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

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Good Practices and InnovATIONS in Public Governance South African Police Service, South Africa Winner of a United Nations Public Service Award 2004 in the category “Innovations in the Public Service”, the South African authorities decided in July 1999 to make the public service more efficient and to make the delivery of services, especially in rural communities, faster. The general weakness of policing in the Northern Province (comprised of 89% rural area) were overcome thanks to the introduction of a service delivery program based on innovative strategies: “to do more with less”, to improve Police visibility, to ensure equal access to justice for all and to forge partnerships. Implementing this program was not isolated from other fundamental changes within the public service. Improving service delivery called for a shift away from inwardlooking, bureaucratic systems, processes and attitudes. New ways of working, which placed the public at the centre of public administration processes, enabled a better and faster response to citizens’ needs. The objectives of service delivery included welfare, equity and efficiency. Since receiving the UNPSA, the South African Police Service remained innovative and promoted creative solutions in fighting crime. Inspired by their successful practice, the Department of Home Affairs and the Department of Labour have built Mobile Units for rural areas. This innovation has been featured in local newspapers and has been broadcasted on national networks, and won the Impumelelo Platinum Award, South African Chamber of Commerce Limpopo region Award for Public Sector and Centre for Public Service Innovation-Standard Bank Award. 434

Good Practices and InnovATIONS in Public Administration Lessons Learned on Innovation in Public Governance By examining the successful cases of the UNPSA, a number of key principles and strategies for innovation emerge as prominent. Although each case has its own specific challenge and solution, it is important to mention that common denominators can be identified in all innovations. In order to understand what are the necessary ingredients that turn an innovation into a success, it is important to review what are the steps an innovation has to follow on the way to success. Innovation in government involves agents of change, processes, and mechanisms, as well as value systems and normative orders, technology and resources (not necessarily financial). The will of the people implicated in solving a problem as well as leadership are critical components of the process. In order to learn from and adapt an innovation to one’s own context, the following steps can be taken: • Definition of the problem; • Establishment of a strategic plan framework; • Agreement upon and adoption of guidelines; • Documentation (circumstances, characteristics, results) in broad and diverse forms (through, for example, on-line databases; analytical case studies, video cameras to document the innovation, etc.); • Dissemination of results; • Monitoring of implementation; • Coordination and integration into the policy framework; • Sustainability of the innovation (institutionalized rather than linked to a particular person). The experience of the UNPSA exemplifies that in order to consolidate democracy, public services need to be efficient and accessible to all. In order to foster innovation in public service delivery, the following factors are critical to building an enabling environment for innovation, including: • Effective leadership: Leaders at all levels should be committed to enhance the quality of citizens’ lives. Their decisions and actions should constantly focus on promoting the well-being of citizens.Therefore, innovation should only be pursued if it has a positive effect on society. Leadership usually means going against the traditional way of doing business; bringing people along to a new way of thinking, or recognizing what needs to be done that nobody else recognizes. Leaders should be determined to take risks and tolerate uncertainties that any change brings about. They should embrace change as an abiding philosophy and focus on innovations as a new thrust for the public service. Leaders’ 435

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

South African Police Service, South Africa<br />

W<strong>in</strong>ner of a United Nations <strong>Public</strong> Service Award 2004 <strong>in</strong> the category “<strong>Innovations</strong><br />

<strong>in</strong> the <strong>Public</strong> Service”, the South African authorities decided <strong>in</strong> July 1999 to make the<br />

public service more efficient <strong>and</strong> to make the delivery of services, especially <strong>in</strong> rural<br />

communities, faster.<br />

The general weakness of polic<strong>in</strong>g <strong>in</strong> the Northern Prov<strong>in</strong>ce (comprised of 89% rural<br />

area) were overcome thanks to the <strong>in</strong>troduction of a service delivery program based<br />

on <strong>in</strong>novative strategies: “to do more with less”, to improve Police visibility, to ensure<br />

equal access to justice for all <strong>and</strong> to forge partnerships.<br />

Implement<strong>in</strong>g this program was not isolated from other fundamental changes with<strong>in</strong><br />

the public service. Improv<strong>in</strong>g service delivery called for a shift away from <strong>in</strong>wardlook<strong>in</strong>g,<br />

bureaucratic systems, processes <strong>and</strong> attitudes. New ways of work<strong>in</strong>g, which<br />

placed the public at the centre of public adm<strong>in</strong>istration processes, enabled a better<br />

<strong>and</strong> faster response to citizens’ needs. The objectives of service delivery <strong>in</strong>cluded<br />

welfare, equity <strong>and</strong> efficiency.<br />

S<strong>in</strong>ce receiv<strong>in</strong>g the UNPSA, the South African Police Service rema<strong>in</strong>ed <strong>in</strong>novative<br />

<strong>and</strong> promoted creative solutions <strong>in</strong> fight<strong>in</strong>g crime. Inspired by their successful practice,<br />

the Department of Home Affairs <strong>and</strong> the Department of Labour have built Mobile<br />

Units for rural areas. This <strong>in</strong>novation has been featured <strong>in</strong> local newspapers <strong>and</strong><br />

has been broadcasted on national networks, <strong>and</strong> won the Impumelelo Plat<strong>in</strong>um<br />

Award, South African Chamber of Commerce Limpopo region Award for <strong>Public</strong> Sector<br />

<strong>and</strong> Centre for <strong>Public</strong> Service Innovation-St<strong>and</strong>ard Bank Award.<br />

434

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