procesos de Negocios en el Gobierno - Koreaticas publicas

8/16/2019 procesos de Negocios en el Gobierno - Koreaticas publicas

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THE ON-NARA BUSINESS PROCESS SYSTEM IN KOREA:

M. Jae Moon

Underwood Distinguished Proessor

Department of Public Administration

Yonsei University

[email protected]



PRESENTATION OUTLINE

1. Introduction

2. History of Korean E-government and On-NaraBPS

3. Main Features of On-Nara BPS

4. Impacts and Prospects5. Future Directions

6. Implications



INTRODUCTION

The Evolution of Korean E-governmentThe Locus of E-government

Front Office Version for External E-service

Back Office Version for Internal Work ManagementSystem

Performance management based on objectives and plans Recording, Managing, and Sharing of policy related information

and task performance

Enhancing Efficiency, Transparency,Accountability and Performance



UN’S E-GOVERNMENT MODEL



The Evolution of Korean E-government

Shift from E-government 1.0 to E-government 2.0

Shift from Public Servant 1.0 to Public Servant 2.0

Shift from Citizen 1.0 to Citizen 2.0

The On-nara Business Processing System

Turning Policy-making Process from Black Box to a MoreTransparent, Democratic, and Accountable Box via TaskManagement, Document Management, and Business ReferenceModel, and Information Sharing.



Evolution of Korean E-government

-Strong Top-down Leadership and Inter-governmental

Collaboration since 1996

-Great Combination of Technical Infrastructure,

Government Initiatives, and Citizen Participation

The On-nara BPS (Toward E-government 2.0):

- The Easy-One System in the Presidential Office (2004)

- The Hamoni System in the MOGAHA (2005)

- Standard Task Management System (2006)

- On-nara System in 55 Departments and Agencies (2007)



Online administration of the entire policy making process

er ormance managemen ase on o ec ves an p ans

Recording, Managing, and Sharing of policy related

information and task performance

▶ Enhance efficiency, transparency, accountability

and performance of government



Nov. 2004. EasyOne (Office of the president)

July 2005. HAMONI (MOGAHA)

April 2006. Expanded to 5 agencies

Jan. 2007. Expanded to 54 central government agencies



PROBLEMS WITH TRADITIONAL PERFORMANCE

MANAGEMENT

Problems with Performance Measurement Objective, Reliable, Scientific

Lenient: 95% of the ratings were thesatisfactory or higher categories

Not suitable to supervisory, administrative,

and professional jobsOrganizational problems: performance

management was not connected to mainlineorganizational activities such as planning

and budgeting. Time-consuming,



IT-ENABLED PERFORMANCE MANAGEMENT SYSTEM

IN KOREA

Customer Management System

Establishment & automation of

services workflow

Real time reflection of customer’sopinions in performance

Government Work Management System

Real-time handling & management of

major policy tasks and jobs

Quantitative & qualitative evaluation ofoutcomes and reflection of evaluation results

in performance

Integrated

Performance Management System

Development of core

performance indices for

achievement of strategic goals in

light of BSC

Routine monitoring for real-time

evaluation of performance

Rewarding System

Departmental & individual

performance evalution, 360-degree appraisal system, and

time-series analysis

Reflection of analysis results in

personnel management and rewarding

Integrated

Administrative

Innovation

‘System



History of On-nara System Development

Ideas from the President, Shaping into the EasyOne System

(’04.11)

- Change the work processes of the Blue House

EasyOne: Knowledge Garden in Cyberspace

MOGAHA Customizing into HAMONI, for the Ministry Level

(’05.7)

- EasyOne + Ministry job classification

- Pilot testing with five ministries (’06.4)

Training Learning (2

nd

Half of ’06)

Implemented across Central Government (’07.1), Renamed On-nara

- Positioning the whole public body online

3/17



II. Framework of On-nara

S stem

•Theme and Components of On-nara System

•Government Work Process and Two Key

Components



MAIN FEATURES OF ON-NARA BPS:

ONLINE POLICY MAKING AND STANDARDIZATION

- Policy planning- Document creation- Reporting- Approval

Reporting

Planning Document Creation Decision-making Sharing/Utilizing

Reporting

Revision

Planning forTaskImplementation

Document

Creation

Completion

(Approval)

- Execution- Document Card

- Memo Reporting

Review

- Feedback

- Direct Revision

Accumu-lation

of ResultsSearching

Daily Plan RegistrationMeeting

ManagementDirectives

KnowledgeFiling

SharingAgendaSetting

Feedback

FromMeeting

Task Management Document Management Task Management



MAIN FEATURES OF ON-NARA BPS:POLICY DECISION VIA E-DOCUMENT CARDS

** EE--Document cards includes title, task, keywords, information source,Document cards includes title, task, keywords, information source,objectives, feedbacks, etc.objectives, feedbacks, etc.



Theme and Components of On-nara System

IT Support for Entire Process of Government Work Management

- From planning, processing to sharing of data produced by work process

Beyond IT, Putting Government at the Center of National Competitiveness

- Taking the cost out of government, cutting fat, adding muscle

Two Key Components: Document Management Task Management

- Recording the whole decision making processes for accountability

- Goal-oriented work management based on BRM

5/17



Government Work Process and Two Key Components

DocumentDocument

ProcessingProcessing

Plan of Task

Documentation

Review

- New Idea

Decision MakingDecision MakingPlanningPlanning Sharing andSharing andUsingUsing

Completion

(Approval)

Search

Plan of Task

Documentation

- DAMC

- New Idea

- Updating

Accumulation

of Tasks

Task ManagementTask Management Document ManagementDocument Management Task ManagementTask Management

Review

Committee

(Approval)

- Implementation

Directives

KMS Sharing

6/17



III. Document Management

•EDPMS (Electronic Document Processing Management

System)

•DAMC (Document Attribute Management Card)

•Before and After EDPMS



EDPMS (Electronic Document Processing Management System)

Putting Entire Policy Making Process Online

ProduceProduceCollectCollect Information Review & ReviseReview & Revise

Report

EE--Document ProcessingDocument Processing

Management SystemManagement SystemAgendaAgenda

Management SystemManagement System

Collect

Idea

Report

Civil

Appeal

Media

Documentation

of DAMC

- Report

- Memo

- Draft

Review

Execute

Meeting

New

Documentation

Report

Order

Presentation

of Idea

Propose

Propose

Review

8/17



DAMC (Document Attribute Management Card)

Systematic Management for the Entire Document Life Cycle

- Draft, Review, Revision, Archive, Reuse

DAMC ContainsAMC Contains

-

Who produced the document,

based on what information and for what purpose

- How a policy has been made through what reporting and reviewing

processes

Two Way Communications among Juniors and Seniors

- Clear feedback of senior officials

- Improving accountability and transparency

9/17



Before and After EDPMS

Before After

Top Decision

Maker

Directions

Top Decision

Maker

E-Reporting

F to F

Report

Decision Making by OnDecision Making by On--naranara

Details of Decision Process RecordedDetails of Decision Process Recorded

Middle

Manager

Drafter

On-nara

System

Review

DAMC Report

Decision Making by F to F ReportDecision Making by F to F Report

Decision Processes not RecordedDecision Processes not Recorded

Middle

Manager

Drafter

Electronic

Document

System

Report

F to F

Report

10/17



IV. Task Management

•ETPMS (Electronic Task Processin Mana ement s stem)

•TAMC (Task Attribute Management Card)

•Before and After ETPMS



ETPMS (Electronic Task Processing Management system)

Government Operations Reduced Down to Unit Tasks with Specified Assignments

- Unit Task : the most micro unit of government businesses, the basis of individual

task assignments

FunctionFunction

StrategyStrategy

1

st

Level

Function

Policy

Levelass ca onass ca on

SystemSystem

ass ca onass ca on

SystemSystem

Function

2

nd

Level

Function

3

rd

Level

Function

Level

Strategy

Level

Project

Level

Unit

Task

BRM

(Business

Reference

Model)

12/17



TAMC (Task Attribute Management Card)

Each Unit Task has TAMC

- Stockpiling all documents and work records for the given task

- Linked to function classification system (BRM)

TAMC Contains

- Who performed a task for what purpose

- What portions of the initial plan remains to be done

How Unit Tasks Are Interrelated on a Task Tree

- Unit Task more strategically related to overall policy objective

13/17



MAIN FEATURES OF ON-NARA BPS:

E-TASK CARDS

“Task card" is issued for each task to record, manage, and share taskinformation, persons in charge, and results, which are used as futurereference for performance evaluation.



Before and After ETPMS

Before After

Task

- Electronic

Document

System

Task

Execution of Task Loosely CoupledExecution of Task Loosely Coupled

with Objectives of Organizationwith Objectives of Organization

Difficulties in Systematic ManagementDifficulties in Systematic Management

of Work Performanceof Work Performance

Person

In Charge

System

- PC

- Cabinet

Execution

Person

In Charge

On-nara

System

Work Management Closely RelatedWork Management Closely Related

with Objectives of Organizationwith Objectives of Organization

Orderly Management of PerformanceOrderly Management of Performance

Agenda Setting

and Execution

Performance

Management

14/17



V. Future of On-nara System

•Extention of On-nara System

•Universal Use of On-nara System



Extention of On-nara System

Evolution into Digital Backbone of Government Administrations

EasyOne

(Blue House)

OnOn--naranara

SystemSystem

Governance Management System

(Office of Policy Coordination)

Digital Budget/

Accounting System

Public Relation

Management System

Knowledge

Management System

E-Personnel System

Records

Management System

Integrated

e Assessment System

16/17



Universal Use of On-nara System

Spread into Regional Governments and Public-funded Organizations

Central

Government

Central

Government

17/17

Local Government

Information Network System

Public-funded Organization

Management System

On-nara System

Regional

Governments

Regional

Governments

Export to

International Institutes

Public-funded

Organizations

Public-funded

Organizations



With OnWith On--Nara system, a person in charge receives and administersNara system, a person in charge receives and administerscivil requests, and delivers the results back to the citizencivil requests, and delivers the results back to the citizen



The public can check the status and results of their requests and evaluate providedThe public can check the status and results of their requests and evaluate provided

administrative services.administrative services.

The customer satisfaction grade is transferred to the performance managementThe customer satisfaction grade is transferred to the performance management

system and used for individual performance evaluationsystem and used for individual performance evaluation



More electronic documentcirculation: from 70.5% in 2002 to

97.8% in 2007

The use of the On-nara system also

increased from 56% in January of

2007 to 96% in December of 2007!



THE EFFECTS OF ON-NARA BPS▶ Enhancing Efficiency/ Saving Time through Work

Process Innovation A real-time work process system

Improving Policy Transparency and Accountability E-document system (saving all the information on “who,

”, , …

Promoting Participatory and DemocraticOrganizational Culture Enhancing Fast and convenient communication and information

sharing

▶ Promoting Knowledge Sharing and Establishing anAdvanced Records Management System Manage, preserve, and share information created in the

work process as national records



DIRECTIONS OF ON-NARA BPS

Planning to establish digital infrastructure enabling realPlanning to establish digital infrastructure enabling real--time governmenttime governmentadministration by linking the Onadministration by linking the On--Nara system with major commonNara system with major commonadministration systems such as the budgeting and accounting system,administration systems such as the budgeting and accounting system,government performance evaluation system, and personnel managementgovernment performance evaluation system, and personnel management

systemsystem

On-nara BPSOn-nara BPS

T I T II E



TYPE I AND TYPE II ERROR:RISK IN DIGITAL GOVERNMENT

Correct Decision

Highly Reliable System

Preventive

Preemptive

High Risk but Avoided

Type II Error

False Negative)

Late Adoption

Problem/Risk

Security/Privacy

Actual Management

Active Management Passive Management

H i g h

R i s

High Risk but Avoided Security/Privacy

Over-passive

Too Conservative

Type I Error(False Positive)

Wasted ResourcesUnder Utilized System

Over-active

Too Entrepreneurial

Reliable System underLow Risk/Stable

Environment

Low Risk Exposed

Risk

k

L o

w R i s k



EVOLUTION OF GOVERNMENT

Government E-govE-gov

FaceFace--toto--FaceFace

OneOne--OneOne

OneOne--toto--ManyMany

ManyMany--toto--ManyMany OneOne--toto--ManyMany

ManyMany--toto--ManyManyManyMany--toto--ManyManyOneOne--toto--OneOneUbiquitousUbiquitous

2.0



CHECKLIST

VisionPolitical Will

CommonFramework CustomerFocus Responsibility

Leadership &Commitment

Integration

Inter-agencyCollaboration

Financing

Access

Choice

Citizen Eng.

Privacy

Accountability

Monitoring &Evaluation



GUIDING PRINCIPLES FOR SUCCESSFUL E-

GOVERNMENT

Vision and Political Will

Leadership and commitment

Integration

Common Frameworks/cooperation

Inter-agency collaboration

Financing

Customer Focus

Access

Choice

Citizen engagement

Privacy

Responsibility

Accountability

Monitoring and evaluation



CHECKLIST FOR SUCCESSFUL E-

GOVERNMENT (I)

Vision/Political Will

Leadership and commitment

Do you have the necessary leadership and

commitment at the political level in order to develop

an e-government vision and guide change over the

long term?

Is there leadership and commitment at the

administrative level to implement change?

Is there leadership and commitment at the

administrative level to implement change?

Integration

Has there been a review of barriers to e-government

implementation?

Is e-government integrated into broader policy and

service delivery goals and processes?

Is e-government integrated into public management

reform goals and processes?

Is e-government integrated into broader information

society activity?




GOVERNMENT (II) Common frameworks/cooperation

Inter-agency collaboration

Are agencies working together in customer-focused groupings

of agencies?

Are agency managers operating within common frameworks to

ensure interoperability, maximize implementation efficiency and

avoid duplication?void duplication?

Are there incentives to help encourage collaboration and

seamless service delivery?

Financing

Can ICT spending, where appropriate , be treated as an

investment with consideration of projected streams of returns?

Is there a degree of certainty of future funding in order to

provide sustainability to projects and thus gain maximum

benefit from given funding levels and avoid wasting resources)?

Are there programs to help foster innovation and alllow for key

demonstration projects?




GOVERNMENT (III)

Customer Focus

Access

Is the government pursuing policies to improve

access to online services?

Do customers have choice in the method of

interacting with government?

Is there a no wrong door principle for accessing thes there a no wrong door principle for accessing the

administration?

Are services driven by an understanding of customer

needs?

Citizen engagement

Does e-government engage citizens in the policyprocess?

Are there information quality policies and feedbackmechanisms in place to help maximize theusefulness of information provision and strengthencitizen participation?




GOVERNMENT (IV)Privacy

Are there mechanisms in place to protect individual privacy

with regard to e-government?

Do broad standards for privacy protection allow for

information sharing between agencies while preventing

abuse?

Responsibility

Accountabilityccountability

Do accountability arrangements ensure that it is clear who

is responsible for shared projects and initiatives?

Does the use of private sector partnerships maintain levels

of accountability?

Monitoring and evaluation

Is there a framework in place to identify the demand costs,

benefits, and impact of e-government?

Are e-government implementers able to articulate and

demonstrate the benefits of e-government in order to raise

support for their projects?



IT GOVERNANCE AND PERFORMANCE

ITT

Principlesrinciples

ITT

Architecturerchitecture

ITT

Infrastructurnfrastructur

e Strategies Strategies

Businessusiness

Applicationspplications

Needseeds

ITT

Investmentnvestment

inputinput decisidecisi

onon inputinput

decisidecisi

onon inputinput

decisidecisi

onon inputinput

decisidecisi

onon inputinput

decisidecisi

onon

Businessusiness

Monarchyonarchyonarchyonarchy

ITT

Monarchyonarchy

Feudaleudal

-

Federalederal

-- - - ++ -

Duopolyuopoly

- ++ -

Anarchynarchy



E-GOVERNMENT PROMOTION SYSTEM

Korean Model

Presidential Committee Planning and Coordinating)

Ministry of Government Administration and Home Affairs /

Ministry of Telecommunication and Information

Implementation

U.S. Model

Vice President Planning) and Information

Highway Gore)

Indian Model

Duopoly System?

CIO for E-government



LESSONS FROM BIG ASSET

Creative Design

Linking Parts to the Whole

Great Details

Great Participation

Long-term Commitment



JIGSAW PARADOX



LEADER’S THREE SIGHTS

Insight

Outsight

Foresight

46



BIG ROCKS IN E-GOVERNMENT



Internally More Efficient, ExternallyMore Accountable & Transparent

E-Government 2.0

From

Good

to

Great

rom

Good

to

Great

…Thank You!



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