emirates strategy

8/10/2019 Emirates strategy

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Strategic PlanHandbook

Emirates Identity Authority

2010-2013


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Our nation looks forward to the day when it shall reap the fruits of the seedsit has sown. Te UAE needs the concerted efforts of the people in its march

towards a better tomorrow and a brighter future, after achieving great strideson the road to development and progress.

Te late Sheikh

Zayed Bin Sultan Al NahyanMay his soul rest in peace

Founder of the UAE and Builder of its Modern Renaissance


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Te Population Register and ID Card program is a quality addition to the UAEsstrategic projects that will reinforce the social and economic developmentachieved across the UAEs economic, social, political and security sectors.

H. H. Sheikh

Khalifa Bin Zayed Al NahyanPresident of the United Arab Emirates


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As one of the largest technologically advanced projects across the Middle East,this program is a clear example of the importance of utilizing state-of-the-art

technology to improve government performance and action.

H. H. Sheikh

Mohammed Bin Rashid Al MaktoumVice President of the United Arab Emirates

Prime Minister of the UAE and Ruler of Dubai


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We are condent that the Emirates Identity Authority will play a key role insupporting the sincere efforts aimed at achieving comprehensive development

towards the greater good of our nation.

H. H. General Sheikh

Mohammed Bin Zayed Al NahyanCrown Prince of Abu Dhabi

Deputy Supreme Commander of the UAE Armed ForcesChairman of the Emirates Identity Authority


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Te Population Register and ID Card program is a vital extension of theprogress & development being undertaken by the UAE led by the insightful

vision of its leadership. In its new strategy for 2010 - 2013, the Emirates IdentityAuthority is making steady progress towards achieving the set goals.

H.H. Lt General Sheikh

Saif Bin Zayed Al NahyanDeputy Prime Minister, Minister of Interior

Vice Chairman of the Emirates Identity Authority


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Foreword, Vice Chairman of Emirates Identity AuthorityMessage from the Director GeneralAbout Emirates IDStrategy

ForewordExecutive Overview1- Strategy Development and Publication Phases2- Strategy Development Methodology

2.1 PES LE Analysis2.2 SWO Analysis

3. Key Strategy Inputs3.1 Federal Government Strategy3.2 Emirates ID Strategic Intents3.3 Stakeholder Analysis3.4 International Benchmarking3.5 Operational Model

4- Emirates ID Strategy4.1 Vision and Mission4.2 Corporate Values and Principles

5. Identifying Strategic Initiatives and Indicators

5.1 Strategic Objective 1:Enroll & maintain an accurate, comprehensive and up-to-date population register

5.2 Strategic Objective 2:Develop a secure, and integrated infrastructure enabling data access and exchange

5.3 Strategic Objective 3:Establish the ID card as the most valued card

5.4 Strategic Objective 4:Ensure that all central administrative servi ces are of high quality, efficient, transparent and timely

6- Key Projects7- Strategy Implementation and Follow-up8- Strategy Development Process (In Pictures)

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Table of Contents


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Emirates Identity Authority | Strategy

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Te supreme leadership of the United Arab Emirates (UAE) is keen on adoptingmodern concepts of development across all ministries, institutions andgovernment agencies and authorities. It is passionately providing boundlesssupport to national and strategic programs and initiatives, among which is thePopulation Register and ID Card (PRIDC) program being implemented by theEmirates Identity Authority (Emirates ID).

In this context, Emirates ID drives its determination and momentum fromthe wise guidance of H.H. General Mohammad bin Zayed Al Nahyan, CrownPrince of Abu Dhabi, Deputy Supreme Commander of the UAE Armed Forcesand Chairman of the Emirates Identity Authority, to continue the process ofdevelopment and modernization efforts based on strategic thinking models, inorder to achieve the vision of our supreme leadership, with dignity, honesty, and

sincerity.From here I can say that the new Emirates ID 2010-2013 strategy is an ambitiousbid that goes in line and is consistent with the Federal Government strategy andthe UAE vision 2021. It is rich in initiatives and strategic projects that emphasizethe active role of the authority, and highlight its positive contribution to thefuture developments in the UAE.

An Ambitious Strategy

Large hopes are pinned on this integrated strategy with its national vision,mission, objectives, initiatives and projects. We are looking forward to seeingEmirates ID play a key role in supporting e -government programs in the country,and enabling them to employ the infrastructure services developed by theauthority, which shall contribute towards enhancing the services provided tocitizens and residents, in quality and quantity, both in public and private sectors;a venture that pushes forward the development efforts and further establishesthe aspects of law and order, safety, security and prosperity in our country.

Allah is the only bestower of success

ForewordVice Chairman of Emirates Identity Authority

Saif Bin Zayed Al NahyanDeputy Prime Minister, Minister of Interior

Vice Chairman of the Emirates Identity Authority


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It is with great pleasure that I present to you this handbook that explainsEmirates IDs corporate strategy for 2010-2013. Te production of this handbookcomes with the authoritys aim to publish a series of instructive and educationalmaterials to strengthen communication channels with its staff and strategicpartners.

Te insightful directives of our esteemed leadership, in addition to the continuedsupport of our Board of rustees and vigilant follow up of our team leader H.H.Shaikh Saif Bin Zayed Al Nahyan, Deputy Prime Minister, Minister of Interior, ViceChairman of Emirates Identity Authority, have contributed to the developmentof this ambitious strategy. A strategy that seeks to continue the work towardsthe completion of the authoritys main national priority: i.e., the enrolment ofthe entire UAE population in the population register.

At Emirates ID, we believe that success has no boundaries. We are aware of the factthat for this strategy to be successful we need to develop and qualify competenthuman resources, and enable them to exercise their roles and responsibilitieswithin an organizational system that pushes them to excel, and be self-condentin their capacity for creativity, innovation and distinguished performance. We arecondent that together we can accomplish these objectives and translate the setvision into tangible achievements and concrete reality.

A roadmap to progress

I take this opportunity to extend my sincere and deep appreciation to all of thosewho have contributed to the setting of the strategy and to those who will ensureits achievement from executive directors, managers, and employees.

We hope that this strategy constitutes a roadmap to guide the progress ofEmirates ID through 2010-2013 and a rich source of information that allows itto perform its functions competently and efficiently and to the best of its ability.

Dr. Eng. Ali M. Al-KhouriDirector General

Message from the Director General


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Te Emirates Identity Authority (Emirates ID) is anindependent federal authority established by virtueof Federal Decree no. (2) issued in 2004. Te decreeempowered the authority to develop and implement

a national identication infrastructure.Emirates ID was established on Shaaban 15th, 1425H,corresponding to September 29th, 2004, as a federal juridical government body. It has an independentbudget and is authorized to craft its own legalframeworks to facilitate achieving its objective.

Emirates ID is mandated to develop, record and updatea sophisticated state-of-art identity managementsystem, through enrolling the entire UAE population;citizens and legal residents, and issuing them withunique identication numbers and smart cards thatare linked with their biographical and biometricdetails.

By adopting cutting-edge and innovative technologiesin running this promising national program, EmiratesID is keen to play an active and central role in supportingthe development initiatives of the country. EmiratesIDs contribution includes a comprehensive, accurateand highly secure population register that makesavailable the needed population demographical datato support decision-making and strategic planningrelated to resource allocation in the various areas andvital sectors. Its other strategic initiatives aim to allowthe government to develop and improve existingservice delivery models through advanced identityauthentication capabilities.

About Emirates ID

Strategy


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Executive Overview

One of the key criteria assessed when measuring the successof institutions is the extent to which these institutions haveachieved the objectives they were established for. Further,the development and progress of nations and peoples hinge

today on the degree to which institutions assume theirresponsibilities and perform their assigned duties based onmeasurable, objectively approached, clear-cut and realisticresults. Te technological advances and economic prosperityof developed countries are inarguably the products of thesecountries keenness to adopt strategic management principlesin order to meet their goals in managing and directing theirresources in an efficient, effective and scientic manner.

As such, Emirates ID is determined to play an active anddistinctive role in the economic and cultural developmentand progress of the United Arab Emirates by adopting modernconcepts in management and innovative technology inhandling its business. Emirates ID also endeavors to achieve thegoal set by its senior management for fully enrolling the entireUAE population in the Population Register and ID Card (PRIDC)system. Tis will help position the UAE among advancedcountries, both regionally and globally, in terms of establishingand managing personal identities through the adoption ofhigh tech, state-of-the-art technologies and the integration ofservice delivery systems in both public and private sectors withinfrastructure initiatives that Emirates ID is undertaking

Tis handbook seeks to explain and present the componentsof the new 2010-2013 strategy which Emirates ID developed toachieve a substantial shift forward in its journey. Te handbookalso serves to introduce the authoritys main principles andobjectives as the strategy was conceived as a guideline for theirachievement.

Foreword

Strategy

Te strategy development process included preparing manyanalytical and review studies to provide in depth understandingof the Emirates ID potential for further development. Tesestudies were both scientically and practically approachedto critically evaluate required outcomes. Te strategy wasdeveloped in accordance with the general framework set bythe Ministry of Cabinet Affairs in the UAE for the developmentof government strategies.

Te strategy exercise, took into account the main challengesand lessons learned from the earlier strategy work, operations;Te experiences and practices of other countries were used asinternational performance benchmarks. All this, constitutedimperative input for dening the general objectives of thenew strategy, and to pinpoint the projects and initiatives thatwill enable the authority to achieve its strategic objectives. Teauthority drew a sharp line between the results and activities,and declared that its focus will always be on the former.

Te new strategic plan was based on four main pillars:

1- Development of a realistic and effective plan to enroll theentire UAE population.

2- Setting up a data integration platform to electronicallyinterface with key government ministries such interior,labour, justice, health, education and higher educationand other dened local government agencies.

3- Development of a modern electronic identity infrastructureto support e-government initiatives.

4- Te development of a customer service excellence cultureas this comes at the heart of the new strategy and is oneof its key priorities. (Refer to Figure 1 )


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Figure 1

Emirates ID 2010-2013 strategy was developed as a principle tool to achieving andmonitoring the authoritys goals and objectives throughout this period.

An operational model was developed to support the strategic progress and todrive shifts in its key operations during the strategy implementation period.

Key guidelines were developed to increase the efficiency and effectivenessof registration operations, achieve high levels of customer service standards,and develop the infrastructure needed to provide identity verication andauthentication services.

Te strategy focused on the completion of the authoritys central mission ofenrolling the entire population of the UAE; citizens and legal residents.

ime-specic operational plans were instituted to guide the execution ofinitiatives and projects with clear and measurable performance indicators.

A progress measurement mechanism was created to monitor progress andachieved objectives through key performance indicators (KPIs), and separateoperational KPIs were established to gauge the progress made in achieving theresults targeted by each initiative.

A Strategy Support Office was set up to assess and monitor operational plansand performance indicators. Te office will offer support to all organizationalunits responsible for implementing the strategy initiatives and projects.

In order to meet the authoritys strategic objectives, the management teamdeveloped a number of separate initiatives aimed at achieving specic outputswithin a given timeframe.

Te other focus themes and objectives of the new strategic plan rotate aroundthe development and updating of existing administrative, nancial, technicaland other organizational policies, and reviewing the procedures and systems thathave a direct link in support of strategic plans. Te strategy gives high attention

to the development of competent human resources who should, in turn, enablethe authority to achieve its objectives and will thrive to instilling a culture ofcreativity, innovation and institutional excellence.

Key blocks in the journey of strategy development


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Te development of Emirates IDs strategy 2010-2013 proceeded from thedirectives of H.H. Shaikh Saif Bin Zayed Al Nahyan, Deputy Prime Minister,Minister of Interior, and Vice Chairman of Emirates Identity Authority, on theneed to re-consider the plans adopted by Emirates ID in light of the dramatic

increase in the UAE population in recent years, and to meet the supremeleadership expectations and aspirations. ( See Figure 2 - Evolution of Emirates IDsfunctions since its inception )

Te leading role of H.H. Saif Bin Zayed, Vice Chairman of Emirates ID and hisactive participation in all the phases of the strategy development helped inshaping the vision and mission statements and in dening guidelines for the corestrategic objectives and key performance indicators.

Emirates ID was also keen to involve its leadership teams from all organizationallevels through workshops and discussion forums at each phase of the strategydevelopment process:

Emirates ID Board of rustees: continuously involved in reviewingstrategic components and targeted outcomes.

Board of rustees Executive Committee: participated in all phases ofstrategy development.

Senior and middle-management: workshops to examine and discussstrategy objectives and to identify and prioritize initiatives and projects.

Registration Centres staff: eld visits by senior management team toregistration centers to explain the strategy, and its impact on their work.

A paper was prepared to outline the phases of the new strategy titled When Strategic Focus is Needed in anOrganization, and was presented at the 1st International Conference on Changing Management Perspective:Revisiting Existing Principles and Exploring New Ideas, Nepalese Academy of Management, Nepal.http://www.emiratesid.ae/en/research-and-studies.aspx

1- Strategy Development and Publication Phases

imeline

Launching 2010-2013 Strategy

Figure 2 - Evolution of Emirates IDs functions since its inception

Restructuring of the Executive Committee & creation of a new team ofleaders at Emirates IDExisting strategy and operational plans review

Enrollment of 1.2 million individuals in the Population Register, as UAE populationreached 8.2 million, and only around 20% of performance indicators were met

Operations began at registration centers across all UAE emirates

Launching of Emirates ID strategy 2007-2010

Piloting of the Population Register (Abu Dhabi)

Presidential decree issued to establish Emirates Identity Authority

March2010

July2007

August2009

June2005

July2010

June2007

July2009

September2004

Registration Centers began to operate with new registrationprocess(enrolment process re-engineering project)

Emirates ID presented its strategy to many organizations in both public andprivate sectors, as well in a number of international and local conferences in orderto share knowledge, receive feedback and hear other perspectives. Emirates IDalso published the strategy on its website to allow the public to access its content

and post their comments. Emirates ID is currently working on developing a planfor the dissemination of the strategy and obtaining feedback and suggestionsfrom various concerned stakeholders through media campaigns, brochures andmutual visits. ( See Strategy Development Process - in pictures, p.50+ )


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A systematic and formal strategy development process ( detailed in Figure 3 ) wasfollowed that dened various criteria and controls to ensure the integration andconsistency across the activities and projects as well as the achievement of goalsand objectives.

Te phases of strategy development included a series of key controls:Compliance of Emirates IDs vision with the vision & strategy of the Federal Government

Establishing Emirates IDs mission based on its vision

Identifying organizational values to support the achievement of Emirates ID objectives

Determining strategic objectives

Developing a number of initiatives and programs to meet the targeted objectives

Dening strategic performance indicators for initiatives and programs

Setting projects to implement the adopted initiatives and programs

Distributing projects across Emirates IDs organizational units

Setting operational performance indicators for projects

2- Strategy Development Methodology

Activity1

Key successfactors/strategicperformance indicators



Department A

Activity2

Department B

Activity1

Department A

Activity2

Department B

Activity3

Department C

Initiative 1

Operational indicator



Initiative 2

Initiative 3

Example:

Achieving OrganizationalExcellence


Strategic Objective 2



AdministrativeBackbone Objective(s)

Federal Government Strategy(Emirates ID strategic intents)

Vision

Organizational

Values

Mission

Figure 3 Strategy Development Process

2.1 PESTLE Analysis

PES LEcomponents

Main Inuencing Factors

Political

Focus of Federal Government on the activation of e-services Numerous partners competing to activate e-services locally Linking ID cards and other smartcards requires coordination with many other

government entities

Economic ID card fees exceed the means of a large segment of the population Increased regulation by the Ministry of Finance via adoption of zero based budget Te need for advanced nancial management in light of the increase in

regulatory requirements

Social

Increase in UAE population Increase in job turnover among white-collar professionals A large proportion of card holders do not benet from the e-services that

cards give access to

Technical(Technological)

Establishing the digital ID infrastructure requires endorsement and a s ecureauthorization Need f or more marketable technological applications Need for h igher-capacity cards to implement and activate card e-services

Legal

Need for a reliable and legal mechanism to establish personal identity for theprivate and public sectors

Need to activate the Population Register Law to increase registrants Need for national cadres to handle certain key authontication tasks

Environment Desire to activate a green environment system at Emirates ID facilities

able 1 PES LE Analysis

Emirates ID used PES LE analysis to identify a series of political, economic, social,

technical, legal and environmental indicators and factors that may inuenceits strategy. Tese factors were then entered in the second half of the SWOanalysis; Opportunities and Treats. ( Refer to p.28 )


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Te Federal Government Vision 2021 offers a clear overview of the externalenvironment and how it impacts future development and initiatives. As a Federal

Government entity, Emirates ID drew on this vision and the future opportunitiesand threats it encompasses. Emirates ID also sought to analyze the internalenvironment based on organizational best practices and by using PES LE analysis,brainstorming, and workgroups to identify strengths and weaknesses.

Opportunities reats

Strengths Weaknesses

A uniquely valuable card (ID card with integrated services) Distinctive support from the Board of rustees, the Executive Committee and the Federal

Government (use of ID cards at certain government entities to execute transactions) Clear prerogatives based on Federal Laws A leadership in favor of making changes to achieve results and targeted outcomes Communication channels with Federal and Local entities Population registration centers gradually opening across all emirates Initiating the development of work systems and protocols and the improvement of

internal business relations

Failure to reach the number of registrants targeted by the set plan (only 1.2 millionenrolled over 4 years)

Limited capacity of centers to accommodate large numbers of registrants Limited capacities of electronic devices and software Poor promotional plan on registration Poor internal communication Lack of qualied national employees and cadres at local government level Inadequate mechanisms for linkage with external entities (preventing automatic data

update) (link only established with Ministry of Interior)

Federal Government moves towards e-government service provision UAEs commitment to and planning for knowledge economy Need to provide comprehensive and accurate population statistics given the ongoing

growth in population size and change in demographic data Need for secure personal identication Will to create legislations to help increase the number of registration applicants Senior management backs initiatives to keep abreast of best practices amid global

information-sharing and competition

Poor linkage of internal systems Lack of national technic al and managerial cadres specialized in Emirates ID areas ofactivity (ngerprinting and forgery experts)

Lack of proper awareness and understanding of customer needs and expectations Poor legislative and legal coordination on issuing laws and legislations needed

to regulate interconnected jurisdictions and roles among the Federal and LocalGovernment Entities concerned with Emirates IDs activities

Increasingly costly and complicated investments to use modern technology to supportEmirates IDs activities

I n t e r n a l

E n v i r o n m e n t

E x t e r n a l

E n v i r o n m e n t

2.2 SWOT Analysis

able 2 SWO Analysis


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3.2 Emirates ID Strategic Intents:Te strategic direction for Emirates ID was established in compliance with thelaws and legislations governing the authoritys activities. Te strategic intentsfor Emirates ID are as follows:

o contribute to national and individual security as the primary identityprovider in the UAEEmirates ID was created by virtue of a Federal Decree in 2004 as the primaryprovider of ID cards to ( establish personal identity) . As such, Emirates ID wasempowered to create, maintain and continually update the Population Registerfor all UAE nationals and residents and to issue ID cards for individuals.

o simplify government service delivery and facilitate transactionsEmirates ID will strive to play a role in (supporting decision-making) andproviding decision-makers with updated statistical data on populationdemographics by developing secure, cutting-edge systems integrated withinstitutions concerned with civil records in the UAE. Tis in turn allows theautomatic update of the Population Register system. Among the entitiesexpected to engage in this electronic linkage are the Ministries of Interior,Labor, Justice, Health, Education, and Higher Education.

o facilitate the delivery of innovative electronic servicesEmirates ID hopes to contribute to the evolution of the UAE towards a fully(digital community) by creating an infrastructure for developing e-services

and activating smart ID card applications and digital certication to establishpersonal identity on electronic networks, such as the web. Tis will allow thetransition of the UAE into an integrated e-government service provider.

o develop a world-class service organizationEmirates ID will employ the best scientic and applied approaches to achieveorganizational excellence in its provision of internal and external services.Trough delivery of seamless, innovative and high quality services, EmiratesID is keen to ensure customer satisfaction and emphasize the ( centrality ofcustomers ) input to the authoritys strategy and the shaping of its purposesand priorities.

3.3 Stakeholder Analysis:Emirates ID was determined to study the needs of all stakeholders in its projectsand to involve them in the creation of its strategy. Emirates ID also workedsystematically to strike a balance between the needs and expectations of thevarious stakeholders in order to achieve positive outcomes for all stakeholders.

Board of rusteesExecutive Committee

Abu Dhabi awteen CouncilKnowledge & Human Development

Authority

Government(Federal Local)

Emirates ID Call centerCustomer

service

Partners & ServiceProviders

Morpho (Safran group)

Gemalto

Emartech

Logica

Parsons Consultants

Oliver Wyman

Empost

CustomersNationals

Residents

GCC Nationals

Employees

echnology& serviceproviders Leadership, human

resources, operations

All segments of the community

Community

Environment, individuals, State

Ministries of Interior, Health, Labor, Finance, Justice, Social Affairs and Higher Education

e-Goverment authorities

Emirates ID engagements with stakeholders its partners in excellence

Figure 5 Stakeholders Analysis


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3.4 International Benchmarking :Emirates ID recognized the importance of drawing on the experiences and practices ofother countries in implementing advanced identity systems, in its search for cutting-edge inputs and approaches for building and formulating the outcomes targeted by itsnew strategy. Te following table depicts some international best practices for identitysystem applications in benchmarked countries.

Entity 1 2 3 4 5 6

State UAE Malaysia Belgium Bahrain Australia Singapore

e-government

e-wallet

e-banking

e-health

ravel

Public transportation

Drivers license

Establishing Identity

Property registration

I D U

s e s

P l a n n e

d

F u t u r e

U s e

P l a n n e

d

F u t u r e

U s e

*Only after requesting a Sign/Pass authorization

4- Central Informatics Organization5- Department of Immigration and Citizenship6- Immigration & Checkpoints Authority

1- Emirates ID2- National Register Department3- Directorate-General for Institutions & Population

able 4 Benchmarking on Card Applications

3.5 Operational Model:During the strategy development process, Emirates ID was keen to dene itsoperating model for current operations and to pinpoint future shifts in its activities.

As depicted in Figure 6 , the rst phase of the operating model will focus onenrolling the entire UAE population and gradually shifting towards providingID card based services to both government and private sector institutions. TeID card will eventually become the primary mechanism through which peopleare identied and authenticated in physical and virtual forms, and will be anindispensable prerequisite for accessing public services.

Expected ransition in Emirates ID Services:

Figure 6 Emirates ID Operating Model

T r a n s a c t

i o n

f a c i l i t a t

i o n

s e r v i c e s

D a t a

s h a

r i n g

s e r v i c

e s

Current FocusedEmirates ID is keen to offerever greater ease in carryingout transactions between thepeople, government entitiesand private rms.

Current FocusedAt the moment, EmiratesID is primarily focused onpopulation registration andthe creation of an accuratepopulation database, withlimited emphasis on facilitatingtransactions and data services.

Current FocusedEventually, Emirates ID hopes toshift to data service provisionand transaction facilitation, whilecontinuing to register individuals/renew or replace ID cards.

ransactionfacilitation

services

ransactionfacilitation

services

Populationregistration



Data sharingservices

Data sharingservices


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Figure 7 Emirates ID Strategy 2010-2013

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Innovation:To build capabilitiesof providing anddeveloping newinnovative/diversesolutions seekingexcellence

Ownership:To take fullresponsibility for ourwork, keeping ouragreements andaccepting theconsequences ofour actions

To contribute to

individual and national securitythrough enhancement of personal identity in the UAE,maintenance of an accurate population register

and provision of innovative e-services

To be the principal reference for establishing personal identityand providing population data in the United Arab Emirates

Enroll and maintain anaccurate, comprehensiveand up-to-datepopulation register

Develop a secure, andintegrated infrastructureenabling data access andexchange

Establish the ID card asthe most valued card

Ensure that all centraladministrative services areof high quality, efficient,transparent and timely

Contribute to Nationaland individual security asthe primary identityprovider in the UAE

Simplify governmentservice delivery andfacilitate transactions

Facilitate the delivery ofinnovative electronicservices

Develop a world classservice organization

Trust:To create asupportiveenvironment bytrusting each othersgood intents -making it a pillar ofour culture

Teamwork:To embed the spiritof teamworkthrough knowledgetransfer as toachieve theorganizationsultimate objectivesand goals

Customer Orientation:

Utmost dedication toachieving customersatisfaction, throughtransparency, gainingtheir trust & valuingtheir feedback; toimprove standards ofservice delivery

1 2 3

SupportSecondaryPrimary

4

Values

CurrentPriority(2011)

StrategicObjectives

Strategic Intents

Vision

Mission

4.1 Vision and Mission:

Emirates ID adopted a scientic approach in creating its vision and mission;expressing, concisely and clearly its ambition, key message and role in the

community as well as its future aspirations.As indicated earlier, Emirates ID was keen to address all key stakeholders in theformulation of its vision and mission. Te authority chose the wording carefullyand weighed the possible implications of each term to make sure that the contentwas comprehensive, clear and easy to understand by all concerned parties.

In order to activate its vision and mission, Emirates ID dened a primary strategicintent and strategic objective; to enroll the population and maintain an accurateand comprehensive population register. Tis primary focus is underpinned bya set of secondary and supporting strategic intents and objectives. ( See Figure 7)

4. Emirates ID Strategy


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Based on the strengths, weaknesses, theats, opportunits and key inputs identiedthrough the afore mentioned analysis and studies, Emirates ID devised initiativesthat would contribute to its strategic goals. Tis was achieved through internalworkshops in which senior managers, directors and some middle-management

staff participated.Te initiatives were discussed and their priorities were set according to structuredscientic methods. Consequently, Emirates ID highlighted the main initiativesthat would best help meet its strategic objectives throughout 2010-2013.

Emirates ID also dened strategic performance indicators reecting theestablished objectives. Tese indicators will be measured periodically to ensureeffectiveness and the achievement of objectives, guaranteeing successful strategyimplementation.

Tese strategic objectives are presented next.

4.2 Corporate Values and Principles:Emirates ID recognizes the centrality of corporate values and principles inbuilding an optimal and effective work environment. Tese values and principlesare management tools that create bonds between the organization and its staff.Tese values are a driving force for the creation of a united corporate culture thatchannels human potential towards achieving the strategys targeted outcomes.

As such, Emirates ID dened ve corporate values as the foundation upon whichits activities shall be built. Tese values will be the moral code which guidesperformance and conduct as well as occupational and human relations withinEmirates ID. Te entity will also work towards instituting practical and realisticprograms to consolidate these values in everyday activities. Te programs willserve as one of the supportive management approaches (management throughvalues and principles) which Emirates ID will follow to reinforce the capacitiesof its staff in understanding, implementing, utilizing and activating such valueswithin the organizational system at Emirates ID.

5- Identifying Strategic Initiatives and Indicators

Customer-centric serviceUtmost commitment to ensuring customer satisfaction, guaranteeingtransparency, gaining customer trust and valuing their feedback tocontinually improve our service

eamwork Embedding the spirit of teamwork through knowledge transfer inorder to achieve Emirates IDs ultimate objectives and goals

rustAdopting an organizational culture centering on providing a supportiveworking environment based on mutual trust

Ownershipaking full responsibility for our work. We will honor our commitmentsand assume the consequences of our actions

InnovationDemonstrating our capacity for providing and developing innovative/diverse solutions towards achieving excellence


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Figure 8 Figure 9

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Strategic indicators and initiatives (relevant to strategic objective 1)

Strategic Objective 1:5.1 Enroll and maintain an accurate, comprehensive and up-to-date population register

Strategic Objective

Strategic performance indicators and targeted outcomes

Nationals enrolled in thePopulation Register (%)

A- Enroll and maintain anaccurate, comprehensive and up-to-date population register

Average registration capacity atregistration centers per day

Providing the needed services for creating & managing registration systems & processes

1

2010

85

2012

97

2011

95

2013

100

Initiative

Success factors- Upgrading registration processes- imely printing of cards

2010

5.000

0

10.000

15.000

20.000

12.000

2012

16.000

2011

12.000

2013

20.00066%

Strategic Objective


2013

85

2011

9595 95 95

20122010

2010 0

5.000

10.000

15.000

6.000

2012

11.000

2011

8.000

2013

15.000150%

Achieving Emirates IDs objective of enrolling the UAE population andmaintaining accurate, comprehensive and updated population register requiresthe provision of some key elements: i.e., re-engineering registration process;maximizing registration centers capacity to better manage the ow of customers

and maintaining the accuracy of recorded data. Strategic indicators and initiatives (relevant to strategic objective 1)

Accuracy of ngerprinting in thePopulation Register (%)

B- Enroll and maintain anaccurate, comprehensive and up-to-date population register

Average daily registration ofresidents in the Population Register

Providing authorized access to PopulationRegister data

Providing the needed services for creating andmanaging registration systems and processes

1

Initiative

Success factors- Capacity to manage the ow of

customers- Data accuracy


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Figure 10 Figure 11

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2010 2012

7580

65

55

2011 2013

+45

2010 2012

100 100

75

20

2011 2013

100%

Strategic Objective Strategic Objective

2010

20%

2012

80 8070

60

2011 20132010

50%

2012

60

70

50

20

2011 2013

Strategic performance indicators and targeted outcomes Strategic performance indicators and targeted outcomes

External partner satisfaction withinformation sharing processes (%)

Concluded/potential partnershipsand MoUs (%)

Develop a secure, and integratedinfrastructure enabling data accessand exchange

Establish the ID card as the mostvalued card

Completion of secure infrastructurefor data sharing (%)

Customer awareness of cardvalue (%)

Implementing electronic linkage withgovernment bodies

Building and reinforcing relations with privateand public sector entities

Implementing the e-government support project Developing and implementing a marketing andpublic outreach plan

2 3

Initiative Initiative

Success factors- Capacity to control and manage

access to data and data sharing- Te necessary infrastructure for

interaction with other entities- High level of security

Success factors- Number of services- Potential transactions per day

Strategic Objective 2:5.2 Develop a secure, and integrated infrastructure enablingdata access and exchange

Strategic Objective 3:5.3 Establish the ID card as the most valued card

o develop a secure and integrated infrastructure, Emirates ID needs to developinterfaces to interact with other entities. Emirates ID also needs to develop thecapacity to manage the ow of data and to apply rigorous security protocols toensure protection and safe access to its data.


In order to gauge whether the ID card is indeed the most valued card in the UAE,Emirates ID is planning not only to embed high added-value services on the cardbut to rate its value based on the number of daily transactions that potentialcard users may conduct.



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Strategic Objective

2010 2012

75

90

7560

2011 2013

30%90 90

7060

2010 20122011 2013

30%

Figure 12

Strategic Objective

2010 2012

8 88

10

2011 2013

-2%

Figure 13

Strategic Objective 4:5.4 Ensure that all central administrative services are of highquality, efficient, transparent and timely

Emirates ID endeavors to enhance its employees understanding of its strategicgoals towards improved responsiveness to customer needs and higher-qualityservices. Te authority plans to build a service-based organization focused onattaining objectives, improving customer service and establishing efficientresult-oriented internal services. Emirates ID also plans to focus on performancemonitoring, competency development and the provision of best possibleservices.


Strategic performance indicators and targeted outcomes Strategic performance indicators and targeted outcomes

Occupational satisfaction (%)

A- Ensure that all centraladministrative services are of highquality, efficient, transparent andtimely

B- Ensure that all centraladministrative services are of highquality, efficient, transparent andtimely

Satisfaction of registered externalcustomers (%)

Job turnover rate for nationals

Effective policies and operations Ensuring organizational excellence

4 4

Initiative Initiative

Success factors- imely response to customer needs- Service quality- Integrated internal systems

Success factors- Employee awareness of Emirates

ID objectives- Service quality- Integrated internal systems


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2012

3 33

2011 2013

100100 100113

2010 20122011 2013


Initiative

Strategic Objective


6- Key Projects

After establishing the strategic initiatives and relevant priorities, operationalplans were developed by the responsible departments with dened timeframesand operational KPIs. Te Strategy Support Office was tasked to periodicallyfollow-up and assess progress and achievement. Te gure below depicts major

projects and initiatives in a Balanced Scorecard framework. Emirates ID will usethe scorecard framework as a management approach to monitor and measureperformance and as a tool for internal and external communication.

Figure 14 Figure 15 Main Projects Derived f rom New Strategy

Financial Performance

Vision & Strategy I nternal Op erationsCustomers

Learning & Growth

Zero-based budgeting Developing nancial

operations Finalizing policies and

procedures (nance internal auditing)

Enterprise Resource Planning (ERP) ISO 90001 quality management

system ISO 27001 information security

system awafok system Corporate performance

management Developing enrollment internal

systems Finalizing legislations, laws &

internal regulations

Competency Development Performance management

(operational performanceindicators)

Employee performancemanagement

raining plan implementation Investing in human resources

project Reinforcing employee incentivizing

and motivation policies

Strategic Support Office Enrollment reengineering Population enrollment plan Preventive medicine centers E-services Developing data-sharing

infrastructure

Mass communication andmarketing plan

Developing customerservice Standard

Emirates ID website Redesigning registration

centers

Attaining revenues as set by ap-proved budget (%)

C- Ensure that all centraladministrative services areof high quality, efficient,transparent and timely

D- Ensure that all centraladministrative services areof high quality, efficient,transparent and timely

Percent decrease in expenses forefficiently and effectively implementedprograms according to planned budget

Integrated internal systems Ensuring nancial resources to support EmiratesID services

4 4

Success factors Success factors- Providing world-class internal

services- Service quality- Integrated internal systems


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Te Director General and the leadership team at Emirates ID as well as themanagement teams of its organizational units, each according to their functions,are responsible for following-up on the implementation of initiatives andprojects detailed in the strategy. Tis responsibility is two-pronged, involving,

rst, the monitoring of implementation through (process evaluation) and,second, strategy (results evaluation) to ensure that objectives have been met.

Te strategy results and key performance indicators are presented to the Boardof rustees periodically. Also, the Emirates ID Senior Management Committee(SMC) convenes bi-monthly to monitor progress as well as the strategic andoperational performance indicators.

Periodic reviews are held semi-annually to evaluate the phases of strategyimplementation. Tese periodic evaluations provide input for regular strategyrevision updates. Subsequently, all the future strategic plans will be derived fromthe nal strategy revision.

Last but not least

Developing the strategy was not an end in itself but a means towards directingthe efforts of Emirates ID in order to meet its leaderships aspirations and itsvarious corporate objectives.

Emirates ID realizes that transforming ambitious and promising strategies intoconcrete reality is often the most challenging step. Terefore, Emirates ID shallendeavor to prevent failure at the implementation phase which usually resultsfrom poor communication between planners and implementers, lack of strategyexibility, weak follow-up or unrealistic expectations.

Emirates ID is primarily focused on results not on activities. Te authority hascreated a systematic work methodology based on strategic and dynamic thinkingapproaches, and an operating model, which strikes a balance between targetedoutcomes and potentially deviating variables.

Tis model brings together strategic methods for both direct and indirectmanagement approaches, and shuns traditional forms of management in orderto be more responsiveness to emerging work and strategy implementationrequirements.

Likewise, Emirates ID is fully aware of the central role of leadership as a key drivingforce behind strategy success. As such, Emirates ID shall ensure regular follow-ups of implementation plans and their coherence with the strategy.

Emirates ID shall also reinforce communication channels, and create a favorablework environment which encourages Emirates ID staff to build and strengthenindividual and group motivation towards development. Te entity will also striveto reect its corporate values through its practices. Tis will serve to guide itswork towards attaining its mission and vision for the future.

Deriving from its value for transparency, Emirates ID will publish its strategyimplementation results regularly on its website www.emiratesid.ae/en/strategy and will expose the progress of strategic projects and any possible changes tothe strategy. Emirates ID welcomes all feedback concerning the strategy at thefollowing email address [email protected] .

7- Strategy Implementation and Follow-up


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8- Strategy Development Process (In Pictures)

Troughout the phases of strategy development, Emirates ID was keen to discussits strategic objectives and dene the initiatives and projects relevant to thePopulation Register and ID Card with all its par tners and stakeholders. EmiratesIDs aim is to encourage the sharing of knowledge, feedback and perspectives as it

strives, based on its mission, to contribute to national and individual security byestablishing personal identities in the UAE, to maintain an accurate PopulationRegister, and to revolutionize service delivery in both the public and privatesectors.

Strategy Development Process (In Pictures)

Start from Page 51 - Arabic Section


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Discussing the strategic and operational plan with the Executive Committee Chairman and Boardmember along with executive directors

Discussing the strategy with Ministry of Interior and Ministry of Labor representatives

2

s

1

Photos

Presenting and discussing the Emirates ID strategy 2010-2013 with the Board of rustees

Discussing the strategy at the Federal National Council (FNC)


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Presenting the strategy before the Department of Naturalization and Residency-Dubai (DNRD)

Presenting the development plan at a workshop for government development in Asia

4

s

3

Photos

Presenting strategy components at Security Document World, SDW 2011-London

Discussing the strategy at a workshop with the inventors of the balanced scorecard methodology for monitoringstrategy execution


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Presenting the strategy at the 4th Conference for Global Competitive Strategy Development inGovernment Organizations, Dubai

Presenting the enrollment plan at the international conference for developing public sector ser vices,Milan - Italy

6

s

5

Photos

Periodic meetings with registration center directors to examine strategy components and theirimpact on their work

Reviewing corporate values with employees


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Provide superior services through a knowledgeable and cooperative team

Reduce the number of processes to provide prompt and efficient services

12

s

11

Photos

Simplication of government services and facilitation of transactions

Provision of sophisticated, high quality services


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Achieving customer satisfaction beyond their expectationsDevelop a secure, and integrated infrastructure enabling data exchange

Enroll and maintain an accurate and comprehensive population registerClarication of enrollment procedures to the public

14

s

13

Photos


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This booklet is designed by Emirates Identity Authority Administration & Relations Affairs - Public Relations All Information, Photos, Charts and Designs found in this booklet belong to Emirates Identity Authority

Any usage or duplication without formal authorization from Emirates ID is prohibited 2011 Emirates Identity Authority. All Rights reserved.

For any enquiries, please contact us on 600 5 30003Or visit our of cial website

www.emiratesid.ae

emirates strategy

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