the assessment sub-pillar related to “measuring all appropriate indicators to monitor and predict capacity performance” is the
ceiling for the score of the second sub-pillar “Review and update of results, ensure their accuracy and reliability, and classify them in an
appropriate manner for development and improvement”.

107
ASSESSMENT TOOL – RESULTS ASSESSMENT
Rules Related to Applying the Results Assessment Tool

The second section:

 It includes three main pillars (Achievement of Results and Impact), (Growth of Results and Confidence in their Sustainable Excellence), and
(Competitiveness and Leadership). Those pillars are concerned with the performance assessment of the adequate indicators which were
measured by the entity and which were identified based on the first principle:

1 2

Calculate the comparative score of the three main pillars

(Achievement of Results and Impact), (Growth of Results and
Confidence in their Sustainable Excellence), and
Assess each of the three main pillars out of 100 points.
(Competitiveness and Leadership) by multiplying the result
attained out of 100 points by the standard weight of those main
pillars (20%, 20% and 10%) respectively.

Note:
 The score of the assessment sub-pillar related to “measuring all appropriate indicators to monitor and predict capacity performance” is the
ceiling for the score of the second sub-pillar “logical and ambitious targets”.

108
ASSESSMENT TOOL – RESULTS ASSESSMENT
Rules Related to Applying the Results Assessment Tool (Cont.)

To calculate the final score of results, the below step is to be followed:

 The final score is calculated by adding the result of the main pillar (Comprehensiveness and Usability), which was calculated in step number 2 of
the first section, and the results of each of the three main pillars (Achievement of Results and Impact), (Growth of Results and Confidence in
their Sustainable Excellence) and (Competitiveness and Leadership), that were calculated in step number 3 of the second section.

To calculate the overall score of the criterion, the below steps are to be followed:

 The Basic Level Entities: Add (the score related to the criterion capabilities’ assessment multiplied by the comparative weight of the capabilities)
with (the score of the results assessment, for the same criterion, multiplied by the comparative weight of the results).
 The Excellence and Elite Level Entities: Determine the score of the results assessment for the same criterion, then multiply the overall score by
its specific comparative weight in the Government Excellence Model.

109
ASSESSMENT TOOL – ELITE MODEL ASSESSMENT
Elite Model Assessment

 Government entities are assessed through a model which includes three pillars that are updated after each assessment cycle. Entities at the
Elite Level should participate in all specified pillars. The criteria are updated according to the following:
 Latest trends and international government best practices.
 Leadership directives and Dubai Government priorities.
 Maturity level of the previously announced pillars in the Elite level entities and their achievement of targeted impact.
 Assessments are carried out by a team of international experts in the fields of the pillars (in addition to the model’s assessment team) who
interview the concerned team in the government entity to discuss the topics of the pillars, during one of the site visit days dedicated to assess
the entity.
 Each criterion includes a number of questions about the organizational capabilities and results achieved in relation to the field of the pillar.
 In light of the answers to the interview questions (together with the provided evidences and proofs), the team of experts determines the entity’s
leadership level within each criterion as follows:
 Basic Level: 0 – 35%
 Intermediate Level: 40 – 70%
 Advanced Level: 75 – 100%
 Each criterion is assessed out of 100 points (distributed on capabilities and results as will be indicated later on), and the average is then
calculated (criteria of equal weights).
 The Elite criteria assessment points are added to the government entity’s score in the Government Excellence Model assessment in as much as
80% for Government Excellence Model assessment and 20% for Elite Model assessment.

110
ASSESSMENT TOOL – ELITE MODEL ASSESSMENT
Elite Assessment Matrix: Organizational Agility

Basic Level Intermediate Level Advanced Level

No. Interview Question
0 - 35 40 - 70 75 -100

A number of practices are in place to Effective systems and mechanisms are Effective and innovative systems and
How is work re-organization and
ensure work re-organization and in place to ensure work re-organization mechanisms are in place to ensure
resource re-deployment carried out
resource re-deployment inernally and resource re-deployment internally work re-organiztaion and resource re-
internally among departments to
1 among departments to achieve a among departments to achieve many deployment internally among
achieve specific goals or implement a
number of goals or implement a goals or implement many projects departments to achieve all goals or
specific project without interference
number of projects without without interference from senior implement all projects without
from senior management?
interference from senior management. management. interference from senior management.
Capabilities

All projects are carried out by cross-

How many projects were carried out by Some projects were carried out by cross- Many projects were carried out by cross-
functional teams in an effective and
2 cross-functional teams to improve functional teams to improve functional teams to improve
innovative manner, to improve
performance or services? performance or services. performance or services.
performance and services.

Some practices are in place to predict Effective systems and mechanisms are An exemplary model in predicting
How are internal and external variables
internal and external variables, and a in place to predict internal and external internal and external variables. All
predicted and how are they responded
3 number of variables are responded to variables. Most variables are variables are responded to innovatively
to in innovative and timely ways to
in order to seize opportunities and responded to effectively to seize to seize opportunities and avoid
seize opportunities and avoid threats?
avoid threats. opportunities and avoid threats. threats.

Organizational agility results: They may

include response time to external
Some positive results were achieved Mostly positive results were achieved All positive results were achieved
Results

variables, number of projects executed

compared to international best compared to international best compared to international best
by cross-functional teams, results of
practices. practices. practices.
predicting external variables, and risk
management results.

111
ASSESSMENT TOOL – ELITE MODEL ASSESSMENT
Elite Assessment Matrix: Data Sciences and Artificial Intelligence (AI)

Basic Level Intermediate Level Advanced Level

No. Interview Question
0 - 35 40 - 70 75 -100

Innovative, effective systems and

Some practices are in place to gather Effective systems and mechanisms are
How does the entity ensure making mechanisms are in place to gather and
and analyze data with analysis results in place to gather and analyze data
decisions as well as developing policies analyze data, with analysis results used
1 used to support decision-making and with analysis results used to support
and services based on facts extracted to support decision-making and
development of some policies and decision-making and development of
from data? development of all policies and
services. most policies and services.
services.
Capabilities

How are state-of-the-art techniques, some practices are in place to use Effective systems and mechanisms are Innovative, effective systems and
technologies and artificial intelligence modern techniques to improve the in place to use modern techniques to mechanisms are in place to use modern
2
(AI) used to improve the efficiency of efficiency of some policies and improve the efficiency of most policies techniques to improve the efficiency of
policie and services? services. and services. all policies and services.

Effective data exchange systems and Innovative, effective data exchange

How is data being exchanged using Some data exchange practices, using
mechanisms, using modern techniques, systems and mechanisms, using
modern techniques and artificial modern techniques, are in place to
3 are in place to support joint modern techniques, are in place to
intelligence (AI) to support joint support joint government work and
government work and innovation in support joint government work and
government work and innovation? innovation in some fields.
most fields. innovation in all fields.

Results of using data, modern

techniques and artificial intelligence
(AI): They may include the number of
fact-based decisions, volume of data Some positive results were achieved Mostly positive results were achieved All positive results were achieved
Results

exchanged with partners, number of compared to international best compared to international best compared to international best
innovations resulting from sharing practices. practices. practices.
data, number of services improved
through AI techniques, and percentage
of improvements using AI. 112
ASSESSMENT TOOL – ELITE MODEL ASSESSMENT
Elite Assessment Matrix: Partnership

Basic Level Intermediate Level Advanced Level

No. Interview Question
0 - 35 40 - 70 75 -100

How are effective partnerships Some practices are in place to establish Innovative systems and mechanisms
Effective systems and mechanisms are
established with private sector effective partnerships with private are in place to establish effective
in place to establish effective
1 organizations to increase the added sector corganizations to increase added partnerships with private sector
organizations to increase added value
value of services provided by the value of services provided by the organizations to increase added value
of services provided by the entity.
entity? entity. of services provided by the entity.
Capabilities

How does the entity collaborate with Effective practices are in place to
Some practices are in place to An exemplary model of joint
partners and individuals within and collaborate with partners and
collaborate with partners and a number government work, and all necessary,
outside the government sector, and numerous effective, proactive
2 of effective partnerships is established, proactive partnerships are established
work with them to reach a better partnerships are established, through
through which some services are through which services are provided /
understanding of customers' needs and which some services are provided /
provided / improved. improved.
expectations? improved.

Innovative, effective systems and

Effective systems and mechanisms are
How does the entity determine the A number of practices are in place to mechanisms are in place to determine
in place to determine partnerships, and
partnerships required to provide determine the partnerships required to partnerships, and all partnerships
most of the partnerships required to
3 proactive, effective solutions for social provide proactive, effective solutions required to provide proactive, effective
provide proactive, effective solutions
issues and added value services for for social issues and added value solutions for social issues and added
for social issues and added value
customers? services for customers. value services for customers are
services for customers are determined.
determined.

Results of partnership with the

government sector, non-government
sector, and individuals: They may
include the number of effective
Some positive results are achieved Most positive results are achieved All positive results are achieved
Results

partnerships within and outside the

compared to international best compared to international best compared to international best
sector, number of partnerships with
practices. practices. practices.
the private sector, number of services
improved through the partnership, and
the percentage of service
improvements through partnerships.

113
VARIABLE AWARDS
“Best People-of-Determination-Friendly Entity” Category

His Highness Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai and Chairman of the Executive Council, launched the
“My Community: A City for Everyone” initiative as part of his vision for Dubai to be a people-of-determination-friendly city. In order to implement
this initiative in the government sector, and in line with His Highness’s vision, this category is dedicated to encouraging and honoring government
entities that contribute to ensuring the rights of people of determination and enabling them to become active members in society.

Criteria

Enablers (60 Points)

First Criterion: Ease of Access to Facilities, Services and Information for People of Determination (30 Points)

 Designing and equipping buildings and facilities in a way that enables people of determination to benefit from them and use them easily,
according to international best practices.
 Setting up services as well as information and communication technologies so that people of determination can benefit from them, on an equal
basis with others; enabling them easy access and use, according to international best practices.
 Training a number of front-office employees on interacting with people of determination to meet the demands of this category of customers, in
a way that ensures providing them with the service according to their needs.
 Ensuring that entities supervised and authorized by the government entity adhere to the approved standard specifications for preparing
facilities, services, information and communication technology to be used by people of determination.
 Preparing facilities and buildings for evacuating people of determination in emergency situations.

114
VARIABLE AWARDS
“Best People-of-Determination-Friendly Entity” Category (Cont.)

Second Criterion: Integrating and Enabling People of Determination Employees (30 Points)

 Ensuring that the rights of people of determination are protected and that they are provided with equal opportunities in all stages of
recruitment and employment, on an equal basis with others (including factors such as attraction, selection, job application, evaluation, job offer,
job stability, and career development).
 Developing the skills of people of determination on an equal basis with others and developing programs that ensure their career progress, in a
way that guarantees their ability to participate with their coworkers in various fields.
 Providing the facilities necessary for people of determination to be able to carry out their duties with ease, including special devices, tools and
equipment.
 Providing sufficient opportunities and a suitable work environment that encourages people of determination to be proactive and creative.
 Protecting people of determination from discrimination in all stages of work as well as from abuse, neglect or exploitation in any form.

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VARIABLE AWARDS
“Best People-of-Determination-Friendly Entity” Category (Cont.)

Third Criterion: Results (40 Points)

 The rate of recruiting people of determination, in accordance with their capabilities and the nature of work in the government entity.
 The number of training courses provided for people of determination employees to develop their skills and capabilities as well as to help their
career development.
 The number of special training courses provided for employees on how to interact with people of determination in all stakeholders (customers,
employees, community members, and others).
 The compliance rate according to the audit related to suitability of facilities and services for use by people of determination.
 The number of people of determination-oriented social initiatives dedicated to providing them their rights, developing them, and increasing
their opportunities for interaction.
 Results of people of determination’s opinion surveys (customers, employees, and their families).
 Results of community members’ opinion surveys on the extent to which the government entity is people of determination-friendly.
 Result of the Dubai Digital Authority assessment of the government entity’s website and the suitability of its smart applications for the needs of
people of determination.

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VARIABLE AWARDS
Assessment Mechanism

First: Facility Assessment (25%)

 An assessment of one of the government entity’s facilities (selected by the program) by a specialist team, and their subsequent provision of a
rating of the buildings and facilities, along with a detailed assessment report.

Second: Organizational Assessment (70%)

 A two-and-a-half-hour site visit by a team of specialized experts, during which the government entity presents its achievements in light of the
criteria, and a tour is conducted to inspect the efforts made to apply the criteria and receive feedback from employees and customers. The
entity’s website and online/smart applications are also examined.

Third: Happiness Studies (5%)

 The score of questions related to people of determination is calculated based on the Mystery Shopper and Employee Happiness studies which
conducted by the Executive Council.

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VARIABLE AWARDS
“Best Entity in Emiratization” Category

Category Objectives:
1 2 3

Developing national human resource

Encouraging government entities to Enabling government entities to achieve
capabilities and helping them to acquire
prepare and implement a sustainable, leadership directives in the field of
professional and behavioral skills that
organizational Emiratization plan. Emiratization.
enable them to perform their job duties.

Criteria:

This category is assessed according to Criterion (5-3) “Emiratization”, under the fifth main criterion: “Human Capital and Emiratization”, in the Dubai
Government Excellence Model.

Assessment Mechanism:

 The assessment is carried out by a team of national experts specialized in human resources (using the model’s approved assessment tools for
Capabilities and Results); 50% for Capabilities and 50% for Results (50% for performance indicators and 50% for perception measures).
 The Emiratization criterion is accounted for among the Government Excellence Model criteria to assess the “Leading Government Entity”
category. However, it is not considered in the assessment of the “Best Entity in Human Capital” category, for which the winner is determined
using the grade of sub-criteria 5-1 “Management of Professional Talent” and 5-2 “Jobs of the Future”, under the main criterion: “Human Capital
and Emiratization”, in order to avoid duplication in assessment and recognition.

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VARIABLE AWARDS
“Best Joint Initiative” Category

Category Objectives:
1 2 3

Fostering integration with the private

Encouraging government entities to
sector in order to benefit from its
implement initiatives which foster Improving the customers and the other
expertise and resources in improving the
partnership and integration in the stakeholders’ experience by providing
government entities’ efficiency in fulfilling
government sector, in order to achieve the them with integrated services.
their functions and executing their
One Government Principle.
business.

Nomination and Participation Conditions for this Category:

 Nomination for this category is optional. All entities from all levels (Elite, Excellence, Basic) can participate in this category.
 At least one of the partners in this initiative should be from the private sector.
 Initiatives with budgets exceeding twenty-five (25) million Dirhams are not eligible to participate in this category.
 Only initiatives which were implemented within maximum the last 4 years may participate.
 Nominating the same initiatives for two consecutive cycles is not permitted (even if the nomination for joint initiatives is made by different
entities).

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CRITERIA OF BEST JOINT INITIATIVE
First Criterion: Design and Development of the Initiative (20 Points)

 The level of innovation in the idea of ​the initiative, the extent of its response to the challenges faced by Dubai government entities, and its
readiness for the future.
 Analyzing the current situation, studying the feasibility of the initiative, and setting its goals at pioneering levels, based on the analysis of data
and facts.
 Supporting and aligning the initiative with the goals and strategies approved at the levels of the government entity and Dubai government in
general.
 The mechanism used for selecting and determining the team members who have the capabilities and competencies required to manage and
implement the initiative in its various stages.
 Identifying the partners and the rest of the parties who are concerned with the initiative; the relationship frameworks with them; the extent of
their influence and how affected they are by its success; and the principles of managing the relationship with them, based on the advantage
reaped by all and the benefit gained from capabilities made available through partnership with the private sector.
 Determining the budget of the initiative as well as the material and non-material resources required for its implementation, based on
information and facts.
 Preparing and implementation plan for the initiative as well as determining the mechanisms, which will be used for following-up the
implementation of the results and achieving their impact, based on effective and clear performance indicators for all stakeholders.
 Determining the critical factors for the success of the initiative; preparing a mechanism for managing the risks associated with its
implementation; and preparing various scenarios to be implemented in case of any internal or external changes, in order to achieve the goals
and impact of the initiative for the government entity and all partners.

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CRITERIA OF BEST JOINT INITIATIVE
Second Criterion: Partnership in the Implementation of the Initiative (30 Points)

 Using modern, scientific methods and techniques, as well as technology, to manage and implement the initiative.
 The manner by which difficulties and obstacles encountered by the initiative were overcome, as well as the team’s proactiveness and flexibility
in responding to these challenges and dealing with them.
 Effectiveness of implementation-related processes and efficiency of financial spending.
 Effectiveness of managing change which is related to the initiative.
 Managing the initiative and monitoring its implementation, through the effective participation of partners, as well as preparing regular
achievement reports in order to ensure managing and fulfilling the requirements and needs of all partners and stakeholders throughout the
implementation stages.

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CRITERIA OF BEST JOINT INITIATIVE
Third Criterion: Positive Results and Impact of the Initiative (50 Points)

 The results of implementing the initiative in terms of timeframes and used resources, as well as result achievement for each of its
implementation stages.
 The results achieved after the implementation of the initiative in comparison to targeted results, and their impact on the general performance
level of the government entity and on the performance of all partners.
 The benefits and positive impacts of the initiative on all stakeholders, including the partners’ happiness with the partnership to implement the
initiative as well as with the transfer and exchange of knowledge among partners.
 The extent of sustaining the positive results and impacts of the initiative.
 The continuous learning and development related to the initiative, which takes place internally and at the partner entities, as well as the
possibility of implementing the learning or spreading best practices and learnt lessons in other government entities.

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VARIABLE AWARDS
“Best Joint Initiative” Category

ASSESSMENT MECHANISM

One assessment session (in-person) for each initiative. The duration of the session shall be distributed as follows:

The First Stage: The Second Stage The Third Stage

1. A presentation according to the 3. A tour in the location where the

2. Questions and answers
criteria of the category initiative is implemented, if required.
(20 – 30 minutes)
(50 - 60 minutes) (15 – 30 minutes)

The duration of the first and second stages is a maximum of two hours.

123
VARIABLE AWARDS
The Most Future-Ready Entity

His Highness Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai and Chairman of the Executive Council, launched the Dubai Future Readiness
Index as part of the 10th World Government Summit. The index aims to enhance Dubai's leading position as one of the most future-ready cities in the world. This category
was launched to motivate government entities to increase their level of future readiness, so that they seize opportunities and deal with future challenges rapidly, flexibly and
proactively, as well as to recognize the entities that are most future-ready and that achieve the highest results when assessing this indicator.

Category Objectives:
1 2 3
Encouraging government entities to develop Highlighting the success of Dubai’s government
strategies and integrated work plans to respond Empowering the government sector’s employees entities in employing future technologies to
and deal with future developments, seize as well as improving their abilities and skills in achieve their goals and taking the lead in providing
opportunities, and handle future challenges terms of future-shaping and design. the best futuristic government services at regional
rapidly, flexibly, and proactively. and global levels.

Assessment Mechanism
The entity’s result with regard to Dubai Future Readiness Index is calculated through the assessment of its main pillars and sub-pillars through several sources with weights
distributed as follows:

Dubai Future Readiness Index

For the Government Entity

10% 90%

Indicators from Organizational

Employees’ Surveys Central Government Entities’ KPI’s
Assessment

For more details about the index, its principles, and its calculation mechanism, please refer to the “Dubai Future Readiness Index Guide” issued by Dubai Government
Excellence Program and Dubai Future Foundation.
124
DUBAI MEDALS OF EXCELLENCE
These medals consider excellence in various fields and include all jobs within government entities. Accordingly, the job titles listed in each category
are examples only.

Dubai Medal for Assistant Director General / CEO (Mandatory)

This category is dedicated to Emirati employees in leadership positions (grade 16, or equivalent, and above) in Dubai government entities, with the
exception of director general positions. The jobs / job titles in this category may include: Assistant / Deputy director general, CEO, sector director /
head, and department managers who report directly to a director general (second tier leadership).

Dubai Medal for Supervisory Employee (Optional)

This category is dedicated for Emirati employees in supervisory positions (below grade 16 or equivalent) who oversee at least two or more
employees. The jobs / job titles in this category may include: department manager, section head, service center manager, call center manager, unit
head, and so forth.

Dubai Medal for Specialized Employee (Optional)

This category is dedicated to all employees in the government entities, in the various professional, engineering, technological and specialized
technical jobs. The jobs / job titles in this category may include: doctor, engineer, lawyer, expert, advisor, specialist, researcher, planner, translator,
coach, attorney general, media specialist, journalist, editor, statistician, accountant, financial auditor, system analyst, computer programmer, system
operator, database administrator, and so forth.

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DUBAI MEDALS OF EXCELLENCE
Dubai Medal for Administrative Employee (Optional)
This category is dedicated to all Emirati employees who work in government entities in various non-supervisory administrative, clerical, or financial
jobs that are not included in other Medal of Excellence categories. The jobs / job titles in this category may include: administrator, recruitment affairs
officer, purchasing officer, store or warehouse supervisor, secretary, printing officer, achieve officer, budget administrator, treasurer, accounting clerk,
revenue collector, and so forth.

Dubai Medal for Field Employee (Optional)

This category is dedicated to all employees in the various non-supervisory jobs which require field work outside their work entity, with their out-of-
office duties requiring no less than 70% of their time. The jobs / job titles in this category may include: comptroller, inspector, police officer, security
officer, traffic officer, safety officer, civil defense officer, rescue officer, guide / tour guide, surveyor, agricultural technician, engineering or
construction technician, agricultural guide, driver, equipment operator, and so forth.

Dubai Medal for Customer Happiness Employee (Mandatory)

This category is dedicated to all government entities’ employees in non-supervisory jobs at customer service centers or employees who interact
directly with the public. It is not obligatory to include the words “customer happiness” in the employee’s job title. The jobs / job titles in this category
may include: receptionist, inquiry officer, customer service officer, call center officer, and so forth.

126
DUBAI MEDALS OF EXCELLENCE
Dubai Medal for Innovative Employee (Optional)
This category is dedicated to all employees who have innovations and joint inventions, whether related to their scope of work or outside it,
regardless of their job titles. Their job titles do not necessarily have to include any words that refer to innovation or creativity.

Dubai Medal for Young Employee (Mandatory)

This category is dedicated to all Emirati employees, in the youth category, who are aged between 18 and 35 years, regardless of their job title, and
who have been working in the government entity for no more than three years.

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DUBAI MEDALS OF EXCELLENCE
Assessment Criteria and Elements of the Dubai Government Medals of Excellence

Assessment Criteria and Elements of the Dubai Medal for Assistant Director General / CEO

First Criterion: Performance and Achievement (30%)

 Major current and previous achievements of the business unit managed by the employee, during their work tenure, and their impact on
achieving the entity's strategy and Dubai Plan.
 Ability of the employee to translate visions and achieve goals through effective planning and forecasting of the future; while ensuring the team's
contribution as well as the optimal use of time and resources to create an added value, serve society, and attain the latter's happiness.
 Ability of the employee to manage risks as well as processes related to change, modernization, and continuous improvement.
 Investing in human capital as well as empowering the employee's teams and developing their leadership skills. Moreover, providing a suitable
environment for creativity and innovation, in addition to nurturing the team member's abilities in order to sustain the entity's excellence and
competitiveness.

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DUBAI MEDALS OF EXCELLENCE
Assessment Criteria and Elements of the Dubai Government Medals of Excellence

Assessment Criteria and Elements of the Dubai Medal for Assistant Director General / CEO

Second Criterion: The Positive and Influential Personality (20%)

 Acts as a role model in performance and behavior; creates a positive work environment; encourages teamwork; deals with challenges and
difficulties in a flexible manner and overcomes them.
 Volunteer work carried out by the employee, either through their work entity or outside their scope of work, which aims at supporting
social development and community service.
 Spreading the culture of learning based on experimenting and application of acquired knowledge in new situations, as well as adopting an
approach which enables handling the changing requirements of different situations.
 Effective communication with all employees of different cultural backgrounds, as well as accepting diversity and promoting the values of
tolerance inside and outside the entity.

129
DUBAI MEDALS OF EXCELLENCE
Assessment Criteria and Elements of the Dubai Government Medals of Excellence

Assessment Criteria and Elements of the Dubai Medal for Assistant Director General / CEO

Third Criterion: Initiative and Entrepreneurial Awareness (20%)

 Presenting ideas and suggestions, as well as demonstrating initiative to participate in teams and organizational events.
 Contributing to the provision of innovation enablers in the entity (suggestion scheme, communication tools, technology and financial / material
resources) as well as coming up with leading innovative initiatives and projects which serve the entity.
 The employee's efforts and contribution to the entity's activities and events which aim at shaping the future, as well as at understanding the
government's directives and initiatives or the international best practices.
 The employee's contributions to enhance the entity's competitive and leading position as well as the society's quality of life.

130
DUBAI MEDALS OF EXCELLENCE
Assessment Criteria and Elements of the Dubai Government Medals of Excellence

Assessment Criteria and Elements of the Dubai Medal for Assistant Director General / CEO

Fourth Criterion: Leadership Skills (30%)

 Contribution to setting the entity's vision, organizational strategy and structure, and a suitable business model to implement the strategy; as
well as to providing the necessary resources to apply it.
 Resilience; fostering the concepts of proactiveness, rapid response and execution; presence in the field to monitor work and to effectively and
efficiently manage developments as well as processes related to change and improvement of tasks and services; in addition to taking decisions
which aim at achieving organizational goals.
 Contribution to activities related to human resource development; to developing human resources' abilities; as well as to preparing a generation
of leaders who are accountable, able to serve, and develop their own abilities and skills.
 Implementing mechanisms for delegation of authority; ensuring the involvement of stakeholders in the decision-making process; ensuring
clarity of responsibilities and authorities; avoiding conflict of interest or the misuse of authority; and putting the common good before the
personal's.

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DUBAI MEDALS OF EXCELLENCE
Assessment Criteria and Elements

1. First Criterion:

Performance and Achievement

 Nature of individual performance and achievements of their current (and previous) scope of work, and their impact on the entity and on
the achievement of Dubai Plan.
 The employee's speed and accuracy in accomplishing their work and achieving their goals through the optimal use of time and resources.
 Challenges which the employee overcame or dealt with to achieve their goals and accomplishments.

2. Second Criterion:

Innovation (Dubai Medal for Innovative Employee Only)

 Original (non-traditional) and creative ideas as well as leading initiatives presented by the employee, and the diversity thereof, with a focus
on radical innovations, whether within or outside their scope of work.
 Applying best practices and mechanisms to develop innovations, analyze and use data, learn, and others.
 The results and impacts achieved through implementing those leading and creative ideas / initiatives / projects; as well as their success in
responding to local, regional, and global challenges and in finding solutions for them.
 The documentation level of the employee's innovations in scientific / literary researches and publications as well as in papers of specialized
conferences; in addition to the number and importance of invention patents and intellectual property rights owned by the employee.

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DUBAI MEDALS OF EXCELLENCE
Assessment Criteria and Elements (Cont.)

3. Third Criterion:

Continuous Learning and Evolving Mindset

 The extent of the employee's keenness to improve educational attainment and the benefit thereof on individual and organizational level.
 The employee's efforts to gain experience and seek self-development in terms of knowledge and skills relevant to their work duties, and the
extent of their implementation and impact on the individual and organizational levels.
 The employee's transfer of learnt knowledge and skills to others, whether within their work entity or outside it.

4. Fourth Criterion:

Initiative and Entrepreneurial Awareness

 The employee's proactive contribution to presenting ideas and suggestions; participating in teams, organizational events, and activities
related to knowledge transfer to colleagues.
 The employee's optimal use of innovation enablers in the entity (suggestion scheme, communication tools, technology, and financial /
material resources) to come up with leading, innovative initiatives and projects which serve the entity.
 The employee's efforts and contributions to the entity's future-shaping-related activities and events, as well as understanding the
government's directives and initiatives or the international best practices.

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DUBAI MEDALS OF EXCELLENCE
Assessment Criteria and Elements (Cont.)

5. Fifth Criterion:

The Positive and Influential Personality

 Acts as a role model in performance and behavior; creates a positive work environment; encourages teamwork; as well as deals with
challenges and difficulties, in a flexible manner, and overcomes them.
 Volunteer work carried out by the employee, either through their work entity or outside their scope of work, which aims at supporting
social development and community service.
 Spreading the culture of learning based on experimenting and application of acquired knowledge in new situations, as well as adopting an
approach which enables handling the changing requirements of different situations.
 Effective communication with all employees of different cultural backgrounds, as well as accepting diversity and promoting the values of
tolerance inside and outside the entity.

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DUBAI MEDALS OF EXCELLENCE
Assessment Criteria and Elements (Cont.)

6. Sixth Criterion:

Leadership Skills (Dubai Medal for Supervisory Employee Only)

 Major current and previous achievements of the business unit managed by the employee during the tenure of their work.
 The ability to plan the business unit's future through future-shaping and establishing an integrated plan that combines the goals of the
business unit and its employees; as well as the employee's capabilities in terms of managing risk and processes-related to change,
modernization, and continuous improvement.
 The employee's ability to manage the business unit in a way that ensures optimal use of time and resources and maximizes their benefits;
and their ability to apply reliable methods to measure their team / business unit's performance, to monitor the extent of goal achievement,
and to make appropriate decisions.
 The employee's keenness to build and empower the human resources working under their supervision, encouraging them to work and take
initiative; to build team spirit among them; and to provide a suitable environment for creativity and innovation.

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DUBAI MEDALS OF EXCELLENCE
Dubai Medal for Assistant Director General / CEO
25% 50% 75% 100%
Assessment Elements
5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%
Most of the employee's achievements in All of the employee's achievements in
their current and previous scope of work their current and previous scope of work
Major current and previous The employee's achievements in their
The employee did not provide sufficient exceeded expectations and had an tangibly exceeded expectations and had a
achievements of the business unit current and previous scope of work met
achievements related to their current and impactful contribution towards realizing clear impact on realizing Dubai Plan.
managed by the employee, during their expectations and attained the goals of the
previous scope of work, and the impact of Dubai Plan indicators. Moreover, the Moreover, the impact of the achievements
work tenure, and their impact on employee's business unit and work entity.
their work is unclear on their business impact of the achievements exceeded the exceeded the scope of the employee's
achieving the entity's strategy and However, they have no clear impact on the
unit. scope of the employee's busines unit business unit (government entity, Dubai
Dubai Plan. realization of Dubai Plan indicators.
(government entity, Dubai government, government, UAE government, regaionally
and UAE government). and globally).
First Criterion: Performance and Achievement

Ability of the employee to translate

There is no sufficient evidence which All goals were achieved through effective
visions and achieve goals through Some goals were achieved through Most of the goals were achieved through
indicates the employee's ability to achieve planning and forecasting of the future.
effective planning and forecasting of effective planning and forecasting of the effective planning and forecasting of the
goals through effective planning and Moreover, it is evident that the employee
the future; while ensuring the team's future. Moreover, there are some future. Moreover, there is a number of
forecasting of the future. Moreover, there ensures team's contribution and uses
contribution as well as the optimal use examples on the team's contribution and examples on the team's contribution and
is no sufficient evidence to ensure the resources to create a significant added
of time and resources to create an the use of resources to create an added the use of resources to create an added
team's contribution or the optimal use of value as well as to attain society's
added value, serve society, and attain value and to attain society's happiness. value and to attain society's happiness.
resources to create an added value. happiness at a global level.
the latter's happiness.

The employee managed many risks, The employee managed all potential risks,
The employee identified and prepared risk
The employee did not provide sufficient including the integrated identification, as well as managed a significant number of
Ability of the employee to manage management plans, as well as managed
evidence concerning his ability to manage update, and planning. Also, they managed processes related to change,
risks as well as processes related to some processes related to
risks and to manage processes related to a number of processes related to change, modernization, and continuous
change, modernization, and continuous change,modernization, and continuous
change, modernization, and continuous modernization, and continuous improvement, through innovative and
improvement. improvement through simple and
improvement. improvement through advanced and advanced methods, using the latest
traditional methods.
modern methods. advanced techniques.

The employee did not provide sufficient

Investing in human capital as well as The employee provided many examples
evidence concerning their contribution to The employee provided some examples The employee empowered all their team
empowering the employee's teams on empowering their team and on
empowering their teams and developing on empowering their team and developing members and developed their leadership
and developing their leadership skills. developing their leadership skills (e.g.
their leadership skills. Moreover, the their leadership skills (e.g. delegation and skills (e.g. delegation, training, and
Moreover, providing a suitable delegation and training), as well as on
employee did not provide sufficient training), as well as on providing a suitable coaching); as well as provided a suitable
environment for creativity and providing a suitable environment for
evidence with regard to providing a environment for creativity (e.g. schemes environment for creativity (e.g. schemes
innovation, in addition to nurturing the creativity (e.g. schemes for suggestions
suitable environment for creativity and for suggestions and motivating creative for suggestions and motivating creative
team member's abilities in order to and motivating creative team members) in
innovation or nurturing the team team members) in order to sustain the team members) in order to sustain the
sustain the entity's excellence and order to sustain the entity's excellence
members' abilities in order to sustain the entity's excellence and competitiveness. entity's excellence and competitiveness.
competitiveness. and competitiveness.
entity's excellence and competitiveness.

Total Performance and Achievement 136

5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%
DUBAI MEDALS OF EXCELLENCE
Dubai Medal for Assistant Director General / CEO
25% 50% 75% 100%
Assessment Elements
5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%

The employee provided many examples on

The employee provided some examples on The employee is a role model in performance
acting as a role model in performance and
The employee did not provide sufficient acting as a role model in performance and and behavior in the entity, and they play a big
Acts as a role model in performance behavior; on creating a positive work
evidence on acting as a role model in behavior; on creating a positive work role in spreading happiness and positivity (e.g. a
and behavior; creates a positive work environment (e.g. a culture of non-blaming,
performance and behavior; on creating a environment (e.g. a culture of non-blaming and culture of non-blaming, learning from mistakes,
environment; encourages teamwork; learning from mistakes, motivation,
positive work environment; and on encouraging learning from mistakes); and on encouraging motivation, encouragement, and recognition).
deals with challenges and difficulties in encouragement, and recognition); and on
teamwork. It was not evident that they dealt teamwork in some initiatives. They also They are a model of flexibility when dealing
a flexible manner, and overcomes encouraging teamwork in most initiatives. They
with challenges and difficultires, in a flexible demonstrated some flexibility when dealing with challenges and difficulties, as well as when
them. also demonstrated a high level of flexibility
manner, and overcame them. with challenges and difficulties as well as when overcoming them, which is reflected on the
when dealing with challenges and difficulties as
overcoming them. entity's performance and reputation.
well as when overcoming them.

The employee has continuous contributions to The employee has many continuous
Second Criterion: The Positive and Influential Personality

Volunteer work carried out by the

The employee has some contributions to volunteer work within and outside their scope contributions to volunteer work, within and
employee, either through their work The employee does not have any contributions
volunteer work, which aim at supporting social of work. Moreover, they encourage colleagues outside their scope of work, through clear plans
entity or outside their scope of work, to volunteer work within or outside their scope
development and serving society, within or to positively contribute to society in order to and directions which focus on the impact of
which aims at supporting social of work.
outside their scope of work. support social development and community those contributions. Also, they encourage
development and community service.
service. colleagues to postively contribute to society.

The employee is keen, most of the time, to

The employee is keen, most of the time, to transfer acquired knowledge and skills to
Spreading the culture of learning based
transfer acquired knoweldge and skills to others, and to apply them in different situations
on experimenting and application of
The employee is rarely keen to transfer acquired The emplyee is keen, in some cases, to transfer others, and to apply them in different situations within their work entity through clear plans,
acquired knowledge in new situations,
knowledge and skills to others or to apply them acquired knowledge and skills to others, or to within their work entity. They also transfer using modern and effective methods. They also
as well as adopting an approach which
in different or new situations. apply them in different or new situations. knowledge outside at a local level (through transfer knowledge outside at local, regional,
enables handling the changing
participating in conferences, training courses, and global levels (through participating in
requirements of different situations.
coaching and mentoring, etc.). conferences, training courses, coaching and
mentoring, etc.).

The employee demonstrates an outstanding

skill level when communicating with and
The employee demonstrates a good skill level
contacting the team, and they always develop
The employee demonstrates limited skills when The employee demonstrates an intermediate when communicating with and contacting the
Effective communication with all those skills. Moreover, they are keen to
communicating with and contacting a team of skill level when communicating with and team. They are keen to exchange opinions and
employees of different cultural exchange opinions and ideas; constantly
different cultural backgrounds. They rarely contacting a team of different cultural ideas, and demonstrate tolerance towards
backgrounds, as well as accepting demonstrate tolerance towards colleauges and
exchange opinions and ideas with the team backgrounds. They are keen to exchange colleagues of different cultural backgrounds in
diversity and promoting the values of stakeholders, who come from different cultural
members, as well as they rarely demonstrate opinions and ideas wth the team members, as the entity when explaining to them the
tolerance inside and outside the entity. backgrounds, when explaining to them the
tolerance towards them. well as demonstrate tolerance towards them. strengths and areas for development in their
strengths and areas for development in their
work.
work; and invest in their energy and expertise to
achieve the entity's goals.

Total The Positive and Influential

Personality
137
5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%
DUBAI MEDALS OF EXCELLENCE
Dubai Medal for Assistant Director General / CEO
25% 50% 75% 100%
Assessment Elements
5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%

The employee continuously and proactively

The employee proactively presents original (non-
presents original (non-traditional) and creative
The employee presents some ideas and traditional) and creative ideas, leading
Presenting ideas and suggestions, as ideas, leading initiatives, and radical
The employee rarely presents innovative ideas initiatives (ideas, studies, researches, work initiatives and radical innovations (ideas,
well as demonstrating initiative to innovations (ideas, studies, researches, work
and initiatives. They rarely participate in teams methods, projects) and they have some studies, researches, work methods, projects).
participate in teams and organizational methods, projects). They participate in several
or organizational events. participations in teams and organizational They participate in several teams and
events. teams and organizational events, based on
events. organizational events, based on scientific and
scientific and practical learning methods whose
practical learning methods.
applicability was approved.
Third Criterion: Initiative and Entrepreneurship Awareness

The employee provided innovation enablers of

The employee provided some innovation The employee provided many innovation
Contributing to the provision of a global standard in the entity (suggestion
The employee did not provide innovation enablers in the entity (suggestion scheme, enablers in the entity (suggestion scheme,
innovation enablers in the entity scheme, communication tools, technology and
enablers in the entity (suggestion scheme, communication tools, technology and financial / communication tools, technology and financial /
(suggestion scheme, communication financial / material resources). They
communication tools, technology and financial / material resources). They implemented some material resources). They implemented many
tools, technology and financial / implemented many leading, innovative
material resources). They did not implement leading, innovative initiatives and projects leading, innovative initiatives and projects
material resources) as well as coming initiatives and projects which had positive
any leading, innovative initiatives and projects, which had positive results and impact at the which had positive results and impact at the
up with leading innovative initiatives results and impact at the entity and
which serve the entity. entity's level; as well as they won relevant local entity and government's levels; as well as they
and projects which serve the entity. government's levels; as well as they won
awards. won relevant local and regional awards.
relevant local, regional, and global awards.

The employee made many effective efforts and

The employee's efforts and The employee has no efforts and / or The employee made limited efforts and The employee made many efforts and
contributions, using modern and advanced
contribution to the entity's activities contributions towards the entity's activities and contributions towards the entity's activities and contributions towards the entity's activities and
methods, towards the entity's activities and
and events which aim at shaping the events which aim at shaping the future, as well events which aim at shaping the future as well events which aim at shaping the future as well
events which aim at shaping the future as well
future, as well as at understanding the as at understanding the government's directives as at understanding the government's directives as at understanding the government's directives
as at understanding the government's directives
government's directives and initiatives and initiatives or the international best and initiatives or the interniatonal best and initiatives or the interniatonal best
and initiatives or the interniatonal best
or the international best practices. practices. practices. practices.
practices.

The employee made many effective

The employee made many effective
The employee's contributions to The employee did not make any contributions to The employee made some contributions to contributions to enhance the entity's
contributions to enhance the entity's
enhance the entity's competitive and enhance the entity's competitive and leading enhance the entity's competitive and leading competitive and leading position, as well as to
competitive and leading position, as well as to
leading position as well as the society's position, as well as to the society's quality of position, as well as to the society's quality of life the society's quality of life. They also
the society's quality of life. They contributed to
quality of life. life. at a local level. contributed to achieving leading results at a
achieving leading results at a global level.
regional level.

Total Initiative and Entrepreneurship 138

Awareness 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%
DUBAI MEDALS OF EXCELLENCE
Dubai Medal for Assistant Director General / CEO
25% 50% 75% 100%
Assessment Elements
5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%

The employee is a role model in the field of

The employee has distinguished contributions
The employee contributed to setting the entity's strategic planning and they lead the entity's
which had a significant impact on setting the
Contribution to setting the entity's The employee has limited contributions. They vision, organizational strategy and goals, efforts to set its vision, strategy, strategic goals,
entity's vision,organizational strategy and goals,
vision, organizational strategy and only approve the entity's vision, organizational organizational structure, and a suitable business organizational structure, and a suitable business
organizational structure, and a suitable business
structure, and a suitable business strategy and structure, and the suitable business model to implement the strategy; as well as model to implement the strategy; as well as
model to implement the strategy; as well as
model to implement the strategy; as model to implement the strategy; as well as they provided the necessry resources to apply it they provide all the necessary resources to
they provided most of the necessray resources
well as to providing the necessary they provide some necessary resources to apply in an efficient and effective manner. They apply it, using modern and advanced methods.
to implement it in an efficient and effective
resources to apply it. it. contributed to the achievement of the entity's Moreover, they contributed, to a great extent,
manner. They contributed, to a great extent, to
strategic goals at an intermediate level. to the achievement of leading results in relation
the achievement of the entity's strategic goals.
to the entity's strategic goals.

Resilience; fostering the concepts of

The employee does not have sufficient The employee has some evidence to The employee has several evidences to The employee is a role model in demonstrating
proactivity, rapid response and
evidence to demonstrate resilience, proactivity, demonstrate resilience, proactivity, rapid demonstrate resilience, proactivity, rapid resilience, proactivity, rapid response and
execution; presence in the field to
rapid response and execution; presence in the response and execution; presence in the field to response and execution; presence in the field to execution; presence in the field to monitor work
monitor work and to effectively and
field to monitor work and to effecitively and monitor work and to effectively and efficiently monitor work and to effectively and efficiently and to effectively and efficiently manage
efficiently manage developments as
Fourth Criterion: Leadership Skills

efficiently manage developments as well as manage developments as well as processes manage developments as well as processes developments as well as processes related to
well as processes related to change and
processes related to change and improvement related to change and improvement of tasks and related to change and improvement of tasks and change and improvement of tasks and services;
improvement of tasks and services; in
of tasks and services; and decision-making services; and decision-making which aim at services; and decision-making which aim at and decision-making which aim at achieving
addition to taking decisions which aim
which aim at achieving organizational goals. achieving organizational goals. achieving organizational goals. organizational goals.
at achieving organizational goals.

The employee has very good contributions to

Contribution to activities related to The employee has good contributions to The employee has distinguished contributions
The employee has limited contributions to activities related to human resource
human resource development; to activities related to human resource to activities related to human resource
activities related to human resource development; to developing human resources'
developing human resources' abilities; development; to developing human resources' development; to developing human resources'
development; to developing human resources' abilities; as well as to preparing a generation of
as well as to preparing a generation of abilities; as well as to preparing a generation of abilities; as well as to preparing a generation of
abilities; as well as to preparing a generation of leaders who are accountable, able to serve, and
leaders who are accountable, able to leaders who are accountable, able to serve, and leaders who are accountable, able to serve, and
leaders who are accountable, able to serve, and develop their own abilities and skills, in most of
serve, and develop their own abilities develop their own abilities and skills in some develop their own abilities and skills, in all
develop their own abilities and skills. the business units, using modern and advanced
and skills. business units. business units, using innovative methods.
methods.

Implementing mechanisms for The employee has very good contributions

The employee has limited contributions towards The employee has good contributions towards The employee is a role model in implementing
delegation of authority; ensuring the towards implementing mechanisms for
implementing mechanisms for delegation of implementing mechanisms for delegation of mechanisms for delegation of authority;
involvement of stakeholders in the delegation of authority; ensuring the
authority; ensuring the involvement of authority; ensuring the involvement of ensuring the involvement of stakeholders in
decision-making process; ensuring involvement of stakeholders in the decision-
stakeholders in the decision-making process; stakeholders in the decision-making process; the decision-making process; ensuring clarity of
clarity of responsibilities and making process; ensuring clarity of
ensuring clarity of responsiblities and ensuring clarity of responsiblities and responsiblities and authorities; avoiding conflict
authorities; avoiding conflict of interest responsiblities and authorities; avoiding conflict
authorities; avoiding conflict of interest or the authorities; avoiding conflict of interest or the of interest or the misuse of authority; and
or the misuse of authority; and putting of interest or the misuse of authority; and
misuse of authority; and putting the common misuse of authority; and putting the common putting the common good before their own in
the common good before the putting the common good before their own in
good before their own. good before their own in some situations. all situations.
personal's. most situations.

Total Leadership Skills 139

5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%
DUBAI MEDALS OF EXCELLENCE
Dubai Medals of Excellence (Excluding Dubai Medal for Assistant Director General / CEO)

25% 50% 75% 100%

Assessment Elements
5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%

Most of the employee's achievements in their All the employee's achievements in their
Nature of individual performance and The employee's achievements in their current current and previous scope of work exceeded current and previous scope of work tangibly
The employee did not provide sufficient
achievements of their current (and and previous scope of work met expectations as epxectations, had an impactful contribution exceeded expectations, had a clear impact on
achievements related to their current and
previous) scope of work, and their well as attained their business unit and entity's towards realizing Dubai Plan indicators, and realizing the Dubai Plan indicators, and their
previous scope of work, and the impact on their
impact on the entity and on the goals; however, they had no clear impact on the their impact exceeded the scope of the impact exceeded the scope of the employee's
business unit is unclear.
achievement of Dubai Plan. realization of Dubai Plan indicators. employee's business unit (government entity, business unit (government entity, Dubai
Dubai government, UAE government). government, UAE government).
First Criterion: Performance and Achievement

All the employee's achievements are

Most of the employee's achievements are
characterized by speed, accuracy, goal
The employee's speed and accuracy in The employee has no clear achievements which Some of the employee's achievements are characterized by speed, accuracy, goal
achievement, and optimal use of time and
accomplishing their work and achieving indicate speed and accuracy of work, characterized by speed, accuracy, goal achievement, and optimal use of time and
avaiable resources, including technology and
their goals through the optimal use of achievement of goals, and optimal use of achievement, and optimal use of time and available resources, including technology, and
artificial intelligence (AI), and are considered
time and resources. resources. available resources. are considered among best practices in this field
exemplary models locally, regionally, and
locally and regionally.
globally.

The employee overcame major difficulties and

The employee did not provide sufficient
The employee overcame some difficulties and The employee overcame many difficulties and obstacles using innovative methods and
Challenges which the employee evidence in relation to overcoming difficulties
obstacles using administrative methods, and obstacles using administrative methods, and solutions, and they demonstrated resilience in
overcame or dealt with to achieve their and obstacles, as well as they did not use any
they demonstrated little resilience to turn they demonstrated resilience to turn obstacles turning obstacles and difficulties into
goals and accomplishments. administrative methods or did not demonstrate
obstacles and difficulties into accomplishments. and difficulties into accomplishments. accomplishments which exceeded the
resilience to overcome them.
achievement of desired goals.

Total Performance and Achievement

5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%

140
DUBAI MEDALS OF EXCELLENCE
Dubai Medals of Excellence (Excluding Dubai Medal for Assistant Director General / CEO)
25% 50% 75% 100%
Assessment Elements
5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%

The employee continuously and proactively

Original (non-traditional) and creative The employee proactively presents original and
presents original and creative ideas, leading
ideas as well as leading initiatives The employee presents some ideas and creative ideas, leading initiatives, and radical
initiatives, and radical innovations (ideas,
presented by the employee, and the The employee rarely presents creative ideas and initiatives (ideas, studies, researches, work innovations (ideas, studies, researches, work
studies, researches, work methods, projects)
diversity thereof, with a focus on initiatives within the scope of their work. methods, projects) within the scope of their methods, projects) within the scope of their
within the scope of their work or outside it,
radical innovations, whether within or work. work or outside it based on scientific and
based on scientific and practical learning
outside their scope of work. practical learning methods.
methods, whose applicability was approved.
Second Criterion: Innovation (Dubai Medal for Innovative Employee Only)

The employee applied many methods which are The employee uses international best practices
Applying best practices and The employee applied some best practices to
The employee did not follow best practices to considered among international best practices, to achieve their innovation in a systematic
mechanisms to develop innovations, achieve innovations, with limited use of data
achieve their innovations. with the use of an internmediate level of data manner which rely significantly on data analysis
analyze and use data, learn, and others. and learning.
and learning in the field of achieving innovation. and organizational learning.

The results and impacts achieved Many creative ideas and initiatives were Most of the employee's creative ideas and Most creative ideas and initiatives, as well as
through implementing those leading implemented, yielding positive results in initiatives were implemented, yielding positive some radical innovations, were implemented,
Most of the creative ideas and initiatives cannot
and creative ideas / initiatives / response to the challenges encountered at the results in response to the challenges yielding positive impact on solving a number of
be applied and do not respond to the challenges
projects; as well as their success in organizational and local levels. Moreover, the encountered at regional and global levels. problems and challenges at regional and global
encountered at the organizational and local
responding to local, regional, and employee received recognition and Moreover, the employee received recognition levels. Moreover, the employee received
levels.
global challenges and in finding appreciation in the relevant fields at local and and appreciation in relevant fields at regional recognition and appreciation in the relevant
solutions for them. regional levels. and global levels. fields at regional and global levels.

The employee documented most of their

innovative ideas and initiatives in scientific /
The documentation level of the The employee documented most of their literary researches and publications, as well as
The employee documented many of their
employee's innovations in scientific / innovative ideas and initiatives in scientific / in papers for peer-reviewed, specialized
The employee made limited attempts to creative ideas and initiatives in scientific /
literary researches and publications as literary researches and publications, as well as conferences and journals in the field of
document their innovations and innovative literary researches and publications, and in
well as in papers of specialized in papers for peer-reviewed, specialized innovation and in the specialized field of work
initiatives, most of them were published in papers for peer-reviewed conferences and
conferences; in addition to the number conferences and journals in the specialized field at global levels. The employee owns a number
unspecialized or peer-reviewed conferences or journals in the specialized field of work at local
and importance of invention patents of work at a global level. The employee has a of intellectual property rights and invention
seminars. and regional levels. The employee owns some
and intellectual property rights owned number of important intellectual property rights patents for their innovations, most of which are
intellectual property rights for their innovations.
by the employee. and invention patents for their innovations. extremely important and can attract
investments on local, regional, and global
levels.

Total Innovation
5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%
141
DUBAI MEDALS OF EXCELLENCE
Dubai Medals of Excellence (Excluding Dubai Medal for Assistant Director General / CEO)
25% 50% 75% 100%
Assessment Elements
5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%

The employee makes constant efforts to

improve educational attainment (higher
The employee made clear efforts to improve
academic studies: master's and PhD), and
The employee made some efforts to improve their educational attainment (academic studies:
The extent of the employee's keenness participates effectively in the scientific research
their educatinoal attainment (academic bachelor's and master's degrees), and
to improve educational attainment and The employee did not make any efforts to field (researches, papers, articles). Moreover,
studies); however, in a manner which did not participated in the scientific research field
the benefit thereof on individual and improve their educational attainment. he/she has clear plans for self-development in
directly contribute to improving the (researches, papers, articles) in a way that
organizational level. modern sciences, in a way which contributes to
organizational performance level. contributed to improving the levels of individual
improving individual and organizational
and organizational performance.
performance levels as well to achieving
Third Criterion: Continuous Learning and Evolving Mindset

leadership.

The emplolyee is always keen to gain

experience and seek self-development in terms
The emplolyee is keen, most of the time, to gain
The employee's efforts to gain of knowledge and practical skills related to their
The employee is sometimes keen to gain experience and seek self-development in terms
experience and seek self-development work duties. Moreover, they contribute to
The employee is rarely keen to gain experience experience and seek self-development in terms of knowledge and practical skills related to their
in terms of knowledge and skills renowned professional associations and has a
and seek self-development in terms of of knowledge and practical skills related to their work duties. Moreover, they contribute to
relevant to their work duties, and the clear futuristic plan to develop their skills and
knoweldge and practical skills relevant to their work duties. They sometimes apply the acquired professional associations and often utilize
extent of their implementation and knowledge. They always utilize acquired
work duties. experiences and skills to develop their acquired experiences and skills to develop
impact on the individual and expertiences and skills to develop individual
individual performance. individual performance which has a good impact
organizational levels. performance which has a significant impact on
on the performance of their business unit.
the performance of their business unit and
entity as well as on achieving leadership.

The employee is always keen to transfer learnt

The employee is keen, most of the time, to knowledge and skills to others in their work
The employee's transfer of learnt
The employee is sometimes keen to transfer transfer learnt knowledge and skills to others entity through clear plans as well as modern and
knowledge and skills to others, The employee is rarely keen to transfer learnt
learnt knowledge and skills to others within within their work entity and outside at a local effective methods. Moreover, they transfer
whether within their work entity or knowledge and skills to others.
their work entity. level (through participation in conferences, knowledge outside at local, regional, and global
outside it.
training courses, coaching and mentoring, etc.). levels (through participation in conferences,
training courses, coaching and mentoring, etc.).

Total Continuous Learning and Evolving

Mindset 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%

142
DUBAI MEDALS OF EXCELLENCE
Dubai Medals of Excellence (Excluding Dubai Medal for Assistant Director General / CEO)
25% 50% 75% 100%
Assessment Elements
5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%

The employee is always keen to transfer learnt

knowledg and skills to others within their work
The employee's proactive contribution
The employee presents some ideas and entity, through clear plans as well as modern
to presenting ideas and suggestions; The employee rarely presents creative ideas and The employee is keen to transfer learnt
initiatives (ideas, studies, researches, work and effective methods. Moreover, the
participating in teams, organizational initiatives, and their contributions to teams or knowledge and skills to others within their work
methods, projects) and has some contributions employee transfers knowledge outside at local,
events, and activities related to organizational events are limited. entity.
to teams and organizational events. regional, and global levels (through
knowledge transfer to colleagues.
participation in conferences, training courses,
Fourth Criterion: Initiative and Entrepreneurship Awareness

coaching and mentoring, etc.).

The employee used many innovation enablers The employee extensively used innovation
The employee used some innovation enablers
The employee's optimal use of in the entity (suggestion scheme, enablers in the entity (suggestion scheme,
The employee did not use the innovation in the entity (suggestion scheme,
innovation enablers in the entity communication tools, technology and financial / communication tools, technology and financial /
enablers in the entity (suggestion scheme, communication tools, technology, and financial
(suggestion scheme, communication material resources). Moreover, they material resources). Moreover, they
communication tools, technology, and financial / material resources). Moreover, they
tools, technology, and financial / implemented many leading, innovative implemented many leading, innovative
/ material resources) and did not implement any implemented some leading, innovative
material resources) to come up with initiatives and projects which had positive initiatives and projects which had positive
leading, innovative inititives and projects which initiatives and projects which had positive
leading, innovative initiatives and results and impact at the entity and results and impact at the entity and
serve the entity. results and impacts at the entity's level, as well
projects which serve the entity. government's levels; as well as they won government's levels; as well as they won
as they won relevant local awards.
relevant local and regional awards. relevant local, regional, and global awards.

The employee's efforts and The employee made many effective efforts and
The employee did not make any efforts or The employee made limited efforts and The employee made many efforts and
contributions to the entity's future- contributions, using modern and advanced
contribute to the entity's future-shaping-related contributions to the entity's future-shaping- contributions to the entity's future-shaping-
shaping-related activities and events, methods, to the entity's future-shaping-related
events and activities, as well as to related events and activities, as well as to related events and activities, as well as to
as well as understanding the events and activities, as well as to
understanding the government's directives and understanding the government's directives and understanding the government's directives and
government's directives and initiatives understanding the government's directives and
initiatives or the international best practices initiatives or the international best practices. initiatives or the international best practices.
or the international best practices. initiatives or the international best practices.

Total Initiative and Entrepreneurship

Awareness 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%

143
DUBAI MEDALS OF EXCELLENCE
Dubai Medals of Excellence (Excluding Dubai Medal for Assistant Director General / CEO)
25% 50% 75% 100%
Assessment Elements
5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%

The employee provided many examples on

The employee provided some examples on
The employee did not provide sufficient acting as a role model in performance and The employee is a role model in performance
Acts as a role model in performance acting as a role model in performance and
evidence on acting as a role model in behavior; on creating a positive work and behavior in the entity, and they play a
and behavior; creates a positive work behavior; on creating a positive work
performance and behavior; on creating a environment (e.g. commitment and significant role in spreading happiness and
environment; encourages teamwork; as environment (e.g. commitment and
positive work environment; and on encouraging attendance); and on encouraging teamwork in positivity. They are a model of flexibility when
well as deals with challenges and attendance); and on encouraging teamwork in
teamwork. It was not evident that they dealt most initiatives. They also demonstrated a high dealing with challenges and difficulties, as well
difficulties, in a flexible manner, and some initiatives. They also demonstrated some
with challenges and difficulties, in a flexible level of flexibility when dealing with challenges as when overcoming them, which is reflected on
overcomes them. flexibility when dealing with challenges and
manner, and overcame them. and difficulties as well as when overcoming the entity's performance and reputation.
difficulties as well as when overcoming them.
them.

The employee has continuous contributions to The employee has many continuous
Fifth Criterion: The Positive and Influential Personality

Volunteer work carried out by the

The employee has some contributions to volunteer work within and outside their scope contributions to volunteer work, within and
employee, either through their work The employee does not have any contributions
volunteer work, which aim at supporting social of work. Moreover, they encourage colleagues outside their scope of work, through clear plans
entity or outside their scope of work, to volunteer work within or outside their scope
development and serving society, within or to positively contribute to society in order to and directions which focus on the impact of
which aims at supporting social of work.
outside their scope of work. support social development and community those contributions. Also, they encourage
development and community service.
service. colleagues to postively contribute to society.

The employee is keen, most of the time, to

The employee is keen, most of the time, to transfer acquired knowledge and skills to
Spreading the culture of learning based
transfer acquired knoweldge and skills to others, as well as to apply them in different
on experimenting and application of
The employee is rarely keen to transfer acquired The emplyee is keen, in some cases, to transfer others, as well as to apply them in different situations within their work entity through clear
acquired knowledge in new situations,
knowledge and skills to others or to apply them acquired knowledge and skills to others, or to situations within their work entity. They also plans and using modern methods. They also
as well as adopting an approach which
in different or new situations. apply them in different or new situations. transfer knowledge outside at a local level transfer knowledge outside at local, regional,
enables handling the changing
(through participating in conferences, training and global levels (through participating in
requirements of different situations.
courses, coaching and mentoring, etc.). conferences, training courses, coaching and
mentoring, etc.).

The employee demonstrates an outstanding

skill level when communicating with and
The employee demonstrates a good skill level
contacting the team, and they always develops
The employee demonstrates limited skills when The employee demonstrates an intermediate when communicating with and contacting the
Effective communication with all those skills. Moreover, they are keen to
communicating with and contacting a team of skill level when communicating with and team. They are keen to exchange opinions and
employees of different cultural exchange opinions and ideas; constantly
different cultural backgrounds. They rarely contacting a team of different cultural ideas, as well as demonstrates tolerance
backgrounds, as well as accepting demonstrates tolerance towards colleauges and
exchange opinions and ideas with the team backgrounds. They are keen to exchange towards colleagues of different cultural
diversity and promoting the values of stakeholders, who come from different cultural
members, as well as they rarely demonstrate opinions and ideas wth the team members, as backgrounds in the entity when explaining to
tolerance inside and outside the entity. backgrounds, when explaining to them the
tolerance towards them. well as demonstrates tolerance towards them. them the strengths and areas for development
strengths and areas for development in their
in their work.
work; and invests in their energy and expertise
to achieve the entity's goals.

Total The Positive and Influential

Personality 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100% 144
DUBAI MEDALS OF EXCELLENCE
Dubai Medals of Excellence (Excluding Dubai Medal for Assistant Director General / CEO)
25% 50% 75% 100%
Assessment Elements
5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%

All the achievments of the current and previous

Most of the achievements of the current and
business unit managed by the employee
previous business unit managed by the
tangibly exceeded expectations and had a clear
6.1 employee exceeded expectations and had an
The achievements of the current and previous impact on achieving Dubai Plan indicators. Their
Major current and previous The achievements of the current and previous impact on achieving Dubai Plan indicators. Their
business unit managed by the employee met impact went beyond the employee's business
achievements of the business unit business unit managed by the employee did not impact went beyond the employee's business
expectations and achieved the business unit's unit (government entity, Dubai government,
managed by the employee during the meet expectations. unit (government entity, Dubai government,
goals. UAE government, regionally, and globally). The
tenure of their work. UAE government). The employee sometimes
Sixth Criterion: Leadership Skills (Medal for Supervisory Employee Only)

employee reviews their business unit's

reviews their busines unit's performance witih a
performance regularly with a view to its
view to its improvement.
improvement.

The employee demonstrated outstanding

capabilities in terms of future planning for their
business unit on the short-, medium-, and long-
The employee demonstrated good capabilities
terms, through the usage of future-shaping tools
in terms of future planning for their business
(e.g. prepration of future scenarios, usage of big
The employee demonstrated moderate unit on the short-, medium-, and long-terms,
data) to put in place an integrated plan which
capabilities in terms of future planning for their through the usage of future-shaping tools (e.g.
6.2 combines the goals of the business unit and its
business unit on the short- and mediul-terms. prepration of future scenarios, usage of big
The ability to plan the business unit's employees, links to the entity's goals and the
Also, the employee demonstrated moderate data) to put in place an integrated plan which
future through future-shaping and government's vision, and measures the impact
The employee demonstratd limited capabilities capabilities regarding the establishment of a combines the goals of the business unit and its
establishing an integrated plan that of planning on individual, organizational, and
in terms of future planning for their business plan that combines the goals of the business employees, links to the entity's goals and the
combines the goals of the business unit leadership performance in ways that represent
unit. They neither apply any methods to unit and its employees, links to the entity's government's vision, and measures the impact
and its employees; as well as the best practices, with the employee's
determine and manage risks, nor manage the goals, and measures the impact of planning on of planning on individual and organizational
employee's capabilities in terms of participation based on reliable sources. The
change process in their business unit. individual performance. The employee performance. The employee applies various
managing risk and processes-related to employee applies innovative, diverse methods
irregularly applies methods to determine and methods to determine and manage risks,
change, modernization, and continuous to determine and manage risks, participates
manage risks, as well as sometimes they participates personally in the change
improvement. personally in the change management process,
participate personally in the change management process, and works on
and constantly works on modernization and
management process. modernization and development to ensure
development to ensure business continuity and
business continuity and the achievement of
the achievement of desired goals to achieve
desired goals.
leadership for the government entity; as well as
reviews the achieved results in this field and
ensures their continuous improvement.

Total Leadership Skills

5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%
145
DUBAI MEDALS OF EXCELLENCE
Dubai Medals of Excellence (Excluding Dubai Medal for Assistant Director General / CEO)
25% 50% 75% 100%
Assessment Elements
5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%
The employee applies innovative, adiverse
planning and organizing methods, which
represent best practices in the field, and uses
them continuously to ensure optimal
The employee applies a number of planning and The employee applies diverse planning and investment of organizational resources and
6.3
organizing methods to ensure optimal organizing methods to ensure optimal maximal benefit in achieveing organizational
The employee's ability to manage the
The employee applies a limited number of investment of organizational resources; and investment of organizational resources and goals. The results achieved in the field are
business unit in a way that ensures
planning and organizing methods to ensure applies some methods to measure the maximal benefit in achieveing organizational reviewed and constantly improved. The
optimal use of time and resources and
optimal investment of organizational resources. performance of their subordinates and business goals. The employee applies various methods to employee also applies innovative, diverse
maximizes their benefits; and their
The employee also applies a limited number of unit. Moreover, they monitor the acheivement measure the performance of their subordinates methods to measure the performance of their
ability to apply reliable methods to
methods to measure their subordinates and of some goals as well as take appropriate and business unit. Moreover, they monitor the subordinates, teams, and business unit.
measure their team / business unit's
Sixth Criterion: Leadership Skills (Cont.)

business unit's performance, and does not decisions and measures in relation to them in acheivement of most goals as well as takes Moreover, they regularly monitor goal
performance, to monitor the extent of
monitor goal achievement. order to ensure the government entity's appropriate decisions and measures in relation acheivement, identify learnt lessons, as well as
goal achievement, and to make
continued leadership, albeit in an irregular to them in order to ensure the government take appropriate decisions and measures in
appropriate decisions.
manner. entity's continued leadership. relation to them in order to ensure the
government entity's continued leadership. In
addition, the employee reviews the results
achieved in the field and improves them
constantly.

The employee applies innovative, diverse

methods to build and empower the human
6.4
The employee applies diverse methods to build resources working under their supervision,
The employee's keenness to build and
The employee applies a limited number of The employee applies some methods to build and empower the human resources working which represent best practices in the field;
empower the human resources
methods to build and empower the human and empower the human resources working under their supervision, delegates authorities to delegates authorities to potential leaders;
working under their supervision,
reources working under their supervision. under their supervision, delegates some potential leaders, applies diverse methods to applies innovative, diverse methods to build a
encouraging them to work and take
Moreover, they make limited efforts to build a authorities to potential leaders, and applies build a culture that fosters teamwork, and consistent culture which forsters teamwork; and
initiative; to build team spirit among
culture that fosters teamwork in order to some methods to build a culture that fosters provides a suitable environment for creativity provides a suitable environment for creativity
them; and to provide a suitable
achieve desired goals. teamwork in order to achieve desired goals. and innovation in order to achieve the desired and innovation in order to achieve desired
environment for creativity and
goals. goals. The employee also reviews achieved
innovation.
results in this field and constantly improves
them.

Total Leadership Skills

5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%

146
DUBAI MEDALS OF EXCELLENCE
Criteria Score Distribution Table for the Dubai Medals of Excellence Categories

Dubai Medal for Dubai Medal for Dubai Medal for

Dubai Medal for Field Dubai Medal for Dubai Medal for Dubai Medal for Dubai Medal for
The Criteria Administrative Customer Happiness Assistant Director
Employee Young Employee Innovative Employee Specialized Employee Supervisory Employee
Employee Employee General / CEO

First Criterion Performance and Achievement 30 15 10 40 40 40 25 30

Second Criterion Innovation - - 50 - - - - -

Third Criterion Continuous Learning and Evolving Mindset 20 40 15 20 20 20 10 -

Forth Criterion Initiative and Entrepreneurial Awareness 20 30 15 20 30 30 20 20

Fifth Criterion Positive and Influential Personality 30 15 10 20 10 10 20 20

Sixth Criterion Leadership Skills - - - - - - 25 30

147
UPDATES TO DUBAI MEDALS OF EXCELLENCE
Updates Related to the Assessment Mechanism

ASSESSMENT MECHANISM

Each candidate will undergo one assessment session at his workplace.

The session consists of three stages:

The First Stage The Second Stage The Third Stage

1. A presentation according to the 3. A tour in the candidate’s workplace, if

2. Questions and answers
criteria of the category required
(20 – 30 minutes)
(20 - 30 minutes) (15 - 30 minutes)

Note:
1. The total duration of the first and second stages is a maximum of forty-five (45) minutes.

148
DUBAI MEDALS OF EXCELLENCE
Special Recognition of the Unknown Soldiers

 This category is dedicated to recognizing a number of junior employees (provided that they are employees of grade 8 or below) who
demonstrated the ability to face personal and professional difficulties and challenges, while achieving extraordinary accomplishments and
performing an outstanding job that exceeds expectations, showing commitment, perseverance, appropriate personal and behavioral conduct,
honesty, dedication and devoted service; or to recognizing national employees who work in certain jobs to encourage others to seek such jobs.

This category includes the following job titles: (driver, receptionist/front-desk officer, cleaner, and other jobs). Those honorees are selected
through an unofficial contest.

149
GENERAL RULES: ORGANIZATIONAL AWARD PARTICIPATION AND ASSESSMENT
 The entities participating at the Elite level will be recognized and honored for the organizational level they achieved; accordingly, they may not
compete the entities at the excellence level for the Government Excellence Model awards.
 Participation is mandatory for all entities participating at all levels of the “Best People-of-Determination-Friendly Entity” category, the “Best
Entity in Emiratization” category, the "Most Future Ready Entity“ category with any participating entity eligible to win, regardless of their level.
As for participating in the “Best Joint Initiative” category, it is optional for all entities at all levels, with any participating entity eligible to win,
regardless of their level too.
 The assessment criteria and mechanism were designed so that the assessment process does not require any additional preparations or work,
nor the assistance of any external consultants.
 Participating government entities must disclose any professional or personal relationship between any of the assessment team members and
the participating entity or any of its employees.
 Government entities are not allowed to make any job offers or to employ any of the assessment team members at the entity until the following
assessment cycle is over. Any evidence of such an action will result in deducting 50 points out of the entity’s total points in the following
assessment cycle.
 The assessment detailed results will be announced through an online system, enabling each entity to view its total and detailed scores, and the
weight distributions in each sub-criterion. The system also enables each entity to know its ranking and to compare its performance to that of the
other participating government entities for development and improvement purposes.

150
GENERAL RULES: DUBAI MEDALS OF EXCELLENCE PARTICIPATION AND ASSESSMENT
 All Dubai Medals of Excellence categories are optional, except for the “Medal for Assistant Director General/CEO”, “Medal for Customer
Happiness Employee”, and “Medal for Young Employee”, as they are mandatory.
 Candidates for the “Assistant Director General / CEO”, “Administrative Employee”, “Supervisory Employee”, and “Young Employee” medals must
be Emiratis.
 Each candidate’s job title must match their duties, except for the “Young Employee” category and the “Innovative Employee” category.
 Any employee who was nominated during the previous assessment cycle may not be nominated in the subsequent assessment cycle.
 In order for a government employee to be eligible for nomination for any Dubai Medals of Excellence categories they must be employed at grade
15 or equivalent, or lower, regardless of the job title.
 Employees who are at grade 16 may be nominated for the “Supervisory Employee”, “Administrative Employee”, “Specialized Employee”, and
“Innovative Employee” categories without promotion in case they win.
 Nominees for the “Assistant Director General/CEO” category must be at grade 16 or equivalent, or higher, or must hold a leadership position
(other than Director General).

151
GENERAL RULES: DUBAI MEDALS OF EXCELLENCE PARTICIPATION AND ASSESSMENT
 Employees nominated for Dubai Medals of Excellence categories must have received the grade “Good” at least, in the last two years before the
nomination.
 The “Young Employee” category includes all recently recruited employees (recent graduates) at the government entities, according to the
following conditions:
 The candidates must have completed a period of no less than six (6) months and no more than thirty-six (36) months of work at the
concerned government entity.
 The candidate’s total period of service at the government entity, along with other authorities, departments and establishments, should not
exceed three years (without considering the national and reserve military service duration which falls during the said period).
 The period since the candidate graduated from a university or an academic institution (first university degree) should not exceed five years.
In case candidates resumed their higher education immediately without working in any job, a period of five years will be considered from the
date of obtaining their higher education degree, provided that they are not older than 35 years.
 Should a candidate win more than once, they will be awarded a promotion for the first award only, provided that they are at grade 15 or lower.
 Candidates nominated for any category must have held their position for no less than two years.
 Department managers, section heads, and others in the same grade are not allowed to participate in any category other than the “Supervisory
Employee” category, the “Innovative Employee” category, and the “Young Employee” category.

152
SUBMISSION INSTRUCTIONS
 All submission templates (brief profiles) should be submitted online, in Arabic and English, by the authorized coordinators in each government
entity through the electronic assessment management system at the following link: https://assessment.dgep.gov.ae/Home/Login.
 Dubai Government Excellence Program (DGEP) provides users, authorized by each government entity participating in the program, with a
username and a password, upon the request and official authorization of the entity. DGEP also provides training and technical support in
relation to the system.
 Through the electronic assessment management system, government entities can prepare, upload and submit participation applications. They
can also amend and follow-up on applications, follow-up on interviews and site visits for various category nominations, in addition to receiving
and viewing assessment reports for nominees and any correspondence, reminders or notifications related to DGEP, as well as benefiting from
the reports related to the entity’s participation in the current or previous assessment cycles.
 Government entities participating at the Basic level must complete the descriptions of Capabilities and Key Performance Indicators associated
with each criterion of the Government Excellence System (GEM) in the electronic assessment system, as per the submission instructions listed in
this manual.
 Government entities participating at the Excellence and Elite levels must complete the descriptions of Key Performance Indicators associated
with each criterion of the Government Excellence System (GEM) (Except for the Emiratization sub-criterion which must be completed for the
descriptions of capabilities and results) in the electronic assessment system, as per the submission instructions listed in this manual.
 Government entities participating at the Elite level are not required to submit any description of capabilities or results for the Elite Model's
pillars. These pillars shall be assessed directly by the SME assessors without the need of any submission.
 It is obligatory to comply with the submission templates available in the electronic assessment system.

153
SUBMISSION INSTRUCTIONS
Submission information required for all categories (to be inserted once):
Submission Sections
Required Information Format Remarks
(On the e-system)
Establishment Date Date Day / Month / Year

Number of Employees Number Figures 10,000

Introduction
Entity Logo Attachment Image: JPG, etc. (5M)

Establishment Decree in Arabic Attachment PDF (5M)

Vision in Arabic Words Unlimited

Vision in English Words Unlimited

Mission in Arabic Words Unlimited

Mission in English Words Unlimited

Overview
Strategic Plan in Arabic Attachment PDF (5M)

Strategic Plan in English Attachment PDF (5M)

Organizational Structure in Arabic Attachment PDF (5M)

Organizational Structure in English Attachment PDF (5M)

The Entity’s Main Functions in Arabic (Each Function Separately) Words Unlimited
Tasks
The Entity’s Main Functions in English (Each Function Separately) Words Unlimited

Strategic Goals in Arabic (Each Goal Separately) Words Unlimited

Strategic Goals
Strategic Goals in English (Each Goal Separately) Words Unlimited
154
SUBMISSION INSTRUCTIONS
Cont. - Submission information required for all categories (to be inserted once):
Submission Sections
Required Information Format Remarks
(On the e-system)
Strategic Customers in Arabic Words Unlimited
Strategic Customers in English Words Unlimited
Key Partners in Arabic Words Unlimited
Work Environment
Key Partners in English Words Unlimited
Key Suppliers in Arabic Words Unlimited
Key Suppliers in English Words Unlimited
The Center’s Name (all centers; each center separately) in Arabic Words Unlimited
The Center’s Name (all centers; each center separately) in English Words Unlimited
Address of Service Center / Premises (Google Maps Location) Words Unlimited
Location of Headquarters / Physical Address of Service Center / Premises (Area, Street, Building, Floor, Room) in
Branch / Service Center Words Unlimited
Arabic
Physical Address of Service Center / Premises (Area, Street, Building, Floor, Room) in
Words Unlimited
English
Makani Number of Service Center / Premises Numbers Unlimited
Website Name Words Unlimited
Website Link Words Unlimited
Website Type (Entity’s Website, Twitter, Facebook, LinkedIn) Words Unlimited
Websites and Applications
Smart Application Name in Arabic Words Unlimited
Smart Application Name in English Words Unlimited
Smart Application Link Words Unlimited 155
 SUBMISSION INSTRUCTIONS
Submission information required for the categories of the Government Excellence Model:
 Basic Level: Capabilities and results for all the Government Excellence Model criteria.
 Excellence Level: Results for all the Government Excellence Model criteria, along with the capabilities and results for the Emiratization sub-
criterion.
 Elite Level: Results for all the Government Excellence Model criteria, along with the capabilities and results for the Emiratization sub-criterion .
The Elite Pillars shall be assessed over capabilities and results but without the need for any related submission.

Submission Sections
Required Information Format Remarks
(On the e-system)
20 Words
Capability Name in Arabic Words
(30 Capabilities for each sub-criterion)
20 Words
Capabilities Capability Name in English Words
(30 Capabilities for each sub-criterion)
Capability Description in Arabic Words 120 Words
Capability Description in English Words 120 Words
Indicator Name in Arabic Words
Indicator Name in English Words
GEM Indicators

Indicator Code Words

Performance Indicator Type Select* Operational – Strategic * Select from the
Indicator list provided in
Description Increase is preferable – Decrease is the Remarks
Performance Indicator Direction Select*
preferable – Stable column in the e-
Measurement Unit Select* Number – Percentage… system.

Quarterly – Biannual – Annual – Every 2

Measurement Cycle Select* 156
Years – Every 3 Years – Every 4 Years
 SUBMISSION INSTRUCTIONS
Submission information required for the categories of the Government Excellence Model (Cont.):
Submission Sections
Required Information Format Remarks
(On the e-system)
First Year of Measurement Select* Year Selection

Year (Measurement Year) Select* Year Selection

GEM Indicators

Quarterly Select* Select 1st, 2nd, 3rd, or 4th Quarter

Indicator Value
Bi-annually Select* Select 1st or 2nd Half

Achieved Number

Targeted Number

Elite Criteria Select

Full Name of Each Criterion Coordinator in Arabic Words

Elite Full Name of Each Criterion Coordinator in English Words

Elite Criterion Coordinator’s Mobile Phone
Number 14 Digit Number
Number
Elite Criterion Coordinator’s E-mail Address Words
* Select from the
list provided in
the Remarks
column in the e-
system.

157
SUBMISSION INSTRUCTIONS
Submission information required for the categories of the Government Excellence Model (Cont.):
Submission Sections
Required Information Format Remarks
(On the e-system)
Main Coordinator’s Full Name in Arabic Words

Main Coordinator’s Full Name in English Words

Contact Details of the Main Coordinator’s Job Title in Arabic Words
Government Excellence
Model Main Coordinator’s Job Title in English Words

Main Coordinator’s Mobile Phone Number Number 14 Digit Number

Main Coordinator’s E-mail Address Words

158
SUBMISSION INSTRUCTIONS
Submission required for the category of People-of-Determination-Friendly Government Entity (in Arabic):

Required Information Format Remarks

Coordinator’s Full Name Words Unlimited

Coordinator’s Job Title Words Unlimited

Coordinator's Mobile Phone Number Number 14 Digit Number

Coordinator’s E-mail Address Words Unlimited

Team Leader’s Full Name Words Unlimited

Team Leader’s Job Title Words Unlimited

Team Leader’s Mobile Phone Number Number 14 Digit Number

Team Members’ Names Words Unlimited

Team Members’ Job Titles (Each Member) Words Unlimited

Team Members’ Mobile Phone Numbers (Each Member) Number 14 Digit Number

Team Members’ E-mail Addresses (Each Member) Words Unlimited

Brief Description of Key Practices and Achievements (500 Words Max.) Words 500 Words

Site Visit Location Words Unlimited

Is security approval required for the site visit? Select “Yes” or “No”

If the site requires security approval, attach a security clearance form Attachment PDF (5M)
Location of Proposed Center for Facility Assessment (The program may modify
Attachment Unlimited
the site) 159
SUBMISSION INSTRUCTIONS
Submission required for the Best Joint Initiative category (in Arabic):

Required Information Format Remarks

Name of the Main Entity Nominated for the Initiative Words Unlimited
Main Entity Coordinator’s Full Name Words Unlimited
Coordinator’s Job Title Words Unlimited
Coordinator's Mobile Phone Number Number 14 Digit Number
Coordinator’s E-mail Address Words Unlimited
Main Entity Team Leader’s Full Name Words Unlimited
Main Entity Team Leader’s Job Title Words Unlimited
Main Entity Team Leader’s E-mail Address Words Unlimited
Team Leader’s Mobile Phone Number Number 14 Digit Number
Team Members’ Names (Representatives of the Entities Participating in the Initiative) Words Unlimited
Each Team Member’s Job Title Words Unlimited
Each Team Member’s Mobile Phone Number Number 14 Digit Number
Each Team Member’s E-mail Address Words Unlimited
Brief description of the key characteristics which characterize the initiative, the best practices
Words 300 Words
implemented, and the outcomes and achievements resulting from its implementation (350 Words max.)
Site Visit Location Words Unlimited
Is security approval required for the site visit? Select “Yes” or “No”
If the site requires security approval, attach a security clearance form Attachment
Location of Proposed Center for Initiative Assessment Attachment Unlimited 160
SUBMISSION INSTRUCTIONS
Submission information required for the categories of Dubai Excellence Medals:
Submission Sections
Required Information Format Remarks
(On the e-system)
Candidate’s Full Name – Four Syllabus (In Arabic) Words Unlimited
Candidate’s Full Name – Four Syllabus (In English) Words Unlimited
Work E-mail Address Words Unlimited
Personal E-mail Address Words Unlimited
Emirate ID Number Number 15 Digit Number
Date of Joining the Government Entity Date Day/Month/Year
Candidate’s Personal Photo Attachment Image: JPG, etc. (5M)
Personal Information Job Title (In Arabic) Words Unlimited
Job Title (In English) Words Unlimited
Department’s Name (In Arabic) Words Unlimited
Department’s Name (In English) Words Unlimited
Mobile Telephone Number Numbers 14 Digit Number
Office Telephone Number Numbers 13 Digit Number
Passport Number Number and Letters Unlimited
Passport Copy Attachment Image: JPD, etc. (5M) or PDF

161
SUBMISSION INSTRUCTIONS
Submission information required for the Categories of Dubai Excellence Medals (Cont.):
Submission Sections
Required Information Format Remarks
(On the e-system)
Summary of Key Achievements (200 Words max.) Words 200 Words

Candidate’s Resume Attachment PDF (5M)

Total Years of Experience Number 2 Digit Number

Years of Experience at Current Entity Number 2 Digit Number

Job Grade Number and Words

Birth Date Date Day / Month / Year

Nationality Words Unlimited

Submission Coordinator’s Full Name Words Unlimited

Coordinator’s Job Title Words Unlimited

Coordinator’s Mobile Phone Number Number 14 Digit Number

Coordinator’s E-mail Address Words Unlimited

Site Visit Location Words Unlimited

Is security approval required for site visits? Select “Yes” or “No”

If the site requires security approval, attach a security clearance form Attachment PDF (5M)

Annual assessment results for the previous two years Number

162
DEFINITIONS AND TERMINOLOGY
Innovation Improving, developing, or introducing unprecedented solutions to services, products, policies, systems, and work
models that provide added value to the relevant stakeholders of the government entity and enables it to achieve
organizational entrepreneurship and leadership.
Radical (Disruptive) Innovation Introducing and fundamentally developing unprecedented processes, systems, work models, services, policies,
and (products) within the government entity that create a significant impact and a qualitative leap in the field of
work or in the government sector as a whole; thus, completely changing the original concept of performing the
work or delivering the service, or entirely creating new fields and value-added areas for customers and other
stakeholders, or in performing the government entity's functions
Partial Innovation (Incremental) Improving, developing, or introducing unprecedented solutions to services, products, policies, systems, and work
models through gradual or partial (targeted) continuous development activities that have limited positive impact
and added value for customers and the other stakeholders in a specific field of work.
Data Management Organizing and following-up on the activities and processes related to understanding, identifying, collecting and
classifying data from internal or external sources; ensuring its validity, reliability and confidentiality; analyzing it
in appropriate ways; making the best use of it; and providing it in a timely manner to be used in enabling
decision-making processes, continuous learning and innovation at all levels in the government entity.
Change Management The process of organizing, implementing and monitoring major changes in the government entity’s systems,
practices, and policies in order to facilitate their execution, create buy-in, and achieve the objectives of those
changes.
Good Transformational The leading government entity is characterized by positive, inspiring and motivating leadership that embraces
Leadership innovation, development, and modernization; shapes the future and fosters organizational readiness for all
possible scenarios; as well as adopts successful business models in order to achieve ambitious goals and desired
results, and to enhance its competitiveness-related capabilities and its global ranking.

163
DEFINITIONS AND TERMINOLOGY
Processes Management The approach adopted in the design, implementation and control of the processes associated with
accomplishing the government entity’s functions, activities and services.
Knowledge Management Organizing and following up on the generation, enhancement and exchange of data and information and their
optimal internal and external utilization in order to create added value for the government entity at all levels.
Knowledge management includes identifying the knowledge available in the government entity of all types and
sources; facilitating access to it and making it available to stakeholders in a timely manner; creating
organizational knowledge, developing knowledge exchange capabilities; and establishing a culture of continuous
learning to improve organizational performance in particular and government performance in general.
Resources Management The approach adopted in planning, organizing, monitoring, directing and securing all available resources
(financial, human, property, technology and information) in order to fulfill the government entity’s goals and
achieve its objectives.
Productivity The rate / percentage achieved by one business unit or production element during a specific period of time.

Financial Impact of Projects The study and analysis of the financial implications of establishing or launching new projects. This study usually
compares more than one alternative or proposal.
Rational Spending Setting spending priorities to meet the needs and interests of stakeholders and eliminate expenditures in areas
that do not add value to them.
Performance The set of achievements and final results accomplished by individuals, work groups, business units or
government entities.

164
DEFINITIONS AND TERMINOLOGY
Work Systems The set of documented regulations, laws, decisions, orders, instructions, and policies that guide and define the
procedures, standards, and steps to be taken in order to achieve a specific objective.
Data Primary material of numbers, letters, symbols, or facts describing a subject, an idea, or a situation.

Big Data Data available on the Internet or from any of the various available digital sources or platforms. This data is
mainly characterized by its large volume, speed of generation, volatility, and variable structure and level of
reliability. The leading government entities find appropriate ways to study, analyze, and link this data in order to
achieve many benefits, such as identifying the behaviors, needs and preferences of customers as well as
improving their experience by designing services that add value to them, improving current services, developing
policies, or improving future-shaping-related operations or activities.
Open Data The (non-confidential) data that is provided by the government entity, according to the laws and regulations in
force, for the public or the rest of the stakeholders in order to promote transparency and government social
responsibility as well as to achieve many development goals, such as joint innovation and improvement of
services and processes.
Analysis Examination of facts and data collected within the government entity in order to take good and effective
decisions. The analysis covers the study of relationships and the identification of causes.
Strategic Planning A process that ensures the visualization of the desired future of the government entity by developing its vision,
mission, strategies, and specific objectives, while defining ways of achieving them based on the current situation.

165
DEFINITIONS AND TERMINOLOGY
Development Create the required solutions to respond to new requirements or introducing fundamental improvements to the
current situation.
Continuous Development A management approach to attain leadership by constantly introducing partial or small modifications to
processes, work systems, and performance measures in order to achieve the best possible performance.
Employment Grievance Complaints or feedback submitted by an employee, either because of measures taken against them or because
of perceived unfairness or injustice toward them due to the failure to abide by applicable laws and regulations or
practices.
Organizational Learning Gaining information, obtaining knowledge, and applying practices associated with the said information and
knowledge which lead to a better organizational change or improvement. This includes conducting researches
and studies, benchmarking with international best practices, conducting internal and external reviews and
assessments, as well as examining best experiences and developments in the work field.
Technologies Practical applications resulting from research in different fields, including methods, tools, mechanisms, devices,
and advanced equipment that help the government entity in accomplishing its functions effectively and
efficiently.
Empowerment Giving employees the authority and responsibilities to make decisions about their work duties and to acquire the
skills and knowledge necessary to perform a good job.

166
DEFINITIONS AND TERMINOLOGY
Digital Enablement Adoption and optimal utilization of technology and appropriate digital infrastructure in order to enhance the
customers’ experience, add value to them, increase the efficiency, effectiveness, flexibility of operations and
services, as well as the speed of their implementation in all areas of government operation. This includes
developing human capital capabilities and upskilling them (or customers and the rest of the stakeholders when
necessary) for the proper use of this digital technology.
Excellence Achieving leadership and outstanding position in the performance, organizational results and the efficient and
effective service delivery satisfying the needs and expectations of the government entity's customers and other
stakeholders through approaches and work systems that ensure continuous improvement in all aspects of
performance.
Future Readiness Anticipating the nature and importance of future developments and trends (social, economic, technological, and
others), analyzing the impact of those developments in areas related to the entity’s work, as well as establishing
future models and seizing opportunities, while ensuring strategic and practical flexibility that will positively
influence its operations, services, and policies in achieving happiness for stakeholders and society.
Government Entity An autonomous legal entity that has certain exclusive specializations or activities of a service or supervisory
nature, such as a department, authority, foundation, directorate, council or office, and is affiliated to Dubai
government.
Digital Government A metaphor that symbolizes the commitment of government entities to accomplish work, carry out
communications, and provide services through modern technology (such as tablets, smartphones, the internet,
kiosks, robots, and drones) in a way that reinforces the efficiency of internal operations and ensures the
continuous provision of services that do not require customers to visit service centers.

167
DEFINITIONS AND TERMINOLOGY
Governance A system that supports fairness, transparency, and accountability; reinforces trust and credibility in the work
environment; specifies responsibilities, authorities, and relationships with all stakeholders in the government
entity; and explains the rules and procedures necessary to make good decisions which are in the best interest of
the government entity and to achieve its objectives through a number of policies, laws, and work systems, as
well as through the design of suitable organizational structures and frameworks.
Integrated Government Services Designing and providing government services from the customer’s perspective in a way that achieves integration
and interdependence between the service channels and the entities that provide them (in case of joint services),
in order to enhance the customers’ life experiences and provide them with flexibility to receive the service based
on their preferences.
Operation (Work) Plans Determining specific tasks and activities to accomplish long-term and short-term strategic goals. Operation plans
include details regarding required resources and timeframes to execute projects and initiatives as well as to
develop policies and conduct the other functions of the government entity.
Employees’ Turnover The rate of employees leaving the government entity and are replaced by new employees. It can be calculated
by dividing the number of employees who left the government entity by the total number of employees within a
certain period of time.
Human Capital All individuals, working at the government entity, whose work and efforts can be utilized in the operation and
service projects or processes. This includes all people hired according to the civil service system, the contract
system or the daily wage system, whether full-time, part-time or temporary work contracts, and who hold
positions on the entity’s organizational structure.

168
DEFINITIONS AND TERMINOLOGY
Government Entity’s Mission A statement specifying the main goal for which the government entity was established for and how it will satisfy
its stakeholders expectations. The mission outlines the overall government entity’s functions and it is preferable
to be concise, clear, and easy to memorize.
Media Messages It is an official communication-related document/content which aims to provide official spokespersons with the
required and approved facts and figures that enable them to speak to media channels on a specific topic, in a
way that reflects the unified voice and position of all government entities in front of the public.
Organizational Agility Sensing and anticipating internal and external changes by the government entity and making appropriate
decisions to proactively address, endure, or swiftly and efficiently adapt to these changes through flexible
internal models and systems. This achieves organizational resilience, business continuity and development, as
well as the stainability of its excellent results and outcomes following the occurrence of changes or risks.
Government Entity Vision A statement that outlines the future aspirations of the government entity, serving as a source of motivation and
inspiration for all its employees, by depicting the desired future state and what the entity strives to achieve
Organizational Leadership Achieving globally outstanding levels of organizational performance and service delivery by implementing and
sustaining an organizational excellence, learning, and development framework within an environment and
culture deeply rooted in radical innovation and forward-thinking vision.
Ease of Access The ease of reaching the government entity’s location, accessing relevant information, and the entity’s
concerned employees and officials.

169
DEFINITIONS AND TERMINOLOGY
Policies Policies represent the main rules and general directives of the government entity. They determine the general
path that guides officials during decision-making processes related to the government entity’s various areas of
work.
Internal Partnerships These include the development of a network of internal relationships between the different sections in the
government entity to ensure flexibility, rapid response, the exchange of information and expertise, and
continuous improvement.
External Partnerships These include partnerships with customers, suppliers, other government entities, legislative authorities, local
community groups, research centers, and universities directly connected to the government entity’s work.
Partnership A relationship between two parties that join forces to achieve a strategic goal or a Dubai Plan indicator, to
provide a service, or to implement a program / project by utilizing and integrating the partners’ diverse
capabilities and skills.
Transparency Offering stakeholders a suitable chance to be aware and understand pertinent information and decisions made
by the government entity, including the rationale behind taking these decisions, the parties accountable for their
implementation, and the intended results of such decisions.
Complaints Any communication from a customer (written and oral) that expresses their dissatisfaction or unhappiness with a
received product or service, its quality, the way it was provided, or any other related aspect.
Behavioral Science Utilizing knowledge and research in the fields of psychology, sociology, and economics to understand and
positively influence individual and collective behaviors of customers and other stakeholders. This includes
applying behavioral science principles in designing strategies, policies, initiatives, and actions aimed at
enhancing customers' experiences, decision-making mechanisms, employee engagement, policy impact, and
overall efficiency and effectiveness of the government entity.
Processes A series of procedures and steps for which various resources (physical, human or information) are assigned to
ensure the provision of a particular service, product or work fulfillment.
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Main Processes The processes through which the most important and impactful tasks, activities, and services are accomplished,
significantly contributing to the results, outcomes and main functions of the government entity.
Effectiveness The compatibility between outcomes and specific organizational targeted objectives that are aligned with the
government entity’s mission and vision.
Capabilities All methods and means used by the entity to achieve its strategic goals, including processes, services, policies,
programs, and projects.
Values The behaviors and actions of government entity's employees, as well as the prevailing customs and beliefs
among them, upon which work relationships are built. These aspects reflect and enhance a specific
organizational culture.
Value The benefit that the customer (the beneficiary) gains from the service or process, which can be compared to the
effort exerted and/or fees paid or resources allocated to obtain or benefit from this service or process.
Efficiency Achieving outputs through the optimal utilization of inputs from resources (human, physical, informational,
financial).
Customers Everyone who contacts or deals directly with the government entity to receive a service or a product or a piece
of information.
Quality Level The extent to which customer demands and expectations are met in services and products that affect their
satisfaction, and its compliance with service and product’s specifications.

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Criteria of Variable Weights The Government Excellence Model criteria whose importance (weight) is determined based on the nature of the
government entity’s work, the importance of the work it performs in the field of the criterion, and the extent of
its contribution to achieving its main functions, whether these functions are service-related, legislative or
regulatory. Currently, the criteria of variable weights in the model are Dubai Plan, Strategic Intent and Global
Competitiveness Ranking, Processes Management, Management of Projects / Initiatives / Policies, and
Integrated Government Services.
Knowledge Recognizing and understanding information in a way that enables the achievement of a goal or the execution of
a task or a specific procedure.
Information Data which was organized, processed, and analyzed to achieve a certain goal or a specific use, or which was
explained in a certain structural frame to execute a task or a specific procedure.
Stakeholders Those benefiting from the government entity's services, being impacted by its operation and outcomes, or
engaging in transactions to either receive or offer services/products. These stakeholders may include customers,
employees, suppliers, partners, the community, board members, regulators, center of government, other
governmental entities, private sector, and business community.
Benchmarking Conducting comparisons with excellent organizations in specific areas to identify the best practices at the local,
regional, or international levels within the same scope of work or beyond, with the aim of fostering learning and
development.

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DEFINITIONS AND TERMINOLOGY
Performance Measures Quantitative or qualitative information that describe the outputs and processes-related performance in the
government entity.
Global Ranking Achieving advanced ranks in global competitiveness indices approved at the UAE or Dubai government’s levels
and related to the government entity’s work.
Government Entity Assets All tangible and non-tangible assets owned by the government entity that can include land, real estate,
technology, devices, equipment, machines, public facilities, inventory, and all other kinds of assets such as
intellectual property rights.
Alignment The coordination between plans, operations, information, decisions, and resources to achieve the government
entity’s goals. Alignment requires a general coordinated understanding of the government entity’s goals, the use
of special performance measures and available information in planning, monitoring and analysis, followed by
development at the level of the government entity, its business units, and its processes.
Business Units Departments, sections or units within the government entity’s organizational structure.

Jobs of the Future Predicting the job skills and qualifications required in the future based on expected future trends and scenarios.
The leading government entities develop the capabilities and qualifications of their human capital as well as
upskill them to prepare them to carry out their future tasks.

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ASSESSMENT CYCLE MANUAL
2024

Contact us

+971 4 3302111 

dgep@tec.gov.ae
P.O. Box: 72233, Dubai, U.A.E.
www.dgep.gov.ae

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