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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
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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
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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
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UN’S E-GOVERNMENT MODEL
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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.
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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)
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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
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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
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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,
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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
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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
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II. Framework of On-nara
S stem
•Theme and Components of On-nara System
•Government Work Process and Two Key
Components
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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
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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.
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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
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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
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III. Document Management
•EDPMS (Electronic Document Processing Management
System)
•DAMC (Document Attribute Management Card)
•Before and After EDPMS
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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
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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
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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
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IV. Task Management
•ETPMS (Electronic Task Processin Mana ement s stem)
•TAMC (Task Attribute Management Card)
•Before and After ETPMS
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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
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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
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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.
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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
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V. Future of On-nara System
•Extention of On-nara System
•Universal Use of On-nara System
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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
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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
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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
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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
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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!
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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
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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
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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
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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
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CHECKLIST
VisionPolitical Will
CommonFramework CustomerFocus Responsibility
Leadership &Commitment
Integration
Inter-agencyCollaboration
Financing
Access
Choice
Citizen Eng.
Privacy
Accountability
Monitoring &Evaluation
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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
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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?
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CHECKLIST FOR SUCCESSFUL E-
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?
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CHECKLIST FOR SUCCESSFUL E-
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?
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CHECKLIST FOR SUCCESSFUL E-
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?
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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
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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
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LESSONS FROM BIG ASSET
Creative Design
Linking Parts to the Whole
Great Details
Great Participation
Long-term Commitment
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JIGSAW PARADOX
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LEADER’S THREE SIGHTS
Insight
Outsight
Foresight
46
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BIG ROCKS IN E-GOVERNMENT
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Internally More Efficient, ExternallyMore Accountable & Transparent
E-Government 2.0
From
Good
to
Great
rom
Good
to
Great
…Thank You!