Issue 9 Public Sector Excellence UAE

EXCLUSIVE

Delivering Excellence in MEDICAL SERVICES

PUBLIC PRIVATE PARTNERSHIP

Q&A with UPC’s Executive Director Mohamed Al Khader

Explore Healthpoint and the future of healthcare with COO Marc Ruemmler

The new and efficient joint working delivery model for public services

THE WONDERFUL CITIES OF THE WORLD

ISSUE 9 September 2015

CYBERSECURITY AND BIG DATA

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Khalifa City, Abu Dhabi and the other in Al Ain City. ADU has four Colleges: the College of Arts and Sciences (CAS); the College of Business Administration (COBA); the College of Engineering (COE); and the University College (UC); all of which is open to students from all nationalities and uses the American model of higher education.

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Issue 9 - SEPTEMBER 2015

A look at some of the good practices and inno-vative urban planning and real estate develop-ment success stories from around the world

Mr. Mohamed Al Khadar, Executive Direc-tor of Urban Development at the Urban Planning Council, shares his insights into Abu Dhabi’s rapidly evolving urban land-scape and the Plan 2030

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3010WORD FROM THE EDITOR

Denise Daane, Managing Editor at PSP introduces our sixth issue of PSE: Building Capital

CURRENT NEWS AND AFFAIRSA summary of the latest public sector news and current affairs across Abu Dhabi

EMPOWERING EXCELLENCE“Managing partners and resources on the road to ex-cellence” is this month’s article in the Excellence En-ablers series

DELIVERING EXCELLENCE IN MEDICAL SERVICESThis month we embark on the first of our Project Management Knowledge Areas: Project Integration Management

SHARING EXCELLENCE BENCHMARKS

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An in-depth look at the urban planning success in Abu Dhabi and the thriving real estate sector that is ensued as a result

Meet the energetic and optimistic Mohammad Al Fala-si, Founder and Owner of MAF Auditing Accounting and Consultancy

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26BUILD YOUR SOCIAL PROFILE

Learn about the open government policies and initiatives that are reshaping how the government interacts with citizens and residents

OFF TOPICThis month, PSE explores some of the UAE’s top natural retreats

KNOWLEDGE EXCHANGEMalcolm Morley, Chief Executive of Harlow Council in the UK and is a Visiting Professor at the University of Bedfordshire shares his insights in “Public and Private Sector Joint Working”

IDEA WATCHThis month we look at the growing importance of cybersecurity to protect your organization’s invaluable Big Data

IN FOCUSLOCAL ENTERPRISE

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information centre

OUR UPCOMING ISSUES

How to Contact Public Sector Excellence

december 2015november 2015october 2015

Stay in the loop with our monthly issues. Each issue we provide an in-depth look at the key Abu Dhabi public sector industries that are shaping the city today.

Denise Daane [email protected]

Paul Cook [email protected]

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PSE’s October issue takes readers on a tour of Abu Dhabi’s exciting and rapidly growing tourism industry in the Tourism Edition.

The capital is going green. Learn more about Abu Dhabi’s alternative energy initiatives and the future of green technology.

In November, we explore the growth and development of Abu Dhabi’s banking and finance industry into the world class system it is today

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WORD FROM THE MANAGING EDITOR

IN THIS MONTH’S ISSUE, WE EXPLORE THE CAPITAL’S URBAN PLANNING AND REAL ESTATE DEVELOPMENT SECTOR”

I F YOU HAVE LIVED IN ABU DHABI for as long as I have, then I am sure you will feel the same sense of awe and amazement at the rapidly changing urban landscape that this capital has experienced. I can still remember clearly how Abu Dhabi looked in the 80s and 90s, with simple landmarks

such as the Sheraton Hotel, ADNOC HQ, and the Intercontinental Hotel. Today, the city has been redesigned into a remarkable modern metropolis, segregated into carefully planned districts including a Capital City, Central Business District, Cultural District, and National Park District.

In this month’s issue, we explore the capital’s urban planning and real estate development sector, taking you through Abu Dhabi’s Urban Plan 2030 and the boom in the capital’s real es-tate and construction industry. Looking abroad, we draw upon some of the good practices of other cities that thrive from great urban planning and a strong real estate and construction sector.

This month we welcome our first guest from Mubadala’s Healthpoint Hospital, COO Marc Ruemmel, as he discusses his state of art facility and the future of healthcare in Abu Dhabi in a new segment titled “Delivering Excellence in Medical Services”. In our episode on “Sharing Excellence,” PSE offers you an exclusive behind the scenes look at Abu Dhabi’s Urban Planning Vision with the Executive Director of Urban Development Mr. Mohamed Al Khadar of the Urban Planning Council, who shares with us his insights and vision for the fu-ture of the city.

In the last of our last series on the Excellence Enablers, forming the EFQM Model, this month’s “Empowering Excellence” article is titled “Managing Partners and Resources on the Road to Excellence.” In “Knowledge Exchange,” Malcolm Morley, Chief Executive of Harlow Council in the UK and Visiting Professor at the University of Bedford-shire specializing in strategic management, shares his views in his article titled “Public and Private Sector Joint Working.”

As customary, we continue to provide you with updates on Abu Dha-bi government news and affairs, as well as our monthly “Idea Watch,” where we explore the growing importance of cybersecurity in the pro-tection of organizations’ invaluable “Big Data.”

In our “Off Topic” article, we explore some of the UAE’s best natural retreats and getaways!

To our subscribers who have contributed their valuable feedback and suggestions, we offer a word of appreciation and continue to encourage our readers to share their opinions via email to [email protected]. Also, stay tuned for some upcoming competitions with great prizes in our future issues.

If you have missed any of our previous issues, or are looking for addi-tional articles, downloads, and professional resources please visit our website: www.psemagazine.com

Best regards,

Denise DaaneManaging Editor

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mailto:[email protected]

http://www.psemagazine.com


CURRENT NEWS AND AFFAIRS

Abu Dhabi Current News and Affairs

GENERAL GOVERNMENT NEWS

NOVEMBER 30 DECLARED PUBLIC HOLIDAY IN UAE

The President, His Highness Sheikh Khalifa bin Zayed Al Nahyan, has giv-en orders that the 30th of November every year will be observed as ‘Mar-tyr’s Day’ in memory of and in trib-ute to the sacrifices offered by the nation’s martyrs who sacrificed their lives to keep the UAE flag flying high while they were performing their na-tional duties within and outside the country, in civilian, military and hu-manitarian fields.

28TH OF AUGUST DECLARED EMIRATI WOMEN’S DAY

Sheikha Fatima bint Mubarak, Chair-woman of the General Women’s

Union (GWU), Supreme Chairwoman of the Family Development Founda-tion and President of the Supreme Council for Motherhood and Child-hood, had announced that August 28th, 2015 would be the first annual Emirati Women’s Day, which this year honored women in the military. The date marks the creation of the GWU in 1975, and is considered a chance to celebrate Emirati women’s achieve-ments since the group was founded.

ENERGY

ENEC CEO APPOINTED TO BOARD OF WORLD ASSOCIATION OF NUCLEAR OPERATORS

The Chief Executive Officer at Emir-ates Nuclear Energy Corporation (ENEC), Mohamed Al Hammadi, has

been appointed as the newest mem-ber of the World Association of Nu-clear Operators (WANO) Atlanta Cen-tre (AC) Governing Board.

The AC is one of WANO’s four key regional centres worldwide and Al Hammadi’s new appointment fol-lows a unanimous vote at the Gov-erning Board’s most recent meeting in June. The selection of ENEC’s CEO as the latest AC Governor serves to highlight the UAE’s continued col-laboration with the global nuclear community and the high standards of safety, security and performance that ENEC applies across all aspects of its nuclear programme.

AED 9.15 BILLION IN CONTRACTS AWARDED FOR UAE’S PEACEFUL NUCLEAR ENERGY PROGRAMME

The Emirates Nuclear Energy Cor-poration (ENEC) awards contracts to UAE companies totaling more than

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US$ 2.5 billion (AED 9.15 billion) for the construction of the country’s first nuclear energy plants.

More than 1,100 UAE companies have been contracted for the delivery of products and services at Barakah, in the Western Region of Abu Dhabi. Through its work with local compa-nies, ENEC is not only supporting existing UAE businesses but also con-tributing to the development of the local economy while stimulating the growth of industry here in the UAE.

ECONOMY

GENERAL CONFIDENCE INDEX OPTIMISTIC DURING SECOND QUARTER

The general index of confidence in the business climate in the Emirate of Abu Dhabi maintained its level during the first quarter of 2015 compared to the fourth quarter of 2014, with 61 and 63 respectively as a reflection of the results of both the current sit-uation index and the future situation index with 56 and 64 respectively during the first quarter of 2015.

UAE FUEL PRICES FALL MORE THAN 8 PER CENT FOR SEPTEMBER

Fuel prices for September have been cut by around 8 per cent across the board, in line with the fall of interna-tional benchmark prices in the past month. The Fuel Price Committee, chaired by a Ministry of Energy official and including the chiefs of the two main distribution companies ADNOC and ENOC, said that prices taking ef-fect from September 1 will see diesel fall by Dh0.16 to Dh1.89 per litre, a decline of almost 8 per cent on top of the 29 per cent decline in August 29 for Dubai and the Northern Emirates, and 12 per cent for Abu Dhabi.

The government deregulated oil pric-es in July in order to remove subsidies and let prices reflect international oil

market economics, including the eco-nomics of refineries.

MUNICIPAL AFFAIRS

ABU DHABI MUNICIPALITY LAUNCHES SHARIA PARK UPGRADE PROJECT IN ABU DHABI

The Abu Dhabi Municipality has an-nounced the release of a public tender for developing, investing and managing the Sharia Park in Abu Dhabi.

The development of Sharia Park is part of the Municipality’s strategy for providing superior recreational & res-idential facilities in Abu Dhabi in keep-ing with the policy envisioned in the master development plan of the Abu Dhabi Government Vision 2020.

ABU DHABI MUNICIPALITY IMPLEMENTS SUSTAINABLE PUBLIC LIGHTING PROJECT

In a bid to reduce the cost of public lighting by 60 to 75 per cent over the next 20 years, Abu Dhabi Municipali-ty (ADM) has launched a sustainable initiative.

The environmentally friendly new LED lights will decrease carbon diox-ide emissions by about 75 per cent and cut down the need for mainte-nance by about 40 to 80 per cent in the future, ADM said. The drive also aims to reduce light pollution rates by 60 per cent, improve and develop a lighting network to help Abu Dhabi reach a ranking among the world’s top cosmopolitan cities.

HEALTH

SEHA ANNOUNCES COMPLETION OF THE TAWAM DIALYSIS CENTER

The Abu Dhabi Health Services Company (SEHA) has announced the

completion of the construction of the Tawam Dialysis Center. The cen-tre, which was built in cooperation with the Abu Dhabi General Ser-vices Company (Musanada) aims to provide kidney patients with quality healthcare services at the highest standards, as well as to cope with population growth and urban expan-sion in Al Ain city.

TOURISM

ABU DHABI GUEST ARRIVALS INCREASES BY 17% IN FIRST HALF OF 2015

Guest arrivals into Abu Dhabi in the first six months of the year reached more than 1.98 million, a rise of 17% from the same period in 2014.

Visitors generated 5,728,765 guest nights in Abu Dhabi’s 163 hotel and hotel apartments, an increase of 11% on the previous year, figures released by Abu Dhabi Tourism & Culture Au-thority (TCA) reveal.

Total revenue for hotel establish-ments recorded an 8% increase to AED 3.346 billion (US$ 911 million), room revenue increased by 11%, food and beverage revenue increased by 1%, while other revenues, which in-clude services such as venue hire and business events, rose 22% to AED 402 million (US$ 110 million).

EDUCATION

ADEC AND EMIRATES TRANSPORT LAUNCH SMART SYSTEM FOR SCHOOL BUS SAFETY

The Abu Dhabi Education Council (ADEC), in partnership with Emirates Transport, announced the launch of a Smart System that will provide safe bus transportation measures for 1,300 kindergarten and prima-ry school students starting from the

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first school day this 2015-2016 ac-ademic school year. The System in-cludes initiatives that help ensure students’ safety inside a school bus. Those initiatives include measures, technical and smart systems, policies and legislation, infrastructure, the development and rehabilitation of human resources, and the communi-ty’s responsibility.

POLICE AND DEFENSE

UAE NATIONAL SERVICE IS NOW OPEN TO THOSE WITH FATHERS WHO HOLD FOREIGN IDS

Men and women whose mother is Emirati and whose father is a foreign passport holder are now able to sign up for national service. The change was announced by the National and Reserve Service Authority, the state news agency Wam reported. The changes were made in response to public demand, the authority said.

The national service law requires Emirati men between 18 and 30 to perform military service for nine

months. Men who don’t complete secondary school must serve two years. The service is optional for women.

MOI CONFIRMS VISION TO MAKE UAE THE SAFEST COUNTRY IN THE WORLD

Major General Dr. Nasser Lakhra-ibani Al Nuaimi, Secretary General of the Office of the Deputy Prime Minister and Minister of the Interior (MoI), confirmed that the strategic approach undertaken by the Minis-try of Interior embodies its diligent vision for the UAE to become one of the safest and most secure countries in the world.

These remarks were made by HE Major General Al Nuaimi during the workshop recently organized by the Strategy and Performance Develop-ment Department at the Ministry of Interior’s Directorate General of Strategy and Performance Devel-opment. The workshop, which took place at the Decision-Making Sup-port Center was held to discuss the ministry’s vision, mission, values and goals for the upcoming plan.

BANKING

BEARISH ECONOMIC CLIMATE EXPECTED TO DRAG DOWN ISLAMIC BANKS’ PROFITS

Low oil prices and slower economic growth will hit the earnings growth of Islamic banks in the Arabian Gulf this year and next, says Standard & Poor’s. Earnings growth would fall to “mid-sin-gle digits” in 2015 and 2016, says the credit ratings agency, down from the sector’s average earnings growth of 12.7 per cent last year.

Islamic banks in the UAE are more ex-posed to real estate than their conven-tional counterparts. Sharia principles require all transactions to be based on the exchange of real assets, and real estate is commonly used as a form of collateral by customers of Islamic banks. The value of collateral assets held by Islamic banks has been hit by government-related entities’ declining appetite for capital expenditure amid lower government spending, economic growth and the falling value of Dubai properties.


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Sharing ExcellenceMR. MOHAMED AL KHADAR,

Executive Director of Urban Development at the Urban

Planning CouncilOne City, One Vision, Many Hands

Time is money and money is development as Abu Dhabi forges ahead with growth plans geared

towards 2030.

Words by Shannon Wylie

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A LEADER SHOULD BELIEVE THAT EVERYONE IS USEFUL, ALL YOU HAVE TO DO IS DIG DEEP.”

IF YOU HAVEN’T HEARD of Mr. Mohamed Al Khadar, the Exec-utive Director of Urban Devel-opment & Estidama Sector at

Abu Dhabi Urban Planning Council (UPC), then you’ve most probably dropped your children at schools he’s helped to approve, taken ill at hospitals he’s granted permission to build or you may even live in a home he’s helped conceptualize. But of course, Mr Al Khadar won’t take all of the credit, because to him teamwork is the epitome of eco-nomic and environmental success. “A leader should believe that every-one is useful, all you have to do is dig deep.” Perhaps it’s metaphorical but the meaning behind the mes-sage is something that propelled Mr. Al Khader along with Abu Dhabi to a status few other leaders and cit-ies relish: visionary.

These visions are nothing short of award winning. Abu Dhabi,

in fact, was one of the 15 cities shortlisted in October 2014 for the Guangzhou International Award for Urban Innovation. As well, Mr. Al Khadar was personally award-ed the prestigious Rabdan Award for Best Executive Director, which recognizes excellence in the field. “It was quite amazing,” said Mr. Al Khadar of his win, who then went on to say: “I have previously won four or five awards but from the Rabdan, (as it’s awarded based on submitted documentation) you’re able to dig deeper into what you have done and see the things that you are capable of.” This, he is re-ferring to, is “the audit room”. A process of sorts, which he created, whereby approvals are drummed down into one streamlined, sanc-tioned service. “Instead of the cli-ent submitting documentation for approval, which ‘usually’ is miss-ing vital sections, is now a pro-cess that ensures the clock does

not tick until the planner is able to sign off and say the documen-tation is acceptable. This gives us a 90 percentile on improvement.” That same year their plan won the most improved at Radban too.

Aside from his many awards, what supports Mr. Al Khadar’s stellar 17-year service to his previous posts within Aviation, General Investment, Ports and now the Urban Planning

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sector, are four de-

grees. The Executive Director pools his educa-

tion, which includes a BS in Aerospace from Metropoli-

tan State University of Denver, USA, an Executive MBA from

the American University of Shar-jah, UAE, an Executive Education in Competitive Strategy from INSEAD, France and an Executive Education in Governs from Harvard University, USA, to lead (and learn from) a sec-tor that is so vital to the future of Abu Dhabi, that it now has it’s own fifteen year implementation plan.

“At UPC we are the custodi-an of the 2030 plan and we are assigned by the government to

make sure the plan is on track,” confirmed Mr. Al Khadar. “Yet, there are so many stakeholders, entities, corporations’ interests, and commercial entities to man-age so we have to have a strong communication plan. We’ve found that when you share knowledge with different entities, it works. We let them feel that they’re apart of it and their inputs are very vital. There was trust created through this communication plan.” This, it seems is the cornerstone of Mr. Al Khadar’s ability as a leader to be forward thinking and engage with the many hands that make light of

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opers are seemingly paying atten-tion to the advice and attributable evidence UPC is privy to provid-ing. “In particular, one developer we tried to convince to implement middle-income housing, which he’d never thought of. We spoke to him about the market noting that it hadn’t been addressed and we gave him some numbers. He then went on to assign a company to do the project.” This then be-comes a benefit to the business of building cities as well as to those who live there.

Then, to prove the power of that progression came an announce-ment a day before our exclusive one-to-one discussion about the future of Abu Dhabi and Mr. Al Khadar’s role in it. UPC confirmed that the Integrated Concept Mas-ter Plan (ICMP) for Al Reem Island had been approved, citing that the future of the Capital is on track ac-cording to the 2030 vision. This vision includes a more concentrat-ed and concise effort to develop infrastructure in and around the island.

Also in the pipeline is the develop-ment of Yas North, Madinat Zayed and Mirfa Civic Centre in Al Ghar-bia, Al Jimi Mall expansion in Al Ain, Saadiyat Cultural District and a few that currently aren’t allowed to be “disclosed” according to Mr. Al Khadar. However one important addition to these developments is to note that UPC now mandates that any development must have a school, parks as well as mosques to ensure the infrastructure is a well-rounded and beneficial com-munity addition. These factors play

the work. As is his ability to admit failures.

Aptly speaking: “When we re-launched the Estidama program in 2010 we faced great resistance probably because the market wasn’t ready. There’s no shame to say that there was no proper communication plan either.” How-ever, after a two year “resistance” period followed by a slow toler-ance, which reached a crescendo in 2013, did the market then start to “accept the implementation”, according to Mr. Al Khadar. Now due to a series of highly effective training workshops, is the Urban Development & Estidama Sector operating at a per functionary lev-el. So much so that Estidama went

from working with two suppliers to now, what is estimated to be, over 120 suppliers. “That’s a lot of market variety created because of Estidama. A lot of developers now approach us too.”

There is a downside, however, to the dramatic rise in development. “The challenge is managing the growth. We have to balance devel-opers. As a matter of fact they’re not concerned with their sur-roundings, they’re concerned with their plot. So if someone wants to build a hospital but there’s anoth-er hospital two kilometers away, planning wise that’s wrong. But the investors don’t care. That’s where we came in. We manage the growth.” On the upside, devel-

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into a much larger part of the ac-tion plan: Plan Capital.

“Last year the first milestone was finishing the Plan Capital with 70 entities through specif-ic workshops,” confirmed Mr. Al Khadar. “It was a huge exercise done over six months.” Accord-ing to the Emirati this process al-lowed for a clear focus, for: “An update of the plan that was very fruitful and very solid as we had everyone involved. Now we know the growth boundary of the cap-ital as well as that of Plan Al Ain 2030, Plan Al Gharbia 2030 and Plan Maritime 2030. At a certain time we will revisit the boundary but for 2030 the aim is to reach 150 million m² GFA (gross floor area). We’re now at 96 million m² GFA.” Calculated expansion is the pivot point for securing the suc-cess of the Emirate. It’s also mo-tivation to bring together the sur-rounding areas under one unified umbrella of development.

Following the Plan Capital comes three more milestones, namely the CIP (capital investment plan), which according to Mr. Al Khadar is: “A concept that was not put in the initial 2030 plan. Yet it gives a clear picture of how much the government will spend to get this plan completed.” And when we asked why it wasn’t included in the seed stage? He simply said: “We learn from our lessons.” The plan was submitted last September to the government for approval. UPC is still waiting for that approval to move forward with the third mile-stone: implementation.

The fourth and final milestone is the accuracy of the macroeconom-ics, which directly and indirectly contributes. “This is very important because it affects the plan a great deal. Especially if your population is not what you expect then the plan affects the GBD, which affects eco-nomics. As well, the prices of oil, political stability, the natural growth

of the population; all these com-ponents affect the macroeconom-ics. As for numbers… We’re being conservative; we’re being realistic. If we record more growth in 2020 then we expected, that’s OK, but if you plan for more than you need, then that is a problem. So the UPC has agreed that on an annual basis we’ll review the numbers and see if we have deviated from the origi-nal plan.” Overall there is a plan for the plan and the effects will be felt in the Capital over the next coming decade.

So in lieu of the limelight that is currently being shone on the master plan, Mr. Al Khadar simply sums up his position on the subject by say-ing: “Today, in my world, we speak the same language as the clients. I create a balance between UPC and the developers. That balance helps to strengthen the relationship. That’s the culture I have created in my sector at USP.” That’s the culture of the Capital!

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7140 Fareeha Collection Press Ad 205mm x 275mm.pdf 1 12/4/14 6:34 PM


N O ORGANIZATION ex-ists in a bubble. In fact, one might go so far as to say absent the rela-

tionships with customers, clients, partners, suppliers, and countless other entities, an organization has no reason to exist. Each relation-ship can be extremely complex, made more so by the myriad inter-relationships that the organization must manage among all of them at once. Then there are competi-tors and government regulations to consider. To complicate mat-ters, the organization must also look inward, toward its human and financial resources, plant and equipment—all the considerations known as “internal environmen-tal factors” that have to be deftly managed on a daily basis in order to just stay in business even before growth and competitive advantage are achieved. Internal and external resources have to be managed with a view to day to day operations as well as for the long term—perspec-tives which often are at odds with each other. Management must be efficient and effective, all the while balancing conflicting respon-sibilities to all stakeholders, which include not only the owners, cus-tomers, and employees of the busi-ness, but also those affected by its operations and who are dependent on the organization for manage-ment of its affairs in compliance with cultural and environmental

Managing Partners and Resources on

the Road to Excellenceconsiderations.

The road to excellence is strewn with so many obstacles it’s a wonder that any survive, much less excel. But excel they do, and there are many examples in Abu Dhabi that we can not only admire, but learn from.

In the Abu Dhabi public sector are many organizations that have achieved a level of excellence wor-thy of EFQM (European Foundation for Quality Management) recog-nition. They have done so with a philosophy of management that respects and is sensitive to socie-tal and environmental impacts. As a prime example, Etihad Airways has a large number of partnerships with various other airlines that help the company provide air service to more than 300 destinations world-wide. With effective management of these partnerships and by playing on the complementary strengths they share, this state-owned airline has been able to grow exponentially and has become one of the leading airlines in the world.

In the same way, other government organizations such as the Abu Dhabi Health Services Company, SEHA and Abu Dhabi Gas Industries, GASCO, seek to make efficient use of tech-nology and resources while limiting to the greatest extent possible neg-ative environmental and societal im-pacts from their activities.

But what exactly does the EFQM Model dictate when it comes to managing resources and partner-ships to enable excellence?

Manage Partners and Suppliers for Sustained Benefits

One of the necessary factors in achieving excellence is a long term outlook. This is true for all areas of operation, including partner and supplier relationships. Firms achieve excellence at least in part by managing their relationships for the long term. As we stated before, oftentimes near-term and long-term considerations conflict with each other, but the excellent orga-nization never forsakes long-term relationships for short-term gains. Long-term relationships—whether personal or business—are built on a foundation of mutual trust and re-spect. All business dealings should be straightforward and transparent; motives clear; all relevant informa-tion shared not only for legal but also for moral reasons. At times, sharing information may seem counterproductive, but in the long run, faith and good will are returned to the organization.

Relationships among partners and suppliers cannot be managed identi-cally, as they have unique needs and requirements and should be dealt

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EMPOWERING EXCELLENCE


with in their own way. The excel-lent organization develops engage-ment policies suited to the unique requirements of each partner or supplier, molding the policies to suit the needs and goals vis-à-vis each one, ensuring that the maximum benefit accrues to the organization from each relationship. A compre-hensive Stakeholder Management and Communication Plan—a set of documents detailing how commu-nication is carried out with each of the organization’s suppliers and partners—is invaluable in ensuring that all aspects of communication are planned and that the organi-zation maintains consistency even through inevitable changes in man-agement and other circumstances.

Excellent firms have networks that help pinpoint new opportunities in the partnership arena. They know how to build and nurture these re-

lationships to enhance their value and to provide mutual benefits to organizations and their stakeholders. Seamless processes are developed and both firms in a partnership work together for long term, sustainable excellence. In this way, the various partner firms can achieve shared goals by pooling their resources, knowledge, and expertise, while economizing on expenses and pro-moting mutual growth and success.

The Abu Dhabi Media Company (ADM) entered into one such part-nership recently from which it is al-ready seeing benefits and growth. As a result of a collaborative part-nership with OSN, the region’s lead-ing pay-TV network, since Septem-ber 2014, ADM’s subscription based channels are available exclusively on OSN. The Chairman and Manag-ing Director of ADM, H.E Mohamed Ebraheem Al Mahmood said while

speaking about this partnership, “This strategic collaboration will re-confirm our position as one of the largest, multi-platform media and entertainment organizations in the UAE and the Middle East and will contribute to Abu Dhabi Media’s innovative portfolio and add to its success.” He went on to talk about how expanding their broadcast ra-dius to additional regions is part of ADM’s core strategy. This partner-ship helps fulfill these goals.

Manage Finances for Sustained Success

Anyone who has been involved in the initial stages of a business knows that one of the most import-ant considerations of surviving the startup period comes down to two words: Cash Flow. Through the mir-acle of accrual accounting all can

17


appear rosy, but as they say, cash is king, and if there’s not enough of it when needed, all the excellent management in the world won’t save the enterprise. With this, the overall financial management of the firm must be based on sound strategies, policies, processes, and procedures that support the com-pany’s goals and reason for exis-tence. (This concept is so common in some companies that it is simply referred to as “S3P,” with no apol-ogies to C3PO of Star Wars fame.) Then the firm reviews and revises S3P on a regular basis to ensure it is in alignment with market and regulatory conditions.

When circumstances warrant, the firm will invest excess capital in short- and long-term instru-ments that align with its finan-cial goals and plans. Investing the firm’s hard-earned capital in the market requires careful evaluation of those investment vehicles and the company’s projected needs. With that said, excellence requires that the firm not only evaluate its investments from the standpoint of timeliness and absolute return on investment, but also considers those investments’ long-term so-cietal and environmental impacts.

Stakeholders—partners, custom-

ers, and suppliers—can be vitally interested in and affected by the firm’s financial activities. The goal of excellence cannot be achieved unless a company, especially a pub-lic one, is open, honest, and trans-parent in its financial management and allows its stakeholders to be fully aware of the risks involved in its operations. It must be apparent that current expenses conform to published long-term goals and strat-egy. These stakeholders, those who partner with and make production decisions based on long-term sup-ply contracts with the firm, cannot be expected to plan their affairs vis-à-vis the firm that does not warrant

Managing Partners and Resources on the road to excellence

Manage partners and suppliers

-Segment and di�erentiate partners and suppliers, in line with the organization’s strategy-Build a sustainable relationship with partners and suppliers based on mutual trust, respect and openness.-Establish extensive networks and identify potential partnership opportunities.-Work together with partners to achieve mutual bene�t

ManageFinances

-Develop and implement �nancial strategies, policies and processes to support the overall strategy-Design �nancial planning, control, reporting and review processes to optimize the use of resources.

ManageAssets

-Develop asset management strategies in line with organizational strategy-Optimize the use and e�ectively manage the lifecycle of assets-Manage the impact of operations on public health, safety and the environment

ManageTechnology

-Develop IT strategies and policies that support the business-Use technology and IT-enabled processes to support and improve toperational e�ectiveness-Involve stakeholders in the adoption of new technologies to maximize bene�ts-Use technology to support innovation and creativity

Manage Information and Knowledge

-Enable leaders to make informed decisions driven by reliable information-Transform data into information and knowledge that can be shared and used-Encourage and enable innovation through knowledge and information sharing

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their full faith and trust.

Effective Management of Assets and Resources

In addition to its human re-sources, a firm has various oth-er physical resources—plant and equipment, natural resources, etc.—at its disposal to create a salable commodity. The utilization of these resources is subject to a wide array of methods. Physical infrastructure is subject to con-stant depreciation, wear and tear, damage from use or misuse, or even loss through natural disaster or simple theft. The excellent or-ganization actively seeks out ways to protect and improve its use of natural resources and plant and equipment to get the most out of them, to use them most efficiently and in ways that add value to the firm’s short- and long-term goals and strategy.

The path to excellence includes consideration and effective man-agement of issues related to public health and safety and the effect of the firm’s operations on the nat-ural environment. Some firms, by the nature of their operations, are bound to have adverse effects on ecological systems and so must take special care to mitigate those ef-fects wherever possible.

As a prime example, GASCO, a state-owned Abu Dhabi gas com-pany, strives to protect the envi-ronment from adverse affects of their operations. This company has taken many steps to ensure a healthy environment and the safety of the surrounding resi-dents. An important step toward this was the development of an Environment Impact Statement as part of HSEIA. They have also worked to reduce flaring, achiev-ing a 73% drop since 1998 through several initiatives. In 2008 they in-troduce the GASCO Energy Award

with the aim of enhancing energy conservation and environment preservation. GASCO also adopt-ed the ADNOC Air Quality Emis-sion Monitoring Program and has a number of monitoring stations at its sites that obtain air data on a regular basis. This data is used for comparison with stringent air quality objectives and standards so that improvement is constantly made. In this way, GASCO is better able to control harmful air-borne

strategy.

It is also important to note that the technology used by an organi-zation must be up-dated constant-ly. The development of completely new technology, as well as the im-provement of older, continues at a faster and faster pace. A firm that is not cognizant of technological developments that can improve its operations will quickly lose ground to others that are.

chemicals, making a safer environ-ment for residents of nearby cities and towns.

Manage Technology to Deliver Strategies

The operations of every field can be enhanced and improved through IT and other modern technologies. Virtually every firm can make use of new technology to advance and achieve excel-lence. However, the technologies a company incorporates must be in line with its overall business

Here in Abu Dhabi we have an example of excellence in the use of technology. One of the stra-tegic goals set by SEHA, the Abu Dhabi Health Services Company, is to “Ensure patient safety and build patient trust in the health-care system.” They also aim to “Develop the infrastructure re-quired to achieve and support world class standards for health-care delivery.” As evidence of their success in moving toward these goals, they were awarded the Cerner Achievement Innova-tion Awards 2014, a recognition of excellence in adopting Health


19



Care IT Technology in the Middle East. They took these awards in the categories of “Achievement and Innovation in Patient Care Delivery” and “Achievement and Innovation in Patient Care Deliv-ery in Departmental Experience.” In both cases, SEHA was able to meet their strategic goals with the use of technology, creating IT systems and using other tech-nology to improve healthcare delivery standards, including im-proved diagnostics and reduced waiting time for patients.

SEHA also signed a cooperative agreement with Canada’s research hospital, University Health Net-work (UHN) to advance their strat-egy to “Build a solid foundation for Research & Development and Education within SEHA.” The two organizations will partner to share knowledge and information and carry out research that will help them keep abreast of the latest healthcare technology, facilitate the exchange of other enabling technology, and provide other ben-

efits to both organizations.

Manage Information and Knowledge

Excellent firms are able to trans-late raw data into useful contex-tual knowledge and information that can be used to predict future trends and aid in decision mak-ing. This is a key strength an or-ganization must foster in its lead-ership so that the excellence of the firm is sustained and spread throughout the organization from the top down.

Information and knowledge can be relevant to employees, and other stakeholders who may be external to the firm. While it may be neces-sary to share information external-ly, it must be done in a systematic manner and monitored, especially if the information is proprietary intel-lectual property of the firm.

An excellent organization will keep a sharp look out for innovations at

all times. Information concerning appropriate technological develop-ments can come from anywhere, so the firm should not be quick to ignore suggestions from even the most unlikely place. Information can come in many forms: current performance and capabilities of the people and processes, emerging customer requests or needs, and developing market strengths and weaknesses among others. All can be indicative of new opportunities or conditions ripe for advancing the firm’s technological base.

As the government of Abu Dha-bi evaluates different firms taking part in the Abu Dhabi Awards for Excellence in Government Perfor-mance, the Partnership and Re-sources Enabler criteria will play a huge part in establishing the level of excellence of the government organizations under review. The effective management of this cri-teria with relevance to the firm’s stakeholder-oriented strategies can guarantee the success of a firm and enable true excellence.

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S IT DOWN WITH Dr Marc Ruemmler, the Chief Op-erating Officer (COO) of Healthpoint Hospital, and

pretty soon you will realise how much patient satisfaction matters to him. “Offering world-class medical care and outstanding patient experi-ence are at the core of Healthpoint’s vision,” Ruemmler says. And, judging from the way he speaks, they’re in line with his personal vision too.

Healthpoint and the future of healthcare

Ruemmler, a German board-certi-fied physician, joined the multi-spe-cialty hospital based in Abu Dhabi’s Zayed Sports City in April 2014. “Tak-ing part in the creation of a world class healthcare facility was an in-credible opportunity for me. I like to be part of new projects; it gives you the chance to influence things in the right direction from the start. That’s what encouraged me to join Health-point.” Moving to Abu Dhabi would also be a great chance for the Ger-man doctor to improve his ‘driving’ skills at Abu Dhabi’s Yas Marina F1 Circuit, as he notes with a big smile.

Medical treatment close to home

Healthpoint hospital is a division of Mubadala Healthcare – a busi-ness unit of Abu Dhabi govern-ment-owned Mubadala Develop-ment Company— which aims to fill the gaps in the healthcare sector and boost the quality of medical services.

By providing the best medical treat-ments and services, and offering pa-tients a ‘unique’ medical experience, Healthpoint aims to cut the patient’s need to seek treatment outside the UAE. With 17 surgical and non-sur-

POWERED BY22


DELIVERING EXCELLENCE IN MEDICAL SERVICES

gical lines, the hospital offers a wide range of general and specialist med-ical services including ENT, paediat-rics, gynaecology, cardiology, urolo-gy, dermatology, plastic surgery and family medicine among others.

The hospital also pays special atten-tion to orthopaedics and spinal sur-gery, which are ranked amongst the main specialities for which Emiratis seek treatment abroad. It is home to Abu Dhabi’s Knee & Sports Medicine Centre, a 1,000 square metre phys-iotherapy centre which is the largest of its kind in Abu Dhabi, specializing in the diagnosis and treatment of pa-tients with knee, shoulder and other sports related injuries. It is also home to the Abu Dhabi branch of the Seoul-based Wooridul Spine Centre, which is dedicated to the treatment of spinal injuries and chronic back pain, and has received worldwide acclaim for its innovative approach-es. The multi-specialty hospital also

partners with other healthcare fa-cilities at Mubadala Health Network including the Cleveland Clinic Abu Dhabi and Imperial College London Diabetes Centre in Abu Dhabi.

“Being part of Mubadala Health-care Network allows us to provide a comprehensive model of care to our patients,” Ruemmler empha-sises. “With the presence of such specialty treatment centres offering incomparable healthcare services that are equal to services provided by top health providers worldwide, we hope that citizens would con-sider us before travelling abroad for medical care.”

A recent survey commissioned by Ethos Integrated Solutions revealed that 25 per cent of UAE nationals and 24 per cent of UAE residents are choosing to seek medical treat-ment abroad. And this is something medical treatment and healthcare experience, and this is something we are offering here in the UAE. We have some of the best doctors in the world in addition to world-class fa-cilities in the Mubadala Healthcare Network,” Ruemmler explains.

In fact, the UAE healthcare sec-tor has been witnessing constant expansion and development in recent years, a trend attributed to the growing demands for qual-ity healthcare services and the increasing number of lifestyle-re-lated diseases such as diabetes and cardiovascular diseases. These factors have served as a growth driver for the UAE health-care market, which is expected to grow at a CAGR (Compound An-nual Growth Rate) of around sev-en per cent during the forecast period 2015 to 2020.

But while the UAE healthcare mar-ket is expanding, the rising cost of medical treatment is still a major concern for many citizens of the UAE, who cite lower prices as the main reason for seeking treatment

abroad. Ruemmler doesn’t have much to say about cost of medical treatment and services abroad, but he makes a point on saving mon-ey on other related expenses.

“If we add the travel and accom-modation expenses for a medical trip abroad, I’d say that seeking treat-ment at home makes more sense, fi-nancially,” he notes. “I must add also that patients often like to be near their family, and this is not often an option when you travel abroad.”

The ongoing technological advanc-es in the UAE’s healthcare sector are also promising to cut the costs of local medical care while offering solutions to various health issues. A Bloomberg report of the most efficient healthcare systems in the world in 2014 ranked the UAE in 9th place, ahead of Canada, Germany and the United States.

Dr Ruemmler cannot agree more. “Indeed, the UAE has one of the best medical equipment I have ever seen. Take 3 Tesla MRI scanners for example. They’re available in many hospitals here, while you can only find them at university hospitals in Germany,” he adds.

While evolving technology has changed the way we diagnose diseases, “which is a blessing”, it also means more computer work, Ruemmler says, noting that some doctors spend more time in diag-nostic procedures than talking to the patient. “We at Healthpoint Hospital try to strike the balance between the two and focus on supporting our caregivers to give their full attention to their pa-tient,” he claims.

Reaching out to the community

Although the UAE scores high when it comes to modern facilities and technologies, gaining patients’ trust is what matters the most when it comes to healthcare. “We have

Dr Marc Ruemmler, the Chief Operating Officer (COO) of Abu Dhabi’s Healthpoint Hospital shares with Badar Salem the health facility’s big goals and ongoing plans for the UAE healthcare market

23


excellent care givers, and we offer outstanding medical experience to the patient. But our number one priority is to gain patients’ trust and this is something that cannot be de-livered or explained in a marketing campaign or a brochure. It takes time and a lot of work. This is our mission,” Ruemmler stresses.

Providing excellent clinical and medical services are not the only ways hospitals can help in improv-ing the health of their community. Healthpoint, which employs ap-proximately 50 doctors and over 570 staff total, has pursued an ex-haustive approach to community engagement and wellness.

Together with Mubadala and other healthcare partners, Health-point has been involved in many community initiatives that aim to improve the health of the UAE population including IPIC World Tri-athlon Abu Dhabi, Imperial College London Diabetes Centre’s WALK 2014, Mubadala Tennis Champi-onship and the World Wrestling Entertainment (WWE) among oth-ers. Healthpoint is also taking part in Fatima bint Mubarak’s Women’s Wellness Initiative, which aims at promoting healthy living amongst

women through a series of semi-nars and fitness-related events.

“Through our various community initiatives, we try to give something back to the people of the UAE, even if it’s not a direct hospital service. It’s also a way of creating aware-ness of what we do and who we are,” Ruemmler says, noting that Healthpoint is also partnering with Abu Dhabi’s Etihad Airways to offer health screening and wellness ser-vices to their staff.

For next year, Healthpoint is planning to leverage their part-nership with Manchester City Football Club. As Barclays Pre-mier League Champions’ regional healthcare partner, Healthpoint and Manchester City medical staff will share best practices for treat-ing athletes in sports medicine. An internship will also be offered to a Healthpoint sports medicine pro-fessional to train alongside City’s medical team in Manchester.

“Some of our biggest goals right now are to further establish the Mubadala Healthcare Network, reach out more to the community, and attract more patients from the UAE and the broader Middle East

region,” Ruemmler says. “We’re also looking forward towards ex-panding our partnerships with the public and the private sectors.”

The UAE’s healthcare market clear-ly has a lot to offer. But unlocking its potential, however, does not come without challenges. Finding and at-tracting talent is among the biggest challenges facing healthcare provid-ers in the UAE.

“I perceive obtaining and retain-ing talent to be the most import-ant challenge for us. At the end of the day, if you want to be the best healthcare provider, you need to have the best talent,” Ruemmler says. “There’s also a need to estab-lish quality patient-reported out-comes, as an essential tool to mon-itor and improve quality and health outcomes in a transparent way.”

As for the future, Ruemmler pre-dicts medical tourism to continue to play an important role in the healthcare market worldwide, and the UAE to become one of the top destinations for medical tourism.

“We’re building the best health-care systems in the world. Right here, right now,” he concludes.

DELIVERING EXCELLENCE IN MEDICAL SERVICES

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To book an appointment, please contact: Healthpoint Hospital, Zayed Sports City, Abu DhabiToll Free: 800-ADHEALTH | Tel: +971 2 492 9000 | Email: [email protected]

Offering World-Class Medical CareIn the Most Comfortable and Luxurious EnvironmentHealthpoint Hospital is an elective, multi-specialty hospital providing sports medicine and lifestyle healthcare services. We strive to offer our patients the highest levels of expertise and treatment of an international standard, right here in Abu Dhabi.

Under our coordinated care model, our medical team works cooperatively to provide a wide range of servicesacross the following disciplines:


C ONSTRUCTION AND GOV-ERNMENT services ac-count for more than half of all employment in Abu

Dhabi. Abu Dhabi’s Vision 2030, launched under the leadership of H.H Sheikh Khalifa bin Zayed Al Na-hyan, has acknowledged the impor-tance of a strong construction and real estate sector in uplifting the economy of Abu Dhabi.

While Abu Dhabi hasn’t had a construction boom on the same level as Dubai, this can be viewed in a positive light. Rather than vy-ing for construction of the tallest buildings, Abu Dhabi has focused on what the emirate needs and is

Abu Dhabi’s

Urban Planning and Development Scenebuilding towards this goal.

Abu Dhabi’s Urban PlanThe Abu Dhabi Urban Planning

Council (UPC) was established in 2007 as the agency responsible for the future of Abu Dhabi’s urban en-vironments, and the authority be-hind the visionary Plan Abu Dhabi 2030 Urban Structure Framework Plan published in September 2007, which serves as the blueprint for the Emirate’s urban design.

Chaired by H.H Sheikh Mohamed bin Zayed Al Nahyan, Crown Prince of Abu Dhabi and Deputy Supreme Commander of the UAE Armed

Forces, UPC is tasked with devel-oping strategic development plans designed to shape the Emirate’s urban landscape along with as-sociated land uses. Included in its mission are the goals of ensuring sustainable and well-managed development, infrastructure ca-pacity, community planning, and improvement of the quality of life by overseeing development across Abu Dhabi and creating guiding principles for all critical develop-ment projects. The Urban Planning Vision 2030 is truly an example of a well-documented government plan. It integrates all elements re-quired to make Abu Dhabi a great place to live, learn, and do busi-

26


IN FOCUS

ness, including a comprehensive Land Use Framework, Urban Street Design Manual, and Coastal Devel-opment Guidelines.

The Vision 2030 is the ultimate goal and is articulated through a set of overarching principles. These are based on the four pillars of Estidama (Arabic for sustain-ability), which sits at the core of the Urban Structure Framework Plan. Developed in collabora-tion with the Environment Agen-cy-Abu Dhabi (EAD), Estidama is the first environmental framework of its kind tailored to the region. The overarching principles were developed to guide the prepara-tion of all of the UPC’s plans, pol-icies, standards, and guidelines, which form the remaining layers of the hierarchy.

The urban planning principles primarily focus on:

❖ Creating a sustainable Emirate that protects resources for cur-rent and future generations

❖ Supporting and enabling economic diversification and growth

❖ Raising the standard of living across the Emirate

❖ Protecting, enhancing, and promoting Arab and Emirati culture and traditions

❖ Embracing contemporary living and respecting the diverse cul-tures of those residing in Abu Dhabi

Another key facet of the plan is the concept of creating or improv-ing Abu Dhabi’s land use, effectively

creating distinct districts or zones across Abu Dhabi including:

National parks: Development has been restricted in a number of pro-tected areas across Abu Dhabi in or-der to preserve natural ecosystems including the Mangrove National Park that can be found along the Eastern Ring Road as well as along the Sheikh Zayed Bridge from Saadi-yat to Yas Island where absolute pro-tection has been put in place.

Capital City: The new district for government offices just outside Abu Dhabi Island now hosts uni-versities and other state entities in-cluding many government depart-ments and authorities. It is located between Khalifa City and MBZ City.

Central Business District: The areas around the Corniche all the way to Sowwah Island are being called the central business district. This is one of the zones of the capital where high-rise towers are permitted by

27


IN FOCUS

urban planning authorities. The sky-line has changed dramatically in the last five years with the recent com-pletion of several mega projects on Reem Island, Sowwah Island, and along the Corniche. The Abu Dhabi Municipality has also contributed by smoothing the way in this congested zone with the delivery of the new Salaam Street and tunnels that have greatly improved traffic flow.

Cultural District: The develop-ment of Saadiyat’s Island and the many cultural and tourist attrac-tions including museums, resorts, and cultural centers has attracted many new visitors in the last few years. The Louvre Abu Dhabi is un-derway for a target grand opening on National Day 2015. The Zayed National Museum will follow in 2016 and the Guggenheim will be delivered in 2017.

Abu Dhabi’s Construction and Real Estate Boom

The Emirate of Abu Dhabi and the UAE as a whole have undergone a major transformation over the past three decades. This change is un-paralleled in the history of human civilizations. From being a barren, deserted land, Abu Dhabi has be-come one of the most modern cap-ital cities of the world.

Growth in the construction sector can be traced back to the 1960s when oil became a major source of wealth. This wealth led to a com-plete modern re-development of Abu Dhabi and the start of the con-struction boom. While this boom has not been on the same scale as Dubai, by world standards there has still been considerable growth in the region.

Today, Abu Dhabi boasts a number of skyscrapers that increases the charm of the city. In many ways, the government wanted the city to ex-pand, but they did not want to com-

pete in terms of height and design. The city they created, while modern, has a cultural and authentic feel.

In January 2014, the Abu Dhabi gov-ernment announced that foreign-ers can now own real estate in the Emirate on a freehold basis in des-ignated investment zones, seeking to attract more investors to its real estate sector. Residential units in the zones will be registered under Abu Dhabi’s freehold law, with property ownership deeds issued to investors. Previously, foreign investors in Abu Dhabi property were generally lim-ited to leasehold arrangements with 99-year leases. This change in policy marks the launch of a very important phase in the development of the real estate market in Abu Dhabi; a phase which presents new opportunities for growth and development offered by Abu Dhabi’s economy.

The residential market has wit-nessed strong growth over the last two years, averaging 25% prime sales growth in 2013 and 2014, with prime rents increasing 17% in 2013 and 11% in 2014. Retail and hospitality developments also

continue to witness strong growth and return, spurring a boom in the development of new malls, hotels, and entertainment complexes over the last few years.

Contribution to the Economy of Abu Dhabi

The real estate industry adds around 7% to the GDP of Abu Dha-bi. While this seems like a small number when compared with gas and oil, the fact that so many bil-lions of dollars are at play makes it a sizeable sum of money.

Abu Dhabi Economic Vision has realized the importance of the con-struction sector in attaining the goal of economic diversification of Abu Dhabi. The construction sector is considered one of the most import-ant, providing direct support to the focus sectors, which include energy, health care, tourism, defense, tele-com, and other sectors of critical importance to Abu Dhabi.

It is not an overstatement that without a strong construction sec-

28


IN FOCUS

tor the whole economy of Abu Dhabi would come to a standstill.

Outlook for Real Estate and Construction Sector in Abu Dhabi

Abu Dhabi is still experiencing a shortage of residential units in the region. Existing residential units are insufficient to meet the demands of the rising population, particular-ly that of the lower income brack-ets. In 2012, the government of Abu Dhabi pressed public sector employees living outside the emir-ate to relocate within its borders, adding to the high demand of real estate units in the capital.

The government has responded to the current shortage with the announcement of many new resi-dential projects over the next five years. The construction industry looks set for another boom—al-though based on the principles of sustainable growth. The retail and hospitality sectors are also set to reap the rewards as Abu Dhabi continues to become an increas-

ingly popular tourist destination, making it to CNN’s Top Ten Travel Destination List of 2015.

In addition, UAE Construction In-dustry Outlook 2016 predicts that Abu Dhabi will become the centre of a construction boom owing to 9.5% average annual GDP growth rate in the next five years. A num-ber of sectors such as residential, retail, and hospitality will create the next construction boom in the region resulting in an increase in investment in the large and prof-itable sector.

Iconic Projects Across Abu Dhabi

We who live in this city wait in an-ticipation of what the next decade will bring to the architecture and cultural attractions we already en-joy. As evidence of these, Abu Dha-bi already has plenty of impressive architectural wonders and edifices to amaze its guests. The architectur-al treasure of the city incorporates some of the most creative designs, adding uniqueness and charm to

the city. The architecture in Abu Dhabi has taken inspiration from regional elements such as billowing sails and shifting sand dunes and from international landmarks such as the Leaning Tower of Pisa and Twin Towers in US.

A sustainable future capital

With policies and regulations in place to encourage a steady pace of urban development, coupled with an urban planning framework that promotes sustainable and en-vironmentally friendly development growth, Abu Dhabi is poised to be-come one of the truly sustainable capital cities of the world.

With positive economic, social, and population growth statistics, Abu Dhabi will continue to flourish as people from high and low flock to the city in search for better jobs, better quality of life, and tourism. We would also not be surprised to see the weekend traffic flow on the Sheikh Zayed road change directions in the near future as more people are drawn to the ever evolving capital city.

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30

Let’s Benchmark!


E ffective urban planning is no small feat in today’s large and densely populated cit-ies. In order to make the best use of small

spaces and limited infrastructure capacities, urban planners are constantly returning to the blackboard to draw out new and innovative de-signs to make cities more livable.

31

Let’s Benchmark!


B Y NO MEANS an exhaustive survey, in this article we take a look at some of the great urban planning success stories from around the world and discuss why they

stand out as examples for others to follow. We looked at a number of different factors that make

Vienna, Austria

Munich, Germany

The Smart City

Transport and Sustainable

Energy

VIENNA IS ONE OF THE ONLY CITIES that rank in the top ten in every catego-ry of “Smart Cities.” Categories in which Vienna has taken honors are digital governance (ranked 8th), innovation city (5th), regional green city (4th), and qual-ity of life (ranked number 1). Vienna is

establishing bold, smart-city targets and is on track to reach them with programs like Smart Energy Vision 2050, Roadmap 2020, and Action Plan 2012-2015.

Vienna’s planners are incorporating stakeholder consultation processes into

these cities so livable including the extent to which city fathers planned their infrastructure and public transport systems, the use of land, and architectural design, all leading to a high quality of life for their inhabitants.

GERMAN CITIES ARE almost always at the top of the “Best Cities” list no mat-ter what the criteria. In this article, we look at the city of Munich which is con-sistently in the upper ranks of urban design. Munich has amazed the world by its initiative of becoming complete-ly energy self-sufficient by 2025 and is already 37% of the way there! By 2025, Munich aims to produce enough green electricity in its own plants—7.5 billion kWh/year—to supply all its electrical needs. The current production is 2.8 billion kWh, using wind, solar, water, geothermal, and biomass power.

building and executing carbon reduc-tion, transportation, and land-use plan-ning changes in the hopes of making the city a major European player in smart city technologies. The Austrian capital’s extensive public transport system is ex-tremely affordable, at just one euro per day if an annual pass is purchased, and is regarded as one of Europe’s best trans-port networks. The city also boasts some of the best-designed and most affordable residential housing, and it’s Habsburg-era coffee houses, architecture, palaces, operas, and other cultural institutions makes it a prime tourist destination.

Vienna is also leading the way in Smart City development. This means that the city uses information technology to im-prove the efficiency of city operations and the quality of life of its residents. A public-private partnership called TINA Vienna develops smart solutions for the city, such as the crowd-funded Citizen Solar Power Plant—a former slaughter-house-turned-startup-center. They’ve also expanded their electric vehicle charging network and have been exper-imenting with electric car sharing and electric bike rentals.32

Let’s Benchmark!


WIDELY REGARDED WORLDWIDE as the country with the best infrastruc-ture, Singapore consistently tops the lists because of the facilities it pro-vides its residents, flawless design of its neighborhoods, and immaculately clean public spaces.

With an efficient public transpor-tation network and the very current Mass Rapid Transit (MRT) rail system, getting around in Singapore is always a breeze. Not only are all modes of

Singapore Infrastructure Excellence

transport hassle-free, they are also ex-tremely affordable and efficient.

The city hosts a huge variety of in-teresting, beautiful, and varied archi-tecture, making the Singapore skyline a marvel to behold. The city is packed with unique modern architecture, soaring skyscrapers, colorful restored colonial shops and houses, statuesque British colonial buildings, Chinese and Indian temples, Muslim mosques, Christian churches, the famous colonial

Raffles Hotel, and futuristic shopping malls featuring entire walls as video screens.

Nonetheless, despite being a huge urban metropolis, Singapore is also full of natural outdoor spaces, green-ery, and quick, easy access to nature. The city boasts a world-class botanical garden, several hilltop parks, beaches, tropical islands, lakes, and tree-lined rivers and canals.

Another feat that makes this city a hub of smart urban planning is its vi-sually stunning subway systems. The extensive public transportation system consists of underground U-Bahn trains, the above-ground suburban S-Bahn train system, along with trams and bus-es. The S-Bahn goes through the city center, connecting its Central Station to the East while also visiting popular destinations for tourists. One all-inclu-sive ticket is valid for all modes of public transportation and may be convenient-ly purchased at vending machines, tram and bus stops, and newspaper kiosks.

33

Let’s Benchmark!


Let’s Benchmark!

Seoul, South Korea

Zurich, Switzerland

Layout and Design

Connectivity and Land Use

SEOUL HAS QUICKLY EMERGED as one of the top cities in Asia. The city is well-laid out in terms of public trans-port and infrastructure. The metro is well-connected and works in coordina-tion with the buses, taking commuters to all parts of the city with ease.

The city has separate demarcations for residential, commercial, and enter-tainment areas. The city also has an ef-ficient network of roads, highways, and flyovers. Spaces are clearly delineated for pedestrians and cyclists; there are special tracks for the cyclists so that they do not interfere with traffic on the main road.

Additionally, while being one of the most densely populated cities in the world, Seoul has plenty of green space and parks. The city hosts a large number of lovely Buddhist temples and summer places, surrounded by equally charming parks including the Olympic Park, with its facilities for jogging and exercising.

WE WOULD BE REMISS if we did not mention the Swiss when it comes to planning and organizing. The Swiss have meticulously planned each and every detail of urban life and infrastructure. An excellent public transport system and accompanying infrastructure connects the city re-markably well, allowing commuters to

catch a bus, tram, or train from almost anywhere in the city. Furthermore, it is one of the few cities that effectively connects the main city with the coun-tryside.

In addition to great design and infra-structure, the strict culture of punc-tuality in Switzerland adds to the effi-ciency of the system, ensuring you get where you want on time, every time.

With great landscaping and creative use of space including water systems, parks, and well-organized neighbor-hoods, Zurich is a picture postcard city; beautiful and extremely livable for res-idents and tourists alike.

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Let’s Benchmark!

Copenhagen, Denmark

Vancouver, Canada Brasilia, Brazil

Bicycle City

Urban Harmony Brazil’s Planned Capital City

COPENHAGEN DEFINITELY goes on the list of well-planned cities if for no other reason than its bicycle culture and the lifestyle this enables. The city has a long history of bicycle culture stretching back over 100 years. Over 30% of the inhabitants cycle to work or school in Copenhagen. Amazingly, this number is close to the total number of cy-clists in the United States.

Originally developed in1947, Denmark’s Finger Plan provides a strategy for the development of the Copenha-gen metropolitan area. According to the plan, Copenha-gen is to develop along five ‘fingers,’ centred on S-train commuter rail lines that extend from the ‘palm,’ that is, the dense urban fabric of central Copenhagen. In be-tween the fingers, green wedges provide land for agricul-ture and recreational purposes. The Finger Plan has led to a sustainable design for urban living and commuting whereby the urban center is in the palm and the fingers represent paths to the suburbs.

THIS CITY IS CONSISTENTLY RANKED among the top three cities in “Most Livable Cities” and “Best Cities in the World” lists. In fact, “Vancouverism” has become an internationally known term that describes a new kind of city living. Vancou-verism combines deep respect for nature with enthusiasm for busy, engaging, active streets and a dynamic urban lifestyle. Vancouverism means tall slim towers for density, widely sep-arated by low-rise buildings for light, air, and views. It is also exemplified by the city’s many parks, walkable streets, and public spaces, combined with an emphasis on sustainable forms of transit. This is achieved by livable, high-quality urban design through creative planning, combined with carefully crafted development policies, guidelines, bylaws, and ongo-ing reevaluation of the current and future states of the city. It is no wonder city planners and urban designers come to Van-couver from around the world to find inspiration for re-imag-ining their inner cities, and to look for inspiration for more sustainable ways to live healthy and sociable lives.

BRAZIL’S CAPITAL IS ONE of the best known planned cities in the world. From space it looks like a bird, or a plane... or Superman! The city was almost entirely built in forty-one months at great expense and opened in April 1960. It was intended to be a more centrally-located capital for the country whose previous capital, Rio de Janeiro, sits on the southeastern coast in the midst of much of the country’s commercial activity.

Today, Brasilia’s greater metropolitan area is home to nearly four million people. Of the cities of the world found-ed since 1900, it is one of the largest. The city is mapped out in the shape of a huge bird with specific zones assigned for different purposes such as residential, banking, hospi-tals, and business. It was recently chosen as a UNESCO World Heritage Site due to its modernist architecture and uniquely artistic urban planning.

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KNOWLEDGE EXCHANGE

T HE ROLES OF public sec-tor organisations are changing. They are in-creasingly becoming ser-

vice commissioners as well as ser-vice providers. It is also the case that public services are increas-ingly being provided by non-pub-lic sector organisations; particu-larly private sector organisations. Whilst this joint working between the two sectors has become the norm in the U.K. for major capital projects, such as the construction of roads, bridges and buildings, it is

Malcolm Morley

Public and Private Sector Joint Working

Malcolm Morley is Chief Executive of Harlow Council in the UK and is a Visiting Professor at the University of Bedfordshire specialising in strategic management. He can be contacted at [email protected]

now increasing for a diverse range of service provision.

Many different public sector or-ganisations are entering into joint working relationships with the private sector for the provision of services with varying success. A number of lessons have had to be learned in the U.K. to ensure that the potential of joint working is re-alised in practice. This experience has illustrated that it is easy to talk about joint working, and to use the language of partnership working

(one form of joint working), but dif-ficult to achieve it in practice.

Before seeking to enter into joint working with the private sector it is important for a public sector organisation to be clear about the following:

What does the organisation want to achieve from joint working?

What are the options to enable it to achieve its objectives?

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KNOWLEDGE EXCHANGE

What does the organisation want to achieve from joint working?

It is vitally important that this question is answered clearly. The answer often relates to meeting both external and internal objec-tives. External objectives often in-clude meeting service demand or providing access to assets, facilities and services or changing the socio-economic profile of communities. Internal objectives include filling re-source, competency, capability and capacity gaps or changing organisa-tional culture or changing organisa-tional strategy.

It could be that the organisa-tion wants to achieve a different balance between the economy, efficiency and effectiveness of re-source use and doesn’t believe that it can do this by itself. Similar-ly, it might want to achieve a great-er resilience in service provision and to transfer risk to the private sector. The rationale for seeking to explore joint working needs to be fully understood both internally and externally.

I have found that different parts

of the same organisation often answer this question differently. It is really important that these differences are identified and ad-dressed to remove confusion and to ensure that there’s consistency of communication, commitment and action. Private sector organ-isations considering working with public sector organisations need to understand the motivation and aspiration for the joint working. It can then look at what it is will-ing and able to contribute to the achievement of those objectives.

It is also the case that the objec-tives for the joint working need to inform and guide the develop-ment of the specifications to be designed to underpin the joint working. These objectives will define success and inform the de-velopment of milestones and per-formance requirements. They will also create a context for invest-ment and clarify the outcomes and outputs to be achieved.

What are the options to enable it to achieve its objectives?

There are three principal types of

joint working with the private sec-tor. These are:

Transactional.Collaboration.

Partnership.Transactional is the traditional

client and contractor relationship based upon a specification and compliance with it. The specifica-tion states that certain activities will be undertaken to produce specified outputs for an agreed cost and the contractor (not partner) is held to account against the specification. At its most fundamental the rela-tionship is based upon you specify what is to be provided, they provide it and they get paid.

Whilst this type of relationship can work for basic service provi-sion it is more difficult for more complex services. Transactional relationships create an ‘us’ and ‘them’ interaction. There is little scope for innovation and despite the evolving needs of service users the services stay the same as they are limited by the specification on which the contract is based. Vari-

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KNOWLEDGE EXCHANGE

ations from the specification are often costly.

The client incurs costs in contract supervision with ‘inspectors’ check-ing the work of the contractor to en-sure that it meets the specification. It is difficult for trust between the two parties to develop as the rela-tionship is based upon compliance and verifying performance. The interface between client and con-tractor often focuses on things that have gone wrong or where disputes associated with the contract specifi-cation arise.

There is little shared commit-ment to objectives or indeed shared objectives other than to ensure that the contract specifica-tion is delivered. Each party looks after its own interests.

Collaboration is where the pub-lic and private sector organisa-tions agree to work more closely together either informally or for-mally. There is a higher level of relationship development, more shared understanding of, and commitment to, shared objectives that provides greater flexibility of response to issues that arise. The two parties work together to de-velop the service offer and to re-spond to the changing needs of

service users.

Collaboration involves some risk sharing and a willingness to try in-novation. Whilst there is a clear focus on resource inputs, there is a greater willingness to focus on outputs and outcomes. Commu-nication is more proactive with is-sues and problems more likely to be shared with joint approaches to the identification and evaluation of po-tential solutions.

There remains, however, a clear distinction between the resources, competencies, capabilities and ca-pacity of the two organisations. The organisations work well together but they remain separate with clearly de-fined roles and responsibilities.

Partnership is where the public and private sector organisations have a tangible commitment to shared objectives, shared ac-countability for performance and a willingness to share risks and re-wards. They jointly support inno-vation, see resources, competen-cies, capabilities and capacity as shared and have compatible lead-ership and organisational cultures.

As partnerships develop the or-ganisations involved grow closer and closer together. Trust and con-

fidence grow and teams develop with shared aspiration, shared com-mitment, shared sense of identity and a sense of belonging. Ultimate-ly this can lead to the merging of the organisations into a single entity.

Lessons learned from the U.K.:

The different types of joint work-ing have significant implications for the organisations involved. The relationships and behaviours asso-ciated with each type of joint work-ing are very different. Using the language of partnership where a transactional relationship is the re-ality causes confusion, often leads to conflict and is likely to lead to underperformance.

It takes time, investment and lead-ership to move from transaction, to collaboration to partnership. It of-ten takes a change of organisational culture, and sometimes leader, to move from transactional to collabo-ration to partnership joint working.

Organisations in both the public and private sector will increasingly have different types of joint working for different activities and to reflect the different states of development of their joint working relationships. This creates complexity and requires not only strategic leadership but the

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KNOWLEDGE EXCHANGE

organisational competencies, capa-bilities, capacity and culture to man-age a portfolio of relationships.

Both public and private sector or-ganisations will only be able to fulfil the potential of joint working ex-ternally if they are effective at joint working internally. External part-nership joint working is only possi-ble if there is internal partnership joint working. If organisations in-ternally have transactional relation-ships they will find it very difficult to create the trust and confidence to be effective partners externally.

Organisations within the public sector will need to develop their joint working within the sector if they are to realise the potential of external joint working with the pri-vate sector.

Opportunities and Challenges

Joint working between the public and private sectors represents both huge opportunities and huge chal-lenges. Opportunities to challenge and to change the performance de-livered from public sector resources for the benefit of the communities served. Opportunities to support innovation, entrepreneurship and to ensure that learning is trans-ferred and used throughout the public sector.

Challenges to achieve the chang-es in organisational strategy, culture, behaviours, leadership, competencies, capabilities and capacity required to make joint working effective. Challenges also to recognise that joint working re-quires time and investment, rela-tionship building and that it can-not be achieved just by producing glossy documents stating that partnership working is in place.

The new reality

Traditional approaches to public services are no longer adequate.

Joint working within organisations, within the public sector and be-tween sectors will increasingly be required to enable the portfolio of public service outcomes desired to be achieved. All public sector lead-ers and managers need to develop the competencies to ensure that their organisations understand and can be effective in joint working. They also need to be able to iden-tify if the private sector organisa-tions that want to work with them have the leadership and cultures

necessary to make joint working possible. The procurement pro-cess needs to develop from just focusing on operational specifica-tions to include an evaluation of the competencies, capabilities and capacity of private sector organisa-tions for joint working.

A key question for leaders and managers for the future is: Do both public and private sector organisa-tions have the willingness and abil-ity to be effective in joint working?

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LocalEnterprise

Mohammad Al Falasi

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LocalEnterprise

MAF Auditing Accounting and Consultancy

80/20 rule, whereby 80% of the mar-ket share is dominated by the top 20% of the firms. These comprise the large local and international firms. The remaining 20% of the market is shared among a large number of small- to medium-size enterprises (SMEs). Mohammad has focused his initial efforts in capturing the busi-ness of this large pool of SMEs who need his services the most.

“When our clients succeed, we suc-ceed.” Mohammad tells us. “Many startups and small- to medium-size businesses cannot afford full time ac-counting and auditing staff, and that is where we come in. Even when they do have full time staff that manage the money and the numbers, most business owners and managers do not understand what these numbers mean. Our key value proposition is our ability to turn financial data into intelligence, empowering business owners and decision makers to make informed decisions based on em-pirical evidence and concrete data. We help businesses cut expenses, increase profits, and improve perfor-mance overall.”

Mohammad’s client list includes almost 250 enterprises across the UAE. Although he is a member of the Khalifa Fund for Enterprise De-velopment, Mohammad did not receive any funding from them or any other public funding establish-ment. However, he says that the government offers a lot of non-fi-nancial support. “They provide me with reference letters and rec-ommendations. This enables me

for him to gain the required hands-on experience and knowledge in the field. But working full time did not derail Mohammad from his goal. He focused his attention on learning the ins and outs of the auditing and accounting trade across multiple industries. In particular, Moham-mad focused his attention on the application of accounting and au-diting principles for large, publicly traded companies, privately held, semi-government organizations, and government departments. This experience enabled Mohammad to gain invaluable insights into not only good accounting and auditing practices but provided him the abil-ity to interpret financial figures and reports and turn them into valuable information. During this time, he used his experience and industry exposure proactively in creating his business plan and performing mar-ket research

Four months before his three year work anniversary at the Department, Mohammad kick-started his mission. He began to search for and inter-view potential candidates for the first of many roles to come at MAF Auditing Accounting and Consul-tancy. Mohammad finally launched his business in April 2012 in Dubai. Initially focusing on his core service offerings of auditing and accounting services, Mohammad has managed to successfully develop his service catalogue to over twenty services including business process outsourc-ing, management consulting, and business setup and feasibility study services. He is a firm believer in the

T HIS MONTH, PSE Magazine met up with the talented and very optimis-tic young entre-

preneur, Mohammad Ali Al Fala-si. Mohammad is a UAE National who lives in the rural Al Awir area of Dubai. He describes his family as a middle class Emirati family with traditional Bedouin roots, a fact that is clearly illustrated by his easy going, personable, and optimistic nature—a few of the many great trademarks of the Bedouin tribes.

Mohammad attended second-ary school in Dubai and then earned his Bachelor Degree in Accounting at the American University of Sharjah. Before we got a chance to ask Mohammad when he first starting thinking about starting his own busi-ness, he tells us, “From day one, I knew that I wanted to start my own business. But when I decided that I wanted to open my own accounting and audit-ing firm, I learned that I had to have at least three years of practical experience to estab-lish an accredited auditing firm under UAE laws. I also realized that experience was necessary to acquire the necessary skills and market insights required to compete in the industry.”

Soon after graduating, Mo-hammad took up a position at Dubai’s Financial Audit Depart-ment, which was the ideal place

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LocalEnterprise

MOST PEOPLE COMPLAIN ABOUT HOW THERE IS NEVER ENOUGH TIME, BUT I TELL

THEM THAT IS NOT TRUE. THERE IS TIME FOR EVERYONE AND EVERYTHING.”

to participate competitively in big government tenders and is a great support.” Khalifa Fund also hosts a yearly gathering where members can share their successes and chal-lenges as well as network with each other. “As one of only fourteen approved auditors by the Khalifa Fund, these networking events are a great opportunity for us to gain new business and forge new part-nerships,” continues Mohammad.

We asked Mohammad about the challenges that he has faced in setting up his business. He told us that competition in this industry in fierce, and what makes it even more so is the availability of so many freelancers who have flood-ed the market with cheaper rates. He approaches the challenge posed by freelancers from the cli-ent perspective. “I tell my clients: Can you sign a confidentiality and non-disclosure agreement with freelancers? No. Can you hold freelancers accountable for loss or file a case in the court? Not real-ly. I have an office. I have qualified and professional employees. You can trust us with your information and can rest assured that we will deliver the best services and will always be just a phone call or visit away.”

Finding the best employees is also another challenge says Mo-hammad. But he adds, “What’s even harder than finding good employees is keeping them! I have lost so many good people to clients who poach the best employees by offering a higher remuneration package.” We asked Mohammad what he does to overcome this challenge and he says, “I treat my employees like family. I offer com-petitive salaries and provide them with training, promotions, and all the tools required to improve and succeed. I keep an open door pol-icy and empower my employees to make decisions and to feel like part of the company.”

Talking about critical success fac-tors for establishing a new busi-ness, Mohammad tells us what motivates him. “Ever since I was a young child, I always knew that I wanted to have my own business. I believe in my vision and I always stay focused and work towards achieving my goals. Believing in yourself and following your dreams is half of the challenge and a big part of that is maintaining a posi-tive outlook. The rest is putting in

the hard work and getting the right people to help you achieve your dreams.”

Recently. Mohammad has shifted his focus to establishing his Business Setup Consultancy services in the UAE. He has since partnered with his first three international compa-nies for conducting the feasibility and market study, as well as finan-cial advisory and business setup services to enter the UAE market. Mohammad says, “Once you help them successfully setup their busi-ness in the UAE, they will stay with you forever. I provide our interna-tional partners with a complete and comprehensive range of services that will enable them to enter the local market in the best and most competitive way possible.”

We asked Mohammad how he manages to juggle his time between full time work at the National Audit Department and his business. “Not only am I a full time employee, I

am also currently enrolled in the National Army Service as well as in a part-time master’s program at Sheikh Mohammed Smart Univer-sity. Oh, and I forgot to mention, I am married and have three children too!” But, he says he always finds the time to manage his priorities. “Firstly, I am a firm believer in em-powering employees to make deci-sions and lead. I trust my employees to make all kinds of important deci-sions. We have also streamlined our

services which makes things easier to manage. For example, one of our popular services is our month-ly auditing and accounting package where we provide our clients with monthly, quarterly, and yearly ac-counting and auditing hours based on the number of transactions in a given period. Our services are ac-companied with the use of an in-ternationally recognized accounting software system as well as a com-prehensive set of business reports.”

Mohammad says, “I am working hard right now, day and night, and this is because I want to secure a comfortable future for my fami-ly and myself. But there is always time. You need to focus and manage your time accordingly. Most people complain about how there is never enough time, but I tell them that is not true. There is time for everyone and everything.” Mohammad says that effective time management is his biggest advice he has to offer to any aspiring entrepreneur. He adds,

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“If you don’t start something today, you will never start. There is no time like the present in the UAE market. Opportunities are everywhere and the economy continues to grow steadily. This means that the costs of establishing a business will increase as well. Living costs, rent, and prices of inputs will all increase, making it more expensive to start your busi-ness the longer you wait.” He also adds a piece of simple advice. ”Even if you don’t start the actual process now, start your business in your mind. Study the market, make your business plan and take the neces-sary steps towards your goals one day at a time.”

Another important piece of ad-vice Mohammad gives us is, “Do not get too comfortable where you are. One of my favorite quotes from H.H Sheikh Mohammed bin Rashid’s book is where he tells his readers that they always look to the future and never stand still. If you say you are comfortable where you are, you

are actually moving backwards, es-pecially if all those around you are moving forward while you are stuck in the same place.” Mohammad tells us there are so many government entities that support local entrepre-neurs with funding and administra-tive support, there is really no ex-cuse not to start your own business. “The local entrepreneur community is growing. I always encourage my friends and acquaintances to start their own business and I always recommend to go for zero-interest government funding instead of try-ing to secure bank loans.”

Last but not least, Mohammad shares with us an encounter he recently had with the founder of the Fathima Group of Companies in Abu Dhabi. He met with Mr. Haji Moosa who shared his story. Mr. Moosa came to the UAE from India in 1973. He came to support his uncle here and earn a modest living. Soon after starting work in a local grocery store, he decided

that he wanted to open his own chain. Without enough money of his own, Mr. Moosa borrowed from family and friends to estab-lish his first grocery store, Fathi-ma Supermarket, in 1975. Fathi-ma soon became known around the neighborhood and estab-lished itself as a friendly shop for everyday needs. Three decades later, Fathima has grown to a group of companies worth 500 Million AED, with a strong team of over 4,000 employees that has expanded into supermarkets, de-partment stores, catering, and trading. What Mohammad ad-mired most about Mr. Moosa was his humble and down-to-earth nature. He says that Mr. Moosa’s story is a great inspiration to any-one who has dreams of building his or her own business. He finish-es by saying, “If a man can come from Kerala, India to the UAE with no money in his pocket and build an empire worth 500 million AED, why can’t you?”

LocalEnterprise

45


Idea Watch

C YBER SECURITY is much more than simply a buzzword for any organization that uses at least one

computer connected to a network. In other words, Cyber Security is of interest to everyone, but especially so to those organizations that main-tain massive confidential data in their computer systems. Cybercrime, the theft of data and malicious in-vasion of computers and networks, has become so commonplace and so financially destructive that it is,

Cyber SecurityGuard Your Big Data

for most government’s law enforce-ment organizations, a major branch of operations. But law enforcement becomes involved primarily after a crime has been committed—after the firm has experienced the loss of confidential data of customers and business operations. Because of the extent to which computers and networks control virtually every complex system in the world, our very lives can be gravely affected by the malicious invasion of ingenious and skilled hackers. The effects of cybercrime can run the gamut from

merely inconvenient to life-threaten-ing. And the increase in the public’s reliance on computers and networks increases the magnitude of the risks involved. It is therefore vital for ev-ery organization to become acutely aware of cybercrime and how it can protect itself against this growing, world-wide problem.

Why Is Cyber Security Important?

Government, military, financial

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Idea Watch

institutions, businesses of all kinds store and process a virtually in-finite amount of confidential data through their networks and com-puters systems. The loss of this data can put a company out of business and cause governments untold em-barrassment and loss of confidence. As preventive measures grow more sophisticated, so do the attacks on the systems. It is a constant cat and mouse game where there is no clear winner at any given time.

The best way to prevent loss from

a cyber-attack is to treat cyber se-curity as importantly as any other department of the organization. Ensure all systems and networks as safeguarded to the fullest extent al-lowable by current technology. It’s expensive in both money and time for implementation of complex pro-cesses intended to guard access to date, but the alternative is even more expensive and the risk grows daily that an organization will be hit. Cyber security is a form of in-surance: you pay even though you hope it’s never needed. In the event that it is—and that is more than a “when” than “if”—the cost of secu-rity is a bargain by any reckoning.

Cyber Security as a Strategic Risk Issue

Cyber security should be treated as a business strategic risk rath-er than simply an IT problem. The world we live in is data driven and becoming more so every day. The company’s financial information, its intellectual property, its customer information, virtually its entire uni-verse exists in bits of data that are transmitted throughout the coun-try and the world. One might even make the case that the company’s reputation is embedded within its data; a loss of one is the loss of the other. It is therefore easy to grasp how important is guarding all this data from those who would steal and use it maliciously.

What Is Big Data? Big data is another buzzword that

those in IT are very familiar with, although its definition is somewhat nebulous. It refers to the unbeliev-ably large amount of data, struc-tured or unstructured, available to organizations from unlimited sources. In fact, the raw, unstruc-tured data can contain informa-tion the owner of the data doesn’t even recognize. The data only lacks “connection of the dots” to provide

information and intelligence that businesses and governments can use to great advantage for analy-sis, decision-making, marketing, and other uses only limited by the imagination. More data, with more powerful systems, can give an orga-nization a competitive edge through more accurate forecasting. Business decisions can be improved, risks and costs can be reduced, profits can be increased. There is no end to the advantages more data can pro-vide if understood, interpreted, and used correctly.

Big data is sourced from the mun-dane—a small mail list of custom-ers—to the esoteric—search pat-terns from millions of individuals’ computers. The market values so-cial media providers so highly pre-cisely because they have access to networks of billions of consumers, all talking about their likes and dis-likes, what they have just bought and what they would like to buy, which movie star is on the rise and who is a has-been. With IP address-es or even GPS coordinates, a com-pany can directly target consumers by location, age, sex, political affili-ation, entertainment preferences, and myriad other criteria.

All of this rolls up into what we call Big Data. Although there is no spe-cific, defined quantity for what con-stitutes “Big Data,” we can safely say that it can be measured in exabytes and has the following attributes:

VolumeOrganizations of every kind have

a virtually unlimited volume of data available at their disposal. However, a vast majority of that information is still unstructured, meaning that it needs to be sorted and analyzed to turn it into information from which some relevance and value can be derived. The low cost of storage and high volume of date transiting the globe has far outstripped our ability to make sense of it. However, the

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Idea Watch

speed and intelligence of data analy-sis, even the rapid growth of artificial intelligence with which to discern the information in the exabytes of available date is growing apace. The day will soon be here when raw data will be turned into information al-most instantaneously.

VelocityMany of those in the IT world

remember when data transmis-sion speeds were measured in the hundreds of kilobits per second and even less. Today, transmis-sion speeds are in the hundreds of

gigabits per second. Not only are speeds increasing, but the rate of increase in speed is increasing. The very near future will give us the abil-ity to cheaply transmit amounts of data that today would be unbeliev-able, and all this will drive the use of more and more electronic data transmission, all of which will be in-tercepted and put to use.

VarietyCapturing data is made more com-

plex due to the variety of formats it may be in. It may be voice, text, image, video, or meta data—data

about data. Further, each of those broad categories has several format options, some of which are propri-etary to the transmittor.

VariabilityIn addition to the problems

brought by volume, velocity, and variety, the type of data one may receive at any one time can vary widely. For instance, a topic may be very prevalent on social me-dia, even though it actually has no importance, while another, very important issue may receive very little attention. Evaluating data and

Network monitoring tools may be select-ed based on a wide array of organizational needs. Some of the possible criteria and ca-pabilities that may be valuable in selection are:

Full Packet Capture The full packet capture is the ability of the

tool to record all of the data traffic in the network or the system in complete packets. Large volumes of data may be transmitted, but software breaks the data into packets of manageable sizes. Oftentimes, for var-

ious reasons, only a partial packet may be received and the receiving system will notify the sender that the packet as received was inclmplete, causing the packet to be resent. Full packet capture will be able to recognize partial packets and discard them, only stor-ing full packets.

Packet AnalysisPacket analysis is the ability of the mon-

itoring tool to identify the payload of the data traffic. Packets are sent with prepend-ed and appended meta information. It is im-

portant for the monitoring tool to be able to recognize and segregate the main informa-tion being sent from the tracking and meta data included in each packet.

End To End TrackingPart of packet analysis, the monitoring

tool should be able to identify and store the routing information contained in each data packet. This identifies the source of the data and the route through which it was directed to its final destination.

New Tools and Monitoring Strategies to Rapidly Identify and Respond to Security Breaches

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Idea Watch

determining whether it may be im-portant information can be a dif-ficult task due to frankly fickle and irrational emotions and reactions of the humans generating it.

ComplexityFinally, given the volume, velocity,

variety, and variability of exabytes of data being transmitted, those who would analyze and make use of it have an incredibly complex job. Remember that in its raw form, data is nothing more than 0’s and 1’s in some type of storage medium. The incredible challenge facing busi-

ness and government is to cleanse, match, link, and transform these low-level bits into usable informa-tion; in other words, to connect tril-lions of trillions of dots.

Even with that unbelievably huge challenge, there are those who would steal that data and be able to use it to harm individuals, busi-nesses, non-profit organizations, and governments. The concept of Big Data reveals the complexity and the amount of data available to so many organizations and the need for it to remain protected and confidential. It is for this reason that cyber security

is so important in safeguarding such information from cyber criminals.

Major Risks of Cyber-Attacks

Cyber attacks can present untold risks to an organization. The result of a security breach could bring severe damage to the company’s reputa-tion through leakage of important documents, financial information, and private customer information. They may easily lose competitive in-formation and valuable intellectual property.

Trending This ability helps the monitoring tool to

identify the access trends.

Normalization Normalization helps the tools to keep an

identification of all the normal usage of the network.

Visual TruView V9.0 A great example of a monitoring tool is

Visual TruView V9.0 by Fluke Networks. This tool has the capability of end-to-end user analysis, thereby having the capability of delving into a single IP address network connection. This capability helps the admin-istrator to see whether the problem is with the network as a whole or from an individ-ual user.

StrategiesThere are certain strategies which an en-

terprise can employ to remain in control in case a cyber breach does occur. The follow-ing strategies can help to identify, monitor, and respond to system security breaches.

Accessing the Computing Environment and Network

Document all security protocols, devices, accesses points, programs, users, and en-cryption levels. Control the distribution of

this security inventory to only those who need to know it. Implement policies and procedures to ensure the security invento-ry is up to date. A common problem is an ex-employee’s account remaining in the system and is then discovered and used for illegal access. Because the employee is no longer there, no one notices that an unau-thorized person has gained access to the system until too late.

Conducting an In-Depth Network Security and System Audits

Regularly test and validate that your net-work and all systems directly connected to it have only authorized software installed. Re-view and create log files to monitor whether violation alerts, actions taken, and security protocols are in compliance with defined policies.

Establishing Network Access Rules That Allow Only Valid Access

Disable all unused ports on the routers and disable any user IDs and passwords that are no longer in use. Implement and enforce a two factor authentication and encryption process for all user sessions. When the threshold number of unsuccessful network authentication attempts is reached within a

specified time period, disable the port, de-vice, and user from the network and system and require manual supervisory interven-tion to restore access.

Mechanizing and Retaining Detail Logs

Record all important data and events with full timestamps. Implement strict firewall rules to minimize inbound attacks. Review firewall rules regularly and remove access permissions that are no longer required.

Assume Someone Is Attacking You Right Now

Make use of the logs so that you can see the differences between current and pri-or period activities as a method to identify unauthorized attempted access to networks and systems. Test your system regularly. Challenge your best and brightest to break in to see if it can be done and to observe what effect the attempt has on system com-ponents.

Assume the worst. Even small organiza-tions are targets for attack as criminals test their methods on companies and systems unlikely to notice entry or to forcefully pros-ecute if they do.

Cyber security is vital. Don’t wait until you’re out of business before considering insurance.

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Build Your Social Profile

GovernmentOpen50



T HE CONCEPT OF OPEN government advocates the need for govern-ments worldwide to provide general public

access to the political, economic, and legal data and processes that run the country. Governments globally are realizing the need and the effec-tiveness of having open government policies; hence it is not uncommon to witness numerous open govern-ment policies being introduced fre-quently. From the West to the Arab world, there is an imminent para-digm shift from a conservative ap-proach to governing towards a more flexible and liberal one. This shift has brought with itself several examples that demonstrate just how success-ful and popular the concept of open government is proving to be.

Social media has played a crucial role in driving the move toward open government. With growing demand from the commercial sector and the public for greater transparency in the legislative processes, and the urge to make their opinions count in the administration of the country, use of internet and especially social media have become inevitable driv-ers for this change. Twitter, Face-book, Tumblr, and LinkedIn, along with other social media platforms, have become a forum for political debates, economic discussions and legal analyses; a phenomenon that was unheard of only a few years ago.

What has driven this change? What factors have led to the con-cept of open government being so attractive to governments around the world? In a word, benefits. The advantages that accrue to govern-ments that have adopted the tools of smart government are easily ap-parent and happen rapidly. Some of these benefits include:

Government policies are made ac-cessible: With open governments, the public has greater accessibility to government information which

was previously held in confidence. Information about the latest gov-ernmental projects, for instance, or updates on how the government is making use of people’s tax money is the kind of information people are now aware of, and hence they are in a better position to analyze and eval-uate their government’s operations. This accessibility has also greatly im-proved people’s perceptions of how governments should be run; they are now better informed as to the criteria upon which to rate govern-ments, and are subsequently better voters. This is a huge advantage as people now not only know who they are voting for, but also what they are they doing it for.

Public’s opinions are heard: Social media is to be particularly applaud-ed for this wind of change. Where previously, forums like Facebook or Twitter were just being used to exchange ideas, suggestions and information, they are now being incorporated by the governments themselves to provide the people a platform for discussions on govern-ment issues. Several mayor councils and parliaments now have Facebook pages whereon people can easily discuss ongoing political matters and give their suggestions. Similar-ly, many mayor councils around the world invite people to give their sug-gestions on how the council’s per-formance can be improved. This in-teraction has considerably helped in

building a bond of trust between the government and the general public, something that is often found to be lacking in most countries.

Transparency is ensured: With open government policies there is greater transparency in terms of how the government is running the country and what it is doing in the interests of the general public. Peo-ple are now more empowered be-cause they have a platform to voice their opinions, without the fear of reprimand. What is more, with more transparent regimes it has become possible for people to raise their voice against corruption and bring the doers of injustice to the book.

International Best Practices

With these benefits and the added cost effectiveness that open govern-ments offer by going virtually online, many governments have now ad-opted policies to uphold this regime. Some examples are:

In 2012, New York City’s Mayor Mike Bloomberg announced the launching of streams on Twitter, Tumblr, Facebook and Foursquare to help New Yorkers get information more effectively. The news streams were launched to let more people know more quickly and easily how the mayor was running the city.

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Since then, tweets on city news, press conferences, and government policies are largely shared to these media. information on the latest projects and development plans, updates on investments and live streams of mayoral meetings are also made part of these forums to ensure that every citizen gets the information he or she is entitled to.

The use of Facebook by the Fed-eral Bureau of Investigation in the US is yet another example of how public services are incorporating so-cial media in an attempt to embrace open government policies. The FBI uses its Facebook page to keep track of complaints and cases, and to en-sure that its services reach as many people as possible.

Even less-developed countries are pursuing the notion of open governments. In March 2014, the government of Sierra Leone sub-mitted a National Action Plan by the Open Government Partnership, a steering committee dedicated to increasing citizens’ involvement

through the use of social media. The committee successfully set up a Facebook page which currently hosts 230 members and is aimed at encouraging discussions on open government policies. Similarly, the committee uses ‘Whatsapp’ to attract as many youth users in the country as possible to create awareness and garner support for open government policies.

The Obama Government, when it assumed office in 2009, signed the Memorandum on Transparency and Open Government to bridge the gap between the American people and the government. This move was intended to hold the govern-ment accountable for its actions, to strengthen its motto of freedom of the masses, and to encourage civic engagement.

Local Best PracticesWhere on one hand the West

has witnessed a boom in the open government policies, on the oth-er hand, the Arab world has been

somewhat slower in embracing this mode of government. However, de-spite the traditional difference in governance between the West and the Arab world, it is surprising to see that gradually Arab countries are in-corporating more and more open government policies. Some of the most evident examples include:

The Abu Dhabi government re-cently announced its move to-wards e-government. This idea of a smart government includes attempts by the Abu Dhabi gov-ernment to incorporate social me-dia in its public sector and use it as a platform for interaction with the general public. To this end, the government of Abu Dhabi has taken several initiatives to engage citizens in government affairs. One such attempt has been the intro-duction of CityGuard, an applica-tion that allows people to report crimes and other incidents by uploading photographs and vid-eos through the application. The proper authorities are notified im-mediately, helping them to locate the perpetrators and resolve the incident more quickly.

The Open Government Data Fo-rum which was held in UAE in April this year marked a turning point in the approach to governance adopt-ed by Arab countries. The forum, which was the first of its kind being held in the region, focused on strat-egies that would allow the smart governments in the UAE to make data available for use by the public and help the governments provide greater value to them.

With the concept of open govern-ment gaining popularity in Abu Dhabi and the increased use of social media by the public sector, the country is on its way to delivering greater value to its citizens. This could act as a mile-stone in the country’s achievement of Vision 2030, and in becoming an even more influential economic hub in the world.

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off topic

TOPSome of UAE’s

Natural Retreats

Hatta has always been a popular weekend getaway for people in the UAE. The mountains, rocks and clear waters make for a relaxing retreat away from the city. The Hatta Wadi

is also great for an adventurous off-road trip. Adventure seekers can hike and climb around the rocks, take a dip in one of the many pools, and explore some of the caves that can

be found if you are feeling brave. If you make it all the way here, it is also worth visiting the Hatta Heritage Vil-lage to take a peek into the region’s history and traditions.

1. Hatta, Dubai

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off topic

Located at over 1200 meters above sea level, Jebel Hafeet is the UAE’s second highest peak. Located in Al Ain, this popular retreat is usually a busy attracted frequented by both

2. Jebel Hafeet, Al Ain

3. Sir Bani Yas Island, Abu DhabiThis natural island

sanctuary is as close to nature and wildlife as it gets. The Arabian Wild-life Park has over 10,000 animals which you can see in their natural hab-itat. Apart from the safa-ri, you can go on guided walks, hiking, biking or kayaking here. There’s a luxury resort where you can unwind and enjoy the many amenities that are available.

residents and tourists. Visitors can also take a quick detour to visit the nearby hot water springs and lake at Green Mubazzarah. The drive up the mountain is breath-taking as the

ancient landscape awes you with its simple beauty. Naturally, the best time of the day to enjoy the most stunning views is either at dusk or dawn.

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off topic

Ras Al Khor is a protected wetland that attracts more than 20,000 birds of 67 species from around the world every year. The hundreds of flamin-gos that live here have become iconic of this sanctuary. Special spots have been created to view the birds without disturbing them. The sanctuary is located within the city and is a perfect place to visit during the winter.

4. Ras Al Khor, Dubai

5. Khor Kalba, Sharjah

6. Wadi Wurayah, Fujairah

The Khor Kalba wetland is also home to many rare birds and fauna. It is a great place for birdwatching enthusiasts and anyone who wants to explore nature. It also has man-grove swamps in which you can take a boat ride with the local fishermen and explore the maze of water-ways between the mangroves. Khor Kalba also a great place to camp and go for a hike.

This protected area in the Hajar Mountains is a place where you can explore wildlife and the beautiful, mountainous terrain of the emirate of Fujairah. The wadi also has some sites of archaeological significance for anyone interested.

Wadi Wurayah makes a great spot for camping, trekking and off-road driving. There’s even a little waterfall and lake to cool off in. If you are lucky, you might even come across the en-dangered Arabian leopard which we are told is quite a beautiful site!

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off topic

In the greenest city of the UAE, you will find a jungle of date palms swaying in the breeze and the peaceful sound of flowing water channels. The Al Ain Oasis transports you away from the big city and is a per-fect spot to relax and also see a bit of the country’s history and heritage. Al Ain has over seven natural oases you can visit.

7. Al Ain Oasis, Al Ain

8. Snoopy Island, Fujairah

9. Liwa Oasis, Abu Dhabi

10. Al Sinniyah Island, Umm Al Quwain

This strangely named island is a great place for snorkeling and casual scuba diving. The island is surround-ed by a coral reef, making it a great meeting place for many species of marine line. You might be lucky enough to encounter a reef shark, turtle or sting ray as the marine life

here is diverse. End the day with a barbecue at Sandy Beach. Hotel ac-commodation is available nearby, making this a perfect spot for a re-laxing weekend getaway. And just in case you were still wondering, the island does indeed resemble the comic strip character!

This oasis is one of the largest in the region. There are many hotels and resorts where you can stay here and enjoy the peace and tranquility of this region, or opt to go on an unfor-gettable camel or horse ride through the desert. For the adventure seek-ers, Liwa boast some of the highest and most challenging sand dunes to tackle by 4WD, dune buggy, or bike . Many people still live in the villages here, so it is a good place to explore UAE culture as well.

There are seven islands in Umm Al Quwain, and Al Sinniyah is the larg-est of them. The island is a marine sanctuary, home to many bird and wildlife species. The best way to ex-plore the islands is by boat via the Madaar creek . You can find a tourist centre nearby that offers accommo-dation and boats for hire.

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Whether you choose to stroll amongst the cafés of the Corniche, or savour the

hustle and bustle of the Central Market, a serene oasis awaits your return.

You will be captivated by Arabic splendour and tones and textures as warm as the

welcome you will receive.

Issue 9 Public Sector Excellence UAE

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Transcript of Issue 9 Public Sector Excellence UAE