Good Practices and Innovations in Public Governance 2003-2011
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Good Practices and Innovations in Public Governance 2003-2011

Good Practices and Innovations in Public Governance 2003-2011 Good Practices and Innovations in Public Governance 2003-2011

shubhambhuyat
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06.03.2014 Views

Good Practices and InnovATIONS in Public Governance and involvement of people with different skills is helpful to gain a broader perspective. The library cooperation in the Umeå region is unique, nowhere else have municipal libraries worked together in such a firmly established and stable network. Cooperation continues. Some of the key elements that made this initiative a success are: a clear and future-oriented political mandate, a strong connection to overall goals, a desire to cooperate that focused on opportunities, a balance between the obligations and aspirations. Other skills and innovations were also involved, including a professional project management; unified, supporting and efficient work groups; Umeå’s respect for smaller municipalities and the other municipalities’ confidence in Umeå; and last but not least a gradual transfer of responsibility to each library. For more information about the Umeå Region Public Libraries, please go to: www.minabibliotek.se 254

2008 Category 2: Saudi Arabia Western Asia Saudi Arabia 2008 Category 2 Winner SADAD Payment System Saudi Arabian Monetary Agency, Riyadh, Saudi Arabia Description Promoting greater efficiency and transparency; minimizing fraud and increasing women’s access to employment through a single shared national platform payment system for bills through banks 24/7, and other means. Summary The “SADAD Payment System” is a single shared national platform payment system for bills through banks 24 hours a day and seven days a week (24/7), which has promoted greater efficiency, and transparency as all transactions are electronically completed. It has also minimized fraud thanks to audit trail and data reporting for each transaction; it has reduced costs by eliminating government subsidies; and last, but not least, it has boosted the role of women in the job market by employing women to run and operate SADAD as they constitute more than 60% of its workforce and 100% of SADAD’s operational team. The Challenge In the early 1980s, the Saudi Arabian Monetary Agency (SAMA) – The Central Bank of Saudi Arabia – mandated that all Saudi banks accept utilities’ bill payments on behalf of utility companies (electricity, telecom and water) at no charge to customers and without distinction as to whether the payer was a customer of the bank where the bill was being paid or not. The SAMA mandate placed an unduly large burden on banks, resulting in high costs; thereby leading banks to resist providing collection services. Moreover, since a bank account was required to make payments of various utilities, including cellular phones, SAMA’s strategy was hard to enforce. With the increased use of cell phones and the requirement of a bank account to pay bills, a black market rapidly developed where those with an account would buy phone cards at bank counters and resell them to make a profit. According to a survey conducted by SAMA, the top consumers’ complaints concerning bill payment were that the process was very time consuming, with postage delays and loss of bills, which resulted in disconnection of service due to delays in bill processing. It was also inconvenient because of the handling of large cash amounts. 255

<strong>Good</strong> <strong>Practices</strong> <strong>and</strong> InnovATIONS <strong>in</strong> <strong>Public</strong> <strong>Governance</strong><br />

<strong>and</strong> <strong>in</strong>volvement of people with different skills is helpful to ga<strong>in</strong> a broader perspective.<br />

The library cooperation <strong>in</strong> the Umeå region is unique, nowhere else have municipal<br />

libraries worked together <strong>in</strong> such a firmly established <strong>and</strong> stable network.<br />

Cooperation cont<strong>in</strong>ues. Some of the key elements that made this <strong>in</strong>itiative a success<br />

are: a clear <strong>and</strong> future-oriented political m<strong>and</strong>ate, a strong connection to overall<br />

goals, a desire to cooperate that focused on opportunities, a balance between the<br />

obligations <strong>and</strong> aspirations. Other skills <strong>and</strong> <strong>in</strong>novations were also <strong>in</strong>volved, <strong>in</strong>clud<strong>in</strong>g<br />

a professional project management; unified, support<strong>in</strong>g <strong>and</strong> efficient work<br />

groups; Umeå’s respect for smaller municipalities <strong>and</strong> the other municipalities’<br />

confidence <strong>in</strong> Umeå; <strong>and</strong> last but not least a gradual transfer of responsibility to<br />

each library.<br />

For more <strong>in</strong>formation about the Umeå Region <strong>Public</strong> Libraries, please go to:<br />

www.m<strong>in</strong>abibliotek.se<br />

254

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