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THE SOUTH AFRICAN PUBLIC SECTOR INNOVATION JOURNAL
VOL. 9 • ISSUE 1 • 2018
INJECTING
INNOVATION
SAFE DISPOSAL
OF MEDICAL
WASTE THROUGH
INNOVATION
ALSO INSIDE
INSIGHTS PUBLIC SECTOR AWARDS &
ISSN:2075-6054
CAN DESIGN THINKING INNOVATIONS ACCOLADES
HELP SCHOOLS FIND KUSINI: INNOVATIVE 2018 PUBLIC SECTOR
NEW SOLUTIONS TO OLD RURAL WATER SUPPLY INNOVATION AWARDS
PROBLEMS? WINNERS
CENTRE FOR PUBLIC SERVICE
INNOVATION (CPSI)
The CPSI is mandated to develop innovative, sustainable and responsive models for improved
service delivery. The work of the CPSI is guided by an understanding of innovation in a public sector
context as “the creation and implementation of new service delivery solutions (systems, processes,
methods, models, products and services) resulting in significant improvements in outcomes, efficiency,
effectiveness and quality”.
The CPSI facilitates the unearthing, development and implementation of innovative ideas within and
throughout the public sector. It achieves this by facilitating pilot projects aimed at demonstrating the
value of innovative solutions, and through activities that create an enabling environment within the
public sector to support and sustain innovation. The CPSI’s cross-sector reach makes it a resource for
the whole of government, thus bridging institutional boundaries.
Through active research and knowledge sharing platforms and products, the CPSI identifies and shares
lessons and information on innovation trends nationally, across Africa and internationally. The CPSI
partners with a range of individuals and institutions in government,
business and the community in exciting and mutually beneficial ways. This partnership model allows us
to leverage financial and/or intellectual capital in support of government priorities.
The CPSI is guided by the following fundamental principles:
• DEMAND-DRIVEN: The CPSI is committed to responding to identified and clearly articulated service
delivery challenges and their root causes.
• MULTI-STAKEHOLDER ENGAGEMENT AND PARTNERING: The CPSI does not directly deliver services.
Its emphasis is on facilitating partnerships which cut across all spheres and sectors of government to address
silos that stifle integration and holistic approaches.
• LEVERAGING ICT AS AN ENABLER: The CPSI supports Government departments in enhancing access to
services through leveraging and exploiting the power of technology in their operations and services.
• REPLICATION: The CPSI advocates for and drives the adaptation, replication and mainstreaming of innovative
solutions.
• EMBRACING DIVERSITY: Innovations rarely happen in a closed circuit or homogeneous setting. To find holistic solutions
to challenges, multi-stakeholder teams are gathered to interrogate these challenges.
Vision
A solution-focused, effective and efficient Public Sector through innovation.
Mission
To act as facilitator for the unearthing, development and practical implementation of innovative solutions within and throughout
the public service.
Mandate
• Provide the Minister for Public Service and Administration with independent, diverse and forward-looking research findings
and advice on innovative service delivery with a specific focus on government’s priorities.
• Enhance public service transformation through innovation partnerships for incubating, testing and piloting innovative solutions.
• Support the creation of an enabling environment for innovation within the structures and agencies of the South African
government.
2 VOL. 9 ISSUE 1 2018
CONTENT
1. EDITORIAL 05
1.1 Editor 05
1.2 Minister’s Call 06
1.3 Message from the Deputy Minister 08
1.4 From the CEO’s Desk 10
2. INSIGHTS 14
2.1 Should Achievement of the Sustainable Development Goals in Africa 14
be the Monopoly of the Public Sector?
2.2 What 40 Years of Research Reveals About the Difference Between 20
Disruptive and Radical Innovation
2.3 Can Design Thinking Help Schools Find New Solutions to Old 22
Problems?
2.4 Do you have a powerful Innovation Story? 24
2.5 Enough Innovation Already! 26
3. PUBLIC SECTOR INNOVATION 30
3.1 Innovative Rural Water Supply 30
ISSN:2075-6054
3.2 Patient-driven Health Safety Innovation 31
3.3 Learner Admission made Easy 34 Ideas That Work: The
South African Public Sector
Innovation Journal is a
4. NEWS BRIEFS 36 biannual journal published
4.1 Reflecting on the 12th South African Public Sector Innovation 36 by the CPSI.
Conference
4.2 Empowered Futures Workshop – Planning Towards 2019-2024 38
The views of the authors
4.3 Cell C Take a Girl Child to Work Day 40 may not necessarily
4.4 The 9th SADC UNPAN Workshop 42 be those of the CPSI.
4.5 Launch of Tuksnovation 43 Copyright of material in this
4.6 Emerging technologies on education to bridge the digital gap 44 publication is vested in the
CPSI and/or the authors.
Requests to republish any
5. AWARDS AND ACCOLADES 46
of the material should be
5.1 16th Annual Public Sector Innovation Awards 46 directed to the CPSI.
5.2 Public Sector Innovation Trailblazer Scoops Gold 50
5.3 UCT professor named one of 50 World’s Greatest Leaders 50
An electronic copy of this
for 2018 journal can be downloaded
5.4 SA Entrepreneur honoured with the Queen’s Young Leader Award 51 from www.cpsi.co.za/
5.5 These are Africa’s most promising Entrepreneurs - Forbes Africa 52 publications.php
6. REVIEWS 54
ADDRESS:
6.1 What a Great Idea! Awesome South African Inventions 54 Corporate 66 Office Park,
Cnr Lenchen & Von Willich,
Centurion, 0046
Tel: +27 (12) 683 2800
Fax: +27 (12) 643 0943
E-mail: journal@cpsi.co.za
www.cpsi.co.za
SEND CONTRIBUTIONS
TO THE EDITOR AT
THE ABOVE CONTACT
DETAILS.
MANAGING EDITOR Lydia Phalwane • EDITOR Welcome Sekwati • EDITORIAL TEAM Nsizwa Dlamini, Qinisile Delwa, Pierre Schoonraad,
Lindani Mthethwa • DESIGN AND LAYOUT Siyethemba Mthethwa • PRINTING Moshate Communications
VOL. 9 ISSUE 1 2018 3
EDITORIAL TEAM From left to right: WELCOME SEKWATI - Deputy Director: Enabling Environment QINISILE DELWA - Executive Director (Acting) LYDIA SEBOKEDI - Chief Director: Enabling Environment PIERRE SCHOONRAAD - Chief Director: Research and Development LINDANI MTHETHWA - Chief Director: Solution Support and Incubation NSIZWA DLAMINI - Deputy Director: Innovation Research SIYETHEMBA MTHETHWA - Deputy Director: Multimedia Innovation 4 VOL. 9 ISSUE 1 2018
EDITORIAL
CALL TO INNOVATE
Hello and a hearty welcome to the spring Admission System, and the Safe Disposal
edition of Ideas that Work – The South of Insulin Needles and Syringes from Port
African Public Sector Innovation Journal. Shepstone Regional Hospital in KZN.
The former has drastically eased the
Ideas that Work is one of our versatile registration chaos that was a common sight
information and knowledge management in Gauteng Education facilities every year
platforms that are highly indispensable while the latter made a huge difference in
in our ability as the Centre for Public the management of patients with Diabetes
Service Innovation (CPSI) to carry out our at the Port Shepstone Regional Hospital.
mandate. This strategic mandate entrusts
us with a government-wide responsibility The insights section is bulky but
to promote the adoption and practice importantly quite absorbing and
of innovation and creative thinking as enlightening. We have generously let you
a culture in the public service as our in on a number of events or workshops that
contribution towards its transformation we held beating the innovation drum. We giving you a medley of groundbreaking,
and reform. feature a report on the 9th SADC/UNPAN and impressive accounts of innovations
workshop where supported by UNDPSA, by various pioneers and trailblazers
The journal also serves as a knowledge we hosted colleagues from neighbouring which have upset the norm in the way
and information sharing and exchange countries in the SADC region to share and certain services have been conventionally
platform for empowered, knowledgeable benchmark on innovation. In addition, we delivered. These range from medical
public servants that can perform include a report from the Foresighting inventions, IT innovations, solar energy
competitively in this knowledge economy. Workshop held on the 9th of July 2018 titled usage, etc. This is to say to you as a reader
It is a repository and point of reference for Foresighting as an Effective Planning Tool that you also can do something to improve
best-practices, case studies and articles to Improve Public Sector Service Delivery. your work rather than go with the flow.
on projects and innovations with a valid We also include a short report on our CPSI
footprint in improving service delivery to Public Service Innovation Conference held And, considering that one of our aims
citizens. The journal plays a critical role in in Cape Town in August this year. is to celebrate the winning innovative
showcasing and publicising these projects spirit, we include under our awards and
for possible replication in areas with similar Quite special to us, we also feature in this accolades section, special individuals
challenges. edition, two articles about two special that have by virtue of their sterling work
people whose remarkable work in the gained recognition as pioneers. These
This spring edition is packed with a healthy innovation space and continue to make us include a Professor who became one
dose of informative and captivating proud. These are Ms Ragophala, former of the 50 world’s greatest leaders for
articles, case studies and various principal of Pulamadibogo Primary School 2018, Thamsanqa Hoza, a South African
information pieces covering a wide range in Limpopo and Ms Reabetswe Ngwane an entrepreneur who was recently honoured
of topics on innovation. We have cast our entrepreneur from North West Province. with the Queen’s Younger Leader Award,
net quite widely even beyond our borders And finally, we feature more articles from and a list of Africa’s most promising young
to bring you articles from other leading our sister-publications on a wide range of entrepreneurs by Forbes Africa.
publications elsewhere in the world to let topics on innovation.
you in on some international perspectives We are all innovators in our own right and
on innovation. We have to break out of this Our journal would not be complete without together we can make a change!!
silo confinement!!
On innovations from public service The journal also serves as a
departments and institutions from across
the three spheres of our government,
knowledge and information sharing
the ones that I proudly refer to as ‘home and exchange platform for empowered,
grown’ solutions, we feature amongst
others, two projects that were category knowledgeable public servants that
winners in our 2017 Public Sector can perform competitively in this
Innovation Awards, namely the Gauteng
Department of Education Electronic knowledge economy.
VOL. 9 ISSUE 1 2018 5
MINISTER’S CALL
COLLABORATIVE
INNOVATION IN
GOVERNMENT PAVING
THE WAY FOR SOCIO-
ECONOMIC GROWTH
AND DEVELOPMENT
By Hon Ms A Dlodlo, (MP)
Minister for Public Service and Administration
Now in 2030 we live in a country which we have remade.
We have created a home where everybody feels free yet bounded to others;
where everyone embraces their full potential.
We are proud to be a community that cares… - VISION 2030
In his maiden State of the Nation Address, He recommended the immediate challenges of poverty, unemployment and
President Ramaphosa pronounced 2018 as establishment of effective partnerships inequality.
a watershed year – a defining moment in which will include key role-players, the
our history, a year of hope and renewal private sector, SMMEs, civil society and A number of years ago, South Africa
where measures will be introduced to the youth in particular for their visionary adapted the National Development Plan
set the country on a new path of growth, nature and fervent attitude. As a way of (NDP). The NDP serves as a roadmap and
employment and transformation. demonstrating his commitment and high its key objective is to guide South Africa
regard for the youth in terms of socio- away from the triple challenges by setting
“Our task as South Africans,” he declared, economic revival, he set up the YES (Youth three priorities: Raising employment
is to seize this moment of hope and Employment Services) initiative. through faster economic growth,
renewal and to work together to ensure improving the quality of education,
that it makes a meaningful difference in The YES initiative is one of the first social skills development and innovation, and
the lives of our people.” compacts between government, business building the capability of the state to play
and labour dedicated to give one million a developmental, transformative role.
Our country is admittedly still burdened youth one million opportunities to
with many socio-economic challenges succeed, while securing South Africa’s Vision 2030, which is encapsulated in
that threaten to obfuscate and distort the economic prosperity. This initiative boasts the NDP, demands of the public sector
positive picture that has emerged over the a collaboration that boldly responds to our major adjustments both in policy and
years from our hard work. Importantly, country’s unemployment crisis amongst operations to achieve performance levels
these challenges take our eyes off the young people. to further accelerate delivery on our
future we have to create. In the face of all developmental agenda. These include
of this, the President made a rallying call The YES initiative is but a tip of an iceberg strengthening of inter-governmental
for social partners in South Africa to stand given the amount of reconstructive work relations for integrated, collaborative and
together and work hard to build a social required in terms of our social compact. seamless service delivery at all levels but
compact upon which drivers of economic We still have, looming large in our national most importantly it demands an enabling
recovery can be created and sustained. horizon, the ominous reality of the triple environment where “Innovation should
6 VOL. 9 ISSUE 1 2018
start to become pervasive across state, Most departments struggle with recurring young people who are enterprising and
business and social sectors”, where challenges where existing solutions and responding to the 4th Industrial Revolution
“innovation focuses on improved public resources are not adequate. Innovation by developing innovative solutions in-
services and on goods and services aimed creativity and openness to change can house.
at low-income sectors”. however, become a catalyst for radical
transformation. Although our primary We continue to attract highly enthused
As we seize the moment of hope role is to help government institutions and passionate youth across the lengths
and renewal, we have to consider the embracing innovation, we have to leverage and breaths of our country through a series
significance and the new role the Public the creativity of all South Africans who are of hackathons. These hackathons provide
Service and Administration portfolio saying Thuma Mina. The CPSI is currently tech-savvy youth with an opportunity
should play. The YES generation requires working with SMME innovators in safety to explore e-government solutions to
a public service with less Red Tape, a and security, improving our maternal improve citizen access to services. This
public service that is agile, responsive referral system and improving frontline programme promises to open a new
and one where innovation is prized. service delivery at Home Affairs. window of possibilities for our government
One institution in my portfolio is already and citizens alike by exploiting the
positioned for this role as a catalyst for Through the work of the CPSI, particularly immense potential of mobile technologies
collaborative innovation. The Centre for the Annual Public Sector Awards to enhance citizen’s access to cost-
Public Service Innovation, albeit a very Programme, we are seeing more and more effective services anytime, anywhere thus
small entity, is already, through various public servants at the coal face who are defying spatial, demographic and socio-
projects and programmes, creating and increasingly challenging outdated ways of economic challenges.
supporting a culture in which innovation is doing things that are no longer meeting
encouraged, rewarded and mainstreamed the needs of our connected, sophisticated Some of the examples of such solutions
in the public sector. and informed citizens. They are pushing address air pollution, children and women
boundaries to move beyond the ordinary abuse, amongst others. Not only are
Working with the CPSI and guided by and to find new, extra-ordinary ways of these innovations having a potential to
the NDP, government institutions need delivering services. Furthermore, more save government millions of rands, most
to fully leverage innovation as one of the and more coders and developers are importantly, they clearly redefine service
main building-blocks for a capable state. employed by government, many of them standards and improve service delivery.
These innovations further demonstrate the
hunger to be part of the change we want
to see. They tell a story of a public sector
that is capable of thinking progressively
and is solution-driven.
Our government can make significant
strides in dealing with poverty,
unemployment and other inequalities in
our society if we all play our part. We all
need to work together and rally around
the call for transformation in the public
sector to become an innovative and
creative machinery. It is important that
we continue to create and nurture an
innovation friendly environment, not only
within the public sector but tapping into
the creative commons of our communities.
This will ensure that we continue to build
a solution-focused, effective and efficient
public sector through innovation.
We all assist the institutions we have creatively redesigned to meet
our varied needs; we reach out across communities to strengthen
our resolve to live with honesty, to be set against corruption and
dehumanising actions… - VISION 2030
VOL. 9 ISSUE 1 2018 7
MESSAGE FROM THE DEPUTY MINISTER
PROFESSIONALIZING
THE PUBLIC SERVICE A
KEY CONSTITUTIONAL
IMPERATIVE
By Hon Dr Chana Pilane-Majake, (MP)
Deputy Minister for the Public Service and Administration
Based on a Keynote Address by Dr Chana Pilane-Majake MP - Deputy Minister for
Public Service and Administration, at the Public Service Commission Roundtable
Discussion, UNISA, Pretoria - September 2018
“The National Development Plan high- a professional body or association to work challenges. Leadership on the other
lights the need for well run and effectively oversee and regulate the affairs and hand is a key requirement in public sector
coordinated state institutions with conduct of members of the profession. success in terms of decision-making,
skilled and capable public servants who planning and implementation while
are committed to the public good and One must admit that professionalising innovation is a key enabler and catalyst of
capable of consistently delivering high the public service is not easy and requires service delivery improvement in the public
quality services, whilst prioritizing the strong partnerships amongst government sector through the use of new and creative
nation’s developmental objectives.” departments, Academia, Professional ways of working.
Associations, Private Sector and Civil
One of the critical areas that need to Society. Alignment amongst these Considering the pre-eminence of such
be re-examined, is the issue of the partners is still a challenge. Curriculum for inevitable realities as the 4th Industrial
professionalisation of all jobs, occupations Universities must be informed by Public Revolution (4IR), the public sector needs
and trades in the public service. This is Service needs that do not remain the same to embrace and fully leverage innovation
a social process whereby a trade or as society changes. University research to be able to change its performance and
occupation is transformed into a true must also be focused on public service productivity.
profession of the highest integrity and challenges to come up with solutions
competence. This process tends to involve backed by authentic empirical evidence. One of the key skills needed in response
establishing acceptable qualifications, to the 4IR is, amongst others, coding skills
The White Paper on Transformation of the to wean government from off-the-shelf
Public Service emphasises the need to solutions. This will, in the long run, save
promote professional ethos and ongoing government millions of Rands in licensing
skills training for all employees at all levels fees amongst others. We need to ensure
as part of their professional life. Such skills that each department, across all spheres of
and competencies will not only be government starts to create opportunities
occupational, technical and professional for systems developers to contribute to
in nature, but they must also relate improved service delivery.
to problem- solving, innovation and
leadership. In conclusion, let me remind you of the
role innovation can play towards meeting
Problem- solving as a skill, is a key marker the objectives of the NDP Vision 2030, that
of maturity and independence where an of alleviating poverty, inequality and
employee is able to deal with day to day unemployment by 2030.
8 VOL. 9 ISSUE 1 2018
VOL. 9 ISSUE 1 2018 9
FROM THE AED’S DESK
PUBLIC SECTOR
INNOVATION: AN
IMPERATIVE FOR SERVICE
DELIVERY
By Qinisile Delwa
Acting CEO: Centre for Public Service Innovation
I have no doubt in my mind that we have cost-effective and innovative solutions needs to find a way of providing a
creative and innovative public servants to existing service delivery challenges. seamless service experience and reducing
across the length and breadth of our Similar to the private sector, the public citizens’ cost-to-be-served while achieving
country. What these innovators lack is an sector needs to cultivate an environment efficiencies that help reduce government’s
environment that unlocks and nurtures that unlocks innovation as a catalyst for cost-to-serve.
innovation and innovative thinking. enhanced productivity and performance
in service delivery. Even more interesting is the kind of citizenry
Our task as the CPSI is to find ways in that government has to provide services
which we work with partners in the public Innovation to me is a game-changer and to. The citizen is fast becoming tech-savvy,
and private sector to create an enabling should be elevated to a basic necessity more informed and thus demanding more
environment for innovation to thrive. that is indispensable, particularly in so far efficient, more personalized services and
This is one task I consider exciting and as the provision of services by the state to multiple channels of access to match their
equally daunting, it has the potential to citizens is concerned. preferences. The citizen we serve wants a
positively change the relationship between coordinated, accessible and integrated
government and the citizen. Countries around the world are faced with experience. They expect their government
serious economic challenges that lead to to know where they are located and
The public service needs to accelerate shrinking government budgets, which what type needs they want addressed.
efforts to robustly harness the vast would inescapably have a debilitating In essence, the citizen wants us to be a
potential that technology can offer to find impact on the ability of the state to government that is flexible and rapid in
successfully meet its socio-economic our response to the needs of our citizens.
objectives. And yet, it is within this volatile
atmosphere that our government has to Working with the CPSI and guided by
continue providing service to citizens the NDP, government institutions need
effectively and efficiently. Government has to fully leverage innovation as one of
to find a way of delivering a comprehensive the main building-blocks for a capable
bouquet of public services which are tailor- developmental state that is envisaged
made to respond to the needs of citizens in the National Development Plan
in an efficient and cost-effective manner and the mandate of the Public Service
and thus making a difference where it and Administration portfolio. Most
matters most. departments struggle with recurring
challenges where existing solutions and
What also matters is how and at what cost, resources are not adequate. Innovation,
especially within the prevailing economic creativity and openness to change can
climate with its possible budget cuts, such however become a catalyst for radical
services can be provided. Government transformation. But, what is most
10 VOL. 9 ISSUE 1 2018Celebrating 20 years of making mental health matter
important is a collaborative effort by all
government institutions to change their
internal work environment into one that
stimulates and nurtures innovation that is
totally embracive to creative thinking and
curiosity.
The importance of exploring new and MAKING MENTAL HEALTH
cost-effective ways of delivering services
to the modern-day citizen can never be MATTER FOR 20 YEARS
overstated. Given that, is it therefore
not astonishing that the public service
continues to be known for their adversity
toward innovation? Would this be as
a result of the need to swap the usual
‘comfort zone’ in favour of change with
its unpredictable and lesser-known
consequences?
• 15 HELP LINES
In a sense, the pursuit for innovation sets a
tall order for the public service to continue • SCHOOL SUICIDE PREVENTION
creating and implementing new service
delivery solutions (systems, processes,
PROGRAMME
methodologies, models, products and
methods) which will enhance productivity, • RURAL OUTREACH PROJECTS
as well as effective and efficient outcomes.
The public service needs to constantly
• CORPORATE WELLNESS DAYS
strive to find extraordinary and radical ways
of improving access to public services in all • OVER 200 SUPPORT GROUPS
sectors (education, health, infrastructure,
etc.).
Service challenges are never static but
are complex and dynamic in nature. The
public sector therefore needs to continue
to explore for more innovative solutions
based on the expectations and diverse Help line: 0800 21 22 23
needs of this dynamic citizenry. We
further need to enthuse public servants Website: www.sadag.org
to embrace innovation. The underlying SMS: 31393
defining mantra in this regard is that there
is always another better and improved way.
With all the above, there is no doubt
whatsoever that innovation and creativity
in the public service is neither negotiable,
nor is it an option. It must feature
prominently as a key deliverable in the
balance scorecards performance contracts
of government senior officials. But equally
important, is for the public sector to
work relentlessly to transform its internal
environment into one that stimulates,
promotes, showcases and incentivises
innovation.
VOL. 9 ISSUE 1 2018 1112 VOL. 9 ISSUE 1 2018
Manager: Mr Letsholo Mojanaga
Tel: 083 289 0492
Email: letsholo.mojanaga@undp.org
Manager: Ms. Janice Golding
Tel: 076 539 3479
Email: janice.golding@undp.org
Manager: Mr Bongani Matomela
Tel: 082 688 8096
Email: bongani.matomela@undp.org
Manager: Ms. Nelly Mwaka
Tel: 071 600 6385
Email: nelly.mwaka@undp.org
VOL. 9 ISSUE 1 2018 13INSIGHTS
SHOULD ACHIEVEMENT OF THE
SUSTAINABLE DEVELOPMENT GOALS
IN AFRICA BE THE MONOPOLY OF THE
PUBLIC SECTOR?
By Mrs Bridget Katsriku, Chairman, Public Services
Commission, Ghana
Introduction partners or actors within this development of fifteen years. The main objectives
space, shall be examined, with a focus were to: eradicate extreme poverty
This article is intended to stimulate on how to leverage the synergies of this and hunger; achieve universal primary
discussions around mechanisms for the important but often side-lined sector to education; promote gender equality and
achieving Sustainable Development ensure maximum spread and success of empower women; reduce child mortality;
Goals (SDGs) within the African Region. the SDGs. improve maternal health; combat HIV/
It focuses on the public sector’s role AIDS, malaria, and other diseases; ensure
in the SDGs, using achievements and The Millennium Development environmental sustainability; and promote
lessons from the 2000- 2015 Millennium Goals and how Africa faired in a global partnership for development.
Development Goals to provide alternative the global context
approaches for successful implementation. A 2010 United Nations (UN) report on the
It also highlights some of the processes The Millennium Development Goals MDGs indicated that although a lot of
by which countries in Africa may trigger (MDGs) were eight global initiatives encouraging achievements were being
change for sustainable impact of the adopted by the United Nations to improve made at a global level, the sub-Saharan
SDGs. In addition, the role, especially of upon the living standards of the world’s African Region, lagged significantly behind
civil society and other non-governmental population, with an implementation period the plan in most of the goals set. Even
14 VOL. 9 ISSUE 1 2018then, there existed significant disparities The Nigerian experience in the governance, albeit, with a few countries
among the various countries in Africa as implementation of the MDGs also presents still struggling under autocratic regimes
highlighted in a 2013 UN report. Some chronically mixed results. Within the or makeshift democracies. Innovative
countries in Africa had made modest context of the MDGs Framework, Nigeria’s approaches were adopted to surmount
progress in achieving many goals, while efforts mainly focused upon improving barriers to achieving the MDGs. Some of
others had achieved very little in realising health care delivery, notably in the areas the barriers were quite unique to the set
any of the MDGs. of maternal and child mortality reduction, targets themselves; others were country-
eradicating polio through: effective specific; while others were broadly shared
In underscoring the progress and national and international partnership; challenges.
challenges found in the implementation and the reduction in the spread of malaria,
of the MDGs, Tilahun Kassaye (2010) in his HIV and AIDS. Some modest progress was Some of the common problems faced
paper “Millennium Development Goals: recorded in the achievement of a higher by many African nations have been
Progress and Challenges” stated that “The net enrolment rate in basic education, categorized as:
MDGs did represent an unprecedented gender parity at the primary school level,
opportunity for partnership among and improved access to safe drinking • Weak governance systems
nations to better the lives of the hungry water. • Conflict, insecurity and instability
and poor people across the globe”. He • Increasing food prices
was, however, sceptical about the progress These modest achievements, • Incidence of diseases and epidemics
Africa had made with only five years to notwithstanding, Rwanda, Ghana and • Environmental degradation
the target date. By 2015, the assessment Nigeria and for that matter the rest of • Global economic crisis
made in the country reports indicated that Africa, have unfinished business in all the
progress towards reaching the MDGs was targets that need to be rolled over to the Clearly, most of the challenges mentioned
fairly uneven across African countries. SDGs implementation framework. This, above are critical issues best addressed
therefore, calls for post evaluation of what by government and public administration
In this article, the experiences of three went wrong. institutions, since most issues and targets
countries, namely, Rwanda, Ghana and contained within the MDGs were primarily
Nigeria, will be examined. Highlights of the social factors and issues of public goods
implementation challenges and services, delivered by public service
Rwanda achieved all MDGs at the goals faced by African nations in institutions.
level and all targets were met, except achieving the MDGS
the ones on poverty, stunting and waged Against this backdrop, the public sector
employment for women. Notable progress Critics of the MDGs have cited lack of role in achievement of the MDGs cannot
was chalked in eliminating extreme analysis and justification behind the be over-emphasized. However, it is
poverty, and gender, education and health chosen goals and objectives, and the still important that in addressing these
targets were exceeded. difficulty or lack of measurements for some challenges, coupled with the complexities
goals and the uneven level of progress of public administration, more adaptive
In the case of Ghana some of the goals among countries, amongst others. A and inclusive approaches need to be
were achieved. Targets such as halving one-size fits-all panacea for assessment adopted. More so when, many of the
extreme poverty, the proportion of people of progress was assumed as a standard public sector institutions were not only
without access to safe drinking water, message. Others also believe that the considered weak, inefficient and insensitive
universal primary education and gender Goals were too ambitious and based to the needs of citizens, but also had
parity in primary school were attained. on western standards, not taking into limited resources and outreach capacity
Substantial progress had also been made consideration conditions prevailing in the to reach those who needed the services
in reducing HIV prevalence, increasing developing world. These arguments, even the most. With hindsight, partnerships
access to information and communications though valid up to a point, did not negate with civil society and local communities to
technologies (ICTs) and reducing the the relevance of down-to-earth initiatives support initiatives would have produced
proportion of people suffering from and common sense MDGs. Developing better results.
hunger. However, little progress was made African countries do not have any excuse
towards meeting the targets of achieving for not meeting the goals. Indeed, they Sadly, in the African context, governments
full and productive employment; equal were part of the negotiations of the MDGs have regarded partnerships from a myopic
share of women in wage employment in from the beginning to the end and had standpoint and are mostly comfortable
non-agriculture sector and involvement in pledged to improve on their governance with the international development
governance; reducing under-five and child systems and their citizen participation partners. The focus was mainly on how
mortality and reducing maternal mortality; models in development to achieve them. they could leverage aid from development
and reversing the loss of environmental Significant progress had been made by partners to implement their MDGs
resources and improving sanitation. African countries to improve democratic programmes. African governments failed
VOL. 9 ISSUE 1 2018 15INSIGHTS
The 20th century has witnessed radical
changes in the role of the state the world
over. The basic function of the state,
which is made up of a number of public
sectors, was to provide goods and services
to citizens based on policies, rules and
regulations. However, the public sector in
Africa was not able to perform its function
effectively because of its inordinate focus
on power, lack of accountability and
transparency, and indifference towards
the needs of its citizens, amongst others.
Traditionally, it has been the role of the
state to provide substantive rules on the
content of socio-economic transactions
such as health, education, housing,
agriculture, labour laws, import controls,
etc.
With increased privatisation in the 21st
century (a shift from public to private
to partner with their own local counterparts unpaid but encouraged and supported to provision of goods and services) as
in finding solutions to local problems. form cooperatives of their own and with well as the over-powering influence of
They were oblivious to the fact that some their families’ support. The effectiveness of globalisation, it can be argued that the
of the problems their countries faced were this level of community involvement seems functions of the state have taken on a
created one way or another by their own to suggest that the SDGs, which have new focus. It has shifted from being a
citizens. To effect positive changes, the replaced the MDGs, may be attainable if sole and direct provider of public goods
people must be involved in identification African countries adopt the all-inclusive and services to a regulator, controlling the
of problems and their eventual solutions. local approach. Rwanda demonstrated processes of effective service delivery in
that achieving the MDGs was possible even both the social, political and economic
The prevailing practice and belief that for a country with limited resources and context. It looks to manage issues of,
the public sector has the solution to each that the partnership approach between for instance, competition to ensure fair
problem has strengthened the notion of government and civil society played a market practices, regulating privatised
government as an all-knowing solutions major role in attaining success: “national industries, regulating the provision
provider to their citizens without involving ownership involving stakeholders from all of social and economic services and
them in key decisions. In some cases, sectors that is not matched in many other preventing monopolistic behaviour. This
solutions were benchmarked wrongly African countries – or countries elsewhere implies a reduced role for the state in
against foreign examples, which did not fit in the world.” (World Bank, 2014). national economic management. The
into local conditions. This was the case in state is, instead, expected to provide an
the implementation of the MDGs as public The role of the state and the enabling environment for private sector
authorities took control of all of its aspects. public sector economic activities by implementing
Individual ministries, departments and appropriate socio-economic policy
agencies (MDAs) undertook planning and Over the years and for many reasons, there reforms and providing the necessary
implementation of programmes with little have been tremendous developments enabling environment to promote growth.
or no public consultation coupled with and changes in the role of the state. The The state is also required to take the lead
poor coordination and collaboration even role of the state has been changing due in providing the economic and social
amongst themselves. There were little or to various customs, traditions, values, as infrastructure, in some cases working with
no effective accountability frameworks well as political, economic, social, and investors and other partners. This role
that involved the local population who technological advancements. These shift should have contributed largely to
could attest to the effectiveness or factors have greatly impacted the manner the adoption of innovative approaches
otherwise of services. One acclaimed in which the state and state actors have facilitating the achievement of the SDGs,
exception was Rwanda, which excelled in related to the development of policies, however these failed to materialise as the
the implementation of the health targets rules and regulations to meet the public sectors in Africa lacked the capacity
by involving local communities through challenges of the people and the time, at to exploit the new dimensions of their roles
appointment of volunteer community the national, international, sub-regional to their advantage. Therefore, the public
health workers. These resources were and more importantly at the local levels. sector in Africa continues to do business
16 VOL. 9 ISSUE 1 2018as usual, from making policies to policy sector working together for the collective achieving the new major SDG targets,
implementation. Above all, the state has wellbeing of humankind. particularly in considering the emerging
not developed its capacity to enable it role of the state and the public sector.
partner with non-state actors to provide In order to meet the targets created by the
goods and services to its citizens, hence SDGs and for the purpose of strengthening The way forward
the woeful implementation of the MDGs. a sustainable path to development,
African countries must adopt policies and Explaining why many African countries
Lessons learned from programmes to overcome the challenges failed to score the MDG goals, some
implementation of the MDGS that restrained the achievement of the development experts have argued that
for achievement of the SDGS MDGs. Within the limited resources of there was a weak sense of ownership
various countries, a new perspective of among the people as they were not
The SDGs, which replaced the MDGs leadership in the public service is very sufficiently involved in crafting solutions
in 2016 and code named officially as much desirable going forward. In recent to their own problems. It is therefore
“Transforming our World, the 2030 Agenda years, global society has witnessed critical to underscore the causes of failure
for Sustainable Development”, has 17 a rapidly changing world bringing for delivery of the MDGs in Africa and to
“Global Goals” with 169 targets. The about both new opportunities and new see how the African public sector could
main characteristics of the new agenda challenges. Nowhere is this more obvious learn from these deviations in order
and its goals are that they seek to tackle all than at the interface of government, to position itself to effectively achieve
sectors of development and address the business and society. Again, globalisation the SDGs. In addition, the actions of
three pillars of sustainable development and the increasing reach of the explosion corrupt public sector officials hurt the
– economic, social and environmental. of information communication technology; underprivileged disproportionately by:
These key pillars are expected to be the emergence of democracies in most diverting funds intended for development
integrated so that progress in one area African countries as well as powerful and undermining government’s ability
relates to progress in other areas. For civil society groups; and the increasing to provide basic services; promoting
example, health targets are distributed prominence of citizen action and demand inequality and injustice; and discouraging
across all goals, and the integrated nature for accountability have all contributed to foreign investment and aid. It thus
of the SDGs provides new legitimacy for a new landscape that offers opportunity becomes important to fashion out
addressing the wider determinants of for a better achievement of the SDGs, a stronger network of actors and
health, poverty, gender, education etc. It provided governments take advantage of stakeholders to help change the dynamics
also has a focus on equity and on reaching this positive wind of change. needed to ensure a critical path to success
all people, especially those that are hardest under the SDGs.
to reach. Unlike its predecessor (MDGs), Many a time, the changes and innovation
the SDGs are global in nature and are required are normally overlooked Africa played a significant role in the
relevant to all countries, both developed or perhaps not really considered in development of the SDGs. The Africa
and developing, with common but addressing the critical and ultimate needs Union Agenda 2063 which preceded the
differentiated responsibilities. Goals and of the people for whom these SDGs SDGs agenda process was done with a
targets take into consideration different are set to benefit. It is thus important, clear intention to influence the SDGs from
national realities, capacities, and levels of first of all, to appreciate the common an African perspective. Furthermore,
development. Each government is tasked understanding and knowledge within African leaders participated in the
to set its own national targets guided by the public sector in Africa against the Intergovernmental Negotiations (IGN) at
the global level of ambition but taking into backdrop of the principles of good the UN on the SDGs, which led to their
account national circumstances. governance, inclusiveness, and the culture adoption in September 2015. This gives
of accountability and their relationship implementation of the SDGs a fillip for
The SDGs are expected to draw on the with progress in realising the SDGs. The success in Africa, with the proviso that the
implementation, experiences, and also the holistic approaches towards achieving political commitment proclaimed at the
strengths and weaknesses of the MDGs, this is a public sector leadership that IGN would be sustained.
and to help define a more sustainable is able to accommodate the different
approach in meeting the targets and goals dimensions and oft-diverging views of It is heart-warming to learn that African
set. Within this context, this article seeks society, and bringing the various actors governments have acted faster in putting
to identify such key areas where the public on board. Indeed, it is when government in place strategies to implement the SDGs
services or the public sector’s contributions leads the private sector effectively and than they did with the MDGs. Nigeria
could be more enhanced by finding other also facilitates the effective participation gave the late start of the MDGs as one of
models for implementation. There is of the third sector – the civil society – that the reasons for their failed implementation
the growing realisation of an increasing any country will develop. This interesting (OSSAP-MDGs, 2015). African
demand in new partnership cooperation – nexus, therefore, creates the need to governments are also putting emphases
governments, civil society and the private broaden the scope of engagements in on localisation or local ownership of the
VOL. 9 ISSUE 1 2018 17INSIGHTS
implementation plans and striving to for that matter the public sector, in leading promote citizens’ ownership of the SDGs
feature the SDGs as the central pillar for nations to achieve the SDGs and for them for a wider spread of their benefits. These
their medium and long-term development to have greater impact than realised in the proposals are not oblivious to other key
plans. Ghana has domesticated the SDGs MDGs. indicators for achieving the SDGs, such
into the overall National Development as macro-economic stability, effective
Plan. There is an active inter-ministerial What is not readily obvious though, is democratic governance, political stability,
committee on the SDGs at the national articulation of various partners’ roles, and promotion of gender equality,
level, which has had interactions with many especially civil society and citizens’ roles amongst others.
civil society organisations. Guidelines within the implementation frameworks
have been issued for mainstreaming in achieving the SDGs by various 1. At all levels of government there should
the SDGs in every sector with the aim of African governments. In particular, less be institutional spaces that facilitate
localising the implementation. It also aims attention has been paid to how to best meaningful CSO participation with
to prioritise SDGs targets across the span implement the national frameworks at the aim of ensuring that SDGs-related
of fifteen years, which will form part of the the local level in communities where most decisions can be adequately made
Forty-Year Development Plan for each populations in Africa live. The role of starting from an early stage and through
sector in Ghana. local communities, citizen organisations, implementation of participatory
women, youth, private sector, and civil partnership programmes. This will
In Kenya, the Ministry of Devolution and society organisations, must be well enable demand of accountability from
Planning provided guidelines to all public defined, monitored and evaluated. both government and other partners
institutions to implement the SDGs and through joint reviews. This mechanism
report to it quarterly on their performance. The fear is that African countries may will ensure everyone plays their role
These institutions were advised to identify once again miss the boat if their focus according to plan.
SDG targets relevant to their mandate, is on receiving aid from development
integrate them into their annual work partners and they discount the strengths 2. Local governments should partner
plans, and create awareness on them to and advantages brought by CSOs and with CSOs to achieve localisation
their public. their own citizens who are the beneficiaries of the SDGs. CSOs give a voice to
of the SDGs. Governments need the the poorest and most marginalised
This implies that Kenya, like Ghana, involvement of all local stakeholders if citizens. Therefore, it is crucial to create
has taken implementation of the they are committed to the “localisation” opportunities, spaces, and platforms
SDGs seriously and has cascaded their of these goals. While national and local for engaging with these groups at
implementation to diverse institutions. governments hold primary responsibility the local level in order to promote
Nigeria had by 2015 begun mainstreaming for delivering services in their country, the dialogue, build community awareness,
the SDGs in their development planning private sector, communities and CSOs and develop strong relationships.
processes, with the aim of promoting them also play key roles in shaping demand, These organisations reach the hardest
at all levels. There have been spirited contributing and shaping state policies of the poor by providing services hardly
efforts by non-governmental organisations and delivering services (UNCDF, 2010). delivered by government agencies.
(NGOs) and civil society organisations This is particularly relevant in areas where They also have the capacity to monitor
(CSOs) at sensitising people at different governments lack capacity, or the will, to progress through data collection and
levels about the SDGs. provide essential services for their citizens reporting.
(UNCDF, 2010; Save the Children, 2012).
In 2015 the then Deputy State Governor Given the scope and expectations of the 3. Localising the MDGs must reflect
of the Lagos State, Mrs Orelope-Adefulire, SDGs, it is clear that governments alone regional realities, which may involve
confirmed what should be the role of cannot achieve the agenda 2030. resource mobilisation at the local
government in the realisation of the SDGs. level to address local problems.
She declared, “With the new mandate, To move forward on achieving greater This does not only relate to financial
our roles are to coordinate the advocacy, impact, African countries would have to resources. There are human, material
partnerships and implementation of include all facets of society in planning, and technical resources for addressing
the SDGs. We have begun the process execution, monitoring and evaluation of local problems that need to be
of galvanising partners in ministries, programmes. It is not enough to only hold appreciated, mobilised and utilised.
departments and agencies, international consultations with CSOs and NGOs when Governments are oblivious of this fact
development partners, civil society planning as reported in all three countries and assume that “spoon feeding”
groups, the academia, vulnerable referred to above, but also to see them local communities would solve
population groups as well as state and as partners in implementation, monitoring their problems. Through advocacy,
local governments, to work towards progress and evaluation of outcomes. sensitisation, and the provision
domesticating the SDGs in Nigeria.” This What follows are a few strategies for of basic infrastructure and tools,
summarises the role of governments, and consideration that are intended to communities would provide some
18 VOL. 9 ISSUE 1 2018services for themselves, which would their commitment to review policies programmes, projects and activities for
free governments to focus on policy, that are women-friendly. More so, the achievement of the SDGs. Of outmost
strategy, monitoring and evaluation. women and civil society groups that importance, is the need to guard against
advocate for women empowerment the tendency of the public sector to
4. African governments must fully embrace and equality must not only be at the singularly assume ownership of the actions
current technological advancements to centre of such policy-making process, and goals of the MDGs and SDGs.
reach out to their citizens. Even though but more importantly at the forefront of
significant inroads have been made implementation. The call to foster a closer collaboration
to use ICT in public service delivery, between state and non-state actors should
there is a dearth of commitment from 6. One important group of people in be the first practical step for creating an
both politicians and bureaucrats to Africa that is emerging as vulnerable understanding of the implementation
embrace technology fully in their is African youth. To reduce the challenges faced by the public sector
operations. To create awareness of vulnerability of youth today is to towards achieving the SDGs. The
the SDGs and their implementation, in promote peace and security tomorrow. shortfalls identified in the MDGs should
addition to other strategies, an online Therefore, African governments must help position the public sector as a rallying
interactive data platform that enables galvanize their commitments to point for galvanising energies from all
the general public to comment on promote the rights of their young and actors for action to bring success. The
programmes (e.g. health, education, invest in quality, relevant, and inclusive active role of citizens and CSOs should
women, environment etc.) can facilitate education with a focus on science, definitely be sought towards achieving
information gathering by government technology and innovation at all levels. and realising the SDGs going forward.
and partners for progress review and Governments must also prioritise the The operationalisation of the SDGs shall
planning. promotion of quality health care for improve the lives of all citizens, especially
youth as well as involve them in the women and youth. It will also speed up the
5. Despite significant progress made socio-economic development of their decentralisation of the entire governance
by African countries in recognizing countries. process to help bring development closer
the role of women in development to the doorsteps of the citizens.
there is still a big gap between men Conclusion
and women in their social, cultural, There is an urgent need to create the
political and economic status. If This article has brought to the forefront enabling environment for a more active
Goal Five of the SDGs, which is only some critical issues that need to be role and participation of the private
dedicated to women, is to be achieved, examined and discussed by the public sector in the realisation of the SDGs.
African governments must renew in African countries in designing plans, The private sectors’ contribution in
achieving the SDGs will be considered in
a business-like manner, with higher stakes
in ensuring social stability. The successful
implementation of the SDGs involving
the private sector would ultimately
be regarded as contributing to sound
corporate social responsibility and good
corporate citizenship on the part of the
private sector.
All told, a new dimension for development,
synergising the latent potentials,
competences, and energies among the
tripartite actors - the public sector, the
private sector and civil society (women,
men, youth, religious groups, CBOs, etc.)
would work together towards achieving
the SDGs. The successful implementation
of the SDGs should be a shared and
collective responsibility.
First published by the Commonwealth
Association for Public Administration and
Management
VOL. 9 ISSUE 1 2018 19INSIGHTS
WHAT 40 YEARS OF
MARC
ANDREESEN
Venture capital
RESEARCH REVEALS
investor
ABOUT THE DIFFERENCE
BETWEEN DISRUPTIVE
AND RADICAL
INNOVATION
By Christian Hopp, David Antons, Jermain Kaminski,
and Torsten Oliver Salge
If you went to bed last night as an industrial company, you’re going to
wake up this morning as a software and analytics company. - JEFF IMMELT, FORMER
CEO OF GENERAL ELECTRIC
APRIL 09 2018 - The second wave of which led us to select the model that customers and later move up-market
digitization is set to disrupt all spheres of best described the underlying text data. as their product improves. Or, they may
economic life. As venture capital investor This model clustered text into 84 distinct create markets where no market exists
Marc Andreesen pointed out, “software topics. It performs best at explaining and turn non-consumers into consumers.
is eating the world.” Yet, despite the the variability of the data in assigning Importantly, the research landscape we
unprecedented scope and momentum words to topics and topics to documents, mapped out suggests that disruption is
of digitization, many decision makers minimizing noise in the data. not about technology alone, but rather the
remain unsure how to cope, and turn to combination of technologies and business
scholars for guidance on how to approach The topic model allows us to analyze model innovation.
disruption. similarities and overlap among topics
between published papers. For example, Radical innovations, on the other hand,
The first thing they should know is that not the model revealed that the topic stem from the creation of new knowledge
all technological change is “disruptive.” “disruptive innovation” is often mentioned and the commercialization of completely
It’s important to distinguish between alongside the topic “business model” in novel ideas or products. Research on
different types of innovation, and the many studies. We then used a community radical innovation therefore focuses on
responses they require by firms. In a recent detection algorithm to map the overall the types of organizational behavior and
publication in the Journal of Product global inter-connectedness of all topics structures that explain and predict the
Innovation Management, we undertook in the network. Two topical communities commercialization of breakthrough ideas.
a systematic review of 40 years (1975 to stood out as being linked to the largest
2016) of innovation research. Using a number of the other topics: disruptive To be disruptive, a business must first gain
natural language processing approach, innovation and radical innovation. acceptance in the low end of the market,
we analyzed and organized 1,078 articles the segment by and large ignored by
published on the topics of disruptive, Disruptive innovation research describes incumbents in lieu of more profitable high-
architectural, breakthrough, competence- a process in which new entrants challenge end customers. A prime example is Netflix.
destroying, discontinuous, and radical incumbent firms, often despite inferior The initial mail-order movie rental business
innovation. We used a topic-modeling resources. This may happen in two ways. was not appealing to a large group of
algorithm that attempts to determine Entrants may target over-looked segments Blockbuster customers. It appealed to
the topics in a set of text documents. We of the market with a product considered a niche of film nerds. Only with the rise
quantitatively compared different models, inferior by incumbent’s most-demanding of technology, including eventually the
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