1. Background Information On-nara BPS Composition Use and Achievements of On-nara BPS Developmental Direction of On-nara BPS 48

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1 On-nara BPS

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5 1. Background Information Implementation System and Process Main Achievements On-nara BPS Composition Implementation Goals Implementation Strategy and Process Composition and Functions of On-nara BPS Linkage with Related Systems Use and Achievements of On-nara BPS Current Use of On-nara BPS Achievements of On-nara BPS Usage of On-nara BPS and Direction of Improvement Developmental Direction of On-nara BPS Establishment of a Legal Framework Distribution and Expansion of Scope International Cooperation Conclusion Evaluation Future Tasks 59

6 On-nara BPS 1. Background Information 2. On-nara BPS Composition 5. Conclusion 3. Use and Achievements of On-nara BPS 4. Developmental Direction of On-nara BPS

7 1. Background Information 1.1 Implementation System and Process Main Achievements 12

8 I On-nara BPS I 1. Background Information On-nara BPS is a nationwide information system that was established based on the standardized Business Reference Model. It is aimed at improving efficiency of governmental business procedures, enhance transparency in decision-making and effectively manage knowledge generated in the business process. On-nara BPS was strategically established as a part of 31 e-government road map projects to enhance internal efficiency and effectiveness (IEE) of governmental organizations, which is one of the four core elements of e-government. On-nara BPS was established to strategically realize an efficient, service-oriented and transparent government through reasonable re-engineering of business process and procedures followed by civil servants. Governmental organizations have suffered inefficiency caused by close-mindedness of the policymaking process and an absence of sharing of knowledge. With the development of an information society, many governmental organizations have used the e-approval system, but it has not been disclosed who took part in the decision-making, what opinions were suggested and what changes did the various options undergo until the generation of a final policy. Although official approval was implemented through the e-approval system, face-to-face reporting was mostly used to exchange opinions, and it was not recorded, so it was unclear who took responsibility. In addition, as it was difficult to identify creative opinions that individuals suggested in the decision-making process, their contribution was not evaluated in an appropriate way. 00 As working knowledge and document management were not systematically implemented, administrative powers were wasted. Accordingly, it was hard to find the required documents and data immediately, which often required a lot of time, and the same data or documents had to be re-compiled in many cases. Whenever work assignments changed according to rotating positions, predecessors know-how and information were destroyed, so it took a lot of time for a successor to get accustomed to new job obligations, causing them to go through frequent trial and error. In addition, it was hard to ascertain who fulfilled similar job obligations due to an absence of

9 1. Background Information accumulated information on relevant job assignments. Accordingly, it was not possible to effectively cooperate with one another or exchange useful knowledge information. On-nara BPS was developed to resolve these problems and aims to reasonably and effectively improve civil servants working procedures and their functions on the back of the information system. Accordingly, the purpose of On-nara BPS includes standardization of the entire administrative process, scientific and systematic process management, sharing of knowledge information and linkage of work assignments. First, it aims to standardize the entire administrative process through the information system. All administrative work goes through such processes as collection of information, establishment of documents, review of documents, decision-making, recording of results and management. As the processes are standardized and digitalized, progress is accurately documented and preserved to be used in decisionmaking later on, establishing a plan and conducting evaluation. Second, it intends to classify decentralized and complicated government business processes by function and unit assignment and systematically manage them, from the planning stage to execution. First of all, management is conducted with regard to purpose, contents, relevant regulations, implementation plans and work journals by task assignment. In addition, a plan is drawn up by period (daily, weekly and monthly), and unit assignment is implemented according to a plan to automatically accumulate achievements. It leads to standardizing business process and achievements by unit assignment, and progress, elimination and delay of assignments can be easily checked based on history management. In addition, decentralized reports, documents and data are systematically sorted through by unit assignment. By doing these, work processes are implemented based on strategies and plans, and implementation of similar policy cases involving trial and error can be easily detected. It can thus contribute to preempting policy failures. In addition, as a work journal by unit assignment is used as objective evaluation data with regard to achievements and process, it facilitates a fair evaluation culture. Third, various process are linked and integrated to assist with the sharing of knowledge information based on the system. As systematized and standardized business process are seamlessly linked online based on the Business Reference Model, cooperation among departments and institutions is facilitated. In addition, as various records of business process and related knowledge information accumulated through the system can be accessed by those with similar responsibilities, dissemination and use of 00

10 I On-nara BPS I knowledge and improvement of business process are facilitated. [Figure 1] Intention of On-nara BPS Innovation of Business Process in the Officialdom Improvement of efficiency in business process through online implementation Enhancement of transparency and accountability through record and management of policy implementation Guarantee of administrative continuity through smooth handover based on system Realization of knowledge-based information through accumulation and sharing of knowledge and information Innovation of Public Service Provision of seamless services through implementation based on systematic classification of government functions Reduction in required budget and speedier customer services through business process standardization and real-time sharing of knowledge and information Preservation and use of government document and information as national records Improvement of national competitiveness based on enhanced administrative productivity Accordingly, On-nara BPS is a comprehensive governmental business management system established to improve internal efficiency of governmental institutions and enhance the quality of decision-making by monitoring and analyzing information on the business implementation process. 1.1 Implementation System and Process On-nara BPS originated from the e-support system in the Blue House. The e-support system is an integrated management system that standardized the entire administrative process of the Blue House. The e-support system standardized the diversified and complicated policy assignments and any administrative process dealt with by the Blue House online and enabled administrators to check implementation process in real-time. In addition, it enhanced consistency, transparency and efficiency at the time of implementation. On-nara BPS was initiated based on plans to integrate the entire process of administrative institutions in a similar way, improve efficiency in internal implementation processes and operation of the government and expand the e-support system to all ministries. 010 Against this backdrop, a pre-feasibility test was conducted with regard to the expansion of e-support system to all ministries. The feasibility test was reviewed based on opinions collected from governmental ministries, academia and experts. As a result, governmental ministries put forward opinions that business management systems like the e-support system are required to improve work efficiency and enhance history management. Academia and experts from the private sector including members of the Process Innovation Advisory Committee and e-government Specialization Committee

11 1. Background Information in the Blue House also agreed to the appropriateness of the introduction of the system. As the appropriateness of the introduction of the government process management system was verified, the Ministry of Government Administration and Home Affairs initiated a strategy planning and an execution process to implement it. The Ministry of Government Administration and Home Affairs conducted BPR/ISP to establish a government process management management system for three months from August 2004 and generated Business Reference. In a president-led related ministers discussion in which the Prime Minister, Government Innovation Committee Chair, Government Administration and Home Affairs Minister, Information and Communications Minister and Planning and Budget Minister, participated on March 17, 2005, strategies to establish and expand government business management system models, and system implementation plans were determined. According to the strategies, the government business management system is linked to e-approval system of each institution, and the Ministry of Government Administration and Home Affairs develops a standard model and a system implementation team in which each and every ministry take part is formed. It was called On-nara BPS, which means the government business process system. According to the determined strategies, the Ministry of Government Administration and Home Affairs established a standard model for On-nara BPS and BRM that becomes a basis for it in 2005 and initiated pilot operation. Its initial model was named HAMONI, and it was used by the Ministry of Government Administration and Home Affairs. Based on operational results, the Ministry of Government Administration and Home Affairs established On-nara BPS in five governmental agencies including the Ministry of Planning and Budget, the Ministry of Construction and Transportation, the Ministry of Science and Technology, Korea Coast Guard and Presidential Security Service and implemented pilot operation. In April 2006, the government formed the Real-Time National Project Implementation Team (hereinafter "Project Implementation Team") in an effort to expand On-nara BPS to all administrative institutions. The Project Implementation Team was headed by the Deputy Minister of Government Administration and Home Affairs and consisted of representatives of the Ministry of Government Administration and Home Affairs, Korea Coast Guard, Office for Government Policy Coordination, Ministry of Government 011

12 I On-nara BPS I Legislation, Central Personnel Committee and National Computerization Agency. The Project Implementation Team fulfilled three assignments. It confirmed a standard model for On-nara BPS, installed it all central administrative institutions, managed changes in government agencies for the purpose of success in the system and improved relevant laws and institutions. The Ministry of Government Administration and Home Affairs and the Project Implementation Team reflected the result of the pilot operation to improve the system and complete the development of a final standard model in December On-nara BPS began to be used by all central administrative institutions in However, serious problems were detected in the document transmission phase by Onnara BPS, and as it overlapped with the e-approval system of each institution, thereby resulting in certain side-effects. The Project Implementation Team advanced On-nara BPS by reflecting these findings. Some local governments adopted On-nara BPS on a trial basis in 2008, and 15 local governments and seven cities, guns (counties) and gus (districts), except for Seoul Metropolitan City, officially opened and started operating On-nara BPS in [Figure 2] Establishment Process of On-nara BPS The Blue House e-support (Nov. 2004) Public Administration and Security Ministry- [HAMONI] (Jul. 2005) Pilot Ministry Operation (Apr. 2006) Expansion of Standard Model (Dec. 2006) Expansion to all Ministries (Jan. 2007) 1.2 Main Achievements Tangible and intangible achievements of On-nara BPS are divided into the system dimension, organizational management dimension and national affairs management dimension, respectively. 012 First of all, On-nara BPS enhances efficiency in time, space and technologies with regard to operation. As it supports documentation, horizontal/vertical communications, e-approval and document preservation online, it helps deal with business without traveling. In addition, as it minimizes business processing time and provides quality information in time, it helps maximize the effective use of time at the time of business

13 1. Background Information management and decision-making in general. As it helps reconstitute the information generated from business process according to customer demand and provide it in time, it enhances the usefulness of information. It enhances responsibility, quality of decision-making and management of achievements of organizations with regard to organizational management. It accurately records who is responsible for what in the entire business implementation process and clarify individual/collective accountability with regard to the business process. It also provides useful information in time to improve the quality of organizational decision-making. It organically links organizational achievement management systems playing an essential role as a backbone system that supports the improvement of achievements of all the organizations. On-nara BPS not only contributes to enhancing achievements of each administrative institution, but it also supports national affairs management by organically connecting to other governmental systems. It links and integrates achievements management systems of each institution to effectively manage execution of important national projects. As a result, On-nara BPS will disclose the progress of national projects and its achievements to the general public in order to enhance transparency in national affairs management and improve governmental accountability. 013

14 On-nara BPS 1. Background Information 2. On-nara BPS Composition 5. Conclusion 3. Use and Achievements of On-nara BPS 4. Developmental Direction of On-nara BPS

15 2. On-nara BPS Composition 2.1 Implementation Goals Implementation Strategy and Process Composition and Functions of On-nara BPS Linkage with Related Systems 30

16 I On-nara BPS I 2. On-nara BPS Composition 2.1 Implementation Goals On-nara BPS aims to innovate government business process through the information system. It intends to enhance efficiency, transparency and accountability of the business process by standardizing, integrating and digitalizing the administrative process. It also aims to realize collaboration among ministries and create the added value of the business process as a backbone system of administrative process that links various related information systems including achievements management, personnel management and budget & accounting and legacy systems of each institution. Toward this end, On-nara BPS was devised to be closely linked with the Business Reference Model that classifies governmental functions on purpose for systematic management. In addition, it records opinions of all participants involved in the decision-making process including drafters, middle managers and approvers and manages achievements in business process in real-time, based on standardized document management cards and task management cards. More specifically, Onnara BPS is aimed at the following: First, it scientifically enhances administrative process by reconstituting all business processes as standardized ones, regardless of the individual characteristics of business processes and realizing them as the information system. Second, it accumulates and manages experiences and know-how of personnel in charge through the information system. As a result, it enhances individual competence, minimizes trial and error according to changes in personnel and improves the quality of business processes. 016 Third, it effectively supports the individual business process so that results can be

17 2. On-nara BPS Composition directly reflected in individual and organizational achievement evaluation systems on the Internet. Fourth, it secures administrative transparency and accountability by systematically managing various opinions suggested in the decision-making process. As it enables a final decision- maker to inquire about opinions from various employees and make a judgment in a comprehensive way, it improves democracy and rationality in policymaking. Fifth, it reconstitutes the entire business process of the government from the perspective of functions and services, regardless of ministries and institutions, to systemize the flow of the entire governmental administrative process. It enables government ministries and the government as a whole to establish a comprehensive achievement management system linked with missions, visions and strategies and monitor how national pending projects are linked with projects implemented by each ministry in real-time. [Figure 3] Purpose of On-nara BPS Innovation of Government Business Process Enhancement of Transparency and Accountability for Policy Decision Establishment of Comprehensive Information by Unit Assignment Ranging from Policy-Making through Execution Maximization of Systematic Interlinking and Use of Basic Information on Assignment Unit Establishment of pan-government standardization system Establishment of online policy decision process Establishment of real-time administrationsystem by unit assignment Real-time information provision system for national affairs Functional classification (6 steps) Classification by purpose (4 steps) Hub that connects related information systems Record and reflection of opinions of participants in policymaking ranging from drafters and middle managers to approvers Record and management of detailed history of policy change (Vision granted) Real-time inquiry about history of achievements on the national affairs through unit task based on functional classification Presentation of agenda to a Cabinet Meeting based on task management cards and signing Establishment and registration of standardized task management cards (Information on unit task) Real-time comprehensive record and management of achievements by task unit As described above, On-nara BPS aims to establish a standardized business process system through systematic analyses of the entire administrative process. It manages 017

18 I On-nara BPS I decision- making process and the history of achievements based on planning and schedule for the purpose of management of business process. It also intends to improve both efficiency and speed at a time of transfer and implementation of business. It classifies the current state of business process by department, assignment management system and Business Reference Model to enable users to conveniently figure the current state of business process. 2.2 Establishment Strategy and Process On-nara BPS originated from the e-support system in the Blue House and was first developed into the HAMONI System in the Ministry of Government Administration and Home Affairs. It was first operated by some ministries on a trial basis and it gradually expanded to the entire central government ministries and local governments. A. Establishment of the e-support System in the Blue House On-nara BPS originated from the e-support system in the Blue House. The e-support system is an integrated business-process management system that standardizes the entire administrative process of the Blue House. It fulfills various roles by managing policy agenda, assignments, knowledge and records based on document management functions that process the production and distribution of documents. Former President Roh Moo-hyun s participatory government classified all business processes in the Blue House by function, reconstituting them as manageable unit business processes in First of all, all unit business processes were standardized into production, distribution, accumulation and reuse of documents, and document management cards were developed to electronically support them. In addition, task management cards were developed to record the handling of business process in a journal and secure transparency in the policymaking process. A digital conference system was established to support various meetings, manage the entire process ranging from preparations for meeting agenda to recording of meetings and deliver presidential directives online. 018 As the e-support system enables the Blue House to standardize diversified and complex policy assignments and administrative process to link and integrate them online and allows administrators to monitor progress in real time, it has enhanced consistency, transparency and efficiency in business process. As the entire process of policy implementation was recorded, it has become possible to find related reports by conducting brief searches, and related knowledge information has been proactively

19 2. On-nara BPS Composition shared. In addition, as accountability and transparency in business implementation were emphasized, a real-name policymaking system was naturally realized. Based on these experiences, On-nara BPS was initiated based on plans to integrate the entire process of administrative institutions in a similar way, improve efficiency in internal implementation processes and operation of the government and expand the e-support system to include all ministries. [Figure 4] Composition and Functions of e-support System The general public/ civic organization Internet network Public service The President / Secretary s office personnel / Administrator Internal network of the Blue House e-support Civil servants Government high-speed network Public service The Blue House homepage Evaluation on achievements Task management BRM Task management system by purpose Integrated national affairs management system Policy Customer Service System Example Information interlinkage Data transmission Information linkage with outsiders External data transmission Policy promotion management Information & agenda management Knowledge management Report by type Dictionary Task management cards Schedule/journal Document management Document management cards Online meeting Record management Record classification system Document box Record file Portal --[Integrated search / SSO / PKI / DRM]-- Security Government business process BRM High-speed government network National Archives Ministry business process B. Pre-Feasibility Test for Establishment of the Government Business Process System As the e-support system enhances efficiency, transparency and accountability in 019

20 I On-nara BPS I business implementation, the government reviewed a plan to introduce the system to central administrative institutions. At this time, it decided that innovation of the business process was necessary, according to former President Roh s directives. Verification of the appropriateness of the expanded e-support system was implemented through the collection of opinions among administrative ministries, academia and experts. For the purpose of collecting opinions from administrative ministries, the e-support system was explained to employees of the Ministry of Government Administration and Home Affairs, the Ministry of Labor, the Ministry of Unification, the Ministry of Information and Communications and the Ministry of Commerce, Industry and Energy to listen to what they had to say. As a result, it was agreed that the administrative ministries needed to introduce the e-support system for the purpose of improving business efficiency and managing policy history. In addition, it was suggested that the following needed to be considered at the time of introducing the system. First, middle managers of administrative agencies tend to be against the idea of leaving written records due to concerns that they might be held accountable for their suggestions with regard to decision-making process. In the meantime, as high-ranking officials do not have enough time to review matters to be approved through the use of the information system, subordinates tend to report matters, and the high-ranking officials make it a rule to electronically approve them. Accordingly, it is important to successfully introduce an innovative business process by inducing changes in administrative practices through education of civil servants mindset and approach to system use. Second, it is important to distinguish business process for ordinary execution from those for policy and assignment planning, which usually requires decision-making for separate management. Third, a system expansion strategy needs to be gradually implemented. It needs to be implemented in phases in the order for development of a standard model through pilot operation by a leading institution, system complement based on pilot operation by several ministries and expansion to entire ministries and local governments. 020 In the meantime, academia and experts from the private sector, including members of the Process Innovation Advisory Committee and e-government Specialization

21 2. On-nara BPS Composition Committee in the Blue House, also presented the following opinions with regard to the establishment of such governmental business process management systems as the e-support system. First, many ministries are currently operating the business process management system or e-approval system. Accordingly, if such a new business process system as the e-support system is introduced, an administrative burden occurs in the wake of changing existing business process and recording decision-making process, and measures need to be taken to deal with it. Second, institutional heads need to take the leadership to successfully introduce the system and proactively use the system while resolving overlapping business process that might occur in the wake of the introduction of the system in connection with related systems in other ministries. Third, it is necessary to create a culture where civil servants are willing to transparently open their own business process at any time. As described above, it has been concluded that such business process system as the e-support system is needed to innovate administrative process as a result of the collection of opinions from various quarters of society. In addition, user convenience needs to be improved through linkages with other related systems, and change management is requested to improve existing business practices and organizational culture in line with the introduction of the system. C. Establishment of On-nara BPS Establishment Strategy (1) Generation of the method of establishing BRM and the system through BPR/ISP As the appropriateness of the introduction of the government business process system was verified, the Ministry of Government Administration and Home Affairs initiated strategic planning and execution in an effort to firmly establish the system as a lead institution. The ministry conducted BPR/ISP to establish the government business process system for three months from August 2004 and generated BRM and a system establishment method. First of all, a draft BRM was designed through analyses, and a survey was conducted to figure out the functions and each institution and systematically classify them. Each 021

22 I On-nara BPS I institution was divided into either, a large-scale function, medium-scale function and small-scale function by office organization, and unit business was defined to fulfill the function. As a result, regular government business was comprised of 20 policy sectors, 78 policy areas and 140 detailed policy domains. It was also divided into 190 largescale functions, 660 medium-scale functions and 17,800 small-scale unit functions. A draft standard was designed to establish the government business process system based on BRM. Standard interface was suggested by user according to phases including registration, implementation and conclusion, and screen composition was suggested to help search needed information in each interface. Each ministry defined unit process through BRM and had it managed by task management cards of the process management system so that the current state of nationwide business process can be shared in real time. Diversified types were established including an independent system and a common system according to the characteristics, scale and operational convenience of ministries that involve security, national defense and handling of personal information were discussed. As a result, the business process system was independently developed by each institution, and it was linked with nationwide BRM, except for special circumstances such as security. (2) Determination of the direction of the establishment and dissemination of the system On March 17, 2005, a president-led related ministers discussion in which Prime Minister, Government Innovation Committee Chair, Government Administration and Home Affairs Minister, Information and Communications Minister and Planning and Budget Minister participated was held in order to determine the direction of establishment of the government business process system. As a result, the following strategies to establish and expand the system were adopted: First, it aims to effectively manage changes in the cultural and working environment in administrative ministries with the introduction of a new system by linking government business process system with e-approval system in each institution for the purpose of enhanced user convenience. 022 Second, decentralization is adopted to have the governmental business process system reflect institutional characteristics in consideration of efficient linkage with

23 2. On-nara BPS Composition existing systems and security according to institutional job obligations. Third, each ministry develops its own business process system or introduces a system standard model provided by the Ministry of Government Administration and Home Affairs. If each ministry develops its own system, standardized specifications are observed for the purpose of interlinking with systems in other ministries. Fourth, the Ministry of Government Administration and Home Affairs develops a system standard model by forming a planning team to establish the government business process system in which different ministries with different job obligations such as the Ministry of Planning and Budget and the Ministry of Information and Communications participate and conduct pilot operations. According to the strategies, the Ministry of Government Administration and Home Affairs decided to take follow-up measures for the purpose of developing the government business process system, and the system was named as On-nara BPS. D. Development of Standard Model of On-nara BPS and Pilot Operation (1) Development and operation of a standard model of the system by the Ministry of Government Administration and Home Affairs The Ministry of Government Administration and Home Affairs developed a standard model of On-nara BPS according to the above-mentioned plans. First of all, it removed document cabinets in offices in order for innovation to take hold of the business process prior to the introduction of the system and rearranged entire offices in an open way. As for a standard model of the business process system, the e-support system in the Blue House was modified to befit the administrative institution. In addition, the system was linked with an achievements management system in addition to BRM to establish frameworks that can automatically accumulate and manage individual achievement online. The achievement management system was established to set organizational mission, vision and strategic purposes and manage individual and organizational achievements based on achievement indices. It also included personnel information inquiry system aimed to manage rewards according to evaluation results and customer management system aimed to reflect customer evaluations in achievement management. 023

24 I On-nara BPS I The Ministry of Government Administration and Home Affairs named the system as Hamoni and opened it in July The system is the predecessor of the current Onnara BPS. (2) Pilot operation of On-nara BPS The Ministry of Government Administration and Home Affairs established and operated On-nara BPS on a trial basis in the Ministry of Planning and Budget, the Ministry of Construction and Transportation, the Ministry of Science and Technology, Korea Coast Guard and Presidential Security Service in March 2006 based on the result of its inhouse operation. However, as civil servants were accustomed to using the institutional e-approval system in its initial stage of system operation, the rate of use of On-nara BPS was very low. Accordingly, each institution took various measures to improve the usage rate of On-nara BPS. Korea Coast Guard reflected the current state of use of On-nara BPS in evaluation on achievements, checked the rate of system use every week and reported them to an executive meeting. The Ministry of Science and Technology made it mandatory to establish reports by using On-nara BPS instead of the e-approval system. Thanks to these results, a survey of seven administrative institutions, including the Ministry of Government Administration and Home Affairs, five pilot operation agencies and the Ministry of Information and Communications was administered in November 2006, and found that the rate of use of On-nara BPS rapidly increased. In addition, as face-to-face reporting was reduced, and information sharing was facilitated, business process management improved accordingly. E. Expansion of On-nara BPS (1) Expansion to central administrative institutions In April 2006, the government formed the Real-Time National Project Implementation Team ( Project Implementation Team hereinafter). The Project Implementation Team was headed by the Deputy Minister of Government Administration and Home Affairs and included a total of 19 members that represent the Ministry of Government Administration and Home Affairs, Korea Coast Guard, Office for Government Policy Coordination, the Ministry of Government Legislation, Central Personnel Committee and National Computerization Agency. 024 The Project Implementation Team fulfilled three assignments. It confirmed a standard

25 2. On-nara BPS Composition model for On-nara BPS, installed it in all central administrative institutions, managed changes in government agencies for the purpose of success in the system and improved related laws and institutions. In July 2006, the Ministry of Government Administration and Home Affairs and the Project Implementation Team initiated a project to expand On-nara BPS to central administrative institutions. They reflected the result of the pilot operation to improve the system and completed the development of a final standard model in December On-nara BPS was installed in all central administrative institutions, and education was provided to users. On-nara BPS entered a stage where it was to be used by all central administrative institutions, from (2) Expansion to local governments As On-nara BPS was used by central administrative institutions, many problems occurred. First of all, as On-nara BPS overlaps with the existing e-approval system, an in-house system used by each institution, confusion and waste of administrative powers occurred in the business process. Second, problems were detected in document transmission by On-nara BPS, and it failed to smoothly distribute documents generated by the system. The Project Implementation Team continued to upgrade On-nara BPS by resolving problems. In the meantime, some local governments adopted On-nara BPS on a trial basis in 2008, and according to the result, On-nara BPS was officially adopted by 15 local governments, with the exception of Seoul Metropolitan City, in In addition seven cities, guns (counties) and gus (districts) Yongin, Pyeongtaek, Hwaseong, Yeoncheon, Daegu, Suseong-gu, Dalseong-gun and Incheon Seo-gu were operating On-nara BPS on a trial basis. 2.3 Composition and Functions of On-nara BPS Generally speaking, the administrative process is implemented based on the establishment of a plan, production of documents, decision-making, sharing of information and reuse. First of all, work plans are drawn up, and a detailed implementation schedule is established to implement the process. Business process are implemented based on the generation and handling of documents. If a person in charge, drafts documents to be submitted to a supervisor, the latter reviews and 025

26 I On-nara BPS I approves them, and they are shared and reused. On-nara BPS standardizes the government business process by managing the entire business process online through the use of task management cards and document management cards. In order to support the process, On-nara BPS manages tasks, documents, daily plan, meetings and directives. [Figure 5] Standardized Administrative Procedures Task Classification Establishment of plans Decision-making Sharing & use Functions Purpose Implementation plan Document establishment Review Conclusion (Approval) Accumulation I In tasks Search Unit Task Management Task Task Cards Schedule Management Meeting management Instruction Knowledge Sharing Task management Document management Task management A. Task Management All job obligations of an organization are classified according to functions and purposes, and the most basic unit obligations are defined as unit task and management task, and business implementation and achievements are systematically managed through the use of management cards by task. It automates support for the implementation of business process located in the most basic unit in the administrative hierarchy identified in the BRM. At this point, the characteristics of unit task and management task are distinguished. The unit task is one of many processes that support general administrative functions whereas the management task is specially managed by an organization for the purpose of fulfilling policy objectives of each administrative institution. 026 Task management cards consist of a title, achievement management, planning management, quality management, PR management and customer management. The title indicates basic information including the name, contents, purpose and history of a task and administrative information related to personnel in charge, related staff members and pertinent assignments. The task history records related progresses making it possible to comprehensively review the history of the unit task, and although a person in charge changes, history information can still be inquired.

27 2. On-nara BPS Composition The achievement management indicates directives related to the progress of pertinent assignments and accumulates a journal of the personal daily plan, document management cards and memo reporting. Each civil servant registers an implementation schedule in advance and records the results while implementing pertinent process based on document management cards or memo reporting. Achievements are automatically accumulated in the task management cards. The achievements are basically indicated by the week, and as periods can be set differently, it is possible to check the entire achievements attained for any the pertinent period. If job obligations change according to circulating position system, a successor can check the history of implementation and achievements by a predecessor as recorded in task management cards, so he or she can rapidly adapt to a new assignment and effectively take over new duties. The title and the achievement management are generally used to implement unit tasks. In the meantime, the planning management, the quality management, the PR management and the customer management can be also be used to systematically implement institutional management assignments. The planning management consists of the name, purpose, assignment plans and progress of a task. In the assignment plans, a task is divided based on activity plans to help manage phased progress (the current implementation). In case of management task subject to quality management, the quality management helps manage plans and achievements according to policymaking, promotion, execution, evaluation and checkpoints. In the promotion management, promotional activities related to implementation are managed according to the date, subject, methods and contents of promotion. The customer management helps register and inquire customer information related to assignments. B. Document Management Document management aims to standardize the establishment and handling of documents for the purpose of implementing business process facilitating reasonable decision-making. It is supported by document management cards and memo 027

28 I On-nara BPS I reporting. The document management cards supports the entire process ranging from documentation and reporting to cooperation and records and manages opinions suggested in the implementation process in addition to related materials and the contents of decision-making. The cards include the name of a task and sources of related information, and records are automatically transmitted to task management cards of pertinent assignments to be maintained and accumulated. A reviewer and an approver of draft documents click pertinent documents, the related assignment name and information sources by referring to document management cards to acquire comprehensive understanding about the overall progress. Accordingly, the reviewer and the approver can handle documents online by fully understanding the background and contents of the documents without a face-to-face report from a person in charge. The document management cards record participants opinions in the decision-making process by focusing on background information related to documentation and management of history of document handling. In addition, it keeps the entire versions of documents that change whenever draft documents are modified by reflecting reviewer s opinions. Accordingly, a final approver can inquire diversified opinions of a reviewer recorded in a draft document, modified versions and cards to make a decision prudently. In addition, as all decision-makers opinions are recorded meaning the accountability and transparency of administration are enhanced. In addition, as the time required to make a decision is indicated by the minute and second on cards, it induces related personnel to make a decision as soon as possible. Memo reporting makes it possible to collect opinions without delay with regard to emergent reports or business implementation that do not require decision-making. It officially enables the system to be used in implementing business process. Unlike ordinary , the memo reporting indicates pertinent tasks and answers from various related personnel on one screen helping assess various opinions at one glance. It helps notify related matters to numerous staff members as soon as possible and conveniently collect opinions from numerous people. Accordingly, the memo reporting provides a means of unofficially and rapidly collecting opinions instead of supporting official decision-making. 028 As the document management objectively manages feedbacks in the mid-review process, it reduces trial and error in policies and improves overall quality. In addition, records on the entire process of decision-making can be used as important reference

29 2. On-nara BPS Composition materials for the purpose of implementing similar business process in the future. C. Daily Plan Management Daily plan management aims to enable an individual civil servant to establish a business plan and schedule and share information with pertinent personnel to effectively implement business process. If a person in charge registers his or her work daily plan and the results with the system, achievements are automatically accumulated in task management cards. In addition, if a plan needs to be notified to an affiliated department or other staff members with other departments for effective implementation, they can be designated to share information on the system. In addition, the individual daily plan that needs to be notified to the entire institution is registered with Notification at the same time so that other employees can share it. D. Directives Management Directives management aims to objectify and clarify vertical communications of an organization for effective implementation. In the past, as high-ranking officials including ministers and deputy ministers gave verbal directives, they often failed to accurately reach subordinates. In addition, supervisors had difficulties in managing and checking the results of execution. The directives management resolves the problem by registering directives from ministers and deputy ministers with the system and helps manage the implementation process and achievements. If a high-ranking official designates a scope of subject groups such as the entire organization, a bureau or a team, it is automatically delivered to a person in charge. A person in charge registers directives and achievements by using document management cards, memo reporting and daily plan management, and an directivegiver is allowed to check them. In addition, it concludes an directive that was confirmed by a supervisor after execution and can request a supervisor to extend execution periods with regard to directives that were not completed within a designated period. E. Meeting Management Meeting management can support collective decision-making. It defines the type 029

30 I On-nara BPS I of internal meetings held in an administrative institution and helps an administrator manage meetings by a consultative body. The result of a meeting is automatically registered on document management cards. If an employee needs to hold a meeting, he or she needs to register the relevant consultative body with the system and request the presentation of agenda. A meeting manager reviews the request to present the agenda or return it. If a meeting is held to discuss the presented agenda, a manager checks the related attendance and registers the result with the system after a meeting. Those who failed to attend the meeting are allowed to select a meeting item according to the inquiry authority and check the contents later on. The meeting management can contribute to improving efficiency by helping facilitate a digital meeting and saving costs and administrative powers on the part of personnel who need to prepare various documents for an offline meeting. 2.4 Linkage with Related Systems On-nara BPS is a central system that bases administrative process and links the entire government s systems creating a smooth procedural flow and synergy effect in innovative business process. On-nara BPS is linked with a total of 16 governmental systems, including three central administrative systems and four local administration systems based on BRM. It is connected to the National Affairs Management System, the e-integration Evaluation System and the e-human (PPSS) System at a central government level. It is also linked to the Administrative Information System (Cities, Counties and Districts), the City & Province Administrative System, the Local Standard Personnel and the Local Finance & Accounting System at the local government level. In addition, it is interlinked with the pan-government system that embraces the central and local governments on the back of Sinmungo (online ombudsman system), the e-auditing System, the Integrated Information Disclosure System and the Record Management System. 030

31 2. On-nara BPS Composition [Figure 6] Linkage between On-nara BPS and Related Systems Achievement evaluation Performance Presidential instruction Cabinet Meeting agenda Comprehensive electronic evaluation National affairs management SAEOL Administration System City & Province Administration Information Approval linkage Approval linkage Achievement contract Evaluation material Classification system e Human (PPSS) Function classification Task management Schedule/instruction/memo Document management Document transmission/receipt/distribution Local standard personnel Local finance & accounting User information Finance information draft Work knowledge Integrated knowledge Narajangteo Approval linkage Customer service approval Sinmungo On-nara BPS Standard linkage platform Record management Record linkage Task achievement information e-audit Digital budget & accounting Budget information change A list of disclosure information and original copy Integrated information disclosure Government legislation information Approval on legislation Central: 3 Central & local common: 9 Local governments : 4 As it is linked with related systems, general users entry into On-nara BPS is transmitted to other systems as it is to be reused. Accordingly, users do not have to reenter the same matters when they use other systems. In addition, important national projects implemented by other ministries and their achievements can be checked and managed in real time. BRM lays the foundation for On-nara BPS. BRM classifies all government business process by function and purpose and reconstitutes them by hierarchy to systematically systemize correlation among business process as a framework. BRM provides a birds -eye view of huge governmental assignments. BRM classifies permanent governmental functions into a large-scale function, medium-scale function, small-scale function and unit assignment by hierarchy. Job assignments fulfilled by each and every civil servant are defined as unit assignments. On the other hand, classification by purpose is based on the classification of important functions of each ministry with an aim to fulfill priority national affairs by year. It is defined by hierarchy in the consecutive order of mission, vision, policy objectives, achievement targets and management assignments, respectively. 031