「各國公共治理創新服務」國際研討會International Conference on Best Practices   and Innovations in Public Governance                        ...
vîk!ÿ       Contents.........................................................................................................
0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance                   ...
Preface             會議介紹 行政院研究發展考核委員會於 2008 年 1 月 1 日委辦成立台灣公共治理研究中心(於下簡稱公治中心)                ,辦理各類研究計畫與調查工作,同時致力於國際合作與經驗交流...
0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance                   ...
s                 g‹p‰•RG‚lèaN‹˜                  Conference Rules & Important Notices1   352                             ...
0TWQlQql»tRue°gRÙ0W–›xŠg    International Conference on Best Practices and Innovations in Public Governance             Co...
o                                                                         g‹p‹pzÿ   Agenda                           年    ...
International Conference on Best Practices and Innovations in Public Governance  案例 5:韓國政府服務網絡管理經驗:以「仁川機場」為例  發表人:Mr. Ho-C...
o                                                                       g‹p‹pzÿ   Agenda                                  ...
0TWQlQql»tRue°gRÙ0W–›xŠg    International Conference on Best Practices and Innovations in Public Governance   Case 3: Inno...
o                                                                                             Agenda                 Prof....
0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public GovernanceXII
Keynote SpeechEntrepreneurial Public Servants                   Prof. CHOW, Edward H.Department of Finance, National Cheng...
˜Lo‹ÿ    Keynote Speech           Keynote Speech: Entrepreneurial Public Servants                                Dr. Edwar...
0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance                   ...
o                                        Keynote Speech    Entrepreneurial spirit is the    solution       Good for publi...
0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance                   ...
o                                               Keynote Speech    Key Elements of    Entrepreneurship   Focus on creating...
International Conference on Best Practices and Innovations in Public Governance                         略              ...
o                                ˜Lo‹ÿ   Keynote SpeechInspire yourself to become anentrepreneurial public servant Vision...
0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance                   ...
o                               ˜Lo‹ÿ   Keynote SpeechPassage to a great entrepreneurialpublic servant Move   fast. Do no...
0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance                   ...
立                行例1     Mr. Alex ROBERTS, Innovation Division, Department of     Innovation, Industry, Science and Resear...
Session OneModerator: Prof. Chung-Yuang JAN           Minister without Portfolio, The Examination Yuan, Taiwan, R.O.C.;   ...
o                                                                ‹p˜Lv|ˆhÿNÿÿ   Session One                  例1           ...
0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance                   ...
o                                                            ‹p˜Lv|ˆhÿNÿÿ     Session One        the Public Sector Innova...
0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governanceapproach will need ...
o                                                         ‹p˜Lv|ˆhÿNÿÿ       Session One                                 P...
0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance                   ...
o                                                            ‹p˜Lv|ˆhÿNÿÿ       Session OneGovernment AgendaAlso internal ...
0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance                   ...
o                                                          ‹p˜Lv|ˆhÿNÿÿ      Session OneDIISR Context  Applying innovatio...
0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance                   ...
Session One      例         行                                                 例Case 2: Online Free School Meals--An Innovat...
0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance26
‹p˜Lv|ˆhÿNÿÿ     Session One                                                                                      o       ...
0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governanceassociated with fac...
‹p˜Lv|ˆhÿNÿÿ     Session One                                                                                      o      ...
0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance                   ...
‹p˜Lv|ˆhÿNÿÿ   Session One                                                                            oOnline Free School ...
0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance                   ...
‹p˜Lv|ˆhÿNÿÿ     Session One                                                                               oExamples of wh...
0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance                   ...
‹p˜Lv|ˆhÿNÿÿ   Session One                                          oAny Questions?                                       ...
0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance36
‹p˜Lv|ˆhÿNÿÿ            Session One     例                                                                               例 ...
0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance                   ...
‹p˜Lv|ˆhÿNÿÿ     Session One                                                                                       oand ad...
0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance                   ...
‹p˜Lv|ˆhÿNÿÿ   Session One                         o                   3                   4                       41
International Conference on Best Practices and Innovations in Public Governance                                           ...
‹p˜Lv|ˆhÿNÿÿ   Session One                                                       oWe are actually only a group of people w...
0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance                   ...
‹p˜Lv|ˆhÿNÿÿ   Session One                                                          oEvolution of the 113 Hotline   We fac...
International Conference on Best Practices and Innovations in Public Governance               The Five Major Predicaments ...
Session One                                                                                   o          The Five Major Pr...
International Conference on Best Practices and Innovations in Public Governance               The Five Major Predicaments ...
‹p˜Lv|ˆhÿNÿÿ   Session One                                                              oPre-CentralizationOperating Model...
0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance                   ...
‹p˜Lv|ˆhÿNÿÿ                      Session One                                                                             ...
0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance                   ...
‹p˜Lv|ˆhÿNÿÿ                    Session One                                                                               ...
0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance                   ...
‹p˜Lv|ˆhÿNÿÿ                  Session One                                                                                 ...
0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance                   ...
立例4                                     例                 立例5                        理                              例     ...
Session TwoModerator: Prof. Yung- au CHAO           Dean, College of Social Sciences, National Taiwan University,         ...
‹p˜Lv|ˆhÿNŒÿ       Session Two          例                                                             例Case 4: Innovation ...
0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance                   ...
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20110518研考會會議手冊 2

  1. 1. 「各國公共治理創新服務」國際研討會International Conference on Best Practices and Innovations in Public Governance 會議手冊 Conference Program會議時間:2011 年 5 月 25 日(星期三)。會議地點:公務人力發展中心前瞻廳主辦單位:行政院研究發展考核委員會承辦單位:台灣公共治理研究中心協辦單位:公務人力發展中心Date: Wednesday, May 25th, 2011Venue: Civil Service Development Institute—International Conference CenterHost: Research, Development and Evaluation Commission, Executive Yuan, Taiwan, R.O.C.Organizer: Taiwan Public Governance Research CenterCosponsor: Civil Service Development Institute
  2. 2. vîk!ÿ Contents........................................................................................................... I ...................................................................................................III ...............................................................................V ................................................................................................. VII ....................................................................1 ......................................................................................13 例 ................................................... 15 例 行 例................... 25 例 例 ... 37 ......................................................................................57 例 例 ....................................... 59 例 理 例................... 79 例 例....................... 97 ....................................................................................109 例 流 例..... 111 例 力 年 例..... 143 例 ......................................................................... 157 ................................................................................171 .....................................................................................................185 .....................................................................................................195 .....................................................................................................211 I
  3. 3. 0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance ContentsContents .................................................................................................... IIPreface..................................................................................................... IVConference Rules & Important Notices............................................... VIAgenda .................................................................................................... IXKeynote Speech: Entrepreneurial Public Servants ...............................1Session One ..............................................................................................14 Case 1: Public Sector Innovation in Australia ................................................. 15 Case 2: Online Free School Meals--An Innovation in Public Service Delivery in England and Wales ......................................................................... 25 Case 3: Innovative Service Practice Sharing of the Implementation of the “113 Protection Hotline”.................................................................... 37Session Two ..............................................................................................58 Case 4: Innovation Service Practices and Case Sharing on Health Care Services in National Taiwan University Hospital .............................. 59 Case 5: Different Service Management of Incheon International Airport, a 6-consecutive winner of Airport Service Quality(2005-2010) Focusing on Network Management ................................................... 79 Case 6: Educational Reform in Osaka: Introducing Competitive Circumstances between Public Schools and Private Schools Using a Subsidy for Private School Tuition .................................................... 97Session Three .........................................................................................110 Case 7: Integrating Application Process and Redefining Service Experience: Employment Pass Services Centre (EPSC) and Employment Pass Online (EPOL) ................................................................................. 111 Case 8: Creating a Youth-Centric Career Center--Workforce Development Policy in Long Beach, California USA............................................ 143 Case 9: Innovative Services for Taxpayers Using Information Technology.. 157Guests Introduction ..............................................................................171Appendix 1.............................................................................................185Appendix 2.............................................................................................195Appendix 3.............................................................................................211II
  4. 4. Preface 會議介紹 行政院研究發展考核委員會於 2008 年 1 月 1 日委辦成立台灣公共治理研究中心(於下簡稱公治中心) ,辦理各類研究計畫與調查工作,同時致力於國際合作與經驗交流,建構研究與實務運作的交流平台。 今年度(2011)為進一步加強國際間公共治理經驗交流,建構實務與學界在政策創新層面的對話平台與互動機會,行政院研考會委辦公治中心舉辦為期一天的「各國公共治理創新服務」年度國際研討會,邀請澳洲、日本、韓國、新加坡、英國及美國等國的知名學者或實務專家,以及國內公共治理學者與實務專家共同與會,透過一場主題演講及三場個案論壇,廣泛地討論各國公共服務創新方案內涵與經驗,個案內容包括教育改革、營養午餐服務、青少年生涯發展協助、人力資源規劃、醫療服務、機場服務、家暴防治。 本次會議的預期成果,不僅是交流各國實務經驗,更希望藉此啟發符合本土需求的創新服務方案,同時提升我國對國際相關實務的認識,豐富我國未來相關政策制訂與執行的參考基礎。 III
  5. 5. 0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance Preface Research, Development and Evaluation Commission (RDEC) of the ExecutiveYuan, Taiwan, R.O.C., commissioned the Department of Political Science ofNational Taiwan University to establish Taiwan Public Governance Research Center(TPGRC) on January 1st, 2008. Since its establishment, TPGRC has beenconducting various research projects and surveys commissioned by RDEC.Committed to the promotion of good governance as well as to the internationalcooperation on the subject, TPGRC defines its central mission as to provide spaceswhere scholars, practitioners, and government officials across the world can interact,thereby connecting the local with the global and bridging the gap betweenresearches and practices. To facilitate international exchange on public governance and communicationon policy innovation between researches and practices, RDEC hosts and TPGRCorganizes The International Conference on Best Practices and Innovations in PublicGovernance, which will be held on May 25th, 2011, in Taipei, Taiwan. Throughoutthis one-day conference with one keynote speech and three sessions of internationalcase presentations, prestigious scholars and experienced practitioners, who have richknowledge on public governance, will share their best practices in public serviceinnovations from various fields in Australia, Japan, Singapore, South Korea, U.K.,U.S.A., and Taiwan. The topics of these case presentations include the educationalreform, the free school meal service, the youth career development, the humanresource planning, the health care service, the airport transportation service, and thedomestic violence prevention, etc.. By this mean, TPGRC expects this international experience exchange toenhance understanding in public governance and to further inspire new serviceinnovations that will meet local demands. As TPGRC deeply believes, theinsightful communication during the conference will be an important asset to thepublic governance policy making and its implementation in each country in thefuture.IV
  6. 6. s g‹p‰•RG‚lèaN‹˜ Conference Rules & Important Notices1 352 20 10 20 253 3 1 2 2 145678 V
  7. 7. 0TWQlQql»tRue°gRÙ0W–›xŠg International Conference on Best Practices and Innovations in Public Governance Conference Rules & Important Notices1. Keynote Speech: 35 minutes.2. Each session is arranged with three case presentations. Twenty minutes will be given to each presentation. Following that, each session will have time for two discussants and the Q & A. Ten minutes will be given to each discussant, and twenty minutes to the moderator and the Q & A.3. For better time control, with 3 minutes of speaking time left, I will ring the bell once to remind speakers and ring the bell twice when their time is up. Each question in Q & A will be given up to two minutes. I will ring the bell once when time is up. Please provide your name, your job title and your work before your question.4. During the conference, please turn your cell phones to silent mode.5. Smoking is forbidden in the hall. Thank you for your cooperation.6. Following policy of energy saving and carbon reduction promoted by our government, please bring your own tableware by yourself and take the mass transportation if possible.7. For participants whose car was parked at the parking lot of the Civil Service Development Institute, please have the parking card stamped at the registration desk for free parking.8. For public officials, please register the learning hour of the life-long learning project of public servants during the break. VI
  8. 8. o g‹p‹pzÿ Agenda 年 力 北 路09:00-09:3009:30-09:45 行 行 理 立09:45-10:20 行 立 理 10:20-10:40 茶10:40-12:20 立 行 例1 Mr. Alex ROBERTS, Innovation Division, Department of Innovation, Industry, Science and Research, Australia 例2 行 例  Ms. Amanda DERRICK, Programme Director, Connect Digitally, Department of Education, U.K. Dr. Lorna PETERS, Business Process Lead, Connect Digitally, Hertfordshire County Council, U.K. 例3 113 例 暴力 參 行 Prof. John WANNA Sir John Bunting Chair of Public Administration, Australian National University, Australia; Academic Faculty, Australia & New Zealand School of Government 立 北 行 12:20-13:4013:40-15:20 立 例4 例 立 VII
  9. 9. International Conference on Best Practices and Innovations in Public Governance 案例 5:韓國政府服務網絡管理經驗:以「仁川機場」為例 發表人:Mr. Ho-Chin LEE, Executive Director of Commercial Marketing Group, Incheon International Airport Corporation, Republic of Korea 案例 6:日本大阪教育革新計劃:以「學費教育券」為例 發表人:Dr. Tomitaro KITAMI Esq., Chief Executive Staff, Planning Office, Department of Policy and Planning, Osaka Prefectural Government, Japan 與談人:Prof. Byong-Seob KIM President, Korean Association for Public Administration, KAPA; Dean, Graduate School of Public Administration, Seoul National University, Republic of Korea 陳家聲 國立臺灣大學工商管理學系暨商學研究所教授 15:20-15:40 茶敘15:40-17:20 議題發表(三) 主持人:施能傑 國立政治大學公共行政學系教授兼系主任 案例 7:新加坡政府創新服務經驗:以「就業申請流程整合」為例 發表人:Mr. Wei Tat CHUA (Ryan), Manager, Employment Pass Services Centre, Singapore Mr. Tze Whei TEO (David), Senior Manager, PQS Processing, Singapore 案例 8:美國加州長堤市人力發展計畫:以「青年就業輔導」為例 發表人:Mr. Bryan ROGERS, Executive Director, Pacific Gateway Workforce Investment Board, Long Beach, CA., U.S.A. 案例 9:創新稅務資訊服務 發表人:蘇俊榮 財政部財稅資料中心主任 謝棟梁 財政部財稅資料中心第一組組長 與談人:Prof. Akira MORITA President, Japanese Society for Public Administration, JSPA; Professor, Graduate Schools for Law and Politics/Faculty of Law, and Graduate School of Public Policy, The University of Tokyo, Japan 彭錦鵬 國立臺灣大學政治學系副教授 ※ 會議使用語言:中文、英文(備有同步口譯)。 VIII
  10. 10. o g‹p‹pzÿ Agenda Agenda Date: 25th May, Wed., 2011 Venue: Civil Service Development Institute—International Conference Center (Address: 30, Sec. 3, Xinsheng South Road, Taipei City, Taiwan, R.O.C.)09:00-09:30 Registration09:30-09:45 Welcoming Address Speaker: Premier WU, Den-Yih / Executive Yuan, Taiwan, R.O.C. Minister CHU, Chin-Peng / Research, Development and Evaluation Commission, Executive Yuan, Taiwan, R.O.C. Moderator: Dr. SU, Tsai-Tsu Professor, Department of Political Science, National Taiwan University Director, Taiwan Public Governance Research Center09:45-10:20 Keynote SpeechDistinguished Speaker Planning Topic Prof. CHOW, Edward H. Professor, Department of Finance, Entrepreneurial Public Servants National Chengchi University, Taiwan, R.O.C.10:20-10:40 Tea Break10:40-12:20 Session Moderator: Prof. Chung-Yuang JAN Minister without Portfolio, The Examination Yuan, Taiwan, R.O.C.; Professor, Department of Public Administration, National Chengchi University, Taiwan, R.O.C. Case 1: Public Sector Innovation in Australia Speaker: Mr. Alex ROBERTS, Innovation Division, Department of Innovation, Industry, Science and Research, Australia Case 2: Online Free School Meals--An Innovation in Public Service Delivery in England and Wales  Speaker: Ms. Amanda DERRICK, Programme Director, Connect Digitally, Department of Education, U.K. Dr. Lorna PETERS, Business Process Lead, Connect Digitally, Hertfordshire County Council, U.K. IX
  11. 11. 0TWQlQql»tRue°gRÙ0W–›xŠg International Conference on Best Practices and Innovations in Public Governance Case 3: Innovative Service Practice Sharing of the Implementation of the “113 Protection Hotline” Speaker: Ms. Hui-Jiuan CHIEN, Executive Secretary, Domestic Violence and Sexual Assault Prevention Committee, Ministry of Interior, Taiwan, R.O.C. Discussants: Prof. John WANNA Sir John Bunting Chair of Public Administration, Australian National University, Australia; Academic Faculty, Australia & New Zealand School of Government Prof. Chang-Tay CHIOU Professor, Department of Public Administration and Policy, National Taipei University, Taiwan, R.O.C.12:20-13:40 Lunch13:40-15:20 Session Moderator: Prof. Yung- au CHAO Dean, College of Social Sciences, National Taiwan University, Taiwan, R.O.C.; Professor, Department of Political Science, National Taiwan University, Taiwan, R.O.C. Case 4: Innovation Service Practices and Case Sharing on Health Care Services in National Taiwan University Hospital Speaker: Prof. Ming-Fong CHEN, Superintendent, National Taiwan University Hospital Taiwan, R.O.C. Case 5: Different Service Management of Incheon International Airport, a 6-consecutive winner of Airport Service Quality(2005-2010) Focusing on Network Management Speaker: Mr. Ho-Chin LEE, Executive Director of Commercial Marketing Group, Incheon International Airport Corporation, Republic of Korea Case 6: Educational Reform in Osaka: Introducing Competitive Circumstances between Public Schools and Private Schools Using a Subsidy for Private School Tuition Speaker: Dr. Tomitaro KITAMI Esq., Chief Executive Staff, Planning Office, Department of Policy and Planning, Osaka Prefectural Government, Japan Discussants: Prof. Byong-Seob KIM President, Korean Association for Public Administration, KAPA; Dean, Graduate School of Public Administration, Seoul National University, Republic of Korea X
  12. 12. o Agenda Prof. Chia-Shen CHEN Professor, Department and Graduate School of Business Administration, College of Management, National Taiwan University, Taiwan, R.O.C.15:20-15:40 Tea Break15:40-17:20 Session Ⅲ Moderator: Prof. Ning-Jye SHIH Chair, Department of Public Administration, National Chengchi University, Taiwan, R.O.C. Case 7: Integrating Application Process and Redefining Service Experience: Employment Pass Services Centre (EPSC) and Employment Pass Online (EPOL) Speaker: Mr. Wei Tat CHUA (Ryan), Manager, Employment Pass Services Centre, Singapore Mr. Tze Whei TEO (David), Senior Manager, PQS Processing, Singapore Case 8: Creating a Youth-Centric Career Center--Workforce Development Policy in Long Beach, California USA Speaker: Mr. Bryan ROGERS, Executive Director, Pacific Gateway Workforce Investment Board, Long Beach, CA., U.S.A. Case 9: Innovative Services for Taxpayers Using Information Technology Speaker: Mr. Chun-Jung SU, Director-General, Financial Data Center, Ministry of Finance, Taiwan, R.O.C. Mr. Tony SHIEH, Director of Division One, Financial Data Center, Ministry of Finance, Taiwan, R.O.C. Discussants: Prof. Akira MORITA President, Japanese Society for Public Administration, JSPA; Professor, Graduate Schools for Law and Politics/Faculty of Law, and Graduate School of Public Policy, The University of Tokyo, Japan Dr. Thomas C.P. PENG Associate Professors, Department of Political Science, National Taiwan University, Taiwan, R.O.C. ※ The conference will be conducted in both English and Chinese (The simultaneous interpretation service will be provided). XI
  13. 13. 0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public GovernanceXII
  14. 14. Keynote SpeechEntrepreneurial Public Servants Prof. CHOW, Edward H.Department of Finance, National Chengchi University, Taiwan, R.O.C.
  15. 15. ˜Lo‹ÿ Keynote Speech Keynote Speech: Entrepreneurial Public Servants Dr. Edward H. CHOW Professor Department of Finance National Chengchi University Taiwan, R.O.C. Abstract Being a government official serving the general public is a daunting jobnowadays. No matter how much public servants have done for the citizens, theservice always seems inadequate or unsatisfactory. In my speech I suggest that oneway to boost the morale of public servants is to borrow the spirit of entrepreneurs.An entrepreneur is passionate about her work, will do whatever it takes to get the jobdone (legally and ethically, of course), and will harness necessary resources to makesure that everybody involved is satisfied. 3
  16. 16. 0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance Presentation Slides Common reasons for the dissatisfaction with the service of public servants  Attitude  Lack of interest in solving the problems of citizens  Unenthusiastic about serving  Antipathy for the job  Slow services  Cumbersome process4
  17. 17. o Keynote Speech Entrepreneurial spirit is the solution  Good for public servants  Enhance public satisfaction  Enhance self-esteem  Enhance own opportunity set  Promoter vs. trustee (administrator) 5
  18. 18. 0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance Howard Schultz Chairman & CEO, Starbucks  “We are not in the coffee business serving people.  We are in the people business serving coffee.” Key Elements of Entrepreneurship  Creativity  Entirely new ways of thinking and working  Identify opportunities  Ability to apply creativity  Effectively marshal resources to a goal  Drive  Believe in the ability, will and passion to achieve success6
  19. 19. o Keynote Speech Key Elements of Entrepreneurship Focus on creating value  Do things better, faster, cheaper Take risks  Flexible (but legal, of course) interpretation of rules, cutting across accepted boundaries and going against the status quo Collaboration  Teamwork rather than just being a heroic individual 7
  20. 20. International Conference on Best Practices and Innovations in Public Governance   略      理 念 8
  21. 21. o ˜Lo‹ÿ Keynote SpeechInspire yourself to become anentrepreneurial public servant Vision and aspiration determine the magnitude of our opportunities and probability of success A slogan found at the Rotterdam School of Management Every great achievement started as an impossibilityExamples of great entrepreneurialpublic servants Dr. Sun Yat-Sen George Washington Genghis khan Late ROC President Chiang Ching-Kuo K. T. Lee Risk has never kept great people from being great We are limited only by our imagination 9
  22. 22. 0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance Passage to a great entrepreneurial public servant  Visionto become a great entrepreneurial public servant  Use your resources Passage to a great entrepreneurial public servant  Carefully examine your current model of work  What are your opportunities?  What are your advantages?  New value proposition for people you serve?  Redesign your services?  New process and procedures?  Make what you do known to other people  Create new space for your self10
  23. 23. o ˜Lo‹ÿ Keynote SpeechPassage to a great entrepreneurialpublic servant Move fast. Do not hesitate Critical to have the first- move advantagesPassage to a great entrepreneurialpublic servant Must substantially upgrade your ability  English ability to acquire new knowledge and global view  Ability to integrate resources  Ability to lead  Ability to execute  Ability to communicate 11
  24. 24. 0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance You will be a great entrepreneurial public servant  Dare to dream  Follow your heart  Execute your plan12
  25. 25. 立 行例1 Mr. Alex ROBERTS, Innovation Division, Department of Innovation, Industry, Science and Research, Australia例2 行 例  Ms. Amanda DERRICK, Programme Director, Connect Digitally, Department of Education, U.K. Dr. Lorna PETERS, Business Process Lead, Connect Digitally, Hertfordshire County Council, U.K.例3 113 例 暴力 行 Prof. John WANNA Sir John Bunting Chair of Public Administration, Australian National University, Australia; Academic Faculty, Australia & New Zealand School of Government 立 北 行
  26. 26. Session OneModerator: Prof. Chung-Yuang JAN Minister without Portfolio, The Examination Yuan, Taiwan, R.O.C.; Professor, Department of Public Administration, National Chengchi University, Taiwan, R.O.C.Case 1: Public Sector Innovation in AustraliaSpeaker: Mr. Alex ROBERTS, Innovation Division, Department of Innovation, Industry, Science and Research, AustraliaCase 2: Online Free School Meals--An Innovation in Public Service Delivery in England and Wales Speaker: Ms. Amanda DERRICK, Programme Director, Connect Digitally, Department of Education, U.K. Dr. Lorna PETERS, Business Process Lead, Connect Digitally, Hertfordshire County Council, U.K.Case 3: Innovative Service Practice Sharing of the Implementation of the “113 Protection Hotline”Speaker: Ms. Hui-Jiuan CHIEN, Executive Secretary, Domestic Violence and Sexual Assault Prevention Committee, Ministry of Interior, Taiwan, R.O.C.Discussants: Prof. John WANNA Sir John Bunting Chair of Public Administration, Australian National University, Australia; Academic Faculty, Australia & New Zealand School of Government Prof. Chang-Tay CHIOU Professor, Department of Public Administration and Policy, National Taipei University, Taiwan, R.O.C.
  27. 27. o ‹p˜Lv|ˆhÿNÿÿ Session One 例1 Case 1: Public Sector Innovation in Australia Mr. Alex ROBERTS Innovation Division Department of Innovation, Industry, Science and Research Australia 1 Australian Public Service, APS 2009 21 PoweringIdeas: An Innovation Agenda for the 21st Century Australian Public Service Commission, APSC Empowering Change: Fostering Innovation in theAustralian Public Service 2010 5 2009 2009 2009Innovation Action Plan Department of Innovation, Industry, Science andResearch 2011 61 15
  28. 28. 0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance Abstract2 Like many of its counterparts around the world, the Australian Public Service(APS) has been looking at the potential of greater innovation to assist its work andto meet expectations by Government, clients, stakeholders and citizens. The Australian public sector has a long and proud tradition of innovation, thiscan be further developed. The Australian Government ten year innovation agenda, Powering Ideas,agreed that public sector innovation was an area to be looked at further. The APScommissioned a project – Empowering Change: Fostering Innovation in theAustralian Public Service, whose report was released in May 2010 The report identified the drivers for innovation in the public sector, the sourcesof innovation, the barriers that can be encountered in the innovation process, someprinciples for its integration into agency operations, and made recommendations onhow innovation could be further embedded as a core capability. This report fit under a broader reform agenda of the public service, articulatedin Ahead of the Game: Blueprint for the Reform of Australian GovernmentAdministration which was released in early 2010 and broadly supported by theGovernment. These developments have occurred at the same time as many State andTerritory Governments within Australia have also been looking at how to betterencourage innovative solutions. Victoria has led the way with its 2009 InnovationAction Plan. Other States are in the process of developing Action Plans. Currently the APS is focused on how the recommendations of EmpoweringChange can be implemented, and on the practical actions that agencies, teams andindividuals can take to apply innovation to their work. A recent project to implementthose recommendations put together some advice on this, and the Department ofInnovation, Industry, Science and Research is leading its implementation byagencies. A focal point of this will be the release of an APS Innovation Action Planin late June 2011. The Department is undertaking a number of supporting activities to encourageinnovation across the public sector. These include supporting:2 The report for reference, please see the appendix 1.16
  29. 29. o ‹p˜Lv|ˆhÿNÿÿ Session One  the Public Sector Innovation Network, a community of practice of interested public servants, academics and practitioners  the public sector innovation blog, a forum for discussion and communication of developments  the public sector innovation showcase, a forum for sharing examples of practical applications of innovation in the public sector  the development of a public sector innovation toolkit, providing practical guidance for those wanting to apply innovation to their jobs, and  the development of a public sector innovation indicators project, which will look to measure the application of innovation by agencies. This has been a significant exercise over two and a half years. It has attemptedto bring agencies together and form a collective approach, understanding andlanguage of innovation in the APS. Different agencies have, and will continue tohave, specific understandings of innovation. The aim has been to connect theseunderstandings and share how innovation can lead to improvements across the workof the public sector – in programs, in services and delivery, in policy, in how weconceive of problems, and in the systems that underpin the public service. Different agencies are at different stages in applying these approaches. Manyhave strengths in particular areas but weaknesses in others. Within the Departmentof Innovation, Industry, Science and Research work has begun on a number of areas.  Tying innovation into the strategy of the organisation, with recent strategic planning process looking at the 3 Horizons approach.  Innovation has been explicitly added to the performance plans for members of the Senior Executive Service.  Trialling an ideas management system – a formalised process for collecting and reviewing the ideas of staff on how to do things better (business improvement) or differently.  The Agency has also been experimenting with the use of Government 2.0 tools in better communicating its work and in collaborating with clients and stakeholders, including through Twitter, Facebook and blogs. The APS as a whole recognises that integrating innovation into its operations,and establishing it as a core capability and competency, will be an ongoing process.As more and more is learnt about the innovation process in the public sector, the 17
  30. 30. 0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governanceapproach will need to be refined. There also remain a number of areas where further work needs to be done. Forinstance it is not yet clear what types of problems require innovative solutions, or ifthey do, what type of innovative solution. And what are the skill sets needed to bestsupport innovation and how may these skill sets differ between different areas ofactivity? The APS will continue to work on these and other questions that arise as itworks to strengthen the role of innovation as part of its repertoire.18
  31. 31. o ‹p˜Lv|ˆhÿNÿÿ Session One Presentation Slides POWERPOINT PRESENTATION Public Sector Innovation in Australia Alex Roberts / Innovation Division 25 May 2011Innovation in the Public SectorWhat is it?  The generation and application of new ideas  Not necessarily good (or bad)  Not necessarily the right response to a problem  Not always welcome  A process (and a social one at that)  Element of change  Not necessarily completely new – may be new to the specific context  Unlikely to be immediately better than what’s already done  Involves risk 19
  32. 32. 0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance Drivers for innovation Number of external drivers for why innovation is a focus  Policy challenges  Changing citizen expectations  Global competition  Fiscal pressures  Public sector management changes and challenges  High-performing public service  Technological change Appetite for innovation Figure 6.2: Employee perceptions of APS innovation, 2007–08 to 2009–10, State of the Service Report 2009-2010, Australian Public Service Commission20
  33. 33. o ‹p˜Lv|ˆhÿNÿÿ Session OneGovernment AgendaAlso internal drivers  2008 – Review of the National Innovation System  2009 – Governments Innovation Agenda Powering Ideas: An Innovation Agenda for the 21st Century  2009 – Australian National Audit Office Better Practice Guide Innovation in the Public Sector: Enabling Better Performance, Driving New Directions  2010 – Ahead of the Game: Blueprint for the Reform of Australian Government Administration released and endorsed  2010 – Management Advisory Committee project report Empowering Change: Fostering Innovation in the Australian Public Service released  12 recommendations cutting across strategy and culture, leadership, systemic/structural issues, resourcing and managing innovation in the APS, and recognition, sharing and learning.Guiding Principles for Agencies1. Integrate innovation into an agencys strategy and planning2. Foster and attract innovative people3. Tap into the ideas and experience of stakeholders4. Develop organisational capacity to facilitate and manage innovation5. Provide ‘safe spaces’6. Facilitate networking7. Build a supportive culture8. Use government’s influence and advantages to spur innovation9. Measure and evaluate your results and share what you learn10. Make public information accessible 21
  34. 34. 0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance APS 200 Project  High-level cross-APS group  Looking at recommendations of Empowering Change and providing guidance on how agencies and the APS can enact them  Reported to Secretaries Board in April 2011  Outcomes:  Action Plan  Leadership  Guidance for agencies Outreach and Support Outreach  Public Sector Innovation Network  Innovation blog  Innovation showcase Support  Innovation Toolkit  Australian Public Sector Innovation Indicators project  Community of practice22
  35. 35. o ‹p˜Lv|ˆhÿNÿÿ Session OneDIISR Context  Applying innovation to strategic context  3 Horizons approach being used in strategic planning  Innovation added to performance plans for Senior Executive Service  Looking at potential of environmental scanning  Integrating with systems  Ideas management system trialled  Experimentation with Gov 2.0 approaches  Building in greater consultation/collaboration  Next steps?Other areas for action Areas for further work  Ideas Management Systems – collaboration across agencies  MindLab – Australian version  Annual reporting on progress Some unanswered questions  What type of problems require what types of innovative solutions?  How do we best support different types of innovation in the public sector?  What skills do we need to develop to best support innovation?  How can innovations be rapidly proto-typed and rolled-out in highly interconnected and complex situations?  In an ever changing world how do we maintain support for innovation and change?  Both within and without the public sector? 23
  36. 36. 0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance Public Sector Innovation Resources Website www.innovation.gov.au/psi Blog http://innovation.govspace.gov.au Showcase http://showcase.govspace.gov.au govdex Community http://www.govdex.gov.au Twitter @PSInnovate Public Sector Innovation Network psi@innovation.gov.au24
  37. 37. Session One 例 行 例Case 2: Online Free School Meals--An Innovation in Public Service Delivery in England and Wales  Ms. Amanda DERRICK Programme Director Connect Digitally Department of Education U.K. Dr. Lorna PETERS Business Process Lead Connect Digitally Hertfordshire County Council U.K. Hertfordshire County Council Connect Digitally Programme Online Free School Meals, OFSM 4174 25
  38. 38. 0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance26
  39. 39. ‹p˜Lv|ˆhÿNÿÿ Session One o Abstract Funded by the Department for Education and led by Hertfordshire CountyCouncil, the Connect Digitally Programme is transforming the delivery of publicservices, cutting bureaucracy, reducing costs to serve and making digital the defaultmode of delivery. Within the Programme, Online Free School Meals (OFSM) is across-government project which is streamlining delivery in 4 central governmentdepartments and 174 local authorities across England and Wales to provide anessential service to families in need. Free school meals policy is designed to support families in poverty, increasesocial inclusion, provide a nutritious meal for disadvantaged children and improvechildren’s health and well-being. However the free school meals delivery chaininvolved many agencies and was so complex that transformation of the process hadsat in the ‘too difficult to solve box’ for many years. While local government is responsible for administration of the benefit, freeschool meals eligibility is determined by a citizen receiving specific qualifyingbenefits from one of three central government departments. Applications requiredaccompanying paper proof of benefit from central government. The process wasslow, time consuming and frustrating for citizens and placed significantadministrative demands on central and local government and schools. Processingtook many weeks and, significantly, citizens often gave up because of complexitiesand delays. OFSM transforms the application process for citizens from a difficult paperbased procedure to a simple electronic request, improving outcomes for over 1million children and their families while delivering significant efficiencies togovernment and schools. OFSM is now a seamless ‘end-to-end’ service enabling citizens to apply onlinefor free school meals quickly and easily. Incorporating real-time eligibilitychecking, citizens and local government are immediately informed of eligibility.With automated notification to schools, children can be provided with a free schoolmeal as early as the following day. Connect Digitally worked with partners from government and suppliers,identifying and researching the barriers to implementation and take-up. Theseincluded: legality of data sharing; security; complexity of delivery chain; stigma 27
  40. 40. 0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governanceassociated with face-to-face applications; lack of awareness by citizens; difficultyand bureaucracy of application process. With a clear understanding of the barriers the team planned and tested solutions,overcoming problems through partnership working. Other critical success factorsincluded the identification of real benefits for all stakeholders and maintenance of aclear focus on the end goal. The solution delivers:  An integrated data hub, with webservice functionality  Immediate eligibility checking by local government or citizens against data from multiple government departments  Robust, reliable, reusable infrastructure linking four central government departments and 174 local authorities  Information security. The project has: translated central government policy into local delivery;accelerated service improvement; driven down costs; enabled citizens to self-serve;raised awareness of the service; removed the stigma of face-to face application;reduced the time taken for the child to receive the free school meals. In addition,the project has delivered two significant unexpected benefits. The original objective was to streamline the application process but it has alsoresulted in two innovations: automatic renewals and an improved audit process.With use of ‘informed consent’ citizens can have their records checked automatically,preventing the need for regular reapplications. Local government can performeligibility checks for audit purposes which prevents citizens building up debts whentheir circumstances change and reduces the costs and unpleasantness associated withchasing up debts from socially deprived families. Benefits for all stakeholders are being realised and feedback is very positive. Schools are benefiting from a reduction in bureaucracy and faster provision ofmeals to children in deprivation, resulting in improved behaviour. For the child,there is speedier receipt of a nutritious meal with diminished stigma. Citizens have articulated their approval of the improved service:  “I wouldn’t have bothered with the old system: it’s so easy this way”28
  41. 41. ‹p˜Lv|ˆhÿNÿÿ Session One o  “Very, very good I’m not good at reading and writing and I found it so easy – thank you”  “I think applying online is much easier and much quicker than filling out forms – I have so much trouble understanding paper forms”. In local government, tools developed by Connect Digitally have supported 174authorities and prevented ‘reinvention of the wheel’. Data quality has improvedand the system has facilitated access to other educational benefits such as assistedtransport, school uniform, grants and cycling proficiency. There has been anenthusiastic reception of the transformed service:  “Recent changes for renewals mean: savings for schools; benefits for parents; savings for Benefit Agencies; savings for local government; no processing time; no notifications – thousands of pounds of savings. Not a bad morning’s work.”  “OFSM …. an excellent exemplar of: process improvement; data management; customer insight; partnership working”  “Of all the systems I’ve worked on, this is the only one that really makes a difference. The system means we have controlled access across government departments to the right data … It has genuinely streamlined our processes providing efficiencies for the Council while improving the service for citizens.” Central government no longer needs to provide duplicate paper proof of benefitfor eligible citizens, saving over £1 million per year, and data quality improvementsare ensuring that central funding is delivered with accuracy to those most in need. Provision of free school meals has been shown to have a positive impact onchildren’s behaviour, learning and general well-being. It is recognised across thepolitical landscape that increasing the take-up of free school meals is an importantinstrument for improving the life-chances of children from deprived backgrounds.For many of these children the school meal is the major source of nutrition for theday. The Connect Digitally Online Free School Meals solution is proving effectivein helping and encouraging citizens to take up this benefit for their children. Innovation, data sharing and collaboration have been critical to the success ofthis project but successful delivery has also required strong leadership, trust,patience, determination, persistence and technical expertise, and the continuingrealisation of its benefits demonstrates the value and worth of the undertaking. 29
  42. 42. 0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance Presentation Slides Online Free School Meals “an innovation in public service delivery” Amanda Derrick, Programme Director Lorna Peters, Business Process Taiwan, 25 May 2011 Why was the Online Free School Meals Project initiated? • For many children, a school meal is a major nutrition source • Around 20% of eligible citizens did not apply for free school meals for their child/children • Barriers to take up: – Stigma of face-to-face application – Slow, difficult, bureaucratic application process – Lack of awareness – System based around government requirements, not citizen • Simplifying the process was seen as “too difficult to solve”30
  43. 43. ‹p˜Lv|ˆhÿNÿÿ Session One oOnline Free School Meals transforms the customerjourney from a difficult paper based process……to an easy online service that improves the experiencefor the family, increases take-up and saves money 31
  44. 44. 0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance Innovative use of technology integrates the back-office and redesigns the front-office HMRC Citizen applies Eligibility online Checking DWP Service Home Office Internet Internet Confirm free school meals eligibility to school LA School Back Office Application processed by local authority officer Meal Citizen applies provided by phone or Paper-based face-to-face sooner application plus proof of benefits The number of online eligibility queries continues to rise, indicating a popular and trusted service 2008/2009 2009/2010 2010/2011 550,000 500,000 450,000 Number of Queries 400,000 350,000 300,000 250,000 200,000 150,000 100,000 50,000 0 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar32
  45. 45. ‹p˜Lv|ˆhÿNÿÿ Session One oExamples of where use of digital technology has reducedgovernment delivery costs • Improved audit process - saving £228,000 in avoided over- payments in one year • 10,000 fewer citizen calls to Customer Services in the renewals process - saving £20,000 • Reduction in staff - saving £98,000 • Fewer queries from schools - saving £5,000 • £11,000 savings for one morning’s work - including savings for citizen/schools/local authority/central governmentExamples of the impact on government and families • Increased the number of children taking a free school meal from 20,000 to 27,000 • Service response reduced from 3 months to 3 minutes • Citizen quotes: – “Very, very good, I’m not good at reading and writing and I found it so easy – thank you” – “I was very impressed that the application was straightforward to complete. I know of people who have not claimed for other benefits as they find it too difficult to complete forms” – “The system ensured my son had free school meals without the worry …difficulty of paper application and posting issues …a fantastic experience considering the normal stress of form filling, stamping, posting and checking. 10 out of 10. Couldn’t have been easier” 33
  46. 46. 0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance Online Free School Meals is a project delivering… • Innovation – Innovative technology and new ways of working • Return on Investment – Cashable savings for government and citizens – Eight-fold return on investment • Impact – Removal of stigma – Easy electronic application designed around citizen – Automatic renewals – Greater awareness of free school meals service • Outcomes – Increased the number of children receiving a free school meal – Transformed free school meals service in England and Wales – Improved data quality – Legal gateway for delivery Delivering ‘more for less’ – an innovation in public service delivery… “Take-up of free school meals service has increased by a factor of five but we’ve been able to reduce staff by more than half”34
  47. 47. ‹p˜Lv|ˆhÿNÿÿ Session One oAny Questions? 35
  48. 48. 0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance36
  49. 49. ‹p˜Lv|ˆhÿNÿÿ Session One 例 例 Case 3: Innovative Service Practice Sharing of the Implementation of the “113 Protection Hotline” Ms. Hui-Jiuan CHIEN Executive Secretary Domestic Violence and Sexual Assault Prevention Committee Ministry of Interior Taiwan, R.O.C. 3 DVSAPC2001 1 13 113 080-422-110 080-000-600 113 252007 9 1 113 113 e-Care3 37
  50. 50. 0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance Abstract4 The handling of domestic violence and sexual assault issues is multifaceted,requires the combined resources of related professional networks and followsinter-disciplinary, inter-sectorial and inter-agency principles to ensure effectiveprevention of domestic violence and sexual assault. This approach involves socialaffairs, police, medical care, education and judiciary. To assist the victims of domesticviolence and sexual assault as well as the children in child protection cases, theDomestic Violence and Sexual Assault Prevention Committee (DVSAPC), under theMinistry of the Interior, as an official planning and service delivery agency, launchedthe “113 Protection Hotline” (to be referred to as the 113) on January 13, 2001. Thisservice was to replace a number of preexisting protection hotlines such as the080-422-110 Child and Adolescent Protection Hotline and the 080-000-600Protect-You Hotline. The new 113 Protection Hotline was designed to act as onesingle window for case reporting and consultation for all local governments. Its goalwas to establish a new government channel to provide quality services to the publicwith value and convenience. As anticipated, the “113” has indeed become thepredominant hotline that is well known to the public. It has become agroundbreaking social welfare hotline service admired and followed by many. In this presentation, by analyzing the establishment and the development of the“113 Protection Hotline”, I would like to demonstrate how the “113 ProtectionHotline” project initiated its process to improve its service and quality of sexualviolence prevention by introducing the “e-Care” program, which facilitates theintegration among various governmental agencies and the centralization ofcall-handling, under the instruction of the Executive Yuan. An operational assessment found the original 113 service ineffective andunsatisfactory. It was a decentralized model with call-handling tasks performed bystaff of the central and 25 local governments, causing difficulties in delivering badlyneeded services. Considering the situations mentioned above and the need tomaximize the effect of limited resources in the country and after consultation withlocal governments, the central government opted to integrate and streamline thepreexisting services by reengineering work process, adopting new technologies andimplementing new management strategies. On September 1, 2007, the fruit of theseefforts was the establishment of the “113 Centralized Call Center” (operated by theMinistry of Interior). This service was to provide for the public and the victims adedicated national service window for case reporting and counseling relating to child4 The full report of this case presentation, please see the appendix 2.38
  51. 51. ‹p˜Lv|ˆhÿNÿÿ Session One oand adolescent protection, domestic violence and sexual assault. With this service, thecentral government effectively handled all 113 calls for the local governments whowere, by law, responsible for providing the service. This single-window-operatedservice model was to enhance the efficiency and effectiveness of inter-governmentalcollaboration and to leave no gaps in the nationwide protection network. 39
  52. 52. 0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance Presentation Slides International Conference on Best Practices and Innovations in Public Governance Ministry of Interior 113 Protection Hotline An Innovative Service Sharing of Information and Experience Hui-chuan Chien, LLB Executive Secretary, Domestic Violence & Sexual Assault Prevention Committee, MOI 1 240
  53. 53. ‹p˜Lv|ˆhÿNÿÿ Session One o 3 4 41
  54. 54. International Conference on Best Practices and Innovations in Public Governance 5 The most painful loneliness in life is not knowing where to go… go… 642
  55. 55. ‹p˜Lv|ˆhÿNÿÿ Session One oWe are actually only a group of people who light up the way for the victims. 7 For 16 years, we feel their pain and suffering as they feel… 8 43
  56. 56. 0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance A letter of gratitude from a victim: … She persevered relentlessly and, with the attitude of “Every One Must be Saved”, rescued my entire family, giving us a thread of hope, escaping from domestic violence... 9 Because we care! 1044
  57. 57. ‹p˜Lv|ˆhÿNÿÿ Session One oEvolution of the 113 Hotline We faced five major predicaments We drew out solutions We implemented four key strategies We realized ten significant benefits 11 The Five Major Predicaments Prior to Centralizing Call-Handling 12 45
  58. 58. International Conference on Best Practices and Innovations in Public Governance The Five Major Predicaments Lack of help Lacking of a close link between the call- handling system & the prevention network; Ineffective reporting Local governments providing services only Sub-standard quality during office hours; Victims unable to receive Poor division of labor timely assistance. Poor performance 13 The Five Major Predicaments Lack of help Reporting by fax causing illegible, Ineffective reporting misdirected, delayed message preventing timely delivery of services . Sub-standard quality Reporting became a mere formality. Poor division of labor Poor performance 1446
  59. 59. Session One o The Five Major Predicaments Lack of help Inconsistent qualities among call-handling Ineffective reporting personnel, high turnover, lack of integrated training, frequent call-waiting, malicious & Sub-standard quality harassing calls, and so on affected service Poor division of labor quality and led to victims’ unwillingness to Poor performance seek help. 15 The Five Major PredicamentsLack of help With 8 staffs, the central government handledIneffective reporting 61% of the calls. whereas 25 local governments had 49 workers, handled only 39% of the totalSubpar quality call volume. Effectively, 14% of the personnelPoor division of labor performed 60% of the workload, indicating aPoor performance severe imbalance in division of labor and causing concerns about quality. 16 47
  60. 60. International Conference on Best Practices and Innovations in Public Governance The Five Major Predicaments Lack of help In the previous decentralized model, Ineffective reporting supervision and evaluation were difficult. System maintenance costs were high leaving Subpar quality no options for other channels in delivering Poor division of labor services. The effectiveness of a well-intended Poor efficiency service was greatly reduced. 17 Solutions for the Five Major Predicaments 1848
  61. 61. ‹p˜Lv|ˆhÿNÿÿ Session One oPre-CentralizationOperating Model Directly-controlled Municipality, County/City Government 19 Service Resources Network Four Key Strategies in Centralizing Call-Handling 20 49
  62. 62. 0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance Four Key Strategies Laws & Application of Reinforcement Introduction process strategic of public of ICT re-engineering re- management promotion 21 Ten Significant Benefits of Centralizing Call-Handling 2250
  63. 63. ‹p˜Lv|ˆhÿNÿÿ Session One o Benefit (1) Significant Increase in Usage 2006 2007 2008 2009 calls callsNumber of Valid Calls callsIncreases year by year. calls callsNumber of Invalid Calls callsClearly Declined. calls calls No. of invalid No. of valid calls calls 23 Benefit (2) Steady Growth in Report Processing Capacity > 24 > 51
  64. 64. 0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance Benefit (3) Diversified Help Seeking Channels The web-based service was designed 2009 to serve the Internet users and those who feel awkward in using telephone, 2008 cases This service generates a significant increase in cases seeking help. cases 2007 No. of Web Reports and Conversations cases 25 Benefit (4) Inclusion of Foreign Languages in the Protection Network For seamless protection services, instant 3-way interpretations in English, Thai, Vietnamese, Indonesian and Cambodian were provided. Interpreter 2008 Foreigner 2009 2007 people people people Call-handling staff > 26 >52
  65. 65. ‹p˜Lv|ˆhÿNÿÿ Session One o Benefit (5) Preventing Malicious Interference CallsPriority ordering of incoming calls helps 2009provide timely and compassionateassistance. 1,535 calls deterred 2008 2007 118 calls deterred 66 calls deterred > 27 Benefit (6) Drastic Drop in the Call Waiting Time Interactive voice response and call waiting alert greatly enhance the service efficiency Pre-centralization average Post-centralization average waiting time 27s waiting time 14.67s > 28 > 53
  66. 66. 0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance Benefit (7) The post-centralization satisfaction of the pubic exceeded Response in Public Positive 90%, indicating the Opinion effectiveness of the newly implemented system was well recognized. 2008 2009 2007 Randomly Sampled 113 Satisfaction Satisfaction survey by the polling company 113 call-handling st 113 Protection Hotli > friendliness, trustworthiness, professionalism, adequacy of information, completeness of information, adequacy of answer, integrated service satisfaction, > 29 dialing willingness, and recommendation to friends and relatives. > Benefit (8) Positive Impact and Value Having obtained outstanding Visits by DOH’s Suicide Prevention Hotline results, the 113 Protection in 2008 and 2010 Hotline has attracted visits by Visit by the 1957 Social Welfare Hotline in other authorities for 2009 observation and learning, Visit by the 1955 Foreign Labor Hotline in building a positive image for April, 2009 the organization > 30 >54
  67. 67. ‹p˜Lv|ˆhÿNÿÿ Session One o Benefit (9) Upgrade in the Handling of Incoming Calls Benchmarks for Emergency Calls and Response Mechanism mechanism were established, synchronizing the services by central and local governments, to greatly increase the case processing speed. Quality of Coordination active attitude inContacting Speed coordinating resourcescompletion within 5 min. Sources of data: contacting speed and status statistics of the prevention centers of the directly-controlled municipalities and > county(city) governments (2009) 31 Benefit (10) Costs Reduced Yet Quality Enhanced Decentralized model of call-handling Centralized model of System maintenance and human call-handling resources costs were significantly people reduced, demonstrating the benefits seats people of centralizing call-handling. seats Size of call-handling No. of available manpower seats 32 55
  68. 68. 0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance Zero tolerance against violence, for love not harm in every home…… 33 End of Briefing Please Do Point Out Corrections 3456
  69. 69. 立例4 例 立例5 理 例 Mr. Ho-Chin LEE, Executive Director of Commercial Marketing Group, Incheon International Airport Corporation, Republic of Korea例6 例 Dr. Tomitaro KITAMI Esq., Chief Executive Staff, Planning Office, Department of Policy and Planning, Osaka Prefectural Government, Japan Prof. Byong-Seob KIM President, Korean Association for Public Administration, KAPA; Dean, Graduate School of Public Administration, Seoul National University, Republic of Korea 立 理
  70. 70. Session TwoModerator: Prof. Yung- au CHAO Dean, College of Social Sciences, National Taiwan University, Taiwan, R.O.C.; Professor, Department of Political Science, National Taiwan University, Taiwan, R.O.C.Case 4: Innovation Service Practices and Case Sharing on Health Care Services in National Taiwan University HospitalSpeaker: Prof. Ming-Fong CHEN, Superintendent, National Taiwan University Hospital Taiwan, R.O.C.Case 5: Different Service Management of Incheon International Airport, a 6-consecutive winner of Airport Service Quality(2005-2010) Focusing on Network ManagementSpeaker: Mr. Ho-Chin LEE, Executive Director of Commercial Marketing Group, Incheon International Airport Corp., Republic of KoreaCase 6: Educational Reform in Osaka: Introducing Competitive Circumstances between Public Schools and Private Schools Using a Subsidy for Private School TuitionSpeaker: Dr. Tomitaro KITAMI Esq., Chief Executive Staff, Planning Office, Department of Policy and Planning, Osaka Prefectural Government, JapanDiscussants: Prof. Byong-Seob KIM President, Korean Association for Public Administration, KAPA; Dean, Graduate School of Public Administration, Seoul National University, South Korea Prof. Chia-Shen CHEN Professor, Department and Graduate School of Business Administration, College of Management, National Taiwan University, Taiwan, R.O.C.
  71. 71. ‹p˜Lv|ˆhÿNŒÿ Session Two 例 例Case 4: Innovation Service Practices and Case Sharing on Health Care Services in National Taiwan University Hospital Prof. Ming-Fong CHEN Superintendent National Taiwan University Hospital Taiwan, R.O.C. 59
  72. 72. 0TWQlQql»tRue°gRÙ0W–›xŠgInternational Conference on Best Practices and Innovations in Public Governance Abstract According to Bureau of National Health Insurance, the average number ofout-patient visits in Taiwan in 2008 was 15 times a year, which reached a new highfor the past 9 years. An article in New England Journal of Medicine (NEJM)published in March 2009 also pointed out that, between out-patient visits, Americanpatients were busy at making the next appointments, refilling prescriptions, askingfor transfer, checking blood test results, and asking questions forgotten in theprevious visits. Is there any way to improve the situation? The NEJM said: Ifpatients could receive blood test results immediately; if patients could upload homemonitoring results and make charts for any changes; if medical professionals couldadjust medications according to these results. When such needs could be fulfilled,the inconvenience suffered by the patients would be reduced. To make the idea true, patients need their personal health records. Beside of therecords built in hospital, another option is to build an internet health record.Currently, there are two types of personal health records: Standalone and Integrated.Standalone personal health records were developed by websites including Google,Microsoft, and WebMD. These records were uploaded from home or pharmacy andwere not synchronized with hospital records. Therefore, standalone records wereonly for personal review and lack of feedbacks from medical professionals.Integrated personal health records are combined with hospital electronic charts.These records provide opportunities for more complete control of the diseases by themost updated information uploaded from home and the comparisons with previoushospital records. Based on the integrated personal health records, case managers canseek opinions from the medical team and provide feedbacks. The American Recovery and Reinvestment Act (ARRA) recently signed byPresident Barack Obama specified that, from 2011 through 2015, if Americandoctors accept and use these electronic health records efficiently, the governmentwill reward the doctors with USD 44,000 to 60,000.1 The action will not start before2011 is because very few American doctors or hospitals have adopted the electronichealth records. Only 17% of American doctors and 10% of American hospitals havethe most basic system of electronic health record. 2,3 National Taiwan University Hospital (NTUH) set up the heart failure center inAugust 1993 and started bi-directional communications between case managers andpatients. According to a research done in the heart failure center, the both waycommunication significantly reduced days and times of hospitalizations due to heartfailure. 4,5 In 2009, NTUH has also built up the Telecare center and started the60

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