Dubai Strategic Plan

J Highlights Dubai Strategic Pan (2015) I I I I I I I • l ~ r His Highness Sheikh Mohamn1ed bin Rashid Al Maktoun1, UAE Vice President and Prime Minister and Ruler of Dubai Table of Contents Preface 7 Backg rotmd 9 I ulure Dubai 11 1. Mission 12 2. Guiding PrinciP.les 12 (1 ) Economic Development 12 (2) Social Development 12 (3) Security, Justice and Safety 12 (4) Infrastructure, Land and Environment 13 Social Development 24 (5) Public Sector Excellence 13 1 . lntroduc1ion 26 2. Aims 27 Economic Dcvclop111cnt 15 1. Introduction 16 3. Stralegic TI1rusts 27 (1 I Preserve National Identity and Improve 2. Aims 21 Community Cohesion 27 3. Stralegic Thrusts 21 (2) Increase Nationals' Participation in the Workforce ( I ) Sector Focus and Development 22 and Society 29 (~) Productivity Growth 22 (3) Improve the Achievement of School Students and (3) Human Capital Excellence 22 Ensure All Nationals Have Access 10 Qualitt Education 29 (41 Science, Technology, and Innovation Capacity~uildlng 22 (5) Cost of Living and Doing Business Managen1ent 22 (6) Quality of Life Improvement 22 \-1) Improve the Quality of Healthcare Services and the Health Status of the Population 29 (5) Ensure Quality Social Services are Provided to Meet (7) Policy and lnstitutiona I Frame--vork Excellence 22 (8) Laws and Regulations Alignment 22 Popu la ti on Needs 29 (6) Ensure Equality and Acceptable Working Conditions for Dubai's \l\lorkforce and Attract and Retain Required Expertise 29 (7) Enrich Dubai's Cultural Environment 29 lnfrastruc-ture, Lc1nd & Env1ronmer1t 1. Introduction 2. Aims 3. Strategic ll1rusts t I ) Optimize Land Use and Distribution while Preserving Natura I Resources (2) Provide Efficient Energy, Electricity and Water Supplies to Meet Dubai's Gro\,vin~ Needs (3) Provide an Integrated Roads and Transportation Syste1n to Facilitate Movement while Improving Safety 141 Maintain Dubai as a Safe, Clean, Attractive and Sustainable Environment Securil); lustier and Safctv 1. Introduction 2. Aims 3. Strategicll1rusts ( I l Preserve Securi ty and Order 31 32 32 32 33 33 33 33 35 36 36 36 37 (2) Protect R(ghts and Freeclo,ns 37 tJ) Manage Crisess and Disasters 37 (4) Ensure Access to Justice 37 15) ,\1aintain Accuracy and Clarity of Investigations and Judgments 37 ((\) Expedite the Process of Case Disposal 37 (7 l Ensure the Safety of all Nationals, Residents and Visitors 37 18) Protect Public Health and Improve Quali ty of Life of Nationals, Residents and Visitors ir1 Dubai 37 Government F,c-ellenre 39 1. Introduction 40 2. Aims 40 3. Strategic TI1rusts 40 t 1l Strengthen Strategic and Forv,ard-looking Focus 40 (2) Enhance Organizational Structures and Accountabil ity 41 (31 Increase Efficiency 41 (41 Enhance Responsiveness and Customer Service 4 1 151 Empower and Motivate Public Service Employees 41 Preface Over lhe past few years, v,e have achieved great steps in our march of development !hanks 10 the constanl work, effort, creativity and innovation of our people as inspired by the wise vision of President His Highness Sheikh Kha Ii fa bin Zayed Al Nahyan. 13uilcling on our achievements, preserving our national assets, and achieving comprehensive and suslain­ able development, we have directed that our currenl programs be further developed and that a strategic plan be prepared in light of the latest developments and changes; this plan will complement the first ten­ year plan, the targets of which were 111e1 and exceeded. This plan will serve as a strategic agenda that defines the direction and the strategic targets. TI1e plan highlights five key areas that include the development of various sectors of economic and social life, infrastructure and environment, security and justice, and goven·1ment excellence so as to ensure prosperity and sustainable growth. This development is meant to support public wellbeing, provide high quality of life for both UAE citizens and residents, and provide justice and equalily. I hope Ll1at all of you will ,vork as a team to realize the vision, aims and programs included in the plan, all of which were devised to serve the people and 1he country. Mohammed bin Rashid Al ,'vlaktoum 08 Background Since the establishment of the United Arab E1nirates in 1971, Dubai has developed a distinct identity as a modern and dynamic emirate. Dubai now enjoys a global reputation as an economic hub and an excellent location for ir1vestn1ent. As the global environment becomes more competitive and cha llenges gro,v, Dubai needs to ensure that it continues to build on its success through proper planning and strategy devel­ opment. The Executive Council, directed by Lhe overall vision of Dubai's leadership, has commissioned the devel­ opment of the Dubai Strategic Plan (DSP) along five sectors: I. Economic Development 2. Social Development 3. Infrastructure, Land and Environment •I. Security, Justice and Safety 5. Govem,nent Excellence The aim of the Dubai Strategic Plan is to establish a universal understanding of Dubai's vision among the various government entities and to ensure a common framework for the operations of these entities. The plan serves as a framework under which all government-related initiatives converge to consistently meet the vision and aims set by Dubai's Government. The development of the Dubai Strategic Plan ,vas largely based on a 'consultative approach' involving a considerable number of stakeholders fro,n the various sectors covered in the plan. The guiding principle was prioritization; focusing in every phase of the plan on the areas with the highest priority and develop­ ment potential. The purpose of this document is to present the general frame-vorks developed as part of the Dubai Strategic Plan. l11e aims and strategic thrusts defined in these frameworks will forn1 the basis for further detailing of strategic programs and plans by Gover111nen1 departments and stakeholders with the ultimate purpose of achieving Dubai's vision. O<J , Future Dubai 1. Mission Over the past fe\v decades, Dubai has successfully developed its status as a 1najor city, enhancing the wellbeing of its people and creating an environment that attracts businesses and individuals. To suppon, maintain and develop this s1a1us, the Government of Dubai will focus on delivering its mission of: • Achieving comprehensive development and building human resources • Promoting economic development and government modernization • Sustaining grov,th and prosperity • Protecting Nationals' interests, public interest and wellbeing • Providing an environment conducive for gro,vth and prosperity in all sectors 2. Guiding Principles The Dubai Government adopted a set of clear guiding principles for the various sectors that comprise the Dubai SI rategic Plan (DSP): ( I ) Econon1ic Developn1ent: Adoption of Free Market Economy Principles Innovation in Launcl,ing Ini tiatives Speed and Accuracy in Project Execution Unique Relationship and Partnership with the Private Sector (2) Social Developn1ent: Protection of the National Identity, Culture and Way of Life Development of National Human Resources Promoting Social Justice a,,d Equality Openness to the World while Maintaining Uniqueness (3) Securi ty, Justice and Safety: Ensuring Justice and Equality for All Maintaining Security and Stability Protecting l-lu1nan Rights (4) Infrastructure, Land and Environn,ent: Provisioning of World-Class Infrastructure Designed to Suit the Requirements of a 11 Users Preserving the Environment in line with l111emational Standards (5) Public Sector Excel lence: Transparency Sound Financia l Perforniance and Effectiveness Accountabili ty and a Resu lt-Based Culture Excellence in Customer Service Development of Human Resources Working Effectively within the Federal Frame,vork 13 Economic Development II, 1. Introduction Dubai's economic growth from 2000-2005 has been re1narkable, with double-digit real GDP gro,vth and a relalively high per capita Income despite negligible dependence on oil. (The driving force behind Dubai's economic perfonnance has been the Government, through investments and other initiatives, supported b)1 the private sector) Economic perfonnance at the sectoral level has also been impressive, and was led b)1 trade, construction and real estate sectors, with good signs of successful diversific.1tion. (1) GDP Gro\-v1h (2000-2005) Dubai's historical economic growth has been truly impressive. In particular, since the year 2000, real GDP has been growing at a compounded annual growth rate of 13%, by far exceeding that of its GCC counter­ parts. FIGURE 1: REAL GDr GROWfH - DUBAI VS. GCC COUNTRIES (2000-2005} CAGR% oe,a,1 Balvern 5 KU\'\19.lt 4 Savd> Afaboa 3 .. Omao3 lll/1 .~ Jilli .>00-l JOOS Sour'(('-: 1Mr Wo,ld £0000.uJc Outlook: (coosuu.: i\1.tnlst,y ol (co,'IQrny The Dubai economy has also been growing faster than the e111erging economies of China and India, and the developed econo111ies of Ireland, Singapore, and the US. FIGURE 2: REAL GDP GROWfH - DUBAI VS. INTERNATIONAi. BENCHMARKS (2000-2005) CAGR% Cl>na9 I 1001 ,'11)1 Source: IMf:' Worid Economic O..tlook; £co,m.ib; Mini,a,y of Ecorl(lrny ,v1l1ch of Dubai's current success has been a result of its bold and visionary leadership and innovative human resources, mainly driven by Government policies aimed at improving the business and investment environment, in addition to initiatives to establish specialized zones and mega projects (e.g. Internet and ,'v1edia City, Healthcare City, The Palm, Dubailand, etc). Those developments ensured a leading role for Dubai, and helped attract excess regional liquidity in the form of Foreign Direct Investment (FOi). Economic gro,vth has also been fuelled by private sector participation in developing sectors for ,,vhich the Government has set the stage by establishing a conducive business environment, coupled in many instances with heavy initial investments to boost private sector confidence. Other support.ing factors are supply-side factors such as availability of labour and land for major real estate projects; the existence of efficient government services; a solid institutional framework and good mecha­ nisms for service delivery; strong la,,vs and regulations; excellent infrastructure, a strategic location coincid­ ing with the rapid rise in global trade, especially in China and India and openness to other cultures, giving Dubai a reputation as a safe and comfortable place to live and do business. 18 (2) Per Capita GDP Growth TI,e factors discussed above have put Dubai's real per capita GDP at Ohs. 114,362 ($31, 140) in 2005, w ith an annual average gro,vth rate exceeding 6% over the 2000 - 2005 period. Dubai's per capita income today compares very favourably with that of many developed countries such as Singapore !Ohs. 98,555 Pl ~l ($26,836)1 and Hong Kong !Ohs. 93,623 ($25,493)1 , countries ,vhich required a much longer period of time to reach their current levels. TAULE 1. MAJOR GROWTH INDICATORS IN DUBAI (2000-2005) Indicator (2000-2005) Average Annual Growth (%) Real GDP (Total) 13.4 Real GDP (Non-oil) 15.1 Population 6.9 GDP per capita (Real) 6.1 Souret• : C,1lcul,11lom, b..U.t'CI (Hl d,ll,) (,om S1:uhtio Cc•1Uer .uwl Dub,11 D1.1>.,t111k:nl oi Ect'Jnomlc Oe\f•li)p111en1 (1 l Dala are (or 2005, calcula1cd in current 2005 l/SS, and cxtracied from IMF World Economic Oullook (3) Sectoral Perfonnance Economic perforrnance at the sectoral level has also been impressive. The non-oil sector played a 1nore prominent role in 2005 with a 95% contribution to GDP, as compared to 90% in 2000 (and as much as 46% in 1975).111is was mainly the result of the reduced dependence on oi l as well as a deliberate policy of diversifying the economy in favour of the non-oil sectors in which both the overall business environment and sector-specific programn1es have played vital roles. The service sector has been the key driver of economic growth ,.vith an annual growth rate of 2·1 % since 2000, constituting Ohs. 101.4 bi ll ion ($27.6 billion) or 74% of Dubai's current GDP in 2005. FIGURE 3: GDP BY SECTOR, 2000 VS. 2005 (AT CURRENT PRICES) C OP SB 37.5 2J ToM I D Covcrnmcn1 se rvic e~ Sharl" Sha re 2QOO 1~1 200S t¾1 8.8 6. 1 'l]J, ■ Services • 61 .8 73.6 17.0 D M...nur.1ctunn8 15.9 13. 1 □ 011 & a•• 10 .6 5, I 27 4.9 0 El• e 1t1cily ,,nd 1.8 1.3 O.J o.s W,ltt.•r 0.3 1.9 ■ Agriculuare I. I 0 .8 2<XX) 2005 • Includes 1racle, construction, 1ranspor1, slorage & communicalion, re.<11 estate & business serviC'cs, restaurants dnd ho1els, social & per.;onal services, <1nd domestic servires Source: Ministry of EcorWlm) In particular, FIGURE 4 below shows that the trade sector has experienced the highest increase in GDP share, ,vhile the contributio11 of the manufacturing and oil and gas sectors has decreased although tl1e manufacturing sector has gro,vn by an average of 12% since 2000. 20 The conslruclion and real es1a1e sectors have also exhibited share gains, priinarily due to the availability of land, labour, doniestic and foreign capital, and changes in regulations. FIGURE 4: CHANGE IN GDP SECTOR SHARE <2 000 - 20051 Sod.tl.111d p cn,,cH vlc c1. Tron,pot1ol!lon. l(OU8C'. !,. C Oltl111, r 1n.ancJ.1t , en ICC'-' o i hou1 ohotd1 (. t~c:tdc il)'iW,H(H Rct1AUr.:intJ .and ho 1cl, M.anufoctu,1ng Go" ~rnmc:n l , ervlu.•• 30 3 1 7liS .tl 2 0 1 0.2 0 • •• 67 21,,1,(.711 Poi,11 change (%} Soum1; M lols1iy of Economy Dubai's current GDP mix is very favourable, as its strongest sectors by inten1ational standards happen to be highly conducive to future global gro,vth. As shown in FIGURE 5 below, these sectors are tourism, transpor­ tation, cons1ruc1ion, and financial services, and are well-placed 10 constitute the focal point of Dubai's future gro,,vth path within the economic development sector plan. J"JGURE 5: DUBAI'S SECTORAi. SiRENGTHS IN LIGHT OF l'UTURE Gl.OllAL GROWTH Clob.llly f,lSttt growing M:<tors futu,f' g.lob.ll growtl, 2005-1015 \%pa) Globally SID\"er s,owh,g SN:lO<S OJl&G.11 & 8 Agriculture Fin.,nci,11 St-lvko Clob.1lly f,ut pvlng i1ld1Atti-es wllh ~rang Ot1b.1l ~11ion Tou,ism Tr,u"'f)Ott.lllon ft.ldc & SIO<Og<l Cw'etructlan Oubal'\ 'itrength b)· lniem,mon.al \ land.uds Not.c· Sl"C1(H". not n1t11>ped 111 1hc l't1311re- donw.~ic -.('1\·kc\, jO(j,11 ,md pt.'f1tC)rt..1I ~•~ Strong Ave,age Glob,1I GOP Gro. ... 1h ~ lll,b.>, S<:c:t>'-'1 .., C:.OP100S Sc,:;~ 11'..,lir..-d .., ,,.,,., . ... full.In') p ,1h p.1f, Source: Tc,.1m .malysis 2. Aims Building on Dubai's remarkable econo,nic performance and future trends, economic aims for 2015 have been set and classified into the following categories: ( I ) Economic Growth Sustain a rea l GDP growth rate of 11% per annu,n for the next 10 years Increase real GDP per capita to Ohs. 162,000 ($44,000) in 2015 121 (2) Enhanced Labour Product ivity and Sector Developn,enl Increase productivity by 4% per annum Move existing sectors of strength to new frontiers, both domestically and internationally Create new sectors of strength with sustainable competitive advantage Promote innovation lo develop ne,v sectors and increase productivity 3. Strategic Thrusts The recommended future strategic gro,vth path is based on 6 combinations of sectors, or building blocks (vertica ls), which include, among others, sectors such as tourisn1, trade, transportation, and financial services; i.e. strong sectors by international standards which are highly conducive to future gro,vth. These sectors ,vere identified based on their current status, inten1ational competitiveness, Dubai's capac­ ity to develop them and local avai lability of required factor conditions. 1-lowever, targeting these building blocks w ill not yield rapid and sustainable growth unless 7 horizontal enablers for growth are addressed in parallel, namely human capita l, productivity, innovation, cost of living and doing business, quality of life, economic policy ancl institutional framework, and laws and regulations. l'IGURE 6: VERTICAL BUILDING llLOCKS AND HORIZONTAL ENABLERS V..ical8uikfing81Qc;k Hmwnc-~11 [ l'nnoClil I\\' ~-. lrd•,olqr, ,11,rl ....... lf,I r """"°" l Cm of cbng l.,c.1wlC"5,'!i ••••I hv1ng l'r.M>f rin;wwi.1I Po,1~11 ·, & TOIJ0!11l ~ s.,v...,, & ~i<,ric ~ So""'B" 0.1"ructlon ScM<X5 ()..tilv of""' IT-Cffl:)l'Uie.~• MK)" ,W.f l.tMantf"'S',1.•11>~ Source: TNm aualys~ (2) Calculated at constant 2005 prices 21 22 The stra tegic thrusts supporting the achievement of economic development aims are described below: (1 ) Sector Focus and Developrnent Moving Dubai to a new gro,-vth path, coupled with further diversification, while maintaining focus on high-value added sectors that can boost overall economic growth (2) Productivity Growth Transforming Dubai into a hub of business excellence by raising the productivity of economic sectors and maintaining high production quality standards (3) Human Capita l Excellence Preparing Dubai's workforce for Lhe high-value, knowledge-driven economy, which requires attracting and retaining highly skilled employees, improving Nationals' qualifications and i,,creasing their motiva­ tion (4) Science, Technology, and l1111ovation Capacity Building Turning Dubai into a vibrant science and technology hub in targeted sectors, by supporting the develop­ ment of existing sectors, and establishing the right environment for nurturing the post 2015 economy (5) Cost of Living and Doing Business Managen1ent Ensuring and n,aintaining Dubai's competitiveness by managing the rising cost of living (6) Quality oi Life ln1proven1ent Establishing Dubai as a preferred home for current and future residents by improving the ,-veil-being of citizens and residents, and helping them live healthier lives enriched with opportunity and choice (7) Pol icy and Institutional Fran,ework Excel lence Striving for excellence in economic policy-,naking and deployment through coordination with the Federal Government, provisioning of adequate data, and strengthening the insti tutional framework and capabilities (8) Laws and Regu lations Align1nent Aligning Dubai's economic laws and regu lations with i11ternational best practices and standards The pursuit of the proposed strategic growth path, w ill promote GDP growth to Ohs. 397 Billion ($108 billion) by 2015. This approach would strengthen Dubai's healthy sector mix by ensuring focus on key sectors while further promoting diversification and ensuring reduced vulnerabil ity to exten1al shocks, and a systematic integration into the regiona l and global economy. lo achieve target economic growth, it is estimated that 882,000 additional workers are required to join the workforce by 2015, bringing total e,nployment to 1.73 mil lion with a significant move towards higher skilled employment. FIGURE 7: DUBAI EMPLOYMENT BY SKILL LEVEL (2005 ANO 2015) 100 Share of Employment (%) 80 60 40 20 0 Employment (Kl 100 20 39 2005 848 ' ' ' ' ' 100 25 31 2015 t,730 low ' %-pt ;.S +3 ·8 Medium High Source; St,uls.1lcs Ceotl!r o1nd li.'Jm analysis 23 Social Development 2b 1. Introduction Dubai is considered one of the world's fastest growing cities and is a top perfortner as measured in terms of economic growth and level of GDP per capita. International comparisons of the drivers that sustain economic gro\vth show that only those countries with an infrastn1cture supporting effective social devel­ op111e,1t are able to sustain higher levels of continuous economic growth. TI1e National culture is traditionally based on extended fan1ilies and has provided a sound basis for Dubai's social development sector. Significant efforts have been made to provide the required infrastruc­ ture to support service delivery. Social services are currently accessible to all Nationals at minimal or no cost. TI1ese services include health services, education opportunities and social assistance services. TI1e development of the education system has been a major focus for tl1e public and private sector. TI1ere exists a v1ide range of educational offerings avai lable from nursery level to higher education. Public education services are provided free of charge to Nationals while the private sector offers a wide range of educatio11al services catering to the requirements of the various nationalities living in Dubai. Similarly, the public and private healthcare sectors have made significant invesnnents in developing services to meet the needs of the growing population. The public healthcare system provides pri1nary, secondary and tertiary care to both Nationals and non-Nationals. Nationals are able to access these services at no cost while the charges to non-Nationals are competitive. The rapid growth in the private health system has increased the number of services available and reduced the burden on the public system. A wide range of social assistance services has been provided by the government and non-government organizatio11s to ensure that Nationals' essentia l social needs are met. These social assistance services have been primarily focused on housing support for individuals. In addition, efforts have been made to develop training programmes to pro,note National participation in the workforce and to supplement the progress that has bee,1 made in the public education system. TI1e growing population and the presence of a large number of different nationali ties has resulted from the significant influx of foreign workforce that have been attracted lo participate and benefit from the unprecedented rapid econon1ic gro,vth. This has created a unique multicultural environment with rich opportunities for cultural interaction and cooperation. For economic success to be sustained, it is absolutely crucial that the social development sector infrastructure be developed. Only by improving performance in key areas such as education, health, socia l assistance and " 'orking environment can economic prosperity be sustained and enhanced. 2. Ain1s To ensure that the Social Development Sector is equipped to deliver the services required to meet the challenges of Dl1bai's rapidly changing socio-economic environment, the Dubai Strategic Plan (DSP) has set aims for seven core development areas as shown in FIGURE 8 FIGURF 0: THI' MAIN SUB-SECTORS AND AIMS FOR SOCIAi. DEVEI.OPMENT 1- N,ulon,11 ldl'n111~· .~ Soci,11 Coh£~1on Preserve N..1tio11i'll idemi1y andimJ>rove community cohesloll 4 • Quality ,\ Av.111,,hillty of I le.1lthcam lmp,ow 1hc qoalit\' or healthc.1re se,vice,, & the h~hh >1Jtus or tho P01>11latio11 3. Strategic Thrusts l- N,nlon.1I~· Pdrtldp,illon In Soclal and lronomlr. AclivillN Increase N,11ionals panicipa 1ion tn 1he wo,kforcc and S()Ciety 5 • Quality ll. Avail,1hillty ot Social Assi'il. Sefvire-s En.!,ure quJllty social servkos qre provided to mee-1 lhe Ctklllllllllil)•'s needs 7-Cuhure l:nrich Ille tuhur.il eovironnuml 3 . Qu,1111)' It A\'.1ll.1hllil)' of I duc.lllnn Improve th~ ~1chievemeni of studcots .Jnd eosure oll National; l.ive acce,,s 10 quality t.·•duc,·uio,1 opponunitf~~ h • \Vnddng fnvimnment A Condition~ Ensure <.'quality a11d accoptablo wor~ing conditions (or Dubai's w'0<kf0<cc to amart 11nd rc.t.lln re<1uired C'xpetti~ In order to achieve the social development ai1ns, the following strategic thrusts will be pursued. The proposed strategic thrusts address the current challenges and establish the foundation for meeting future development needs. (1) Preserve National Identity and ln1prove Co1nmunity Cohesion Revise immigrat ion policies and regu lations in order to ensure and maintain demogrilphic balance Increase the sense of belonging and the awareness of the local cu lture and other major cultures by updating the content of the educational curricullun, and developing the skills of the teaching faculty Raise cuhural awareness through consistent, appealing and professional cuhural content Improve Arabic language proficiency 27 lU (2) Increase Nationals' Part icipation in the Workforce and Society Support Nationals so they become the preferred employees in strategic sectors through education and skills development Equip Nationals with the li(e skills required for livir1g in a rapidly changing environment Increase Nationals' awareness of their anticipated role in the future development (3) hnprove the Achieven1en1 of Students and Ensure All Nationals liave Access to Quality Education (4) (5) (6) Improve tJ1e educatior, sector governance structure Increase autonomy of public schools' management while enforcing perforn,ance transparency and accountabi lity Upgrade teachers' qualifications to improve public schools' perfonnance Upgrade the curriculum to meet international standards Raise awareness and improve the educational environment to improve attitudes towards education Create and support inclusive education (or students with specia l nec.-'Cls in the public and private sector ln1prove the Quality of Hea lthcare Services and the 1-lealth Status of the Population Improve the healthcare sector governance structure Introduce health insurance lo ensure access to care Improve health system planning to ensure service availability, accessibility and quality Encourage international accreditation (or hospitals Improve rigor o( licensing for clinical workforce and develop clin ica l guidelines Focus on health awareness lo improve the public's attitude towards health Ensure Quality Socia l Services are Provided to Meet the Needs of the Population Improve the social services sector governance stnrcture Establish a planning (unction to ensure availability of and access to appropriate services Migrate service delivery model from "Welfare" to a "Social Development" approach Develop the capacity and qualifications of the workforce providing social services Mobilize voluntary socia l work & civil society organizations Ensure Equality and Acceptable Working Conditions for Workiorce and Atlrac.1 and Retain Required Expertise Coordinate ,vitl, Federal authorities to improve and update labour regulations Develop and improve enforcement mechanism for labour regulations Increase employers' and employees' awareness of their legal rights and duties Provide the environment needed to attract and retain required expertise (7) Enrich Cultur<1I Environ111ent Improve governance of the cultura l sector Upgrade the regulatory framework (or cultura l organiza tions Develop physical infrastructure to promote cultural activities Increase awareness and interest in cultural activities Identify and nurture talents Focus on availability o( quality cultural activities 2') ... • • . .. • Infrastructure, Land & Environment 31 32 1 . Introduction Over the past 10 years, Dubai has positioned itself as a regional business hub, an attractive tourism destination and a safe and great p lace to live. The development of a state of the art infrastructure ,vas one of the 1nain reasons behind this success. Dubai has invested in the most rece,,t technologies guided by international best practices lo develop its infrastructure and promote its competitiveness. To date, Dubai has de,nonstrated full commitment to providing the physica l infrastructure upon which ii can grow both social ly and economica lly. Dubai enjoys a steady energy supply, reliable electricity and water infrastructure, and a high quali ty roads net,vork. Major investments are also being comrnitted 10 support the development of the roads and transport networks. 111e investment allocated to the Dubai Metro project and the current roads network are estimated at AED 15.5 billion and more than AED 6 bi llion respectively. 2. Aims To ensure proper focus on sustainable development w ith the context of Dubai's considerable economic growth, the Infrastructure, Land and Environment (ILE) sector plan set aims along four core areas as illustrated in FIGURE 9. FIGURE 9: THE MAIN SUB-SECTORS AND AIMS FOR THE INFRASTRUCTURE, I.AND AND ENVIRONMFNT SECTOR 1. Urb,1n Planning Op1imize land 11se and di<1ribu1ion 10 balaJ"lce ecooomic, infrastructure and social developmen1 needs while preserving naluml resources Provide an intcgrt1tcd roads and transporta~ lion system 10 faclli1ate poople ai,d goods ,nove,nenl while improving safety levels for all system users 3. Strategic Thrusts ' ' 2· fnc<gy , Fl<Xlririly & \Valer Provide cfnaen1 energy, elcc1rici1y and w~«:t" supplies to f'1letM Dub.ti's gmwlng neetis •I • Environmrnt Maintain Uub(li a$ a sa1e, rlean, <1ttractive and ~ustainable environment l11e strategic vision for the ILE sector is to integrate infrastructure development and environmental focus in order to achieve sustainable development. Within this context, the Government aims to provide a sustainable, effective and balanced infrastructure including all elements such as energy, electricity, water, roads, transportation and waste management whi le protecting the environment. The aims for the infrastructure, land and environment sector will be achieved through the following strategic thrusts: (1) Optin1ize Land Use and Distribution while Preserving Natural Resources Integrate the ele111ents of the urban planning process through proper coordination amongst stakeholders Optimize land use through integrated urban planning Ensure adequate provision of community facilities Enhance existing National housing policies and programs Adopt Government-driven interventions lo ensure adequate supply of lov, and medium income housi11g Update existing labour housing policies and ensure enforcement (2 ) Provide Efficient Energy, Electricity and Water Supplies to Meet Dubai's Growing Needs Develop an integrated energy, electricity and water policy framework; investigate energy, electricity and ,vater demand management options; and secure long-term energy supplies Increase installed power generation and desalination capacity to secure electricity and water supplies required to meet Dubai's growing needs (] ) Provide an Integrated Roads and Transportation Systen1 to Facilitate Mobility and Improve Safety • Ensure mobility of transport networks Increase the share of public transportation Reduce private car travel de111and Increase road network and transportation system capacity Optimize transportation network use through deployment of modern technologies, demand management policies and accident management procedures • Improve roads and traffic safety levels Improve safety design standards and enforce safety audits for transportation networks Develop and implement safety standards for transportation vehicles Influence driver behaviour by improving awareness, introducing stricter regulat"ions and ensuring effecl"ive enforcement (4) J'v\aintain Dubai as a Safe, Clean, Attractive and Sustainab le Environn1ent Update and align environmental regulation ,vith best practices and develop required enforcement mechanisms Adopt a sustainable development approach by integrating envi ronmental outcomes within development policies Raise envi ronmenla I awareness 33 Security, Justice and Safety 1. Introduction Dubai has w i1nesscd fast economic growth marked by major improvements in cconomic and social indicators. 1,, order to ensure sustainable human devdopmcn1, ii is ncccssary to maintain a riignified, safe l ife for individu;ils by improving performance in Sccurit)\ Justice and Safciy. Dubai rnnks amo ng the world' s saiest cities as evidenced by ic,w crime levels. In addition, it has real ized man)' achievements in the juslice sector with noticeable improvements in t:.ise management and registration procedures. In order to im1>rove publ ic he.11th ,md safety, the government focused on d,'Veloping and improving relevant lcgisla• tion, regulation and standards. 2. Ai111s The Security, Justice and Safet)' scctor plan aims to 1>rovic,le the infrastructure necessary to ensure human rights and publ ic safety in light of the socio-economic enviro nment and the global challenges that Dubai faces. Within this context, eight aims were identi fied for Security, Justice and Safety. FIGURE 10: THE MAIN SUB-SECTORS AND AIMS FOR SECURITY, JUSTICE AND SAFETY I• P1PSCrV,1lio11 nf Securlt)' -11u! Ordr-r Pt8SOf'\'O securi1y ;rncl order in SOCie1y 4 • 1\cces~ to lu!>1ice hnp,O\ie ~ccess to ju$tlcc ar,d re,nove all economic, 1~1I, .Jod procedural bc1ffiCr'S 7- S.ite•v Ensure St1fety fo, -,11 Nati(Jf1als, resident), and visitors 2 - PrOll'Clioo of Rights .md ftt."E-ciotm, Ensure lhal SE.'C{lfily COlhies ,3re 1he best globally and loc,1lly In tcnns of lmegrlty, 1ra11sp.11ency ,ind proiooion o( htm\,lll rfghlS 5 • f<pulit)~ Nr.utr,dilv, AcCtif,lf'!, .md Cl,llily ol lm,-c.-s1ig.111or~ & JtKfgn-.,1ts Cuaran1ec equ~llty, t1eu1rallty, accu,at.y and clarity of judicial judg1r1e11ts and i11v<.--stiga1ioi1s •I • Crlsl!t and Dio;.Hlc-r M;m,tgemr-111 Ensure full re,.ldiness 101 efficie111 crtsJs and dlsas-ter m.1nagemcm 6. Expt'<.fitfott ,uul Tinwtlm ...,~ of C.1c;1. Dlspos.11 Ci•arantee timely expedition of case, di>posal or fric11dly se11lcmcn1 or ,11s1>utes 8 • Public I le.11th Pto1ect public heahh and hnp,ove q,,ali1y or life or N.llionals, resident~ ilnri visitors 3. Strategic TI1rusts In order 10 achieve 1he aims for Securily, Justice and Safely, 1he following s1ra1egic thrusts will be pursued: l1) Preserve Security and Order Improve criminal investigation's effectiveness and efficiency Increase the number of palrols in order lo prcvenl crimes Improve efllciency and effectiveness of operations In responding 10 citizen's rt'<1uests Improve border and po11s security through 1he use of advanced equipmenl ancl technology Improve electronic sharing of data among govemmenl departments to facilit.ile crime detection and prevention (2l Protect Rights ,1nd Frt-edoms Enhance 1ra,1sparency within the security sec1or (3) Manage Crises and Disasters Develo1> crisis and disaster conllngency plans Ensure concern~>cl stakeholders adopl contingency plans Provide necessary e(1ulpmcn1 anu Infrastructure for crisis and disaster management (4) [nsure Access to Justice Eliminate all economic, geographic, legal and procedural barriers that restrict access lo proce<lural services or justice by: Improving lcgislalion and laws Increasing awareness of rights and duties l'oci li tating resolution of labor disputes (5) Mainlain Accuracy and Clarity oi Investigations and Judg,nents Improve judicial inspection Improve mechanisms for resolving rental disputes Improve the quality of judicial investigations and judgmenls (6) Expedite the Process of Case Disposal Activate commercial Mbi1r~1ion Enha11ce cases management system Support clevelopmcnl of lawyers' and experts' competencies Reduce execulion timeframe (7l Fnsurt- the Saf Pt) of ,111 Nationals, Residents and Vis itors Update safely Jc,gislation, specifications and standards Establish and reinforce safety regulation mechanisms and programs to organize key safety sectors Establish a mechanism lo collect anrl process slalislical data, and prepare applied studies and field research Unify and develclp enforcf,ment and monitoring systems for safety at the Emirate level and raise level of coordination among relevant enforcement departmenls al the federal level Develo1> laboratories specializing in safety in tlw Emir;,1c of Dubai and provide necessary nit-chanisms, e<Juipn,cnt and infrastructurl' Increase safely awareness and cuhure 18\ Protec! Public Health and ln1prove Quality of Life )'Our N,11ionals, Residents and Visitors Update and develop legislaticrn and specifications related 10 public health Develop mechanisms, facili ties and 1>lans associated with supervision and monitoring systems for all elements of public health Estahlish P.ffective coordinMion and collabor.,tion mechanisms and ei<'Clronic networking among s1akcholclc,rs in public health Develo1> emergency plans to deal wilh accidents and risks that threaten public health Fnhance public health ;,warcness and education 17 ... \ \ \ \ \ ' Government Excellence 40 1 . Introduction In recent decades, Dubai has enjoyed tremendous grov,th and prosperity. It has developed a distinct identity as a modern and dynamic emirate that is at the forefront of regional and global progress. As the Emirate evolves and as the global environment witnesses increasing competition and change, Dubai will need to continuously ,nodernize its government A world-class government marked by greater transpar­ ency. accountabi lity, efficiency, equity and excellence in customer service is essent ia l in supporting Dubai's evolution and gro~vth. Dubai has made progress in enhancing public sector perforn1ance in recent years. It succeeded in modernizing operations, introducing e-government initiatives and promoting the use of advanced technologies. Significant improve,nents have been achieved in setting up perfonnance management syste,ns for individuals and departments and enforcing accountability. These improve,nents were made possible mainly through the valuable contributions of public service employees. 2. Aims Dubai's leadership is committed to ,neeting and exceeding expectations and enhancing the Government's ability to continuously provide world-class services. The Government will focus on long-tern1 strategic thrusts to achieve desired government performance based on best practices and experience. The strategic thrusts will strive to achieve five core aims: ( 1 J Strengthen strategic and forward-looking focus (21 Enhance organizational structures and accountability (3 J Increase efficiency (,t I Enhance responsiveness and customer service (51 Empower a,1d motivate public service employees 3. Strategic Thrusts The aims for Government ,viii be achieved through focus 011 the following strategic thrusts: (1 } Strengthen S1rategic and Forward-Looking Focus Implement an integrated strategy and performance rnanagement fran1ework Develop strategies that are aligned across government entities Set guidelines and build capabilities for improved strategic planning, policy making and perforn1ance management Develop mechanisms for risk identi fication and management Set mechanisms for evaluation of policies and decisions post implementation (2) Enhance Organizational Structures and Accountc1bility Ensure Lhat the principles of accountability and transparency are slrea,nlined within all government departments Improve public sector institutional structure Strengthe,, the policy-making function within government departments Ensure Lhat each governinent department has key performance indicators (KPls) against which perforinance is monitored (3) Increase Efficiency Improve financial management through results-b~ed budgeting. linking budgets to government strategic priorities, transforming individual departments' financial systems from cash to accrual basis, and updating accounting policies and the consolidation of accounts Establish partnerships with the private sector and independent organizations to deliver selected services and non-core operations Introduce the latest technologies and systems to enhance the efficiency of operations and to belier serve customers (4) Enhance Responsiveness and Customer Service Continue to run and enhance the Dubai Government Excellence Program Establish an electronic complaints system for the Government of Dubai Establish a customer care program Train public service employees on excellence i,, customer service and care Introduce the latest interactive technologies to improve communication ,vith customers and service delivery (5) Empower and Motivate Public Service En,ployees Update the human resources law Implement HR best practices consistently across the government Introduce an emplo),ee Performance Management System (PMS) lmplen,ent an employee Tra ining and Development System (T&DS) lmplen1ent a competency framework to assess and develop the skills and competencies of government employees Introduce specialized programs to improve capabilities of senior management 41