Page 42 - ITU-T Focus Group Digital Financial Services – Executive Summary

(d) Public and Businesses ESS: This category of shared services includes the one-stop-shop official
government portal and mobile app of Dubai Government, recruitment portal, electronic
suggestions, electronic complaints and electronic survey systems for public and businesses, and
electronic procurement for suppliers.

ICT has been a key enabler for all the implemented ESS. In most cases, the latest technologies were utilized
through leading edge solutions deployed as cloud based and/or centralized shared services. Innovation was
critical in all aspects of the ESS as government entities’ needs and requirements were determined
collaboratively and knowledge exchange and dissemination formed a major part of the implementation of
ESS.

As of today, ESS have been very successful in achieving operational efficiencies in the form of cost savings of
4.3 billion UAE Dirhams (1.2 billion USD) (from 2003-2015). They have also received a happiness rating of
84.3%, based on user feedback.

2.2 Implementation

Extensive engagement, participation and collaboration among Dubai Government entities were extremely
important during the implementation of ESS. The ESS were implemented in waves, whereby each ESS
followed an initial implementation phase (through coordinated gathering of requirements) and the
development stages, which included the creation of pilot government entities.
Subsequently, ESS were rolled-out gradually to all other government entities which needed these services.
This was an ongoing process and each roll-out timeframe varied based on service and entity (e.g. Government
Resources Planning roll-outs took 3-6 months whereas electronic payment took 1-2 months depending on
entity).
ESS were also enhanced with new features to meet the customer requirements and to stay competitive with
respect to advances in the industry.
ESS were implemented through well-defined core processes as listed below:
• ESS Requirements Definition
• ESS Design and Implementation

• ESS Roll-out
• ESS Infrastructure Management
• ESS Customer Management (includes Account Management and Customer Incidents Management)
Streamlined and well-defined processes were critical to the success of the overall initiative. Some examples
illustrating the growth and uptake of ESS over the years have been given in this case study.

GRP was launched in 2003 with 15 ESS (HR, Finance, Supply-chain, etc.) in 7 entities. By 2016, GRP had more
than 30 ESS in more than 50 entities. Over the years, project management, electronic procurement, mobile
supply chain management, etc. were added as enhancements to GRP suite of ESS.

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