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Award Criteria

Excellence Model
Dubai Quality Award Excellence Model

© EFQM 1999, the Excellence Model is a registered trademark of the EFQM

The model basics
  1. The model framework is based on nine main criteria. It comprises five ‘Enablers’ and four ‘Results’. The criteria are differently weighted and each has a number of sub-criterion parts.
  2. The Enablers criteria cover what the organisation does, while the Results criteria cover what the organisation achieves.
  3. ‘Results’ should be caused by ‘Enablers’.
  4. The model is non-prescriptive, it recognises the fact that there are many approaches for achieving sustainable excellence.
  5. Excellent results are achieved through Leadership driving Policy and Strategy, People, Partnerships, Resources and Processes.
  6. The arrows emphasise the dynamic nature of the model. They show innovation and learning helping to improve enablers that in turn lead to improved results.
The linkages between criteria and sub-criterion parts reflect the dynamics of the model.

Results

The Results Should Focus on The Following:
  • addressing all appropriate stakeholders;
  • measuring all the relevant approaches and deployment of these approaches using both perception and performance indicators;
  • showing positive trends or sustained good performance for 3-5 years;
  • having targets, many have been achieved;
  • having comparisons with others, for example competitors, industry averages or ‘best in class’;
  • comparing well with others;
  • showing the cause and effect link to approaches;
  • measuring a balanced set of factors both for now and in the future;
  • giving a holistic picture;
  • the scope, must cover broad, relevant and segmented results.
Enablers

Enablers are about Approaches. They Should Focus on the Following:
  • stakeholder needs;
  • being soundly based;
  • supporting policy and strategy;
  • linking the approach with other appropriate approaches;
  • focusing on sustainable improvement activities;
  • innovative;
  • flexible;
  • measurable.
The Deployment of Approaches Should Focus on:
  • implementing in all potential areas across the organisation;
  • implementing to the full potential/ capability of the approach;
  • achieving all the planned benefits;
  • deploying in a planned and systematic manner;
  • being understood and accepted by all relevant stakeholders;
  • deploying in a measurable manner.
The Assessment and Review of the Approach and its Deployment Should be:
  • measured for effectiveness regularly;
  • provide learning opportunities;
  • benchmarked with others, e.g. competitors, industry averages and/or ‘best in class’;
  • improved based on the output from learning and performance measures.
RADAR Methodology Model


RADAR

Guidelines for applying the excellence criteria using the RADAR© methodology

1. Determine the Results Required
Aim for results in line with the policy and strategy-making process, covering all performance aspects such as financial, operational and stakeholders perception.

2. Plan and Develop Approaches
Develop sound approaches capable of delivering the results required for now and future.

3. Deploy Approaches
Deploy approaches in a systematic way to ensure full implementation.

4. Assess and Review Approaches and Their Deployment
Based on monitoring and analysis of the results achieved and ongoing learning activities; identify, prioritise, plan and implement improvements where needed.
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Last Modified : 06-Dec-2011
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