Total 560 words used.
Project Background:
As part of Adopting Digital Transformation and to enrich Employee Experience at Roads and Transport Authority – Dubai (RTA) and in harmony with RTA Strategic Goals Number 1 – Digital Dubai and Strategic Goal Number 7 – Advanced RTA, Administration Services Department took the lead to Implement state of the art Project to Automate and Enable 26 Main Services and 109 Sub-Services for RTA Employees, Outsource Employees and Organizational Units and enable it on RTA Service Automation Platform, Service offered on that platform such as (Health Insurance, Permits, Residency, Fixed landline, etc.) and a result of automation 100% Digital Transformation and Zero paper Consumption achieved by End of 2020 with total of 40,116 Transactions since launching this Projects till H1 2022.
Project Overview:
First and at most challenge tackled with this project Implement “Change Management” within the organization and shift the focus into “Customer Centric” Solution, which requires adopting an Agile approach to Implement this Project to Ensure Business Continuity and End an Era of Paper Usage, Eliminating Bureaucracy and Simplifying Approvals Within Services workflow, and Introduce Governance Indicators to Monitor and Perceive Internal Customer Happiness, for that Matters “SLA - Service Level Agreements” and “Happiness Meter” Incorporated, Measured and Enhanced based on a 360º Customer Feedback Mechanism.
Service Priority Matrix Established taken In Consideration Impacts and Severity of Services offered to RTA Employees, Proof of Concept been made and Tested by Relevant Stakeholders and a focus group of 25 Employees feedback used to enhance Service Design and Workflows, adopting Smart Design for Services enable Customizing Services according to Employee Profile to Ensure harmony with the Approved Policies within RTA.
Governance within Service Delivery were also tackled by Implementing “Escalation Matrix” whereby Respective Managers got Notified based on a pre-defined Threshold for SLA (50%, 75% and 100%) based on actual consumption of an SLA, Load Balance feature Introduced to ensure fair distribution of Tickets among Service Owners and to create an opportunity to delegate tasks in case of any emergency occurred.
Proactive Services were the one of the latest Improvements took place into RTA Service Automation Project whereby a new Matrix Introduced tackling Complex Scenarios (Upgrading Employee Grade, Downgrading Employee Grade and Placing Employee on an Acting Role), the whole idea of this Matrix to trigger pre-identified Set of Services Such as (Employee Business Card, Parking, Health Insurance, Vehicle and Petrol Card, etc.) without the Interference of Human by Integrating Human Resources System (GRP – Government Resources Planning) with RTA Automation Platform.
Continuous Improvement Cycle:
a 360º Customer Feedback Mechanism Incorporated and Metrics Monitored and Measured in a Monthly basis and Reported on Quarterly Basis on RTA Corporate Performance Platform. Employee Care Centre Established with a Task of Following Up on Employees Rated Services as (Neutral – Sad) and Document Employees Feedback, Service Improvement team take integrate Internal Customer feedback and communicate it internally with concerned section and corrective actions initiated to enhance employees experience.
Project Outcomes:
According to Dubai Paperless Methodology Issued by Dubai Digital a new metrics mandated on Dubai government entities to measure both effectiveness and efficiency of digital transformation projects based on a pre-defined Criteria (Cost, Time and Emission), metrics been Considered in this project and results as follow:
| Overall Paper Cost Saving = 590,000 AED |
| Overall Paper Time Saving by Hour = 6,000 Hours |
| Overall Tree Saving = 14 Trees |
Nomination Title: Proactive Service Model and Automation of Admin Services
