Вопрос 17-3/2: Ход деятельности в области электронного правительства и определение областей применения электронного правительства в интересах развивающихся стран


) International recognition and partnership with private enterprises



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6) International recognition and partnership with private enterprises


The INV project, designed to narrow the digital divide of information poor areas like farming and fishing villages, is being benchmarked by other countries. INV has drawn worldwide attention. It was introduced in various international workshops and seminars. It has been evaluated by development programs of international organizations such as the UN, OECD, and ADB as one of the best practices that can be applied to developing countries.

As a strategy for sustainable development of INV, we promoted the project in cooperation with private corporations. Participating villages are encouraged to set up sisterhood relationship with private companies interested in developing villages through the INV project. As one of these efforts, we held a field briefing for multinational IT companies which have branch offices in Seoul to seek cooperation.

In a visit to an information network village, for example, an executive of Intel (the world’s largest chip maker) hailed the Korean INV project as an unprecedented example of digitalizing farming and fishing villages. In November 2004, when the Intel CEO visited the MOGAHA, he entered into a memorandum of understanding (MOU) with MOGAHA aimed at supporting INV and helping spread it to other countries. In accordance with the MOU, Intel helps the Korean government introduce the INV project and other e-government cases to 45 countries worldwide. The company also provides a future model of E-government, and shares the best practices of other countries to further promote IT applications in Korea.

Case 2: Local Government Information System (LGIN)

1) Overview of local Government structure in Korea


The Constitution of the Republic of Korea states that, “Local governments deal with matters pertaining to the welfare of local residents, manage property, and may within the limit of laws, enact provisions relating to local autonomy regulations.” At the time of the project implementation, there were 16 Provincial governments, including seven metropolitan city governments and nine provincial governments, and 234 city/district governments. (Note: The number of each level of the local governments has slightly changed since then.)

Local government heads manage and supervise administrative affairs except as otherwise provided by law. The local executive functions include those delegated by the central government such as the management of public property, running facilities, tax assessment, the collection of local taxes, and fees for various services. Provincial governments have boards of education which deal with matters related to education and students’ activities in each community. Provincial governments basically serve as intermediaries between the central and lower-level (city/district) local governments.

Lower-level local governments deliver services to the residents through an administrative district (eup, myeon, and dong) system. Each lower-level local government has several lower-level districts which serve as field offices for handling the needs of residents. Eup, Myeon, and Dong offices are engaged mainly in routine administrative and social service functions.

2) Strategies of the LGIN


Governments are facing serious pressure from constituents to drive down the costs of government services, improve customer service and more effectively share information across jurisdictional lines. Citizens are also asking governments to put the security and privacy issues at the center of government IT project implementation. The LGIN project would have been a failure without the consideration of these issues.

At the same time an e-government project should show a clear vision and goal. It is about where society is going and what the government is doing. Public relations and education should be used to share the vision and goals of the government with citizens. Citizen support has been essential to the success of the LGIN project since they are the end-users and final judges of the utility of the system.

Interfacing with the information system should be easy enough for users. If there are technical difficulties using the system, citizens who are not familiar with the technology might give up using the system which would make the project a failure. When designing the system interface for end-users, the characteristics of users should be taken into account. That is, system quality should reflect the end-user viewpoints. In the same context, management changes are a very important element impacting the probability of success of a project. Public officials are facing a new work environment due to newly implemented system like the LGIN. From a technical standpoint, standardization should be a core consideration. Information sharing across jurisdictions would be impossible without applying standardized technologies.

Sharing resources is a strategic approach to guarantee efficiencies and effectiveness as seen in the information sharing. The strategy extends to the cases of business processes and application services. OECD (2005), in an e-government project, titled “E-government for Better Government”, addresses the common business processes (CBPs) as a strategic tool to improve the seamlessness and quality of service delivery.

The concept of CBPs is similar to that of shared services that carry out functions common in various public organizations such as finance, procurement, and human resources. OECD defines CBPs as those business processes that exist in different organizations, and yet have, in essence, the same goals and outputs. This creates the possibility for the arrangements to conduct these business processes to be optimized and delivered in a more efficient and standardized manner.

Benefits from the CBPs approach can be expected in various areas, for example, avoiding duplicates, reusing application solutions, improving interoperability, and promoting integration across public organizations. In the meantime, there is a trade-off against this approach. It is pointed out that CBPs can rule out the opportunities for competition, innovation, and flexibility within government by imposing common solutions.

The Korean government has a relatively long history of making efforts to inventory common business processes linked to shared and integrated information system development. The CBP strategy has been a critical element in the process of implementing the LGIN system. This started back in 1997 at the local government level and in 2001 at central government level. Korea had 234 local governments at the city and district level. In 1997, a policy report indicated that all the 234 city/district governments had common business processes in 21 areas such as residents, vehicles, land, buildings, environment, construction, health, welfare, livestock, fisheries, water supply, and sewage. Based on the research results, the Korean government tried to streamline those 21 common business functions in local governments since 1997 by standardizing and redesigning business processes as well as by developing standardized and interconnected administrative information systems for the whole local governments nationwide. This is one of the pillars of e-government initiatives in Korea.




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