A four quadrant strategy for improving government performance in Ras Al Khaimah

Abstract

Purpose – Quality awards played an important role in improving quality in private and public organizations. The purpose of this paper is to present an integrated four quadrant strategy adopted by Sheikh Saqr Program for Government Excellence (SSPGE) for improving government performance in the Emirate of Ras Al Khaima (RAK) in the United Arab Emirates. Design/methodology/approach – The methodology of this case is unusual as it mixes the experience of the authors with theory and literature. The first and second authors are, respectively, the senior consultant and the director general of SSPGE. The authors hereby present the integrated strategy developed and implemented by SSPGE in order to improve government performance in RAK. This paper first presents this improvement strategy along with the relevant literature, and then it outlines the results of its implementation. Findings – The use of the four quadrant strategy helped government organizations in RAK achieve as successful launching of the government department award based on the EFQM excellence model. The average total score for all government departments was 311.0 in 2008. This indicates a huge improvement from the self-assessment score in 2007. It was also 106 points higher than the initially projected score for self-assessment in 2008. The average score consistently increased and reached 414 in 2012 indicating a 33 percent increase from 2008. Practical implications – This paper outlines a four quadrant strategy that was successfully implemented by a government excellence program. This strategy can be used in other government excellence programs. It may also be adapted for use in large public and private organizations. Originality/value – Most researchers focus on excellence strategies in organizations while this case addresses the strategy of an excellence program. This case also shows the importance of integration between the various awards categories, projects, and activities organized by the program. It also presents a successful case of linking activities of the program to the theoretical concepts of quality and excellence.