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The Problem-Driven Iterative Adaptation [PDIA] approach was introduced to expand the problem-solving methods and tools available to Western Cape Government [WCG]. The PDIA approach helps break down problems into their root causes, identify entry points, search for possible solutions, act, reflect upon lessons learned, adapt and then act again. It is a dynamic process with tight feedback loops that allows the building of solutions that fit the local context. PDIA is underpinned by strong governance arrangements that includes supportive top leadership (authorisers) which is critical for achieving the more tangible benefits. PDIA allows for the identification of initial quick wins, agility, and flexibility to mobilise quickly to implement initiatives.

The work of the Commuter Mobility team, which is a collaboration between the WCG Departments, such as Transport and Public Works and the City of Cape Town has been seen as a success. The PDIA has allowed an integrated team to do an in-depth breakdown of a very complex problem to develop bespoke solutions, to deal with both the impact and possible root causes of attacks on buses. A close-knit group was formed to direct and control the actions identified by the group to meet the desired objectives. The PDIA process itself provided the framework and structure for decision making, with the additional structure for accountability and control provided for by the PDIA co-ordinating team members, who played a crucial part of the overall team. By implementing the PDIA methodology, progress on meeting the groups’ objectives were regularly monitored and risks (as well as challenges) addressed in an iterative, “learn-by-doing” manner.

Since the implementation of the interventions there has been a marked decrease in robberies on buses and the modus operandi has changed from robbing the passengers, to mostly targeting the cash and valuables of the drivers. There has been several arrests and a conviction, where the perpetrator was sentenced to 10 years imprisonment of which half was suspended for 5 years. The methodology allowed collaboration around a common problem, rapid adaptation when a particular solution no longer met the desired outcomes, and monitoring impact throughout the program to alter solutions if required.

The team also had a strong focus on sustainability of the countermeasures developed to ensure the gains made could be maintained. The introduction of technology on buses has transformed the approach to crime-fighting on public transport and has provided insights to – and has altered – the modus operandi of the perpetrators. Many lessons learned from this process could in future be applied to other modes of public transport.

The Safety team was broadly constituted with members from all three spheres of government as well as the Institute for Security Studies. The diversity of this team meant the authorising environment had multiple facets. Healthy relationships were established and maintained at a team level and a stated outcome was an improved partnership between the WCG, the National Prosecuting Agency and the South African Police Services.  

The team noted many lessons learnt in the process and a key one is managing contextual realities in the application of the PDIA methodology. The Safety team is taking the work forward in applying lessons learnt and PDIA capability to a newly developed/reformulated problem statement. The problem area to focus on will be aligned to and support the safety plan and the area of GBV is one being considered.

Through the application of the PDIA process, teams generated tangible benefits that continue to hold in the operating space of the WCG. Beginning with the collaborative nature of the approach, PDIA teams were able to begin and continue facilitating the process of building networks and partnerships both within the WCG and between WCG and other government and non-government entities. The requirement for transversal collaboration in the crafting of problem statements and identification of interventions meant that departments had insights into their operational processes and developed connections that have the potential to maintain this line-of-sight post following a PDIA approach.