Dubai Strategic Plan 2015

Dubai Strategic Plan 2015
Name	Dubai Strategic Plan 2015
Date adopted	2007
Jurisdiction	Dubai
Creator	Mohammed bin Rashid Al Maktoum
Type	Strategic plan

Dubai Strategic Plan 2015 presents a multi-year policy agenda launched under the leadership of Mohammed bin Rashid Al Maktoum to align Dubai's development with regional and global trends. The plan sought to coordinate public agencies such as the Dubai Municipality, Dubai Electricity and Water Authority, Dubai Police, Dubai Health Authority, and Dubai Civil Aviation Authority with private actors including Dubai International Financial Centre, DP World, Emirates Group, and Emaar Properties. It drew on precedent frameworks like the Abu Dhabi Economic Vision 2030, the United Arab Emirates Vision 2021, and international benchmarks from World Bank, World Economic Forum, and International Monetary Fund studies.

Background and Rationale

Conceived amid rapid expansion of projects such as Burj Khalifa, Palm Jumeirah, Dubai Metro, and Dubai International Airport, the plan responded to challenges highlighted by events like the 2008 financial crisis in Dubai and the restructuring involving Dubai World. Policy drivers included urbanization trends seen in Riyadh, Doha, and Singapore, fiscal volatility observed by Standard & Poor's, and competitive positioning against hubs such as Hong Kong, London, and New York City. Stakeholders ranged from the Dubai Chamber of Commerce and Industry and Dubai Department of Tourism and Commerce Marketing to international investors like BlackRock and HSBC.

Objectives and Strategic Priorities

The strategy articulated priorities across sectors tied to institutions such as Dubai Health Authority, Knowledge and Human Development Authority, Dubai Courts, and Dubai Customs. It sought outcomes familiar from plans like Singapore Master Plan and Hong Kong 2030 Planning Vision: enhancing competitiveness for entities like Jumeirah Group and Nakheel, improving service delivery at Dubai Municipality and Roads and Transport Authority, and promoting knowledge industries linked to University of Dubai and Zayed University. It emphasized quality-of-life targets comparable to UN-Habitat indicators and environmental aims resonant with United Nations Environment Programme guidance.

Implementation Framework and Governance

Implementation relied on coordination amongDubai's executive councils including the Dubai Executive Council and agencies like the Department of Economic Development (Dubai), Dubai Statistics Center, Dubai Future Foundation, and Dubai Health Authority. Governance mechanisms referenced public-private partnerships modeled after London Docklands Development Corporation and regulatory tools used by Financial Services Regulatory Authority (FSRA) in Abu Dhabi Global Market. Performance contracts, strategic committees, and oversight from leadership offices mirrored structures in Qatar National Vision 2030 and practices promoted by Organisation for Economic Co-operation and Development (OECD).

Key Programs and Initiatives

Programs included urban regeneration projects near Deira, tourism promotion aligned with destinations like Dubai Marina and events such as Dubai Shopping Festival, infrastructure investments including expansion of Al Maktoum International Airport, and health system enhancements tied to Dubai Healthcare City. Initiatives targeted business environment reforms at Dubai International Financial Centre and logistics upgrades leveraging Jebel Ali Port and companies such as DP World. Education and innovation schemes connected to Dubai Silicon Oasis Authority, Masdar City collaborations, and institutions like American University in Dubai and Khalifa University.

Performance Monitoring and Evaluation

Monitoring employed metrics collected by the Dubai Statistics Center and audit processes akin to practices by International Organization of Supreme Audit Institutions (INTOSAI), linking to dashboards used by the Dubai Government Department of Finance and benchmarking against indices from World Bank, World Economic Forum, Transparency International, and Mercer. Evaluation cycles involved periodic reviews by entities including the Dubai Executive Council and advisory input from international consultancies such as McKinsey & Company, Boston Consulting Group, and PricewaterhouseCoopers.

Outcomes and Impact

Achievements credited to the plan are associated with tourism growth proxied by arrivals at Dubai International Airport, real estate projects such as The World (archipelago), and expansion of services in Dubai International Financial Centre and Dubai Media City. Employment trends reflected shifts in sectors where firms like Emirates Group and Jumeirah Group operate. The plan's influence intersected with regional initiatives including Gulf Cooperation Council trade dynamics and attracted multinational investments from corporations such as Siemens, Google, and Microsoft establishing regional offices.

Criticisms and Controversies

Critiques referenced by commentators compared outcomes to those documented after the 2008 financial crisis in Dubai and raised concerns about labor conditions tied to migrant workerss in construction projects for developers like Nakheel and Emaar Properties, and legal issues involving sponsorship systems scrutinized relative to reforms in United Arab Emirates Labour Law. Observers from NGOs similar to Human Rights Watch and Amnesty International questioned enforcement around worker welfare, while economists debating fiscal transparency cited credit ratings by Moody's Investors Service and Standard & Poor's. Debates also involved environmentalists linking coastal developments to studies by International Union for Conservation of Nature and UNESCO assessments of cultural heritage impacts.

Category:Government of Dubai Category:Urban planning in the United Arab Emirates Category:Public policy