Excellence in Policy Coordination Harmony in State Affairs the Office for Policy Coordination


Published on

Public Officials Capacity Building Training Program
for Government Innovation; Seoul, December 5, 2007

1 Comment
  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Excellence in Policy Coordination Harmony in State Affairs the Office for Policy Coordination

  1. 1. The Office for Policy Coordination Republic of Korea Excellence in Policy Coordination Harmony in State Affairs Public Officials Capacity Building Training Program for Government Innovation Seoul , December 5, 2007
  2. 2. D adang Soli hin Delegation Head Public Officials Capacity Bu ilding Training Program for Governme nt Innovation
  3. 3. CONTENTS Overview of Governing System   Introduction of OPC Organizations Major Functions Challenge and Future Tasks
  4. 4. 1. Overview · Korean Government Structure · Status & Role of Prime Minister
  5. 5. Korean Government Structure <ul><li>Head of Cabinet, Representative of Korea, Commander of Army Force </li></ul><ul><li>Elected by people’ direct vote, appointive power for cabinet members, right to veto bills, etc </li></ul><ul><li>No Vice-President </li></ul><ul><li>Premier appointed by President, approved by National Assembly </li></ul><ul><li>Premier controls & supervises cabinet under order of President </li></ul><ul><li>Premier recommends appointment/removal of cabinet members </li></ul>Presidential System incorporated with Parliamentary Cabinet Characteristics Presidential System in Nature Parliamentary Cabinet Characteristics
  6. 6. Status & Role of Prime Minister “ Assists President and Directs Executive Ministries” <ul><li>Authority to control and supervise the cabinet </li></ul><ul><li>  Performs presidential duties in case of vacancy </li></ul><ul><li>  Recommends appointment/removal of Cabinet members </li></ul><ul><li>  Attends the National Assembly and has the right to speak </li></ul><ul><li>  Authority to issue ordinances of the Prime Minister </li></ul><ul><li>  Right to rescind ordinances/measures of Government Agency </li></ul>- Constitution of the Republic of Korea, Article 86 -
  7. 7. 2. Introduction · Assistant Organizations · Role of OPC · Vision of OPC
  8. 8. Direct Assistant Organizations for Premier <ul><li>Assists Prime Minister with premier's protocol, political stance public relations, congressional affairs </li></ul><ul><li>Assists Prime Minister in overall administrative duties of the cabinet with tools of policy coordination & evaluation </li></ul>Office of Prime Minister = PMS + OPC Prime Minister’s Secretariat (PMS) Office for Policy Coordination (OPC)
  9. 9. Role of OPC <ul><li>Sets major policy directions that involve various government </li></ul><ul><li>agencies in national scale </li></ul><ul><li>Supports the Prime Minister's control over the cabinet </li></ul><ul><li>Supervises ministries of the central government </li></ul><ul><li>Carries out policy coordination among government agencies </li></ul><ul><li>Evaluates major government policies </li></ul><ul><li>Performs regulatory reform </li></ul>&quot;Support Prime Minister with respect to supervision over administration, policy coordination, policy evaluation, and regulatory reform&quot; - Government Organization Act, Article 20 -
  10. 10. Vision of OPC Mission Vision Achieving high quality policy coordination and Taking a lead in harmonious state affairs Leading world class national competitiveness Client & interest groups Support Provide high quality service Establish rationalized support management system Internal operations Learning and growth Establish effective system for management Promote development -oriented organizational culture Core strategy
  11. 11. MI of OPC <ul><li>The person holding his/her arms open symbolizes respect for humanity, harmony, and an embrace </li></ul><ul><li>  Three circles represent coherence in state affairs </li></ul><ul><li>  The overall shape of a DNA spiral symbolizes the importance of OPC as an essential and core element of government </li></ul>
  12. 12. 3. Organizations of OPC
  13. 13. Organizational Chart <ul><li>Consists of 5 Branch Offices (Assistant Ministers) </li></ul><ul><li>20 Bureaus & 8 Task Force Organizations </li></ul><ul><li>500 Government Officials, 250 Dispatched from Relevant Ministries </li></ul>Minister Vice Minister of Planning Affairs Vice Minister of Public Policy Assistant Minister for Policy Planning & Management Assistant Minister for Policy Analysis and Evaluation Assistant Minister for Regulatory Reform Assistant Minister for Economic policy Coordination Assistant Minister For Social and Culture Policy Coordination
  14. 14. Organizations <ul><li>Provides coordination services and assistance regarding general </li></ul><ul><li>administration, foreign affairs, and national security </li></ul><ul><li>  Manages and inspects major issues and projects </li></ul><ul><li>Performs disciplinary activities for government officials </li></ul><ul><li>Responsible for managing State Council and Vice Ministerial meetings </li></ul><ul><li>Responsible for planning and coordinating OPC inside operations </li></ul>Office of Policy Planning & Management
  15. 15. Organizations <ul><li>Assists the Prime Minister with policy evaluation and performance </li></ul><ul><li>management of central government agencies </li></ul><ul><li>Develops basic evaluation plans and execution plans </li></ul><ul><li>Responsible for setting guidelines for policy analysis and evaluation </li></ul><ul><li>Sets the basic direction of regulatory policy and regulatory reform system </li></ul><ul><li>Reviews draft regulations and existing regulations on a zero base </li></ul><ul><li>Resolves complaints and regulatory proposals from businesses and citizen </li></ul>Office of Regulatory Reform Office of Policy Analysis & Evaluation
  16. 16. Organizations <ul><li>Supports the Prime Minister's policy on all areas of the economy, finance, industries, IT, science & technology </li></ul><ul><li>Coordinates different opinions of concerned parties on current economic issues </li></ul><ul><li>Supports Prime Minister's policy on all areas of health, welfare, women, education, culture, labor, environment, food </li></ul><ul><li>Performs a coordinating role in current conflict issues among concerned organizations </li></ul>Office of Economic Policy Coordination Office of Social & Cultural Policy Coordination
  17. 17. T/F Organizations <ul><li>Comprehensive issue related to multiple ministries </li></ul><ul><li>Need for Prompt and timely response to urgent task </li></ul><ul><li>Characteristics of single shot project or project with time limit </li></ul><ul><li>Broadcasting & Telecommunication Convergence Task Force </li></ul><ul><li>Secretariat of Council on Jeju Island Development Policy </li></ul><ul><li>Planning Group on Healthcare Industry Innovation </li></ul><ul><li>Special commission on Yongsan Park </li></ul><ul><li>Prime Minister's Commission on the Lottery </li></ul>Why T/F? Task Forces
  18. 18. 4. Major Functions · Policy Coordination · Policy Analysis & Evaluation · Regulatory Reform
  19. 19. Policy Coordination
  20. 20. Policy Coordination <ul><li>Coordination to pursue public interest in a balanced manner </li></ul><ul><li>Beyond the ministerial level but rather at the national level </li></ul><ul><li>Conflicts solving to guarantee successful adoption of policies </li></ul>“ OPC is the only government organization whose key role is Policy Coordination” - Government Organization Act - <ul><li>Provide High Quality Coordination Services </li></ul>
  21. 21. Coordination Procedure <ul><li>Developed & notified by Office of President </li></ul><ul><li>Self developed by OPC cooperating with NGOs </li></ul><ul><li>Requested from government ministries </li></ul><ul><li>Working-level coordination with related ministries </li></ul><ul><li>Various coordination bodies at ministerial level </li></ul><ul><li>Joint coordination with Office of President </li></ul><ul><li>Identify coordination task </li></ul><ul><li>Review environment of coordination agenda </li></ul><ul><li>Define issues & characteristics of conflict </li></ul>Agenda Setting Identify Task Coordination
  22. 22. Coordination Bodies Prime Minister State Council Deputy Premiers Meeting States Affairs Coordination Council Ad hoc Coordination Meeting OPC Minister Vice Ministerial Council Executive Officials Meeting
  23. 23. Policy Evaluation
  24. 24. Policy Analysis & Evaluation “ OPC is responsible for Analyzing & Evaluating Government Policy” - Basic Act for Government Work Evaluation - <ul><li>Examines, analyzes, and evaluates government policy focusing on its details and performance </li></ul><ul><li>Applies the results of the evaluation back to the policy process </li></ul><ul><li>Enhance Effectiveness and Responsibility in Policy Process </li></ul><ul><li>Extend Knowledge & Abilities in Problem Solving </li></ul>
  25. 25. Institutions for Policy Evaluation <ul><li>Mandatory performance management </li></ul><ul><li>Integration of individual & overlapping evaluations </li></ul><ul><li>Objective & quantitative evaluation index </li></ul><ul><li>Civilian expert based analysis & evaluation </li></ul><ul><li>Composed of 15 members including 10 civilian experts </li></ul><ul><li>Co-chaired by Premier & civilian chairman </li></ul><ul><li>Ex post review of major government policies </li></ul>Basic Act for Policy Evaluation Policy Evaluation Committee
  26. 26. Innovations in Policy Evaluation <ul><li>Lack of vision & strategy in goal setting stage </li></ul><ul><li>General evaluation without specific index </li></ul><ul><li>Top down evaluation, burdensome paperwork </li></ul><ul><li>Little feedback in policy process </li></ul><ul><li>Enhance Government responsibility & policy satisfaction </li></ul><ul><li>Systemization of performance oriented working process </li></ul><ul><li>Innovation of whole policy process from A to Z </li></ul>Background Initiative Goal
  27. 27. Innovation Activities <ul><li>5 year strategic performance management plan </li></ul><ul><li>Contain clear future vision and mission of organization </li></ul><ul><li>Performance index in detailed and measurable scale </li></ul><ul><li>Annual execution plan based on 5 yr strategic plan </li></ul><ul><li>Integrated 11 individual evaluations into 5 major categories </li></ul><ul><li>Minimize evaluation items and index (‘06:234 -> ‘07: 155) </li></ul><ul><li>Developed online evaluation system (e-IPSES, 2007) </li></ul><ul><li>Mandatory feed back of evaluation result to policy improvement, </li></ul><ul><li>budget, personnel management </li></ul>Planning Integration <ul><li>Spread of Goal Oriented Behavior in Policy Process </li></ul><ul><li>Reduce Administrative Burden of Multiple Evaluations </li></ul>
  28. 28. Evaluation Structure <ul><li>Implementation </li></ul><ul><li>Periodic Monitoring </li></ul><ul><li>Quality Management </li></ul><ul><li>Plan </li></ul><ul><li>5-yr Strategic Plan </li></ul><ul><li>Annual Execution Plan </li></ul><ul><li>Performance Index </li></ul><ul><li>Results Application </li></ul><ul><li>Policy improvements </li></ul><ul><li>Budget &Organization </li></ul><ul><li>Personnel management </li></ul><ul><li>Evaluation </li></ul><ul><li>  Self-Evaluation </li></ul><ul><li>Quantitative Index </li></ul>
  29. 29. Quality Management System <ul><li>Preventive management system for not having policy failure </li></ul><ul><li>Ex ante review on policy planning, implementation, evaluation, and public relations </li></ul><ul><li>19 pre-check list at each stage of policy process </li></ul><ul><li>Published in ASPA ( American Society for Public Administration ) in Mar 2007 </li></ul>“ Preventive management method corresponding complicated demand from interest groups and drastic environmental change” <ul><li>Achieve High Level of Policy Satisfaction from Customer </li></ul><ul><li>Enhance Government Credibility in Policy Process </li></ul>
  30. 30. Quality Management Check List <ul><li>What is the cause of problem? How serious is it? </li></ul><ul><li>What is the practice and experience of other country? </li></ul><ul><li>Who is the interest group? What is the resource of plan? </li></ul><ul><li>Who is objective and subjective of public relations? </li></ul><ul><li>What is the core message of public relations? </li></ul><ul><li>What are the anticipated critic and reaction logic? </li></ul><ul><li>Is policy monitored whether implemented as planned? </li></ul><ul><li>What is the problem in implementation ? </li></ul><ul><li>W ho evaluates what, when, and how? </li></ul><ul><li>What is the meaning of evaluation result? </li></ul><ul><li>How can evaluation result be used ? </li></ul>Planning Public Relations Execution Evaluation
  31. 31. Regulatory Reform
  32. 32. Background of Regulatory Reform <ul><li>Create a business-friendly & life-enriching environment </li></ul><ul><li>Improve effectiveness and transparency of market </li></ul><ul><li>Essential to enhance national competitiveness by promoting creativity and fair competition </li></ul><ul><li>Process of re-defining and re-setting the role of government </li></ul><ul><li>Rapid state-led economic growth since the 1960’s </li></ul><ul><li>Outdated, redundant, unrealistic regulations </li></ul>Background Initiative Goal
  33. 33. Institutions for Regulatory Reform <ul><li>Annual Regulatory Reform Guideline </li></ul><ul><li>Mandatory Regulatory Impact Analysis </li></ul><ul><li>Sunset Principle </li></ul><ul><li>Web Registration System </li></ul><ul><li>Composed of 25 members including 18 civilian members </li></ul><ul><li>Co-chaired by Premier & civilian chairman </li></ul><ul><li>Decide basic reform policies and setting directions </li></ul><ul><li>Identifying and revising unreasonable regulations </li></ul><ul><li>Ex ante review of all newly drafted regulations </li></ul>Basic Act for Administrative Regulation (1997) Regulatory Reform Committee (1998)
  34. 34. Reform Outcome (1998~2003) 11,125 0 ’ 98/04 ’ 99/12 ’ 00/12 ’ 01/12 ’ 02/12 ’ 03/12 ’ 98/12 6,000 8,000 10,000 12,000 ~ [ unit:cases] Revision of existing regulations 6,910 7,243 7,541 10,382 7,298 7,731
  35. 35. Reform Outcome (1998~2003) ’ 98 ’ 00 ’ 01 ’ 02 ’ 03 ’ 99 [ unit:cases] 200 400 600 800 1000 1200 Strict preliminary review of new & amended regulations 573 737 1,102 1,209 897 947 Out of 5,465 regulations reviewed over six years, 1,831 (33%) were revised or abandoned (164) (279) (400) (397) (306) (285)
  36. 36. 1 st Period Assessment <ul><li>  Social consensus formed on the need for regulatory reform </li></ul><ul><li>Legal/Institutional foundation established for systematic reform </li></ul><ul><li>Visible outcome of government's regulatory reform efforts </li></ul><ul><li>  A ctual burden felt by businesses hasn't really been eased </li></ul><ul><li>Many core, complex regulations still exist </li></ul><ul><li>Regulatory quality is more important than quantity of removal </li></ul><ul><li>“ The Regulated” should participate in regulatory reform process </li></ul>Assessment (98~2003) Voice from Private Sector
  37. 37. Turn over Regulatory Reform Strategy (2004~) Quantitative Deregulation Supplier Oriented Individual Regulation Government Led Customer Oriented Bundle Regulation Qualitative Rationalization Government/ Private Partnership Focus Object Method Subject
  38. 38. Customer Oriented Reform <ul><li>Receive complaints and requests from businesses or citizens </li></ul><ul><li>Provide a one-stop service for trouble shooting </li></ul><ul><li>1,138 of total 1,849 regulatory complaints (62%) resolved('04~) </li></ul><ul><li>  Private/Public Joint Org, consist of 50 members (50% from private) </li></ul><ul><li>Focus core-bundle regulation related to many ministries </li></ul><ul><li>* Major field : ① Startup business ② Factory establishment procedure ③ Tourism & leisure industry ④ Foreign business and invest  environment ⑤ Waste treatment & recycling </li></ul>Deregulation Task Force Business Difficulties Resolution Center
  39. 39. Customer Oriented Reform <ul><li>Regulatory q uality control through strict RIA review </li></ul><ul><li>  Mandatory promulgation of RIA Report </li></ul><ul><li>  Published RIA manual and distributed to ministries (2006) </li></ul><ul><li>Collect regulatory complaints from local government, Talk Tours with Local Bodies (quarterly) </li></ul><ul><li>  Consultation with 5 major business groups (biannually) </li></ul><ul><li>  Building Cooperation channel with Amcham, Eucck, SJC (biannually) </li></ul>Enlarge Public Consultation Strengthen Regulatory Impact Analysis
  40. 40. 5. Challenge and Future Tasks
  41. 41. Challenge & Future Tasks <ul><li>  Focus on Conflict between Government & Civil Society </li></ul><ul><li>Sophisticated Policy Tools for Higher Quality Coordination </li></ul><ul><li>Professionalism in Management and Coordination </li></ul>Eruption of Multiple Demands from Civil Society <ul><li>Unbalanced Development Strategy in 1960s~70s </li></ul><ul><li>Growth of Civil Society (Pluralism) </li></ul><ul><li>Complicated Interests among Various Groups </li></ul>
  42. 42. Thank You!
  43. 43. Dadang Solihin currently is Director for System and Reporting of Development Performance Evaluation -Bappenas. He holds MA degree (Economics), University of Colorado, USA. His previous post is Head, Center for Research Data and Information at DPD Secretariat General as well as Deputy Director for Information of Spatial Planning and Land Use Management at Indonesian National Development Planning Agency (Bappenas). <ul><li>Beside working as Assistant Professor at Graduate School of Asia-Pacific Studies, Waseda University, Tokyo, Japan, he also active as Associate Professor at University of Darma Persada, Jakarta, Indonesia. </li></ul><ul><li>He got various training around the globe, included Public Officials Capacity Building Training Program for Government Innovation, Seoul –Korea (2007), Advanced International Training Programme of Information Technology Management, at Karlstad City, Sweden (2005); the Training Seminar on Land Use and Management, Taiwan (2004); Developing Multimedia Applications for Managers, Kuala Lumpur, Malaysia (2003); Applied Policy Development Training, Vancouver, Canada (2002); Local Government Administration Training Course, Hiroshima, Japan (2001); and Regional Development and Planning Training Course, Sapporo, Japan (1999). He published more than five books regarding local autonomous. </li></ul><ul><li>You can reach Dadang Solihin by email at [email_address] or by his mobile at +62812 932 2202 </li></ul>Dadang Solihin’s Profile