20110518研考會會議手冊 2

「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, 2011
Venue: Civil Service Development Institute—International Conference
Center
Host: Research, Development and Evaluation Commission, Executive
Yuan, Taiwan, R.O.C.
Organizer: Taiwan Public Governance Research Center
Cosponsor: Civil Service Development Institute

20110518研考會會議手冊 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

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International Conference on Best Practices and Innovations in Public Governance

Contents

Contents .................................................................................................... II
Preface..................................................................................................... IV
Conference Rules & Important Notices............................................... VI
Agenda .................................................................................................... IX
Keynote Speech: Entrepreneurial Public Servants ...............................1
Session 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”.................................................................... 37
Session 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 .................................................... 97
Session 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.. 157
Guests Introduction ..............................................................................171
Appendix 1.............................................................................................185
Appendix 2.............................................................................................195
Appendix 3.............................................................................................211

II

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



Preface
Research, Development and Evaluation Commission (RDEC) of the Executive
Yuan, Taiwan, R.O.C., commissioned the Department of Political Science of
National Taiwan University to establish Taiwan Public Governance Research Center
(TPGRC) on January 1st, 2008. Since its establishment, TPGRC has been
conducting various research projects and surveys commissioned by RDEC.
Committed to the promotion of good governance as well as to the international
cooperation on the subject, TPGRC defines its central mission as to provide spaces
where scholars, practitioners, and government officials across the world can interact,
thereby connecting the local with the global and bridging the gap between
researches and practices.

To facilitate international exchange on public governance and communication
on policy innovation between researches and practices, RDEC hosts and TPGRC
organizes The International Conference on Best Practices and Innovations in Public
Governance, which will be held on May 25th, 2011, in Taipei, Taiwan. Throughout
this one-day conference with one keynote speech and three sessions of international
case presentations, prestigious scholars and experienced practitioners, who have rich
knowledge on public governance, will share their best practices in public service
innovations from various fields in Australia, Japan, Singapore, South Korea, U.K.,
U.S.A., and Taiwan. The topics of these case presentations include the educational
reform, the free school meal service, the youth career development, the human
resource planning, the health care service, the airport transportation service, and the
domestic violence prevention, etc..

By this mean, TPGRC expects this international experience exchange to
enhance understanding in public governance and to further inspire new service
innovations that will meet local demands. As TPGRC deeply believes, the
insightful communication during the conference will be an important asset to the
public governance policy making and its implementation in each country in the
future.

IV

s g‹p‰•RG‚lèaN‹˜

Conference Rules & Important Notices

1 35

2 20

10 20

25

3 3 1

2 2

1

4

5

6

7

8

V



Conference Rules & Important Notices
1. 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

o
g‹p‹pzÿ Agenda

年
力北路
09:00-09:30
09:30-09:45
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

12:20-13:40
13:40-15:20
立
例4 例
立

VII


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

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 Registration
09:30-09:45 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 Center
09:45-10:20 Keynote Speech
Distinguished 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 Break
10:40-12:20 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

IX



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 Lunch
13:40-15:20 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.

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

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

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 Break
15:40-17:20 Session Ⅲ
Moderator: Prof. Ning-Jye SHIH
Chair, Department of Public Administration, National Chengchi University,
Taiwan, R.O.C.

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
※ The conference will be conducted in both English and Chinese (The simultaneous interpretation
service will be provided).

XI



XII

Keynote Speech

Entrepreneurial Public Servants

Prof. CHOW, Edward H.

Department of Finance, National Chengchi University, Taiwan, R.O.C.

˜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 job
nowadays. No matter how much public servants have done for the citizens, the
service always seems inadequate or unsatisfactory. In my speech I suggest that one
way 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 job
done (legally and ethically, of course), and will harness necessary resources to make
sure that everybody involved is satisfied.

3



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 process

4

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



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 success

6

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




 略








 理念


8

o

Inspire yourself to become an
entrepreneurial 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
impossibility

Examples of great entrepreneurial
public 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



Passage to a great entrepreneurial
public servant

 Visionto become a great
entrepreneurial public
servant
 Use your resources

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 self

10

o

public servant

 Move fast. Do not hesitate
 Critical to have the first-
move advantages

public 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



You will be a great entrepreneurial
public servant

 Dare to dream
 Follow your heart
 Execute your plan

12

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

Session One

Moderator: Prof. Chung-Yuang JAN
Minister without Portfolio, The Examination Yuan, Taiwan, R.O.C.;
Professor, Department of Public Administration, National Chengchi

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.

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.

o
‹p˜Lv|ˆhÿNÿÿ Session One

例1


Mr. Alex ROBERTS
Innovation Division
Department of Innovation, Industry, Science and Research
Australia

1

Australian Public Service, APS

2009 21 Powering
Ideas: An Innovation Agenda for the 21st Century
Australian Public Service Commission, APSC
Empowering Change: Fostering Innovation in the
Australian Public Service 2010 5

2009 2009 2009
Innovation Action Plan

Department of Innovation, Industry, Science and
Research 2011 6

1

15



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 and
to meet expectations by Government, clients, stakeholders and citizens.

The Australian public sector has a long and proud tradition of innovation, this
can 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 APS
commissioned a project – Empowering Change: Fostering Innovation in the
Australian Public Service, whose report was released in May 2010

The report identified the drivers for innovation in the public sector, the sources
of innovation, the barriers that can be encountered in the innovation process, some
principles for its integration into agency operations, and made recommendations on
how innovation could be further embedded as a core capability.

This report fit under a broader reform agenda of the public service, articulated
in Ahead of the Game: Blueprint for the Reform of Australian Government
Administration which was released in early 2010 and broadly supported by the
Government.

These developments have occurred at the same time as many State and
Territory Governments within Australia have also been looking at how to better
encourage innovative solutions. Victoria has led the way with its 2009 Innovation
Action Plan. Other States are in the process of developing Action Plans.

Currently the APS is focused on how the recommendations of Empowering
Change can be implemented, and on the practical actions that agencies, teams and
individuals can take to apply innovation to their work. A recent project to implement
those recommendations put together some advice on this, and the Department of
Innovation, Industry, Science and Research is leading its implementation by
agencies. A focal point of this will be the release of an APS Innovation Action Plan
in late June 2011.

The Department is undertaking a number of supporting activities to encourage
innovation across the public sector. These include supporting:

2
The report for reference, please see the appendix 1.

16

o

 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 attempted
to bring agencies together and form a collective approach, understanding and
language of innovation in the APS. Different agencies have, and will continue to
have, specific understandings of innovation. The aim has been to connect these
understandings and share how innovation can lead to improvements across the work
of the public sector – in programs, in services and delivery, in policy, in how we
conceive of problems, and in the systems that underpin the public service.

Different agencies are at different stages in applying these approaches. Many
have strengths in particular areas but weaknesses in others. Within the Department
of 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



approach will need to be refined.

There also remain a number of areas where further work needs to be done. For
instance it is not yet clear what types of problems require innovative solutions, or if
they do, what type of innovative solution. And what are the skill sets needed to best
support innovation and how may these skill sets differ between different areas of
activity? The APS will continue to work on these and other questions that arise as it
works to strengthen the role of innovation as part of its repertoire.

18

o

Presentation Slides

POWERPOINT PRESENTATION
Public Sector Innovation in Australia
Alex Roberts / Innovation Division
25 May 2011

Innovation in the Public Sector
What 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



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 Commission

20

o

Government Agenda
Also internal drivers
 2008 – Review of the National Innovation System
 2009 – Government's 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 Agencies
1. Integrate innovation into an agency's strategy and planning
2. Foster and attract innovative people
3. Tap into the ideas and experience of stakeholders
4. Develop organisational capacity to facilitate and manage innovation
5. Provide ‘safe spaces’
6. Facilitate networking
7. Build a supportive culture
8. Use government’s influence and advantages to spur innovation
9. Measure and evaluate your results and share what you learn
10. Make public information accessible

21



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 practice

22

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DIISR 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



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.au

24

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

4
174

25



26

o

Abstract

Funded by the Department for Education and led by Hertfordshire County
Council, the Connect Digitally Programme is transforming the delivery of public
services, cutting bureaucracy, reducing costs to serve and making digital the default
mode of delivery.

Within the Programme, Online Free School Meals (OFSM) is a
cross-government project which is streamlining delivery in 4 central government
departments and 174 local authorities across England and Wales to provide an
essential service to families in need.

Free school meals policy is designed to support families in poverty, increase
social inclusion, provide a nutritious meal for disadvantaged children and improve
children’s health and well-being. However the free school meals delivery chain
involved many agencies and was so complex that transformation of the process had
sat in the ‘too difficult to solve box’ for many years.

While local government is responsible for administration of the benefit, free
school meals eligibility is determined by a citizen receiving specific qualifying
benefits from one of three central government departments. Applications required
accompanying paper proof of benefit from central government. The process was
slow, time consuming and frustrating for citizens and placed significant
administrative demands on central and local government and schools. Processing
took many weeks and, significantly, citizens often gave up because of complexities
and delays.

OFSM transforms the application process for citizens from a difficult paper
based procedure to a simple electronic request, improving outcomes for over 1
million children and their families while delivering significant efficiencies to
government and schools.

OFSM is now a seamless ‘end-to-end’ service enabling citizens to apply online
for free school meals quickly and easily. Incorporating real-time eligibility
checking, citizens and local government are immediately informed of eligibility.
With automated notification to schools, children can be provided with a free school
meal 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. These
included: legality of data sharing; security; complexity of delivery chain; stigma

27



associated with face-to-face applications; lack of awareness by citizens; difficulty
and 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 factors
included the identification of real benefits for all stakeholders and maintenance of a
clear 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 also
resulted 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 perform
eligibility checks for audit purposes which prevents citizens building up debts when
their circumstances change and reduces the costs and unpleasantness associated with
chasing 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 of
meals 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

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 174
authorities and prevented ‘reinvention of the wheel’. Data quality has improved
and the system has facilitated access to other educational benefits such as assisted
transport, school uniform, grants and cycling proficiency. There has been an
enthusiastic 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 benefit
for eligible citizens, saving over £1 million per year, and data quality improvements
are 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 on
children’s behaviour, learning and general well-being. It is recognised across the
political landscape that increasing the take-up of free school meals is an important
instrument 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 the
day. The Connect Digitally Online Free School Meals solution is proving effective
in helping and encouraging citizens to take up this benefit for their children.

Innovation, data sharing and collaboration have been critical to the success of
this project but successful delivery has also required strong leadership, trust,
patience, determination, persistence and technical expertise, and the continuing
realisation of its benefits demonstrates the value and worth of the undertaking.

29



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

o

Online Free School Meals transforms the customer
journey from a difficult paper based process…

…to an easy online service that improves the experience
for the family, increases take-up and saves money

31



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 Mar

32

o

Examples of where use of digital technology has reduced
government 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 government

Examples 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



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

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Any Questions?

35



36


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

DVSAPC

2001 1 13 113
080-422-110 080-000-600

113
25

2007 9 1

113
113 e-Care

3

37



Abstract4

The handling of domestic violence and sexual assault issues is multifaceted,
requires the combined resources of related professional networks and follows
inter-disciplinary, inter-sectorial and inter-agency principles to ensure effective
prevention of domestic violence and sexual assault. This approach involves social
affairs, police, medical care, education and judiciary. To assist the victims of domestic
violence and sexual assault as well as the children in child protection cases, the
Domestic Violence and Sexual Assault Prevention Committee (DVSAPC), under the
Ministry of the Interior, as an official planning and service delivery agency, launched
the “113 Protection Hotline” (to be referred to as the 113) on January 13, 2001. This
service was to replace a number of preexisting protection hotlines such as the
080-422-110 Child and Adolescent Protection Hotline and the 080-000-600
Protect-You Hotline. The new 113 Protection Hotline was designed to act as one
single window for case reporting and consultation for all local governments. Its goal
was to establish a new government channel to provide quality services to the public
with value and convenience. As anticipated, the “113” has indeed become the
predominant hotline that is well known to the public. It has become a
groundbreaking 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 Protection
Hotline” project initiated its process to improve its service and quality of sexual
violence prevention by introducing the “e-Care” program, which facilitates the
integration among various governmental agencies and the centralization of
call-handling, under the instruction of the Executive Yuan.

An operational assessment found the original 113 service ineffective and
unsatisfactory. It was a decentralized model with call-handling tasks performed by
staff of the central and 25 local governments, causing difficulties in delivering badly
needed services. Considering the situations mentioned above and the need to
maximize the effect of limited resources in the country and after consultation with
local governments, the central government opted to integrate and streamline the
preexisting services by reengineering work process, adopting new technologies and
implementing new management strategies. On September 1, 2007, the fruit of these
efforts was the establishment of the “113 Centralized Call Center” (operated by the
Ministry of Interior). This service was to provide for the public and the victims a
dedicated national service window for case reporting and counseling relating to child

4
The full report of this case presentation, please see the appendix 2.

38

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and adolescent protection, domestic violence and sexual assault. With this service, the
central government effectively handled all 113 calls for the local governments who
were, by law, responsible for providing the service. This single-window-operated
service model was to enhance the efficiency and effectiveness of inter-governmental
collaboration and to leave no gaps in the nationwide protection network.

39



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

2

40

o

3

4

41


5

The most painful loneliness in life
is not knowing where to go…
go…

6

42

o

We 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



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!

10

44

o

Evolution 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



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


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

14

46

Session One
o


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
quality and led to victims’ unwillingness to
Poor performance seek help.

15


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
performed 60% of the workload, indicating a
Poor performance severe imbalance in division of labor and
causing concerns about quality.

16

47



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
services. The effectiveness of a well-intended
Poor efficiency service was greatly reduced.

17

Solutions for the Five Major Predicaments

18

48

o

Pre-Centralization
Operating Model

Directly-controlled Municipality,
County/City Government

19
Service Resources Network

Four Key Strategies
in Centralizing Call-Handling

20

49



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

22

50

o

Benefit (1)
Significant Increase in Usage

2006 2007 2008 2009

calls
calls
Number of Valid Calls calls

Increases year by year. calls
calls
Number of Invalid Calls calls
Clearly Declined. calls
calls

No. of invalid No. of valid
calls calls
23

Benefit (2)
Steady Growth in Report Processing Capacity

> 24
>

51



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

o

Benefit (5)
Preventing Malicious Interference Calls

Priority ordering of incoming calls helps
2009
provide timely and compassionate
assistance.
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



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

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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 in
Contacting Speed coordinating resources
completion 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



Zero tolerance against violence,
for love not harm in every home……

33

End of Briefing
Please Do Point Out Corrections

34

56

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

Session Two

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.

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 Corp., Republic of Korea

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, South Korea

Prof. Chia-Shen CHEN
Professor, Department and Graduate School of Business
Administration, College of Management, National Taiwan

‹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



Abstract

According to Bureau of National Health Insurance, the average number of
out-patient visits in Taiwan in 2008 was 15 times a year, which reached a new high
for 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, American
patients were busy at making the next appointments, refilling prescriptions, asking
for transfer, checking blood test results, and asking questions forgotten in the
previous visits. Is there any way to improve the situation? The NEJM said: If
patients could receive blood test results immediately; if patients could upload home
monitoring results and make charts for any changes; if medical professionals could
adjust 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 the
records 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 and
were not synchronized with hospital records. Therefore, standalone records were
only 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 the
most updated information uploaded from home and the comparisons with previous
hospital records. Based on the integrated personal health records, case managers can
seek opinions from the medical team and provide feedbacks.

The American Recovery and Reinvestment Act (ARRA) recently signed by
President Barack Obama specified that, from 2011 through 2015, if American
doctors accept and use these electronic health records efficiently, the government
will reward the doctors with USD 44,000 to 60,000.1 The action will not start before
2011 is because very few American doctors or hospitals have adopted the electronic
health records. Only 17% of American doctors and 10% of American hospitals have
the most basic system of electronic health record. 2,3

National Taiwan University Hospital (NTUH) set up the heart failure center in
August 1993 and started bi-directional communications between case managers and
patients. According to a research done in the heart failure center, the both way
communication significantly reduced days and times of hospitalizations due to heart
failure. 4,5 In 2009, NTUH has also built up the Telecare center and started the

60

o

innovative distant care system for cardiovascular diseases. The Telecare center
provides an around-the-clock system of healthcare that is accessible from home to
reduce complications in patients either with chronic co-morbidities or after surgery,
and to promote healthy living. This system emphasize comprehensive medical
recording through 24 hour long distance monitoring equipment, to immediately
feedback on sudden or paroxysmal aberrations, so that patients not only feel that
help is around the corner but also can reduce transport time and cost inefficacies and
decrease patient psychological insecurities. Patients are able to upload their
physiological parameters such as heart rate, blood pressure, blood sugar,
electrocardiogram (ECG) daily as guided by their needs. Physicians in addition to
personal case managers are able to access this information via their mobile phones,
to assist with management. On a weekly basis, patients are able to consult their
personal case managers via telecommunication to receive investigation results and
obtain advice regarding illness management. Moreover, this communication is
bidirectional since case managers may also be able to intimately keep up to date
with patients’ condition.

SERVICE

1. Remote physiological parameter evaluation
Home based BP, blood sugar, body temperature, ECG, arterial oxygen saturation
assessments and temporal analysis by quality assured equipment that allows the
data to be uploaded for the physician’s and case manager’s perusal.

2. Long distance telecommunication
To provide medical advice and information via videoconferencing.

3. Personal healthcare manager continued care
Chronic conditions are managed individually due to the intimacy and regularity
of follow up so that patients can achieve a better quality of health.

4. Health advice and awareness
A multidisciplinary team will organize an electronic summary of patient’s
current condition based on the monitored variables and submit a monthly report
to feedback to the patient on care plan adjustments.

5. Emergent nursing advice
Healthcare specialists are available by telephone 24-hour a day to provide
solutions for patients emergent problems and to formulate management plan of
actions.

ELIGIBILITY

61



1. Diabetes mellitus patients at high risk of cardiovascular disease manifest as
syncope, cardiac arrhythmias, coronary heart disease, heart failure, stroke, or
those who have received cardiovascular surgery or percutaneous coronary
angioplasty with major sequelae, or oversea patients with cardiovascular disease
who cannot readily come to clinic.

62

‹p˜Lv|ˆhÿNŒ Session Two
o

Presentation Slides

Innovation Service Practices and Case
Sharing on Health Care Services

2011,05,25 1

Health Health promotion
promotion Health Disease prevention

Post ‐Clinical
Health
Health promotion
Health
promotion
Sub‐health

Post‐Clinical Chronic diseases
Acute illness Prevention &
Sub‐health prevention Treatment

Subacute Chronic
medical
care Acute illness
illness Chronic diseases
care
Acute care 2

63



Financial Impact of the
Medical Providers
The profit of medical provider should come
from patients’ wellness, not from patients’
sickness
Hospital is not only treat diseases, but also take
care people in healthy and sub-health
The integration of medicine and other
industries, e.g. ICT
It is growing in
Taiwan and worldwide

3

Patient-Centered Medical
Home Model (PCMH model)
 The use of technology for transitions in care
 Continuity that make specialist connection critical
 Care provider coordinates the care of the patients while
working with specialists and other health-care providers
 Recently signed into law by President Obama will
provide bonus payments of $44,000 to $64,000 to
physicians who adopt and effectively use EHRs from
2011 through 2015.

N Engl J Med 2009; 360;15 (April 9)
4

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N ENGL J MED 362;17 NEJM.ORG APRIL 29,2010

The PCMH combines :
 Traditional concepts of primary care (a personal
physician providing first-contact, continuous, and
comprehensive care)
 Newer responsibilities to systematically improve the
health of the medical home’s patient population (e.g.,
through the use of chronic disease registries,
information technology, and new options for
communication between patients and the practice).
5

Telecare at NTU Hospital
2003 Heart Failure Center
Telephone
communication

2009 Telehealth Center
Video Communication

6

65



Bio-info
monitoring at Visit clinic or
home under discharge
Doctor’s from ward
Self measurement DM
comment
done at home by Daily upload CAD
patient AMI
bio‐info to
call center Stroke
Sudden death
Arrhythmia
Bio‐info equipment

Saving
Digi‐data
Emergency Weekly visit
Case Abnormal
patient by signal
manager web cam

Bio-info
data Education about diet and
upload to medication; patient compliance
call center evaluation
and ICU

Case manager arrange clinic or Case Case manager arrange clinic or
Emergency appointment manager Emergency appointment
contact ICU 7

The Integrated Tele-Health Care

Industry collaboration & Consultation Patient basic data
Integration & Service Demography
Perspective research Health history
Cloud computing
enrolled date & other
Case mx Data Nursing evaluation
integration Admission record
plateform Follow‐up record
Clinical Document Architecture

Monitor strategy
Blood exam. record
Data transfer

Home device & Core data
Data Standard

data transition Prescription record
warehouse
Nuclear med. record

Data Standard Echography record

Cardio‐pul. Exam.
Basic pharmaceutical
research Other exam. record
8

66

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Telecare at NTU Hospital

Home gateway

Home sensors

Blood pressure ECG
Oxygenation Blood sugar

9

Bi-directional communication

10

67



Hospital monitor
Blood pressure Body weight

Oxygen saturation Body temperature

11

Case presentation (1)
 Mr. A, Male, 54 yrs
 At Amoy of Fukien province, China
 Taiwan Businessman; a heavy smoker
DM and Hypertension
 Family history of AMI, PAOD and heart failure
 Poor compliance of medicine

The patient has good condition under the
Telecare service

12

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Blood pressure control

13

Blood sugar control

14

69



Case presentation (2-1)

Mrs.B: Severe aortic stenosis
Baseline ECG

15

 Atrial fibrillation was noted during exertional dyspnea
 She was referred to a local hospital by telecare
manager. We also transfer the patient’s data to that
hospital for emergency treatment

16

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Case presentation (3)
 87 year-old female, Femur bone fracture, s/p operation
and discharge on 2009/10/6
 She had short of breath developed on 2009/10/12.
 Oxygen saturation was 75% …..
 Doctor diagnosed the patient with pulmonary embolism
 The patient was treated promptly

17

Case Presentation (4-1)

83 year-old male with DM, CAD, peripheral
arterial occlusive disease
Below knee amputation was suggested by
orthopedic doctors

18

71




Six months under the Telecare, the wound
changed to clean, and the foot skin is dry and
improved

19

The Growth Rate of
Patients in Telecare Center
by Month
From October 2009 to June 2010,
Accumulation

a total of 288 cases were enrolled.

Nov May

Patient number
20

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Ages Distribution of Patients

8‐95 year‐old
<20

21

Problems of Patients for
Telecare Center

22

73



Improvement of Blood Pressure vs
Duration of Telecare
Care Care Care Care Care Care

Blood pressure before Telecare Under Telecare

23

Improvement of Blood Sugar
vs Duration of Telecare
Care Care Care Care Care

The longer the care, the better the blood sugar

Blood sugar before Telecare Under Telecare
24

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Cost Saving of Health Insurance
Bureau for Patients in Heart Failure Center
Usual care HFC Care Change, % p

OPD fee, 6 month 321 354 510 424 +58.9% <0.001

Total admission fee, 6 month 8280 14446 5780 12547 -30.2% 0.016

HF admission fee, 6 month 5332 13276 3200 9815 -40.0% 0.033

Non-HF admission fee, 6 month 2948 7588 2279 8446 -22.7% 0.329

Total cost, 6 month 8722 14385 6040 12500
-30.8% 0.02
Total cost per month 1454 2397 1006 2083

OPD: outward patient clinic, HFC: heart failure center
Expressed by US dollars per patient
J Int Med Res. 2010;38:242‐252 25

Average Patient Pay (USD) /Day
for Patents in Telecare Center
Before After P
Telecare Telecare value
Daily total cost 31 41 19 38 0.003

Daily OPD cost 5 9 7 14 0.05
Daily admission cost 26 40 11 33 0.01
Daily ES cost 0.7 1.2 0.7 2.3 0.83
ES: emergent station

Monthly reduction 362(USD) per patient
26

75



Medical Use Statistics for
Patients in Telecare Center
Before Under P value
Telecare Telecare
Monthly admission 0.12 0.17 0.10 0.25 0.24
numbers
Monthly Admission 1.71 3.29 0.94 3.06 0.027
duration (day)
Monthly OPD visiting 1.60 1.45 2.02 1.65 0.011
numbers
Monthly ES visiting 0.09 0.13 0.10 0.28 0.54
numbers

OPD: outward patient clinic
ES: emergent station
27

Financial Impact for Patients in
Telehealth Center

Monthly rent
Group Content of sensors
cost (USD)
gateway ECG blood pressure blood
A group 95
sugar blood oxygenation

B group gateway ECG blood pressure 60

C group 85
oxygenation
D group 70
sugar

We will cooperate with ICT companies for the convenience,
efficiency & cost‐effectiveness research and development. 28

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Summary
Telecare provides convenient, efficient, and cost-
effective population care either they are healthy,
sub-healthy, or illness.
Further collaborative and integrated research
and development on both medical and non-
medical parts are necessary to ensure better and
more comfortable patient care, especially for the
mobile medical devices.
Industrialization is the future perspective.

29

Thank You for Your Attention

30

77



78


例理例

Case 5: Different Service Management of Incheon International
Airport, a 6-consecutive winner of Airport Service
Quality(2005-2010) Focusing on Network Management

Mr. Ho-Chin LEE
Executive Director
Commercial Marketing Group
Incheon International Airport Corporation
Republic of Korea

Airport Council
International Airport Service Quality

79



Abstract

Incheon International Airport has showed its proficiency as the World’s Best
Airport by becoming a winner of Airport Service Quality assessment of ACI
(Airport Council International) for 6 consecutive years from 2005 to 2010. One of
the main reasons to be the best service airport is its service network management
which differentiated Incheon airport from others. International airport by itself is a
place of multiple service providers more than 500 organizations. However,
passengers tend to believe an airport authority provides all the services. Thus it was
inevitable for Incheon Int’l Airport Corp. (IIAC) to integrate all the network of
service providers not only for meeting various passengers’ needs but upgrading
service quality also. Due to IIAC’s efforts to combine all the relevant service
providers, the committee for service innovation at Incheon airport could be created
made of seven government agencies, two domestic major airlines and airline
operators’ committee. The committee for service innovation contributed to create
passenger forecasting system which minimizes departure and arrival time through
cooperating with committee members, resulting in enhancing satisfaction of
passengers. More details of the committee’s results will be covered throughout this
paper.

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Presentation Slides

More than an Airport, Beyond Expectation
Different Service Management of Incheon Int’l Airport
A 6-consecutive Winner of Airport Service Quality(2005-2010)
focusing on Network Management

Ho-Chin Lee
Executive Director of Commercial Marketing Group
Incheon International Airport Corp.

Such a tiny island in Yellow Sea of Korea…
becomes the World’s Best Airport in the World…

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Incheon Int’l Airport is..

History of Incheon Airport

1992 1994 1996

92.06 : Master Planning 94.10 : Completion of Dike 96.05 : Passenger Terminal
92.11 : Site Preparation (13.4km) 96.12 : Runway

2000 2001 2008

00.06 : Basic Facilities 01.03 : Grand Opening 08.06 : 2nd Phase Open
00.07 : Start a Test-Run (3rd Runway, Concourse A)

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Overseas Media Reports

BBC World Russian National Media USA Today Business Week

Incheon Airport is No.1 Benchmarking Why can’t all airport Why Asia has the World’s
One of the most Airport in the World! Be like Incheon ? Best Airports, Incheon ?
attractive tourism points Russian airport must learn

oday -
USA T
cheon? -
Like In
All Airport Be
an’t - A CI -
W hy C It Bette
r?
d y Does
Nobo

Wall Street Journal Report (Feb 18th, 2011)

83



Interview with Chosun Media ( , May 3rd, 2011)

“Incheon Airport becomes the standard of airports
worldwide”

“I have been to Korea, I think
Incheon Airport is the best
airport I’ve experienced
ever”
CEO of Fentress Architect
Cultis Fentress “I want you to design the
same airport terminal in the
new development phase of
Los Angeles Int’l airport ! “

Mayor of Los Angeles , US
Antonio Villaraigosa

Major Award Accomplishment

[International Award]

2009

Global Traveler IATA Eagle Award SKYTRAX Airport Service Quality Business Traveler

[Domestic Award]

Winner of Corp. Ethics Most Admired Corp. Sustainable Growth Index

No. 1 in SOC companies
(Korea Management Association)

84

o

Success Factors

Success Factor #1 : Development

1 Limitation of Gimpo Int’l Airport’s Expanding
Int’ Airport’

Noise, Curfew and limitation of Expanding
Increase of Passengers and Air Cargo

2 Find a New Way : Development

Develop Airport Site forecasting passenger demand in 50 years
Foregoing plan faster than Open Sky Policies in NE Asia

3 Dramatic Change : The Biggest Construction in the History

Start the Construction of New Airport since 1994
Major Changes :
- # of Runways 1 2, Size of Passenger Terminal 396,000 496,000 , 5th Runway

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Success Factor #2 : Construction

Success Factor #2 : Construction

4 State-of-the-Art Technologies : Yong-Jong Island
State- of- the- Yong-

Fast Track of Design and Construction
Applying State-of-the Art Technology in construction

5 The Greatest Rehearsal : Countdown Grand-Opening
Grand-

Empirical Verification through sufficient Test-Runs of Operation
10,000 Test-run Operators, 25,000 Test-run Passengers
Kansai, Denver, Greek airports experienced failures in test-runs

Everybody expected Incheon would fail A Brave Attitude toward Challenges & Crisis
But Incheon surprised all over the World resulted in Successful Grand-Opening

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Success Factor #3 : Hardware + Software + Humanware

1 Convenient Facilities + Human Services

Applying Airport workers’ Opinions at Design stage
Minimize Airport Passenger’s Walking distance and
Maximize the Efficiency of Airport Operation

2 The Biggest Orchestra in the World

570 Corporations, 35,000 Airport Workers
Each agency’s effort to Enhance Service result in Improvement of Overall Service Quality

Government Agencies Airlines (68) Concessioners Suncontractors


3 Unified Airport Culture with Passion and Excitement

For employee’s well-being
Staff Lounge

Local Cultural Event in Airport Area
IIAC – Airline Sky Festival
Making a Friendship

For Mutual Trust and Unification A Program for the World’s Best
Airport Festival Airport
A Contest for Airport’s
King of Kindness

Employee’s Advice & Suggestion Consultative Groups representing Incheon Airport
Voice of Field Committee for Service Innovation & A.O.C.

Through Consultative Group, Mutual Trust & Unification
Self-motivate a Mind to Improve Service Quality !

87




4 Harmony & Unification

 Build a Partnership Unifying 35,000 airport workers
Improve Service Self-Motivated Best Practice
Upgrade employee’s well-being (21million USD/year)
Committee for Service Innovation

 Change into the Dynamic Corporate Culture
Everybody is Incheon Airport’s Customer

 Share a Common-Value with Local Communities
Build a Cultural Complex and High School
Hold a Sky Festival for local residents in Yong Jong Island
Build a Mutual Trust !

Better than Others

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Better than Others : High Tech

1 Speedy & Efficient Operation

 Fastest Immigration Procedure
Departure 16 min(vs. 60 min) , Arrival 10 min(vs. 45 min)
Transit Time : 45 min(vs. Beijing 120 min, Changi 60 min)

 World’s Best Airport Operation
CAT- b (Runway Operation with Visibility of 100 meter)
70,000 non-stop Operation of Aviation Safety System

 Ubiquitous Airport with Cutting –Edge IT system
Operate Unmanned Check-In and Immigration Process

Core Value : Fast, Safety & Convenience

Better than Others : High Tech

89



Better than Others : Human Service

2 Inspiration & Sincerity

 Airport with Culture and Art
Variety of Events in fashion, art and performance
A Traditional Culture Center and Events

 New Paradigm of Duty-Free Shopping
Up-Scale Shopping Services
1 billion USD revenue $35/passenger
$21 for Changi, $20 for Heathrow, London

 Differentiated Passenger Service
Passenger Forecasting System (D+2)
Providing Various Transit Passenger Services

Provide Differentiated Value !

Experiencing Various Traditional Korean Culture, art and performances at Incheon Airport

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Better than Others : A Successful Role Model

3 Never-Stop Learning : Continuous Research & Benchmarking
Never-

Benchmarking Service(Singapore) , Air Cargo (Hong Kong) , Commercial (Heathrow) , and etc.
Targeting Global Top 5 hub airport by 2015

4 Successful Public Company : over 150 million USD net profit for 6 years

Generate a lot of net profit every year returning profits to national government as a diviend

Becoming a Successful SOC Project !

Network
Management is…

91



Case Study of Network Management

1 Overview on a Committee for Service Innovation

Incheon Airport is a place of multiple service providers more than 500 organizations
▪ Visa processing : Immigration Office
▪ Customs: Korea Customs Service
▪ Inspection: National Quarantine Station
▪ Security : Airport Police, National Intelligence Service and etc.

Passengers tend to believe airport authority provides all the services above

Need to Integrate all the network of service
providers for (1) meeting various passengers’ needs and (2) upgrading service quality


2 Brief History of the Committee

Aug. 2000
- International Airport Operation Committee(IAOC) at Gimpo Airport
- Very limited function with no voting right, administered by national government

Grand Opening of Incheon Int’l Airport

Oct. & Dec. 2003
- Direct Presidential Order from President Rho to form a consultative group to increase
passengers’ satisfaction
- The committee mainly led by Incheon Int’l Airport Corp.
- Form a ‘Committee for Service Innovation’ for the first time in Korea

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3 Conflict & Problem-Solving
Problem-

Private-Public Cooperative Conflict
- Conflicts occurred due to multiple organizations’ interests
- Major Two concerns of Participants :
▪ Concerned participant’s intrinsic power/authority might be undermined
(Airline, Korea Customs Service, Airport Police and etc.)
▪ Curious about Effectiveness of Public-led Committee

Problem-Solving
1) Set up the Target for Service Innovation (Departure 45 min & Arrival 40 min)
2) Enactment of rules, regulations and pledges
3) Explaining the purpose of the committee and keep persuading and encouraging
each of organizations to participate in the committee


4 Formation of the Committee

 Decision-Making Process

Propose Working Session Main Session
Propose Working Session Main Session
Service Agendas Review Vote & Pass a proposal
Service Agendas Review Vote & Pass a proposal

93




5 CS (Customer Service) Workshop

Over 100 airport employees from 10 government
authorities, 8 airlines and 9 concessioners participated
in CS Workshop

- Discuss innovative ways to improve services
- Time of Sharing and Cooperation with a Win-Win approach


6 Successful Performance of the Committee : Passenger Forecasting System

16 min. in departure & 10 min. in arrival time

KISS = Korea Immigration Smart Service

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7 Network Management for Service Innovation

Passenger Number
Forecast System
Korea Immigration Smart Service
(Automated Immigration Clearance)

Upgrade
Service Quality &
(Blue Cap Service)
Customer Satisfaction


8 Conclusion

Network management is the key issue to improve public service quality

The Committee for Service Innovation is a symbol of integrating and networking to
enhance passenger’s satisfaction and operational efficiency.

95



Thank you

96


例例

Subsidy for Private School Tuition

Dr. Tomitaro KITAMI Esq.
Chief Executive Staff
Planning Office
Department of Policy and Planning
Osaka Prefectural Government
Japan

Tōru HASHIMOTO 2008

2010

2011
2011

97



Abstract

I. Overview

Since Governor Hashimoto’s inauguration in 2008, the Osaka Prefectural
Government has been challenging comprehensive reforms both in public policy and
governance areas. The educational reform reported here is the most representative
regarding its scale and nature.

Just after the Democratic Party of Japan came to power, the national
government established a local subsidy in FY2010 to waive public high school
tuition. The policy could be somewhat looked upon as dole-out policy based on
populism. However, Governor Hashimoto quickly responded to change it into a
more meaningful policy: a subsidy for private school tuition that introduces
competitive circumstances between public schools and private schools. Along with
the national program to waive public school tuition, Governor Hashimoto introduced
an original subsidy to make tuition free as well for private school students from
families having an annual income of less than 6.1 million which covers 50% of
all households by drastically expanding existing small subsidy to reduce private
school tuition. He also reduced private school tuitions up to 100,000 for students
from families with an annual income of less than 8 million which covers 70% of
all households.

The budget in FY2011 amounts to 11 billion (131 million US$) and will be
tripled on the completion of the program. The program is not only featured by its
enormous expenditures but also contains noteworthy innovations to educational
vouchers.

II. Background of the reform

In Japanese education system, high school is referred to as upper secondary
school. Though attendance in high school is not mandatory, 98.0% of junior high
school graduates entered high schools in FY2010.

The relationship between public schools and private schools is essentially
ambivalent: private schools can be competitors as well as cooperators for public
schools. Private high schools in Osaka have been cooperators for historical reasons.
Owing to the second generation of the postwar Baby Boomers, high school
enrollment rates steeply jumped up and dropped down from 1970s to 1990s peaking
in 1980s. Facing difficulty to meet anticipated demand for school facilities in 1970s,
Osaka’s Board of Education asked private schools for help to admit an increasing
number of candidates. Thus the enrollment quota was set to public and private

98

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schools, 70% and 30% respectively, in 1982 at the latest. As a result, competition
between public schools and private schools had been controlled. This caused various
problems to be solved.

III. Three aims of the reform

The Osaka’s educational reform reported here has three aims.

The first is to enhance educational quality by introducing competitive
circumstances between public and private high schools. Both public and private
schools in Osaka were ensured necessary enrollments as a whole unrelated to their
educational qualities.

The second is to enable students to choose high schools based on their wishes
and abilities regardless of their economic conditions since a large difference between
public and private school tuitions kept low-income students away from choosing
private high schools.

The third is to minimize fiscal expenditure by properly shifting student
enrollments from public to private schools. As public schools depend much more on
public funds than private schools, a fiscal burden would be reduced if student
enrollments shift from public to private.

IV. Innovations in the Osaka’s practice

The measure of the Osaka’s educational reform reported here is a subsidy for
private school tuition. The similar idea is known as an educational voucher. Many
countries have introduced it so far, some successfully and others not. From the
comparative survey, two elements are found important in order to realize proper
competition between public and private schools.

The first is the recipients’ eligibility as for income level. If recipients’ eligibility
is limited to low-income students, competitive effects will occur only in a small
group. On the other hand, in case recipients’ eligibility as for income level is not
limited, high-income families who can afford private school tuition will spend extra
money from the subsidy to their children’s out-of-school education resulting in
enlarged educational inequity.

The second is private schools’ autonomy for education. If subsidized private
schools’ autonomy for education is restricted and they are obliged to admit
candidates without their own selections, the private schools will become
"quasi-public schools" resulting in a loss of educational diversity. On the other hand,
in case private schools keep full autonomy for education regardless the subsidy, the

99



subsidy may be exploited as a bailout for private schools with managerial difficulties
by just raising tuitions as much as the subsidy.

To design the program most effectively, the Osaka Prefectural Government
conducted the “policy marketing research.” It sent out questionnaires to all parents
of first grade students in all prefectural high schools (43,000 families in 138 schools)
and estimated the number of parents whose choice for public school would have
been changed to private school if there had been tuition reduction. Then examined
income distribution of them and statistically analyzed how much amount of tuition
reduction affects the probability of choosing private school.

Based on the findings from the research, the program was designed as follows:

1. Recipient’s eligibility as for income level is introduced so as to make 50%
of all households are eligible for the free tuition program and up to 70% for
the reduced tuition program to avoid both giving extra educational
advantage to high-income families and limiting competitive effects to a
small group.

2. Private schools’ autonomy for education is maintained but restricted as for
their tuition-setting power to avoid both abolishing educational diversity by
making “quasi-public school” and exploiting the subsidy as a bailout for
private schools.

V. Results

The results are being examined carefully but considerable effects are shown:
the rate of private school-oriented candidates rose up to 27.02 points from 21.46 in
the previous year. In public schools on the other hand, some schools attracted more
candidates than ever while the majority of them could not recruit sufficient
candidates to meet their capacities.

100

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Presentation Slides

Introducing Competitive Circumstances
between Public Schools and Private Schools
Using a Subsidy for Private School Tuition

DR. TOMITARO KITAMI, ESQ.
OSAKA PREFECTURAL GOVERNMENT, JAPAN
MAY 25TH, 2011, TAIPEI

Outline
1. A Brief Overview of Education System in Japan
2. Aims and Measure of Educational Reform in Osaka
a. Three Aims of Educational Reform
b. Measure: a Subsidy for Private School Tuition
3. Osaka’s Innovations
a. “Policy Marketing Research”
b. Program Design
4. Results and Conclusions

101



A Brief Overview of Education System in Japan
Position of High School (Upper Secondary School) in the System

High school education is considered as de
facto compulsory education in Japan.
Fig.1

Position of Private School in the de facto Compulsory Education

Private schools have 30% share of enrollment
and complement necessary facilities in the de
facto compulsory education.
Fig.2

Fig.2

102

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Relationship between Public Schools and Private Schools

Total number of students hit its peak in 1980s and dropped steeply
and Osaka’s Board of Education asked private schools for help in order to
meet the increasing demand for school facilities in 1970s.
Fig.3

Aims and Measure of Educational Reform in Osaka
Three Aims of the Educational Reform

The First Aim

Enhance educational quality by
introducing competitive circumstances
between public and private high schools
➣ The enrollment quota was set to public and
private schools, 70% and 30% respectively, in
1982 at the latest.

➣ As a result, competition between public and
private schools had been controlled.

103




The Second Aim

Enable students to choose high schools
based on their wishes and abilities
regardless of their economic conditions
Table 1


The Third Aim

Minimize fiscal expenditure by
properly shifting student enrollments
from public to private schools
Table 2

104

‹p˜Lv|ˆhÿNŒ Session Two
o

Aims and Measures of Educational Reform in Osaka
Measure: a Subsidy for Private School Tuition

Two important elements to realize proper
competitive circumstances are found.
Table 3 Private schools'
Recipient's eligibility Undesirable concequences for Undesirable concequences for
autonomy for
as for income level competitive circumstances competitive circumstances
education

Restricted
Private schools will become
Not set (i.e. Private schools "quasi-public schools" and
Case 1
(All students) High-income families who can must admit candidates educational diversity will be
afford private school tuition without their own abolished.
will spend extra money from selection.)
subsidies to their children’s
out-of-school education Maintained
resulting in enlarged Susidies may be exploited as a
Not set educational inequity. (i.e. Private schools bail-out for private schools with
Case 2
(All students) keep full autonomy for managerial difficulties by
education including simply raising tuitions.
tuition-settiing power.)

Limited to low-income Competitive effects will be
Case 3
students limited to low-income class.

Osaka’s Innovations
a. “Policy Marketing Research”

A large scale research was conducted.
Statistically estimated and analyzed
Fig. 4

Fig. 4

105



b. Program Design

The details of the Osaka’s program
Fig.5
➣ National government has already
established a local subsidy to waive public
high school tuition in FY2010.
➣ Governor Hashimoto changed it into a
more meaningful policy by expanding
existing small subsidy:
Free tuition program for private school
students from families having less than 6.1
million annual income.
Tuition reduction program for students
from families with more than 6.1 million
and less than 8 million income. Their
tuitions are reduced up to 100,000.
➣ Total budget amounts to 11 billion (131
million US$) in FY2011 and will be tripled on
the completion of the program.

b. Program Design

Innovations regarding recipient’s
eligibility as for income level

➣ Avoid giving extra
Recipient’s eligibility as for advantages to high
income level is introduced so as income students.
to make 50% of all households
are eligible for the free tuition ➣ Avoid limiting
program and up to 70% for the competitive effects to
reduced tuition program. small group of
candidates.

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b. Program Design

Innovations regarding private schools’
autonomy for education

Private schools’ autonomy ➣ Avoid abolishing
for education is maintained educational diversity by
but restricted as for their making “quasi-public
tuition-setting power (i.e. school.”
private schools are obliged
to set their tuitions no ➣ Avoid exploiting the
more than 580,000 per subsidy as bailout for
year if participate in the private schools with
system). managerial difficulties.

Results and Conclusions

The results are being examined but
considerable effects are shown.
- The rate of private school-oriented candidates
rose up to 27.02 points from 21.46 in the
previous year.
- Some public schools attracted more candidates
than ever while the majority of them could not
recruit sufficient candidates to meet their
capacity.

107



108

立行

例7 流例
Mr. Wei Tat CHUA (Ryan), Manager, Employment Pass
Services Centre, Singapore
Mr. Tze Whei TEO (David), Senior Manager, PQS Processing,
Singapore
例8 力年例
Mr. Bryan ROGERS, Executive Director, Pacific Gateway
Workforce Investment Board, Long Beach, CA., U.S.A.
例9
料
梁料

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
立

Session Three

Moderator: Prof. Ning-Jye SHIH
Chair, Department of Public Administration, National Chengchi

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.

‹p˜Lv|ˆhÿNÿÿ Session Three

例流例

Case 7: Integrating Application Process and Redefining Service
Experience: Employment Pass Services Centre (EPSC) and
Employment Pass Online (EPOL)

Mr. Wei Tat CHUA (Ryan)
Manager
Employment Pass Services Centre
Singapore

Mr. Tze Whei TEO (David)
Senior Manager
PQS Processing
Singapore

2005 2009 Ministry of Manpower
Employment Pass
Employment Pass Services Center

IDEO “eye-dee-oh”
IDEO

111



Abstract

Between 2005 and 2009, the Ministry of Manpower (MOM) overhauled its
Employment Pass (EP) application process, which included revamping its EP
processing system for efficiency and redesigning the overall service experience at the
Employment Pass Services Centre (EPSC).

In our efforts to seek a significant breakthrough in service excellence, MOM
collaborated with the world-renowned design firm, IDEO, to embark on a
human-centered design approach to service experience. Instead of using
conventional data gathering surveys and focus group dialogues, the design thinking
approach uses field observation of how our customers interact with our services and
navigate our processes and systems. Insights are drawn from out-liers and extreme
users of our services to achieve quantum leaps in innovative solutions. The solutions
are then prototyped at low resolution through engagement with stakeholders before
finalizing them for implementation.

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o

Presentation Slides

Integrating Application David Teo
Senior Manager
Process and Redefining Ryan ,Chua Wei Tat
Service Experience Manager

Ministry of Manpower, Singapore
25th May 2011

Overview

Employment Pass Online
-Application Process Prior to new EPOL
- Driving forces
- Project Framework
- Challenges
- Addressing the challenges
- Outcomes/ Results

Employment Pass Services Centre (EPSC)
- Applying Design Thinking

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Application Process prior to new EPOL
Manual Application Submit via EPOL
Form + Supporting
Documents

Fax Supporting Documents

Check application and supporting documents in order
before is scanned, indexed, and coded

Manual Processing

Processing time 3 to 5 weeks

Driving Forces
Top Rising Volume of TransactionsValue
3 things that Customers
Total EP/ S Pass Transactions

Transactions have increased 2.5 times over 3 years
1,200,000
Rising Demand for • Responsiveness ?
1,000,000
global talent 1,000,000
– We listen and understand needs
800,000
– We are helpful and offer 633,382
alternatives
600,000
– We are efficient and speedy
478,482

400,000 350,614
• Accessibility
261,315

Shorter Business Cycles 200,000
– Our transactions can be done anytime,
0
anywhere FY06
FY05 FY07 FY08 FY10

• Competency
– We are transparent and clear
Increasing customer Customer Perception Surveys
– We help customers make informed
expectations Dialogue session with companies
decisions

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Driving Forces
Paradigm Shift from
“Government Knows best”
to
Rising Demand for Requires a Market Centric Approach
global talent Gate Keeper Model
Responsive to
Risk Management Model
Facilitative Regulating
to
Transparent Facilitating Informed Decisions
Shorter Business Cycles
Efficient

Empowering
To build a World Class Work
Increasing customer Work Pass Pass processing system that
expectations Framework enables employers to bring in
their global & specialist talent
quickly to meet their business
needs.

Project Framework
Formation of Project Team AAR / Post-monitoring

Conceptualization & Funding Official launch

Kick-off Meeting
- Objectives Pilot Launch
- Roles and Responsibilities

Training / Briefing
WPD, CRD, OCC
Requirement study

Prototyping Testing

Development

115



Managing Complexities
137 rules, 35 matrixes

Eg Australian, $5k, Mgr, N
D
ationality+R
escrip n
tio
ace
Points
PMES
Description Points D
Whitelist
escription Points
Com P
p rofile
Description Points D
Overall Sa
escription
lary
Points
EducationTier
Description Points
Y of Ex (m
rs p ths)
Description Points
A (O
ll thers) A SSO 1
C A Yes A Yes A >=7000 6 00 0
0 0 T1 9 0
00 0 >= 108mths 300

Curtin U, with 5 yrs exp in Malaysia
In hn
do-C
B
C
SSO 2
C
SSO 3
C
A
B
No B No B >=5000- 6999
>=3500- 4999
5 00 0
0 0

5 0
00
T2
T3
8 0
00 0

7 0
00 0
>=96- 107m
>=84- 95 m
ths
ths
3

2
00

00

SSO 4
C B >=3000- 3499 ND
R eg >=72- 83 mths
Spore SSO 5
C
SSO 6
C
B
B
>=2500- 2999
>=1800- 2499
4 0
00

3 0
00

2 0
00
ND
R ip
N C
ITEC ert
6 0
00 0

5 0
00 0

4 0
00 0
>=60- 71 m
>=48- 59 m
ths
ths
2

2

1
00

00

00

SSO 7
C B <1800 1 0
00 N TechC
R ert 3 0
00 0 >=36- 47 mths 100

SSO 8
C B O ers
th 2 0
00 0 >=24- 35 mths 100

SSO 9
C B 0 >=12- 23 mths 100

Stage 1:Identity Verification SSO X
C B <12 mths 100

Nt nlit +ae
aioa yRc PE
MS Wit lis
he t Cm Po
o p r file Oea S lay
vr ll a r Euaio T r Yso Ep(mh)
dc t n ie r f x t s
Dsr t n Pins Dsr t n Pins Dsr tio Pins Dsr t n Pins Dsr t n Pins Dsr t n Pins Dsr t n Pins
ecipio o t ecipio o t ecip n o t ecipio o t ecipio o t ecipio o t ecipio o t
A (Ohrs) A
ll t e SO 1
SC A Ys
e A Ys
e A > 70 600
= 00 000 T
1 900
00 > 18m s
=0 t h 30
0

Mlas
a yia B SO 2
SC A No B No B >50 -69 500
=00 99 000 T
2 800
00 >9 -17m s
=6 0 th 30
0

Stage 2: Points Allocation Ino h
d-Cn C SO 3
SC
SO 4
SC
B
B
Ntoat+ae500-4999M00
a nl yRc3 PE
i i >=
io i 3 3 r 4
n 49
S
50 T Wes0 >8 -9oth r2ie
3 h l 0 =4 C p o0
i 70t
ti0 5m s fl
mP 0 OrlSlr EuaoTr Y oEpms
v a a y dct ni r f x( t )
el a
Dsr t n P>t00Ds9pio00 PinsNDsr to6000o>7 -ecipsn200ot Dsrpio Pins Dsr t n Pins Dsr t n Pit
ecip o=s0 -ecit n 0 ot RDgipin Pins 2Dsmt Pi s ecit n ot ecip ot ecip o s
ec
e 0 t 8 rth
= 3 io n io io n
i e s h

SO 5
SC B >20 -29
=50 99 30
00 ND
R ip 500
00 >6 -7 m s
=0 1 th 20
0
A(te) A SO1 A
ll O r
hs SC A Ys A Ys
e
SO 6
SC B
e
>10 -29 20 N E Crt 400 >4 -5 m s 10
=80 49 00 ITC e 00 =8 9 th 0
M yia B <80SC 1000 ARTchCrt 30000B=6-47m s 100 B
as
la
Risk Managementmhths 300
>70 600 T 900 >18 ts
=00 000 1 00 =0

Policy Matrices- eg
SO 7
SC B 10SO2 N e Neo >3 N o
th >50-69 500 T 800 >9-17 30
=00 99 000 2 00 =6 0m 0
SO 8
SC B InoCn C SO3 B Ohrs 20000 >24-35m s 100
d-h SC te = th Matrices-5000 T3 70000 >=84-95mhs 200
>30-49 eg
=50 99 t
determining category
SO 9
SC B
SO4 B
SC
0 >1 -2 m s 10
=2 3 th 0
Blacklist499checks,=72-83mhs 200
>30-3 40 NDg 600 > t
=00 00 Re 00

Stage 3: Processing SO X
SC
Nt nlit +ae pass, Wit lis
of PMES
aioa yRc
B
allowable
he t
Dsr t n Pins Dsr t n Pins Dsr t n Pins
ecipio o t ecipio o t ecipio o t
CmPoile
o p rf vSO5 r
r llS
a a
<2m s 10
1 t
h 0
OeSC lay B Euaio T r Yso Ep(mh)
dc t n ie r f x t s
Dsr t n Pin Dsr t n Pin Dsr t n Pins Dsr t n Pins
ecipio o ts ecipio o ts ecipio o t ecipio o t
>20-29 30 ND 500 >6-7ms 20
=50 99 00 Rip 00 =0 1 t 0
dubious2499operating9mhs 100
h
SO6 B
SC >10- 20 NECr 400 >4-5 t
=80 00 IT e 00 =8
Ct
A (Ohrs)duration,s allowable
ll t e A SO 1 A
SC Y
e A Yse A > 70 600
= 00 000 T
1 900 > 18m s 30
00 = 0 t h 0
a yia B
Mlas SO 2 A
SC No B No S99 B T 80000 >96-10 mh 300
B >50SO7 500C
=00-69 000 2 = 7 ts addresses,Nhigh>=36-47mhs 100
<80 10 Rehet 300
10 00 TcCr 00 t
Ino h occupation within
d-Cn C SO 3 B
SC >30SO8 50B T
=50-49 00
S99
C 3 700 >8 -9 m s 20
00 = 4 5 t 0h
SO 4 B
SC >30 -39 40
=00 49 00 N Dg 600 >7 -8 m s 20
Re 00 = 2 3 t 0h risk coy profile,00 >=24--35mhs 100
Oe 20
t r 00
hs t
industry, skills in
SO 5 B
SC
SO9 B
SC
>20 -29 30
=50 99 00 N DR ip 500 >6 -7 m s 20
00 = 0 1 t 0h
>1 2ms 10
=2 3 t 0
h
security checks <12mhs 100
Stage 4: Support by VA* demandSO 6 B
SC
SO 7 B
SC <80
10
>10SOX 20B N E Crt 400 >4 -5 m s 10
S49C
=80-29 00 ITC e 00 =8 9 t 0
10
00 N Tc Crt
R eh e
h
300
00 >3 -4 m s
=6 7 t h
with ICA, ISD 10
0
t

SO 8
SC B Ohrs
te 200
00 >2 -3 m s
=4 5 t h 10
0

SO 9
SC B 0 >1 -2 m s
=2 3 t h 10
0

SO X
SC B <2m s
1 t
h 10
0

Stage 5: Final Review Processing Officer has opportunity to
intervene and review case at each
stage

Example: Points Matrix
• One of the 35 matrices in use • 67,200 possible permutation
• All parameters are configurable, • 4,032 final groupings
enabling quick changes
• Matrix designed to
7 criteria to determine P/Q Points: accommodate 12 criterion
with 10 grading each
• Eg: Years of Experience,
Occupation, Overall Salary,
Education Level…

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Risk Management Approach
- Company Profiling
candidates

Review Reject
High risk

Approve Review
candidates
Low risk

Low risk companies High risk companies

Harnessing Technology for Efficiency
Faster Processing Time
•Outcome within 1 week vs hardcopy submission (5 weeks)

One Stop Access to all Work Pass Services
Whole suite of services available with minimum touch points
Linkages to >10 government agencies

Customer-centric
Features, eg e-payment facilities incorporated based on feedback
User friendly interface
SMS Alerts when outcome is ready

Higher Consistency & Accuracy
In spite of high volume & complex processes, human error is greatly
reduced in decision making

117



Faster Processing Time 
Economic Gain
•Estimated Economic Gain for companies due to reduction in processing
processing
time from 3 weeks to 1 week:

EP/ SPass Application: Economic Output: (Based Economic gain
on EP/ SPass mean salary of
$3000 – assuming 2 weeks’
saving)

X =

200,000 /year $1500 200,000 x $1500 = $300
million a year

Fastest Processing Time in the World
Country Processing time

Singapore 1 week

China 2 weeks

Malaysia 3 weeks

Hong Kong 4 weeks

Taiwan 4 weeks

South Korea 5 weeks
(4 weeks to process work visa and 1 week for
residence visa)

UAE 6 weeks
(2 weeks to process work visa and 4 weeks for
residence visa)

UK 14 weeks

USA 30 weeks

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03

Applying Design Thinking
Setting up of Employment Pass
Services Center
(EPSC)

A human centred view that begins
with people’s needs

119





120

Session Three
o

Design Thinking – the Process

Past Achievements

A World Class Processing System
• Efficient – Handle large vol of txs faster
than any country

• Responsive – Meet the needs of Government,
Employers & Stakeholders

• Accessible – Anytime, Anywhere

121



WHEN PEOPLE
ARE ALL YOU
REALLY HAVE

1
9

PEOPLE FOCUS

122

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PEOPLE FOCUS

PEOPLE FOCUS

123


From Customers’ Lens

Let’s consider what it feels like to walk
In the shoes of a customer trying to get
an Employment Pass today…

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“ It’s like if they baked a pie and said ‘I
give you the pie – eat it.’ If you tell
them it’s too salty, they say ‘drink
more water’. We want to have an
influence, but it’s not a dialogue.”
BOBBY

Benchmarking Great Service
UMPQUA APPLE GENIUS BAR

125



Benchmarking Great Service
RESTAURANT MODEL SELF-SERVICE MODEL

ASSEMBLY LINE MODEL [AIRPORT] MALL MODEL

The team did a whole bunch of work

Research – Observations and
interviews

Brainstorming

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Designing and Building out ideas

Prototyping .
Testing it with stakeholders….

127


Rapid Prototyping

FAIL EARLY TO SUCCEED SOONER

THE PROTOTYPE SPACE
On Thursday last week, we validated our ideas
with a number of simulated customers.

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Putting it all together …

129



Check In Kiosks

130

‹p˜Lv|ˆhÿN Session Three
o

Arrival Lobby

Arrival Lobby

Enrolment Bar

131



Family Cabanas

Design Concepts
1 Give certainty to customers
- An e-appointment system for customers to plan
their arrivals and ensure a managed flow all day.

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Design Concepts
2 Be personable
- have a Q system that addresses a person by
name, not a number

Design Concepts
3 Set People up for Success

133



Design Concepts

3 Set People up for
Success
- Enable customers to make
one decision at a time in the
EPSC, through:
i) Pro-active assistance of
roaming ambassadors from
the moment customers
arrive

Design Concepts
3) Set People up for Success
ii) Deliberate space design

- The Arrival Lobby
• A space where customers have the
chance to transit from the rush of the
outside world to waiting inside the
EPSC

- The Waiting Area
• where customers can relax for a
moment, talk with friends, meet new
people and even get some work done

- The Enrolment Bar
• where customers come to give their
fingerprints & enrol for their
Employment Passes
Enrolment
Bar

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Design Concepts
4) Understand needs & complexities,
maximise value for the customer

Family Cabanas –
A space designed
specifically for
family groups &
those who are
physically
challenged

Design Concepts
5 Life goes on as usual; make waiting useful
– Internet Kiosks, pipe-in music, Audio/Video
shows about Singapore (MICA & STB), News
updates
– Caricatures/Drawings with synopsis on EPSC
windows
– Engage in Community connections

135



“ The office has the best private sector standards of
cordiality, combined with a public service spirit rare in the
private sector. The personnel and process are efficient,
rational, friendly and welcoming! Bravo! Far ahead of the
USA and UK!”
Dayan Jayatilleka
ISAS/NUS

"MOM, is the best
public service
department ever. I
have seen many and
without doubt the best
worldwide. Kudos!"
Alexander Liew

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“I am a French and Canadian citizen, and I have been
exposed to many diff govt systems; I found your office, the
ambience and level of politeness exceptional. Well done!!”

Rangoni Pascale
“Atmosphere and ambience and experience is like 5 star
hotel check-in. Fantastic!”
Oliver Carno Han

“ Having lived in Europe and Asia for many years, my
opinion is that Singapore is vastly superior in this
situation. Countries should observe & learn. Thank you.”
“I have lived in many countries and this experience was
outstanding in comparison. “
Mary Vander Heiden & family

137



"As a foreigner, this experience is a great introduction to
Singapore and leaves a great first impression. Keep up the
good work! This does not feel like a normal civil service, but
a professional customer service organization."
Tai Yen How
“This new place is quite amazing. All the personnel are truly
courteous, knowledgeable, helpful & most of all
professional. Hats off to the excellent service offered here.”
Krishnan Sivakumar

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Employment Pass Online (EPOL)
Fastest Work Pass Processing Time in the World

 Merit Award in the National Infocomm
Awards 2008 in the "Most Innovative Use  Government Technology Awards
of Infocomm Technology (Public 2008 in the “Business Process”
Sector)"

Work Pass Division

Winner of PS21 Excel GOLD Award 2010
and Minister For Manpower Award

139



EPSC Showcased in Ethos Aug 2010

Learning Visits Hosted by the EPSC

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Thank You
Questions & Answers

141



142


例力年例

Case 8: Creating a Youth-Centric Career Center--Workforce
Development Policy in Long Beach, California USA

Mr. Bryan ROGERS
Executive Director
Pacific Gateway Workforce Investment Board
Long Beach, CA.
U.S.A.

 29% 18 18 24 11


20%

 2006 2007 24%
25%

Workforce Investment
Board Youth Council

2008 2009

143



Abstract

I. The Challenge: Idle Youth Need to be Engaged

With a population of approximately 500,000, the City of Long Beach is an
exceptionally vibrant and diverse medium-sized, urban community. Like most
urban centers, the City faces numerous challenges in providing collective health,
safety, economic development, infrastructure, education, housing, and resident
services. However, Long Beach is known for its determined commitment to reduce
crime, to improve social and educational outcomes, and to strengthen the local
economy.

While the City is particularly strong in its focus and commitment to engaging
youth in civic strategies, young adults remain a significantly challenged group:

 Approximately 29% of Long Beach residents are under the age of 18, with
an additional 11% aged 18-24.

 While most youth engage in productive activities and demonstrate positive
behaviors, roughly 20% of Long Beach youth aged 16–24 are completely
idle – neither enrolled in educational nor employment activities.

 High school dropout rates (estimated at 24% in 2006-2007) and youth
unemployment rates (estimated at more than 25% for 16-19 year-olds).

The City’s Workforce Investment Board and its Youth Council are
mayor-appointed entities that set policy and guidance for investment and planning in
strategies that connect youth with education, workforce development, and local
industry. In hopes of reaching young adults in need of the support of their
community to avoid delinquency, gang involvement, and other at-risk behaviors that
put families, communities and youth at-risk, 2008 and 2009 became pivotal years in
advancing important strategies to ensure youth-driven, youth-connected workforce
service design and delivery.

II. THE SOLUTION: A CLEAR VOICE IN THE MESSAGE

Building a stronger, youth-driven strategy became the clear and overarching
need and basis for the project’s objectives. Expanding the City’s commitment to
include the voice of young adults in driving that vision became key to our success
and solution. As documented below, the youth workforce program developed
various methods to gain the opinions of young adults in our community, built upon
existing public and private community collaborations, effective management of
municipal resources and innovative government policies. This youth development

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strategy and its project components are and were funded by federal workforce
investment and community development block grants.

Literally a Voice

The City’s Youth Council had always included seats for “youth reps.” However,
with additional appointments of high school and post-secondary education students,
we created additional input and new ways of thinking about our young adult
customers. New youth representatives brought surprising energy and opinions to
meetings and problem-solving discussions, invigorating the planning and
implementation processes. Focused on learning and contributing, these young
adults expanded their horizons and became involved in other municipal activities,
such as serving for the Commission on Youth and Children and Long Beach Youth
Fund Committee - a grant program that provides funding for projects approved by
the Commission on Youth and Children that are designed, planned, and implemented
by young adults.

Crafting Messages to Reach Other Young Adults

The City piloted a program for youth development of very at-risk youth,
engaging them in intensive strategies. Through that effort, we asked the youth group
to design a youth-centered – and youth-driven – campaign. The results were
simply crafted messages: youth getting respect; education; assistance; the truth; etc,
through our programs. The messages, on billboards, bus shelters, postcards, web site,
and other media, featured photos of those same youth, and became the backdrop for
the new “Get Educated…Get Experienced…Get Employed” campaign that became
the theme of the new Center.

Creating a Space for Youth

A re-design of the Center’s physical space led to many questions about what
such an education and career resource could and should be. To better connect the
possibilities, the City partnered with the Long Beach Unified School District and its
Lakewood High School’s interior design students. The students, in partnership with
the selected architect, organized into five teams to create designs and layouts for the
Center. The goal was to reflect the type of space young people might be drawn to
or one in which they would be likely to invest time. The City subsequently made
decision to hire young adults for its intake and resource assistant positions so that
young people entering the Center instantly related and connected to the space.

Youth Talking Workforce Development to their Peers

145



In order to show logical connection of education, experience and employment
in a young person’s success, the Center wanted to translate existing labor market
information into data more engaging for youth. The City and the Center partnered
with the local YMCA and its social enterprise/youth-staffed Change Agent
Productions, a digital arts and consulting firm. The City provided its top industry
sectors and basic industry data, and asked for a strategy on translating that
information into something meaningful and interesting to young adults. The result:
Youth Workforce Development – a 40-page glossy magazine distributed to middle-
and senior-high schools, libraries, bookstores, community and faith-based
organizations, and other youth-serving entities.

III. THE RESULTS: INCREASED ENGAGEMENT

Services have been transformed by these efforts to connect with young adults in
more meaningful and relevant ways. A quick survey of the effects and impact:

 Launch of the Center has resulted in a very engaging, exciting space that
clearly connects with young people, which through partnership with the
Unified School District, LB Job Corps, the YMCA, seven newly chosen
service providers, and business, has resulted in more than 5,000 youth
proactively accessing services.

 More than…2,000 participated in the Center’s job opportunities fair…660
youth participated in work readiness training…200 gained work experience
through the support of our County Supervisor…350 youth were placed into
industry internships…300 joined the City and Mayor for job shadowing
opportunities at local employer sites that directly connected to career
technical education paths…and more than 200 received direct job
placements with employer customers who took advantage of the Center’s
preparatory efforts.

 The Youth Council has adopted a formalized Work Readiness Credential
ensure to employers that our young adults are job-ready.

 The communications strategies have actually begun to change with the youth,
branching into social media/technologies even more relevant to our
customers.

 The Youth Workforce Development magazine was a hit with young adults,
educators, etc. Requests for additional copies, onsite field trips to the
Center to see elements of the magazine come to life, requests by Borders
Books to have the magazine placed at its LB stores, and inquiries about

146

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subscription opportunities, has led to Vol. 2 and 3, a business enterprise that
will create revenue for the team and offset production and service costs.

And perhaps most important is something that cannot be bulleted or itemized.
The young people directly involved – those who provided input through the Council,
designed the new Center, created and implemented youth-based communication
strategies, assist peers everyday with resources – continue to benefit from the
confidence and self-esteem that is a natural outgrowth of their experiences. These
are outcomes that make the investment in engagement worth the effort, and ensure
that more young adults will be contributing creative answers to the challenges the
City faces.

147



Presentation Slides

Creating a
Youth‐Centric Career Center

Workforce Development Policy in
Long Beach, California USA
Bryan Rogers, Executive Director
www.PacificGatewayWorkforce.com

Why Workforce Development

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Workforce Policy Approach
 Industry Sector Focus
 Demand‐Driven
 Flexible and Dynamic
 Co‐Investment: Public‐Private
 Multiple Audiences; Multiple Strategies
Adults, Youth, Business

Employment Services • Youth Development • Business Solutions

Youth Development System
 Public Funding Base – Federal, State
 Local Delivery System
 Leveraged Investments with Others
 Mix of Interventions and Industry Solutions
Balancing a “Supply/Demand Equation”
 Youth Opportunity Center at Center

149



The Conditions
 More than 1/3 of Residents Aged < 24
 20% of Youth, 16–24 “Idle”
 High School Dropout Rates Estimated at
20%
 Youth Unemployment Rates Estimated at
More than 25% for 16‐19 yos
 Disconnect of Changing Industries to Skills

Reinventing Youth Services
 Challenging Conditions
 Loss of Dedicated Building Space
 Youth Unemployment Edging Upward
 Challenge of Doing the “Basics” or More
 Need for Bold Strategies around Career
Pathways

 Numerous Ideas Presented

150

‹p˜Lv|ˆhÿN Session Three
o

A Voice at the Table
 Additional Representation of Students on
Appointed Youth Council Body
 New Energy and Opinions in Meetings and
Problem‐Solving Discussions
 Invigorated Planning and Implementation
Processes

Relevant Messaging
 Youth Cohort: Youth‐Centered Campaign
 Outcome of Simply Crafted Messages that
Resonate with Youth
 Billboards, Bus Shelters,
Postcards, Web Site,
featured the Youth

Get Educated • Get Experienced • Get Employed

151



Creating a Physical Space
 Re‐Design of Youth Opportunity Center
 Opportunity to Engage Youth in Creation
 Local High School Interior Design Students
Took on as Project
 Five Design Teams
+ + Architect Pitched
 Chosen Design Used
Incorporated All

Creating a Better Space
 Opportunity to Upgrade the Vibe for Youth
 Decision to Hire Young Adults as Resource
Assistants for the Young Customers
 Allow Young People
Entering the Center
to to Relate and Connect
to the Space

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Understanding Career Pathways
 Allow Youth to Share with Peers
 Show Logical Connection of Education,
Experience and Employment
 Translate Labor
Market Data into
Engaging Info
 Partnership with
Social Enterprise

Understanding Pathways

153



Ensuring A Relevant Product
 Adoption of Work
Readiness Credential
 Facilitated Training;
Proctored Testing
 Measures 4 Areas
of Competence
 Relevance of Entrants
to Employer

Ensuring A Relevant Product
 Road Trip Nation Partnership
 Complemented by Dynamic
Career Exploration
 Connect with Industry
Leaders to Job Shadow,
Discover Possibilities
 45 Hours Minimum Between
Two Components

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Maximizing Technology in Services
 Web‐Based
www.HireLB.com

 Service
Registration
 Labor
Exchange
 Customer
Tracking

2010 Service Levels/Outcomes
 1,300: Youth Training Positions/Business Internships
 465: Intensive Academic Interventions through
Career Academies, Green Jobs Corps (including
returns to High School/GED)
 450: Work Readiness/Exploration & Credentials
 325: Placed in Permanent (Unsubsidized) Jobs
 Federal Placement, Retention, Education Goals Exceeded
 Gold Winner – National League of Cities Award, Municipal
Excellence

155



For More Information
Bryan Rogers, Executive Director
Bryan.Rogers@longbeach.gov
www.HireAYouth.com
www.RoadTripNation.com

156


例
Case 9: Innovative Services for Taxpayers Using Information
Technology

Mr. Chun-Jung SU
Director-General
Financial Data Center
Ministry of Finance
Taiwan, R.O.C.

Mr. Tony SHIEH
Director of Division One
Ministry of Finance
Taiwan, R.O.C.

5

1968
1987
40

CMMI-ACQ

ISO
27001

5

157



Abstract6

In Chinese Taipei the use of information technology to provide innovative
services to taxpayers and to facilitate tax administration can date back to 1968, at that
time the Ministry of Finance set up the Data Processing Center(DPC) to govern the
use of information technology in tax and finance related activities, in 1987 DPC
renamed as the Financial Data Center(FDC) until now this agency has pass through
several stage in introducing information technology to enhance convenience,
effectiveness and efficiency for taxpayers and tax administrations.

In line with the development of information technology, during last 4 decades the
FDC had also developed a lot of computer systems using cutting-edge information
technology at each stage, and some of those computer systems could be treated as
milestone in the history of our information technology utilization, major events that
marked our IT history are listed as following:

1. 1968 installed CDC 3300 mainframe

2. 1969 developed pilot system for income tax data processing and introduced
Optical Character Reader

3. 1970 Upgraded CDC 3300 into multiprogramming system and established
household registration file for the whole population

4. 1971 developed individual income tax return system and put to use

5. 1975 developed business income tax return system and put to use

6. 1976 implemented business tax system and put to use

7. 1979 implemented land value tax system and put to use

8. 1980 implemented business income tax system and put to use

9. 1983 implemented system for cross check on invoices received and issued
by business

10. 1984 implemented revenue collection management system, system for
nationwide personal property data consolidation, office automation system,
and income assessment system for aliens

11. 1986 implemented off line data entry system on local revenue services

12. 1991 implemented nationwide personal property data consolidation network

6
The full report of this case presentation, please see the appendix 3.

158

o

system, system for restriction on departure of tax delinquent, and system for
authorization of individual income tax remittance

13. 1992 set up information security principles and introduce anti-virus software,
implemented system for individual income tax refund by direct transferring
between banking accounts

14. 1993 set up data link between mainframes of Financial Data Center and
Directorate General of Customs for nationwide property consolidation data
inquiry, set up intranet among Financial Data Center and National Tax
Administrations, developed case selection system for business income tax
compliance investigation

15. 1994 implemented data base system for business tax filing assessment

16. 1997 developed system for cross check on invoices received and issued by
business, and system for tax payment via ATM

17. 1998 implemented data dictionary for data management

18. 2004 set up network for tax information systems

19. 2006 FDC was awarded ISO 27001 certification for information security
management system, and developed electronic invoice service platform for
business transactions

20. 2007 FDC launched a national tax information system reengineering project
to modernize the whole system

21. 2008 FDC was the first government agency awarded CMMI-ACQ
certification in the world

From information technology point of view, above-mentioned milestones also
shows that our use of information technology evolved from centralized mainframe
system, the use of data base, networked information system, object oriented language,
client server architecture based information system, and finally to web-based
information system, this evolution process matched the development of information
technology, but in order to use new technology effectively during each evolution stage,
it cost us a lot to train related personnel to familiar with new technologies, but as
information technologies more and more popular, it is necessary for us to keep up
with the cutting edge technology to develop useful and convenient system to meet
requirements of most civilian.

As new information technologies emerged faster and faster, there were more

159



and more systems were outsourced in the FDC, and in order ensure that contractors
could deliver products meet our expected costs, quality and schedule, we are the first
government agency in the world that introduced CMMI-ACQ system to guide us in
managing contractors, besides in order to prevent information security incident from
breaking out, we also set up ISO 27001 information security management system in
addition to information security infrastructure such as fire wall, anti-virus software
etc. so that we can ensure safety and privacy of personal information in our data
base.

160

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Presentation Slides

Innovative services for taxpayers
using information technology

CHINESE TAIPEI
Chun – Jung Su
T O N Y S H I E H

Outline
1 Evolution of use of Information Technology

Strategies to create innovative services

3 Channels for Business requirements collection

Innovative services

Issues

Solutions

Conclusion

161



Evolution of use of information technology

Mainframe architecture Client server architecture Web architecture Cloud computing
Hardware

File structure Data base Data warehouse
Data structure

Batch mode OLTP mode OLAP mode
Operation mode

Evolution of use of information technology

Physical separation network architecture

162

o

Strategies to create innovative services

Driving foreces
Business New
requirements technologies

Evaluation

Replacing
Strategies Continuous
Integration Old
improvement
technology

Expanding scope
Goals More convenient
of IT services

Channels for Business requirements collection

Toll free customer service number

Citizen opinion e-mail box

On line service applying on e-tax portal website

Host symposiums by national tax administration

Formal missive

163


Innovative services

E-filing

E-payment

Web services

Pre-assessment of individual income tax

Deduction data digitalization

E-invoice

Different methods of tax return filing

164

o

Operation of the electronic filing system

1. Connect PC to the internet

Taxpayers 2.Authentication
(citizen Certificate)

Servers

3. download income & deduction data

Customer Service
(toll free number) 4. Check and Verify
(tax calculated automatically)
6.Pay tax
5. OK confirm

New services of e-filing

165



Tax payment channels

1 Fund transfer via designated banking account

Fund transfer via ATM

Credit card payment

Fund transfer via telephone banking

Fund transfer via financial chip card

Cash payment via convenience store or banks

Services on the website
e-Government Service Portal
(GSP) www.gov.tw
e-Government Integrated Services
The internet

Public Network
Public Network
Government Service
Network

e-Tax Portal
etax.nat.gov.tw
Taxpayers

E-Housekeeper Service

5 National Tax 23 Local Tax Revenue Taxation
Administrations Services Data Base
Financial Data Center (FDC)

166

o

Services on the website

1 Application form download

Online tax services applying

Trial assessment of related charge

Tax information inquiry and progress of applied
services inquiry

Data exchange among government agencies

Announcement of tax related information

Pre-assessment of individual income tax
Qualified taxpayers for this service

1.their income subject to tax withholding, or their income
come from stock dividends or written articles…

2.their exemption come from bringing up their lineal
relatives

3.their deduction come from standard deductions

167



2 stages deduction data digitalization

Digitalize
Deduction data

special deduction
deduction for 福福
for the Donation
Stage 2 deduction for losses from
disabled or deduction
handicapped
medical expenses disaster 利

deduction for
Stage 1 insurance
tuition deduction interest on
premium deduction
a house mortgage

e-invoice
Replace paper invoice
vision Create efficient business environment
Environment protection &reduce carbon signature

Reduce transaction cost
business Automate accounting and
consumer
financial management
government Promote e-commerce Reduce transaction cost
Facilitate e-tax & e-auditing Easy invoice collection
B2G B2C
More accurate policy Easy checking invoice
making B2B
B2G lottery
B2C
Reduce transaction cost
business Automate accounting and
financial management
Promote e-commerce

e-invoice platform

168

o

Issues

Software reusability

Processes integration

Information Security

Decision support

Incompliant cases
17

Solutions
Use service oriented architecture to increase software reusability

Use web architecture and business process management tools to
integrate related processes

Introduce data base firewall and application firewall to enhance
information security

Set up data warehouse, and executive information system to collect
and consolidate related information for decision making

Use data mining tools to identify potential incompliant cases

18

169



Conclusion

Innovation

Convenient
services
Continuous
Improvement Integration

Thanks for
your attention!

170

Guests Introduction

致詞貴賓（DISTINGUISHED GUESTS）
Premier WU, Den-Yih
Mr. Den-Yih Wu has been appointed as Premier of
（吳敦義院長）
the Executive Yuan, which is the highest
administrative organ of Taiwan, R.O.C., since 2009.

Premier Wu was also the vice chairman and the
secretary-general of the Kuomingtang (KMT), one of
the major political parties in Taiwan. He was also
the mayor of Kaohsiung City and the magistrate of
Nantou County. He holds a bachelor degree in
history from National Taiwan University.

Minister CHU, Chin-Peng
Dr. Chin-Peng Chu has been appointed as Minister of
（朱景鵬主委）
Research, Development and Evaluation Commission
of Executive Yuan, since 2009. The commission is
a staff organization responsible for policy research
and development, policy planning, policy supervision
and evaluation.

Dr. Chu is a professor of Public Administration at
National Dong Hua University and was also the
deputy mayor of Hualien County. He holds a
doctorate degree from Justus-Liebig University in
Giessen, Germany.

Prof. SU, Tsai-Tsu Prof. Tsai-Tsu Su is a professor in the Department of
（蘇彩足主任）
Political Science of National Taiwan University as
well as the director of Taiwan Public Governance
Research Center, Taiwan, R.O.C. Prof. Su is also the
adviser of Research, Development and Evaluation
Commission in Taipei City Government.

She was an assistant professor at Sate University of
New York. Her specialists are finance administration,
public administration and policy. Her publications
can be widely read in many international academic
journals. She holds a doctoral degree in Public
Policy from Carnegie Mellon University.

173


演講嘉賓（GUEST KEYNOTE SPEAKER）
Prof. CHOW, Edward H.（周行一）
echow@nccu.edu.tw
Current Position:
 Professor, Department of Finance, National
Chengchi University, Taiwan, R.O.C.
 Director of Investor Research Center of the College
of Commerce of National Chengchi University,
Taiwan, R.O.C.
 Chairman, Editorial Board, Harvard Business
Review-Complex Chinese Edition
Professional Experiences:
 Prof. Chow now also serves on the board of Executive Yuan’s National
Stabilization Fund, on the Board of Asian Finance Association, on the Executive
Yuan’s Managing Board of Financial Restructuring Fund, on the Board of
International Development and Cooperation and Development Fund, on the
Board of Gre Tai Securities Market (one of the two stock exchanges in Taiwan).
He also serves as the independent director of Polaris Securities Group, as a
member of Asian Shadow Financial Regulatory Committee, and on the Listing
Board of the Taiwan Stock Exchange.
 Before joining National Chengchi University, Prof. Chow taught at Santa Clara
University in California and National Central University in Taiwan. Prof.
Chow was also the Dean of College of Commerce and the Chairman of
Department of Finance of NCCU. He also served as the commissioner of
Research, Development and Evaluation Commission of Executive Yuan of ROC,
and served on the Board of Securities and Futures Investors Protection Center,
on the board of Boston Bio-Tech Venture Capital Company, on the board of
China Development Industrial Bank Holding Company, on the board of Taiwan
International Securities Company as an independent director, and on the Board
of Directors of the Securities and Futures Institute of R.O.C..
 Prof. Chow received MBA and Ph.D. degrees from Indiana
University-Bloomington. He published in academic journals such as Journal of
Business, Journal of Banking and Finance, Journal of Financial Research,
Pacific Basin Finance Journal, etc. He also published two important textbooks
on investments and economics, two popular books on personal finance, and a
monograph on corporate governance. He regularly advises public and private
institutions and writes columns for major newspapers.

174

Guests Introduction
o

發表貴賓（GUEST SPEAKERS）
CHEN, Ming-Fong（陳明豐）
 Superintendent, National Taiwan University Hospital,
Taiwan, R.O.C.
 mfchen@ntuh.gov.tw
 Prof. Chen also serves as the attending physician of
Department of Internal Medicine of National Taiwan University
Hospital. Besides, he is the professor of Internal Medicine
(Cardiology) of College of Medicine of National Taiwan University. He is also the
board director of various medical research associations in Taiwan as well as a
member of international societies of medical researches. In addition to his academic
and medical achievements, Prof. Chen was also in charge of affairs of administration
and management at the hospital. He was the secretary of Medical Affairs and
Spokesperson, the director of Financial Management Center, the vice superintendent
and the director of Health Management Center at National Taiwan University
Hospital. He also holds the degree of EMBA at the Graduate Institute of Finance,
College of Management of National Taiwan University, Taiwan, R.O.C.

CHIEN, Hui-Jiuan（簡慧娟）
 Executive Secretary, Domestic Violence and Sexual Assault
Prevention Committee, Ministry of Interior, Taiwan, R.O.C.
 moi1435@moi.gov.tw
 Ms. Chien is a senior executive official responsible for the
day-to-day operations of the Domestic Violence and Sexual
Assault Prevention Committee, an agency in charge of the
development as well as the promotion of policies, regulations and measures of the
domestic violence, sexual assault and sexual harassment prevention in Taiwan.
Before this position, Ms. Chien also worked as the director of Immigration Affair of
National Immigration Agency of Ministry of Interior and the director general of
Child Welfare Bureau of Ministry of Interior. She holds a Bachelors of Laws at the
Department of Law of National Chengchi University, Taiwan, R.O.C.. Her
specialty is law, gender equality and gender violence prevention.

175


CHUA, Wei Tat (Ryan)
 Manager, Employment Pass Services Centre (EPSC), Work
Pass Division, Ministry of Manpower (MOM), Singapore
 Chua_Wei_Tat@mom.gov.sg
 His job scope in the Ministry of Manpower is to oversee and
manage the operations of the Employment Pass Services Centre
(EPSC) and registration of foreign expatriates’ biometrics
(fingerprint/photo-images), verification of submitted documents, screening of
foreign expatriates’ fingerprints and printing/issuance of secured identification (ID)
cards. His experiences include pioneering the establishment of the Employment
Pass Services Centre (EPSC) in 2009. In this project, he collaborated with IDEO,
NEC, HP to re-design the service experience for customers of EPSC and creating a
customer-centric business space that is operationally efficient. His achievements
include receiving the Singapore Quality Award (SQA) in 2010, the Minister for
Manpower Award, the Government Technology Award and the Public Service 21
Service Excellence Gold Award for the setup of the EPSC and the issuance of
Employment Pass.

DERRICK, Amanda
 Programme Director, Connect Digitally, Department for
Education, U.K.
 amanda.derrick@hertscc.gov.uk
 Amanda Derrick is Programme Director for Connect
Digitally, a multiple award-winning programme linking central
and local government delivery. Amanda has led a collaborative
partnership between 5 central government departments and 152
local authorities and is a representative on the English Local Government Delivery
Council. From 2001 – 2007 Amanda was the driving force behind another
successful and award winning national initiative: eAdmissions. Amanda has a
strong leadership and delivery record in both the public and private sectors.
Amanda’s previous work experience includes Principal Lecturer in Computer
Science and International Recruitment and Franchise. She has also worked as a
business consultant. Amanda has an MA from Cambridge University.

176

Guests Introduction
o

KITAMI, Tomitaro
 Chief Executive Staff of Planning Office, Department of
 kitamit@mbox.pref.osaka.lg.jp
 Dr. Tomitaro Kitami participates in recent policy reforms
introduced by Governor Hashimoto who, inaugurated in
February 2008, was one of the most influential political figures
in the Japanese local public reforms in 1990s. His reforms cover
various public issues, ranging from strengthening governance of local bureaucracy
to introducing competitive circumstances between public and private schools using
voucher. Before that, He also worked as the director as well as the consulting
fellow for various public agencies in Japan such as the Ministry of Economy, Trade
and Industry, the Research Institute of Economy, Trade and Industry, the Osaka
Municipal Government, etc.. He holds the degree of Doctor of Laws at Graduate
Schools for Law and Politics, University of Tokyo, and also graduated from John F.
Kennedy School of Government, Harvard University, and from School of Law,
Boston University. Mr. Kitami also obtained the license of attorney at law in New
York State in U.S.A. in April 1996.

LEE, Ho-Chin
 Executive Director of Commercial Marketing Group,
Incheon International Airport Corporation, Republic of
Korea
 hojin@airport.kr
 Mr. Ho-Chin Lee was appointed as Executive Director of
Commercial Marketing Group of Incheon International
Airport Corporation in 2010. Over the past 20 years, Mr. Lee has dedicated himself
to Korean Airport Industry. He started his first career at Korea Development Bank
and moved to Incheon International Airport Corp. where he has worked for more
than 20 years. He has made his successful career as Director of departments such as
Asset Management Group, Aviation Operation and IT Strategy Group of Incheon
International Airport Corp. He got a bachelor in science of public administration
from Yonsei University and a master degree from Inha University; Master of
Science in Logistics and Commercial Trade. As a man in charge of a commercial
marketing group, he played a major role in launching a Louis-Vuitton airport shop at
Incheon airport for the first time in the history.

177


PETERS, Lorna
 Business Process Lead, Connect Digitally, Hertfordshire
 Lorna.Peters@hertscc.gov.uk
 Dr. Peters is Business Process Lead for the Connect Digitally
Programme. Lorna has successfully delivered on international
and national IT projects within the public and private sectors.
Her experience includes undertaking a leading role in the award
winning eAdmissions national project and a senior lectureship in computing and
cognitive science. The fusion of business skills and academic rigour has given
Lorna the ideal background to lead on key areas of service transformation including
customer insight, business process improvement and benefits realisation. Lorna
has also participated in a UK Government Cabinet Office initiative on benefits
realisation management.

ROBERTS, Alex
 Assistant Manager, Innovation Policy, Innovation Policy
Branch, Innovation Division, Department of Innovation,
Industry, Science and Research, Australia
 Alex.Roberts@innovation.gov.au
 Mr. Alex Roberts is from the Innovation Policy team at
the federal Department of Innovation, Industry, Science and
Research, Australia. In 2008 he worked on the Secretariat
supporting the Review of the National Innovation System. The report from that
Review pointed to the potential of innovation in the public sector. In 2009 he was
a part of the team for the Australian Public Service's Management Advisory
Committee project on public sector innovation, and was one of the authors of the
resulting report, Empowering Change: Fostering Innovation in the Australian Public
Service. Mr. Roberts has also been heavily involved with the recent follow up APS
200 project which has provided advice on how Commonwealth agencies could
enact the recommendations of Empowering Change. He is also one of
the regular posters at the Public Sector Innovation Blog run by the Department of
Innovation and facilitates the Public Sector Innovation Network.

178

Guests Introduction
o

ROGERS, Bryan
 Executive Director, Pacific Gateway Workforce
Investment Board, Long Beach, CA., U.S.A.
 Bryan.Rogers@longbeach.gov
 As its Executive Director, Rogers leads the Pacific
Gateway Workforce Investment Network, a local workforce
development agency that encompasses strategies tailored to
assist with the skilled workforce needs of both businesses and residents. As part of
that effort, Rogers coordinates regional workforce and economic development
strategies in concert with the cities of Long Beach, Torrance, Signal Hill, Lomita
and Los Angeles’ San Pedro Harbor communities. He leads a staff of 65 with
multiple teams focused on services and program support at five Career Centers
throughout the region, and coordinates extensively with local, state and federal
community partners and other stakeholders. Rogers supports the 45-person Pacific
Gateway Workforce Investment Board, led by the private sector to guide the
Network’s policy and investments. Rogers began his workforce career in 1992 as
a summer intern working for the City of Long Beach Community Development
Department, and served in several capacities for the Private Industry Council of
Long Beach. In 1999, Rogers gained national experience as a Senior Associate for
the U.S. Department of Labor’s Employment and Training Administration in
Washington, D.C. before returning to Long Beach in 2001.
Rogers is a current board member of the California Workforce Association, serving
on its Executive Committee and as Treasurer. He also sits on the Boards of the
California Council for Excellence and the LB Nonprofit Partnership.

SHIEH, Tony（謝棟梁）
 Director of Division One, Financial Data Center, Ministry
of Finance, Taiwan, R.O.C.
 dlshieh@fdc.gov.tw
 Mr. Tony Shieh is Director of Division One of Financial
Data Center. Division One is responsible for the
development, maintenance, and guidance of national tax
information systems as well as for setting up and maintaining information standards.
Mr. Shieh also served as the senior analyst and the senior executive of Financial
Data Center, and he was the secretary of the center and of the deputy minister of
Ministry of Finance. Besides, he was an officer of the Council for Economic

179


Planning and Development, Executive Yuan. In addition to serving for the public
agencies, Mr. Shieh also worked as the adjunctive assistant professor of National
Taiwan University and the director of Test Center, Security and Future Institution.
Mr. Shieh holds a doctorate degree in business administration from National Taiwan
University.

SU, Chun-Jung（蘇俊榮）
 Director-General, Financial Data Center, Ministry of Finance,
Taiwan, R.O.C.
 lucky@fdc.gov.tw
 Mr. Chun-Jung Su is Director-General and the former deputy
director-general of Financial Data Center. Under the Ministry of
Finance, the center serves the goal of offering the public
convenient and prompt service by adopting information and communication
technology, introducing information management systems, insuring information
safety, integrating cross-organization financial information resources, and creating
information service values. Mr. Su also served as the deputy director and the
senior systems analyst of Department of Information Management of the RDEC,
Executive Yuan. He also worked as the section chief, the system analyst and the
specialist in different public agencies, including Examination Yuan and Kaohsiung
National Tax Administration, Ministry of Finance. Mr. Su holds a Master degree in
Computer Science from Boston University, U.S.A..

TEO, Tze Whei (David)
 Senior Manager of Processing, Applications & Processing
Department, Work Pass Division, Ministry of Manpower
(MOM) Singapore
 David_Teo@mom.gov.sg
 His job scope in the Ministry of Manpower is to oversee and
manage the policy and operational changes pertaining to the
systems at the Applications & Processing Department in the Work Pass Division.
His experiences include being a key member of the project team spearheading the
development of the Employment Pass Online (EPOL) system in 2008, and paving the
way for the automation of processing work in the Work Pass Division. His
achievements include receiving the Singapore Quality Award (SQA) in 2010, the
Minister for Manpower Award, the National Infocomm Awards (Merit) and the
Government Technology Awards for the EPOL system.

180

Guests Introduction
o

主持貴賓（GUEST MODERATORS）
CHAO, Yung-Mau（趙永茂）
 Dean, College of Social Sciences, National Taiwan University,
Taiwan, R.O.C.
 Visiting Professor, Center for Asian Studies, University of
South Carolina, U.S.A.
 Visiting Professor, Institute of Political Development and
Governance, Peking University, The People’s Republic of
China
 Expertise in Local Government & Politics, British Politics &
Society, Comparative Government on South-East Asian
Countries
 chaoym@ntu.edu.tw

JAN, Chung-Yuang（詹中原）
 Minister without Portfolio, The Examination Yuan, Taiwan,
R.O.C.
 Professor, Department of Public Administration, National
Chengchi University, Taiwan, R.O.C.
 Member, Board of Management, International Association of
Schools and Institutes of Administration, IASIA
 Expertise in Public Policy, CPC Administrative Systems,
Administrative Information Systems, Crisis Management,
New Right Political Philosophy
 cychan@nccu.edu.tw

SHIH, Ning-Jye（施能傑）
 Chair and Professor, Department of Public Administration,
National Chengchi University, Taiwan, R.O.C.
 Advisory Counselor of Advisory Council (Former Chair),
Transparency International—Chinese Taipei, Taiwan, R.O.C.
 Former Minister, Research, Development and Evaluation
Commission, the Executive Yuan, Taiwan, R.O.C.
 Expertise in Government Human Resource Management,
Policy Analysis, Government Performance Management,
Comparative Administration
 njshih@nccu.edu.tw

181


與談貴賓（GUEST DISCUSSANTS）
CHEN, Chia-Shen（陳家聲）
 Professor (Former Chairman), Department and Graduate
School of Business Administration, College of Management,
 Consultant, Industrial Technology Research Institute, Taiwan,
R.O.C.
 Chairman, Committee of Career, Chinese Youth Career
Development Association, Taiwan, R.O.C.
 Expertise in Business Consultation, Organizational Behavior,
Human Resource Management, Organizational Design and
Development, Innovation and Entrepreneurship
 chiashen@management.ntu.edu.tw

CHIOU, Chang-Tay（丘昌泰）
 Professor, Department of Public Administration and Policy,
National Taipei University, Taiwan, R.O.C.
 Dean (Former), College of Hakka Studies, National Central
 Director (Former), Research Center for Public Opinion and
Election, National Taipei University, Taiwan, R.O.C.
 Expertise in Public Policy and Management, Disaster and
Risk Management, Environmental Policy, Local Government
Management, Hakka Studies
 tedchiou@mail.ntpu.edu.tw

KIM, Byong-Seob
 President, Korea Association for Public Administration,
KAPA, Republic of Korea
 Dean, Graduate School of Public Administration, Seoul
National University, Republic of Korea
 Chairman, Presidential Committee on Government
Innovation and Decentralization, Republic of Korea
 Expertise in Administrative Organization, Administrative
Reform, Research Methods for Public Administration and
Policy
 bskimn@snu.ac.kr

182

Guests Introduction
o

MORITA, Akira
 President, Japanese Society for Public Administration, JSPA,
Japan
 Professor, Graduate Schools for Law and Politics/Faculty of
Law, and Graduate School of Public Policy, The University
of Tokyo, Japan
 Senior Fellow (Former Director) of Todai Policy Alternatives
Research Institute, The University of Tokyo, Japan
 Expertise in Public Management Theory, Public Policy
Process, Local Government, Bureaucracy, Civil Service
 morita@j.u-tokyo.ac.jp

PENG, Thomas C.P.（彭錦鵬）
 Associate Professors, Department of Political Science,
 Associate Research Fellow, Institute of European and
America Studies, Academia Sinica, Taiwan, R.O.C.
 Secretary General, Taiwan Competitiveness Forum, Taiwan,
R.O.C.
 Expertise in Public Administration, Public Personnel
Administration, Electronic Government
 tpeng@sinica.edu.tw

WANNA, John
 Sir John Bunting Chair of Public Administration, School of
Politics and International Relations, Australian National
University, Australia
 Academic Faculty, Australia & New Zealand School of
Government
 Editor AJPA, National Council, Institute of Public
Administration Australia National, Australia
 Expertise in Australian Politics and Public Policy, Budgetary
Systems and Reforms, Policy Implementation, Comparative
Government
 john.wanna@anu.edu.au

183



184

–D“Nÿ Appendix I

Appendix 1

EMPOWERING CHANGE: FOSTERING INNOVATION IN THE
AUSTRALIAN PUBLIC SERVICE1

EXECUTIVE SUMMARY
This report was commissioned by the Management Advisory Committee (MAC) to
consider how to develop and strengthen a culture of innovation in the Australian
Public Service (APS).

Increasingly, governments are recognising that innovation is not a tangential activity
with limited relevance to their mainstream work, but an activity that is core to being
able to achieve key public sector goals.

A substantial and growing body of innovation already takes place in the Australian
public sector, as evidenced by the examples set out in this report. The public sector
has been and continues to be home to many talented people who have come up with
significant innovations, either on their own or in collaboration with others.

However, the research and consultation undertaken for this report suggest that the
innovation potential of the public sector is much greater than currently realised.

While there is a wide range of research and scholarship on innovation, until recently
it has tended to focus on innovation in the private sector. Now a broader recognition
that innovation is essential to a productive, high performing public sector is
prompting useful new research and literature focusing on public sector innovation.

The United Kingdom has been a leader both on new thinking and on action to seek
to embed innovation in the public sector. A great deal of useful recent work has been
published, in particular by the National Endowment for Science, Technology and the
Arts in the United Kingdom.

The 2009 publication of The public innovator’s playbook: nurturing bold ideas in
government by Deloitte and the Harvard Kennedy School and of Innovation in the
public sector: enabling better performance, driving new directions by the Australian
National Audit Office are important contributions that indicate the growing interest
1
The following “Executive Summary” is the excerpt in MS Word file from the report Empowering
Change: Fostering Innovation in the Australian Public Service published by Management Advisory
Committee in 2010. The report can be browsed and downloaded from:
http://www.apsc.gov.au/mac/empoweringchangeannex.htm. Retrieved April 26th, 2011.

185



and importance of the topic. The bibliography to this report provides a useful
resource for those looking for new ideas and inspiration.

All of these sources acknowledge that innovation can present particular challenges
to the public sector. It is inherently experimental and anti-hierarchical. It can easily
be perceived as risky or disruptive and may seem contrary to notions of good public
administration. However, as evidenced in this report, that is far from the case.

DRIVERS OF INNOVATION

At its most effective, innovation is a continuous process that can lead to new
services or service delivery modes, the development of new concepts, new policy or
administrative approaches, and new systems. In this report, we have considered the
innovation cycle to comprise five stages: idea generation, idea selection, idea
implementation, sustaining new approaches and diffusing new approaches.

The public sector is diverse and the work it undertakes is wide-ranging, so the
innovation process will vary depending on the context in which it is taking place.
An agency’s purpose, capabilities and culture will all have impacts on how
innovation occurs, as will the nature of the project to which it is being applied and
the presence of external influences.

Innovation competes for attention with many other organisational priorities, such as
accountability and efficiency, but there is an increasing number of reasons why
innovation needs to be given greater priority than it has previously received.

Public expectations of government service delivery are increasing. This is largely
being driven by private sector service improvements, but also by comparative
improvements in public services nationally and internationally and by demographic
shifts in society.

Ongoing financial pressures require the public sector to deliver productivity gains
and improved services with minimal long-term funding growth. Incremental gains
through continuous improvement can only achieve so much in this respect.
Larger and more intractable social and economic challenges, in particular, may
require new and radical approaches. We need a public sector with the capacity to
develop those approaches.

The pace and scale of change and the global and local challenges facing
governments require an increasingly nimble and innovative public sector to develop
effective responses. Increasingly complex policy challenges also make it unlikely
that any one agency or, in some cases, any one government will have all the answers

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–D“Nÿ AppendixoI

required. Collaboration with the public, industry, academia and other governments
will be needed to identify the best solutions. Such collaboration is a mainstay of
innovation.

THE CURRENT STATE OF INNOVATION

A desire to work for the public benefit, rather than incentives or rewards, has been
identified as a core ethic of public servants and is a key driver for innovation in the
public sector (Bourgon 2008, p. 400). The Australian Government’s annual State of
the Service Report has repeatedly indicated significant enthusiasm among APS
employees for new ideas and a positive attitude towards finding better ways of doing
their job. Among staff, however, there is a perceived lack of opportunity and support
for creativity and innovation within the APS.

To date, there has been an ad hoc, rather than an ongoing, approach to innovation in
the APS. There has been no systemic approach to recording and evaluating
innovative methods or to sharing relevant knowledge and learning across the APS.

Recent statements (and, indeed, the commissioning of this report) indicate support
for developing the innovative potential of the APS at the highest levels of
government and the service. A number of current reviews will provide momentum
for this process, including the report of the Government 2.0 Taskforce and the report
of the Review of Australian Government Administration.

BARRIERS TO INNOVATION

Some powerful barriers, in particular political risk and public scrutiny, have a
specific impact on public sector innovation. Governments and ministers are judged
on their success and, in seeking to avoid criticism or failure, they can be
conservative or resistant to innovative approaches. Political risk also contributes to
risk-averse attitudes among public servants, and innovation is inherently risky. In the
public sector, failures tend to happen in the full glare of public scrutiny, with
consequent risks for the reputations and careers of public servants. It can be easier to
avoid criticism by not taking risks.

This report acknowledges and examines a diverse range of barriers to innovation in
the public sector. They include risk aversion; failure of leadership; resource
constraints; lack of direction and measurement; policy conflicts; hierarchical
attitudes; silo mentality; legislative limitations; accountability concerns; and
resistance to change. Some are a function of necessary public sector requirements
for accountability, probity, impartiality and transparency and cannot be easily swept
away. There is no panacea. Finding ways to overcome such barriers will take

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creativity and determination.

This report makes a number of recommendations that could assist in addressing such
barriers (for example, mechanisms of review and specific programs for
experimentation) and also provides an Innovation Toolkit (Appendix 4) designed to
assist agencies and individual public servants to increase the extent and effectiveness
of their innovation efforts and to overcome obstacles. While the range of barriers to
innovation may seem extensive, there is an array of things that agencies can do to
address obstacles and drive organisational innovation.

SOURCES OF INNOVATION

Innovation, at its most effective, draws new ideas and perspectives from a wide
range of internal and external sources and from all levels of authority.

Staff, especially frontline staff, can be a rich source of innovation, basing their ideas
on a wealth of knowledge about the practical side of existing policy and service
implementation. Innovative agencies need to find ways to tap into that knowledge
and build on it.

External sources including the general public, experts, the business sector and the
academic community can provide new perspectives and new approaches that an
agency could never generate within its own walls. External input facilitates
innovation at all levels, from future policy directions to the specifics of a new
service delivery mechanism. Partnering can not only be a source of new ideas, but
can also potentially assist with resource constraints and the management of risk.

Citizens and businesses are especially important external sources of ideas. Not
only are they outside the public sector, but they also directly feel the impact of new
policies and services. Governments cannot effectively address needs and concerns
that they do not fully understand, and consultations for this report suggested that the
APS could do much to improve its ability to capture public perspectives and lift the
quality of its external interactions.

It is also important that agencies collaborate with one another (and also with
agencies in other tiers of government) to maximise the sharing of best practice and
other effective approaches throughout the public sector. Dissemination of innovative
ideas and approaches can help governments to avoid ‘reinventing the wheel’ and
maximise the value of investments in innovative activity.

Innovation is becoming a focus not only for governments across Australia but
globally. A range of other national governments are investigating the possibilities

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and developing their own approaches to public sector innovation. Many of these
warrant consideration by the APS and concerted action is required if Australia is to
be at the forefront of these developments.

RECOMMENDATIONS

In accordance with its terms of reference (see Appendix 1), this report makes 12
recommendations designed to support and drive an innovation culture within the
APS.

Strategy and culture

RECOMMENDATION 1

Innovation needs to be part of an agency’s strategic thinking and planning. To
implement a culture of innovation across the APS, Agency strategic plans should
include strategies to identify and pursue innovative options and solutions. A process
such as the three horizons approach (see Appendix 6) is an example of how this
might be approached.

RECOMMENDATION 2

Flow of information facilitates innovation and is a key to greater innovation in
Government. While there will always be some constraints on information sharing in
the public sector, the APS should adopt a culture of openness in the development
and implementation of government policy. This will require a paradigm shift in the
approach of many agencies where much development of new ideas is done in a
climate of secrecy. In particular, the APS should adopt innovative practices and
increased openness in the development of new policy proposals through reforms
such as:

 introducing outside experts into the policy development process (e.g. as
participants in inter-departmental committee processes)

 transparent consultation processes

 reviewing the rationale for data restrictions (including by the Australian
Bureau of Statistics, the Australian Taxation Office and other key public
data collections) as greater availability of data will drive innovation

 undertaking detailed design and implementation post the announcement of
an initiative, in consultation with users and stakeholders

 identifying the risk associated with an innovative project or initiative

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upfront and how it will be managed

 including analysis of the new policy development process in the evaluation
of program and delivery outcomes.

RECOMMENDATION 3

A specific feature of the public sector environment is political risk and its
management. To facilitate innovation, particularly where the innovation is radical or
large-scale and where risks are high, Agencies should consult with Ministers to
identify and agree on a risk environment to enable innovative approaches. This
could include a stage gate approach, such as the two stage approval process used for
defence procurement to manage risk.

Leadership

RECOMMENDATION 4

Leadership is a critical factor in creating a more innovative public sector. Building a
culture of innovation in the public sector will require leadership from agency heads
and the SES. This should be facilitated by:

 equipping APS leaders with the requisite tools and training

 explicitly adding innovation to the APS Values and in the Integrated
Leadership System

 using innovation as a criterion in leadership, recruitment and performance
management systems

 identification of agency objectives for innovation performance

 annual reporting of innovation performance by agencies

 supporting communities of practice within agencies and across
agencies—groups of professionals exploring common issues

 encouraging team approaches to solve problems creatively—across
agencies and including external stakeholders, customers and suppliers

 facilitating openness to new ideas and influences through formal
secondment or exchange programs for staff

 identifying innovation champions for particular projects or issues.

RECOMMENDATION 5

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The public sector does not have the competitive drivers of innovation evident in the
private sector. Public sector agencies therefore need to take a more proactive
approach to incorporating innovation into their operations. To facilitate the adoption
of innovative practices in the APS, agencies should use the Innovation Toolkit (set
out in Appendix 4 of this report) to engage staff and build knowledge and experience
of the innovation process. The Innovation Toolkit sets out approaches that agencies
can adopt to capitalise on opportunities for innovation and, over time, embed a
culture of innovation within their organisation.

Systemic/structural issues

RECOMMENDATION 6

To identify and address systemic barriers to innovation across the APS a mechanism
(or mechanisms) should be established to challenge innovation barriers in a
transparent manner. There are models which could be adopted and which are used
within government and the private sector (these are discussed more in Appendix 7).
The Band 3 team proposed under Recommendation 11 could be charged with
establishing and reporting on the effectiveness of such a mechanism.

RECOMMENDATION 7

Funding processes can act as a disincentive to innovation by transferring all the risks
to the innovating agency. It is recommended that central agencies should review
funding mechanisms with a view to removing disincentives to APS innovation and
report findings to the Band 3 SES team (Recommendation 11).

RECOMMENDATION 8

Collaboration and experimentation are two key inputs to realising innovation. To
embed these into the public sector, the APS should establish a collaborative
experimentation program, modelled on the Danish MindLab, to develop and trial
solutions to significant and cross agency problems in areas including policy and
service delivery. A key activity under this program would be the development and
implementation of collaborative pilots and trials.

Resourcing and managing innovation in the APS

RECOMMENDATION 9

Technology is re-shaping public interactions with business and government and
increasing public expectations of engagement and service delivery. To realise these
expectations and to capture the value of engagement, agencies should be timely and

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smart adopters of:

 Web 2.0 tools and approaches

 Ideas Management Systems

The work of the Government 2.0 Taskforce provides key directions and
recommendations on Web 2.0 issues.

RECOMMENDATION 10

Procurement can foster innovative solutions for public sector challenges. It is
recommended that agencies facilitate innovative solutions by focusing on outcomes,
rather than specifications, through:

 being open with potential suppliers about what the agency is trying to
achieve and why.

 engaging with the market prior to commencing the procurement process to
identify the problem to be solved and gauge what the market can deliver.

 establishing a secure portal for the receipt of unsolicited innovative
proposals where potential suppliers can suggest innovative proposals
without risking loss of intellectual property or competitive advantage.2

 using a stage-gating approach to invite and filter proposals for larger
procurement processes (Recommendation 3) and so maximise
opportunities to develop innovative ideas.

RECOMMENDATION 11

To champion thought leadership, training, coordination of action, and to maintain
up-to-date expertise on innovation in the public sector, the APS establish a team of
SES Band 3 officers. This team would report to the MAC on priority areas for action
on an ongoing basis and would be supported by a secretariat drawn from the APSC,
PM&C and DIISR. Priority areas for action to include:

 establishment and maintenance of an Innovation Toolkit website to support
innovative agencies and public servants

 formalisation and support for innovative public sector communities of
practice.

2
Subject to, and compliant with, normal public sector agency audit and reporting requirements.

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Recognition, sharing, learning

RECOMMENDATION 12

Because long term value is captured through dissemination and diffusion of
innovations, the APS and its agencies should institute mechanisms to recognise,
celebrate and share innovation efforts, including:

 supporting and developing the nascent Public Sector Innovation Network
(formed through the development of this report) to create a knowledge
exchange and innovation resource for the APS

 an annual public sector innovation conference, bringing together public
sector innovation practitioners to share experiences of innovation processes
and outcomes

 awards (possibly in conjunction with the conference) for innovation in the
public sector, recognising the efforts of innovative individuals, teams and
agencies

 prominent reporting of APS innovation activity—through mechanisms
such as agency annual reports, a potential innovation section of the APSC
State of the Service Report and proceedings of the annual conference

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194

–D“NŒÿ Appendix II

Appendix 2

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.

I. Introduction

The handling of domestic violence and sexual assault issues is multifaceted,
requires the combined resources of related professional networks and follows
inter-disciplinary, inter-sectorial and inter-agency principles to ensure effective
prevention of domestic violence and sexual assault. This approach involves social
affairs, police, medical care, education and judiciary. To assist the victims of domestic
violence and sexual assault as well as the children in child protection cases, the
Domestic Violence and Sexual Assault Prevention Committee (DVSAPC), under the
Ministry of the Interior, as an official planning and service delivery agency, launched
the “113 Protection Hotline” (to be referred to as the 113) on January 13, 2001. This
service was to replace a number of preexisting protection hotlines such as the
080-422-110 Child and Adolescent Protection Hotline and the 080-000-600
Protect-You Hotline. The new 113 Protection Hotline was designed to act as one
single window for case reporting and consultation for all local governments. Its goal
was to establish a new government channel to provide quality services to the public
with value and convenience. As anticipated, the “113” has indeed become the
predominant hotline that is well known to the public. It has become a
groundbreaking social welfare hotline service admired and followed by many.

An operational assessment found the original 113 service ineffective and
unsatisfactory. It was a decentralized model with call-handling tasks performed by
staff of the central and 25 local governments, causing difficulties in delivering badly
needed services. Considering the situations mentioned above and the need to
maximize the effect of limited resources in the country and after consultation with

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local governments, the central government opted to integrate and streamline the
preexisting services by reengineering work process, adopting new technologies and
implementing new management strategies. On September 1, 2007, the fruit of these
efforts was the establishment of the “113 Centralized Call Center” (operated by the
Ministry of Interior). This service was to provide for the public and the victims a
dedicated national service window for case reporting and counseling relating to child
and adolescent protection, domestic violence and sexual assault. With this service, the
central government effectively handled all 113 calls for the local governments who
were, by law, responsible for providing the service. This single-window-operated
service model was to enhance the efficiency and effectiveness of inter-governmental
collaboration and to leave no gaps in the nationwide protection network.

II. Background and Evolution of the 113 Protection Hotline

A. The Period When There Was Nowhere to Go for Help and Resources Were
Lacking

The first domestic violence case reported by a newspaper in Taiwan occurred on
October 18, 1951. A woman surnamed Chen wandered along Hengyang Street in
Taipei City in tears and attempted to end her own life. This victim was saved by a
passersby and subsequently helped by a non-governmental organization. The woman
was said to have frequently been beaten and mistreated by her husband following their
marriage, even during her pregnancy to the extent that she was unable to breastfeed
her son after giving birth because she, herself, was nutritionally-deprived. As a result,
she tried to escape from her home. Of the many domestic violence incidents, Chen’s
case was just the tip of the iceberg.

Sexual assaults have a lifelong impact on the victims who feel betrayed and
trapped in the traumatic experience. Low discovery, reporting, prosecution and
conviction rate of sexual assault kept the high numbers of this crime hidden. The
victims found it difficult to seek justice from their families, from society and the
judiciary. The road to recovery seemed dark and endlessly long. Without a dedicated
agency and protective network, these cases in the past were unfortunately neglected
and considered isolated situations.

B. The Period for the Incorporation of Mandatory Reporting

In 1993, to protect the rights of children, Taiwan kept to the spirit of the United
Nations Convention on the Rights of Children in amending the Children Welfare

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Act, making reporting mandatory. Mandatory reporting signaled the beginning of a
new era where the powers of the state could intervene in family affairs. In 2003, the
Children Welfare Act and the Youth Welfare Act were integrated to create the
Children and Youth Welfare Act that sets extensive standards for mandatory
reporting of cases involving the protection of children and youth. In 1997, the
Sexual Assault Crime Prevention Act completed the legislative process for the
establishment of various protection mechanisms for victims of sexual assault and for
the reinforcement of community supervision and treatment of sex offenders. In 1998,
Taiwan passed the Domestic Violence Prevention Act, the first such law in Asia. In
2005, furthermore, amendments were made to the Sexual Assault Crime
Prevention Act to affirm the implementation of mandatory reporting by various
professions upon discovery of sexual assault. These amendments ensured that
victims of domestic violence and sexual assault could garner more support and
assistance through government intervention. With a better understanding as to how
the laws could be applied in family affairs and the recognition of acts of violence as
acts of crime, the number reported cases has increased annually.

C. The Period of Setting Up the Reporting Hotline

Starting in 1993, the Taiwan Provincial Government established the 24-hour
080-422-110 Child and Juvenile Protection Hotline to serve as the reporting channel
for child and juvenile protection cases. In March 1997, this service was expanded to
include emergency assistance for women suffering from marital violence and
services were integrated to become the Taiwan Provincial Hotline Center for Child,
Juvenile and Woman Protection. Under the Ministry of Interior, the Child Welfare
Bureau took charge of the operation in 1999.

In 1997, as one of the strategies in implementing the Sexual Assault Crime
Prevent Act, the Ministry of the Interior collaborated with local governments to
establish the around-the-clock, 080-000-600 National Protect-You Hotline with
expansion in 1999 to include counseling service on domestic violence prevention.
Non-governmental organizations were contracted to handle both landline and mobile
calls outside government office hours.

D. The Integration Period of the Reporting Channels

On January 13, 2001, the Ministry of Interior merged the 2 hotlines, 080-000-600
and 080-422-110, into the 113 Woman and Child Protection Hotline. “113” was
chosen for easy memorization. A nationwide network of 26 call intake points (1
central and 25 local) was established. At the end of 2009, the hotline was renamed as
the “113 Protection Hotline”. In other words, this service is extended to both genders

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and all ages.

E. The Period of Nationwide Centralization of Call Handling

The 113 Protection Hotline originally utilized a decentralized model of call
handling and as a result, a few problems were noted: inconsistent quality, poor
efficiency, and management difficulties. With the filing system maintained at the local
level, coordination and assignment of social workers could only be completed
manually. Information transfer was done mainly by fax and this process was prone to
error and omission, was time-consuming and resource-intensive. On September 1,
2007, the Ministry of Interior integrated and centralized all 26 call centers by taking
over the call-handling functions.

Every year, the 113 Protection Hotline handles about 180,000 calls. Each call
could potentially link to a life and safety situation. One call reported a woman
wandering in the park at night with several children. Telephone contact was made
with the woman. It was found that this woman had married her husband with her five
children after the death of her former husband. She gave birth to two more children.
Under the combined pressure of financial difficulties and alcoholism, the husband
often beat this woman and even attempted to kill her. The victim escaped with her
children and was sleeping in the park without a place to go or anyone to turn to. The
113 Hotline staff succeeded in convincing the victim to think more positively and to
seek help. She was subsequently referred to a local Domestic Violence Prevention
Center for assistance.

In a separate incident, a girl, after being abused by family for an extended period,
ran away from home wandering the streets aimlessly at night. A The After being
alerted by a member of the public, a Hotline staff made an emergency call to a local
social worker and the girl was taken to a shelter for protection. These two cases are
indicative of the types of calls and service provided by the 113 Hotline staff on a daily
basis.

While online, staff taking the calls has to assess the need and urgency online to
determine what actions to take. If necessary, local social workers and police
authorities may be mobilized to take immediate action to assist or protect the caller.
The case is also forwarded to the local government responsible for any follow-up that
maybe necessary. This service creates an all-win situation for the victim, the central
government, and the local government.

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III. Introduction to the 113 Centralized Call-Handling Service Project

A. Problems Encountered Prior to Centralization of Call-Handling

(1) Inconsistent Quality among the Call Takers

Although the old model used one single 113 telephone number, the call intake
tasks were performed locally. Local governments, responsible for local staff often
lacked needed resources. In some instances, volunteers or military service draftees, in
lieu of actual military service, with appropriate training were used to handle the calls.
These call-takers did not have the professional knowledge, training, practical
experience and skills needed for taking crisis calls. Their response and decisions were
at times not appropriate with the result that opportunities were missed to provide
timely assistance.

(2) Poor Efficiency of Decentralized Call-Handling

Prior to the centralization of call-handling, there were 26 call intake locations in
the country (1 central and 25 local) staffed with 57 positions. Regardless of call
volume, each local government had to have at least one staff assigned to take calls at
all times. Statistics showed the central intake location, with its eight positions,
accounted for 61% of the total call volume. The remaining 49 positions distributed
among 25 local governments accounted for just 39% of the total call traffic. The
problem was a imbalance in distribution of workload.

(3) Telephone being the Only Channel for Help

Prior to the centralization of call-handling, the 113 Protection Hotline was
limited to handling telephone calls only. However, in 2004, according to “Computer
Usage in Taiwan”, a survey conducted by Directorate-General of Budget, Accounting
and Statistics, Executive Yuan, the home computer usage increased year by year, to a
high of 57.13% in 2004. Overall, the prevalence of Internet usage was close to 50%
(48.23% to be exact) and it proved to be an excellent channel for those who preferred
to be anonymous by using text communication to seek assistance, thereby, avoiding
direct contact over the phone.

(4) Performance Varied from Region to Region

The call center directly operated by the Ministry of Interior was equipped with
call-waiting function, pre-recorded voice messages and display of call traffic statistics.
If all lines were busy, the average wait time was about 15 seconds. These technologies
allowed staff to take appropriate action in dealing with incoming calls when the

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volume was high. In contrast, the 113 Protection Hotline call centers operated by the
25 local governments were without similar equipment. Many callers simply gave up.

(5) Difficult to Manage Service Quality

Prior to the centralization of call-handling, the local governments only provided
staffing during the day. Incoming calls during the night and all mobile calls were
handled at the local level by private organizations commissioned by the Ministry of
Interior.. Two different types of service were inefficient and confusing to the public.

(6) Problematic Data Archiving

The 113 Protection Hotline was intended for protection against domestic
violence and sexual assaults and protection for children and juveniles. If a case
needed follow-up, a report form was filled out and sent by fax to the appropriate local
government in charge. Ironically, due to inter-operability issues, the 113 Hotline staff
could not access the “National Domestic Violence, Sexual Assault and Child
Protection Database”. Fax messages were of poor quality and required manual filing.
Redundant data entry, lack of control of information transfer, complex administrative
forms, all rendered the system very ineffective.

B. Solutions

To solve the aforementioned problems and to maximize effective use of
resources, the 113 Protection Hotline, under the “e-Care” program of the Executive
Yuan, initiated a process to improve its service and quality. Described below were
actions taken.

(1) Central-Local Vertical Integration

a. Establishing a Standardized Process for Service

In order to set up a standardized process, several directives were developed
by the central government. These included “Directions for Centralizing
Call-Handling of 113 Protection Hotline” , “Benchmarks for Emergency
Reporting and Coordinating Mechanism”, “Feedback Process for Emergency
Reporting” as well as guidelines for reporting to police. The objective was to
establish a seamless and instantaneous system of service delivery.

b. Promoting Collaboration and Consensus Building among Staff

To solve problems in case management and other related difficulties, “113
Protection Hotline Status Review Conferences” were convened regularly to
promote collaboration and consensus building. At these conferences113 Hotline

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o

operators, local governments and agencies gathered to discuss issues related to
case assignment, the referral process and information sharing.

c. Establishing a Mechanism for Simultaneous Reporting

To enhance mandatory reporting, a process was developed to accommodate
different modes of reporting, be it by fax, telephone or internet, so that local social
welfare agencies could be contacted for immediate action.

(2) Horizontal Integration of Related Agencies

a. Seamless Reporting & Barrier-Free Connection

Various reporting channels, such as social affairs, police, education and labor
affairs were integrated into a single window of service. Appropriate technologies
were used to provide more “diversified” and “readily available” services as part of
the protection network. More options were available to staff in deciding on types
of action and service.

b. Zero Discrepancy between the Urban and Rural Areas

Resource availability and service quality varied from region to region. Staff
in different regions had different understanding about the goals and objectives of
the hotline service. To help narrow the gap, opportunities were created to increase
lateral communication, experience and information sharing.

(3) Widespread Adoption of Information-Communication Technologies

a. Establishing Electronic Case-Assignment System

A computer-based system made it possible for 113 Hotline to perform
case-assignment, dispatching case files to appropriate local governments for
immediate action. Local governments could receive the case files within 24 hours
on a work day with responses returned to the 113 Hotline for follow-up and
tracking centrally. This process gave the 113 Hotline staff immediate access to
case status and history.

b. Establishing a Quick Search System for Case Information and a
Geographic Information System

The Quick Search System made it possible for the 113 Hotline staff to locate
information and available resources while online talking to callers.

The Geographic Information System provided the exact location of where the
call originated, greatly enhancing the ability to provide emergency services.

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c. Establishing Caller ID and Address Display System

The ability for the system to display caller ID (calling number), calling
location address and mobile phone location helps dispatch emergency services
and follow-up.

d. Establishing Automatic Report Acknowledgement by Fax System

Professionals making mandatory reports were required to call the 113
Hotline to confirm receipt of their reports. These calls, administrative in nature,
often affected line availability for people in need. To reduce the number of
administrative calls, new technologies were adopted to generate automatic
acknowledgement by fax upon receipt of mandatory report forms.

e. Establishing the 113 Online Reporting System

A new e-reporting system was established for the 113 Hotline service to
provide a new and efficient channel for case reporting. Increased efficiency and
rate of reporting also helped early detection of cases with potential crisis.
Communication and counseling via Internet or by email helped reduce
apprehension and anxiety of some callers seeking assistance.

f. Establishing Case Management System

To provide instant and continuous access to needed information, a case
management system was established to integrate information about both offenders
and victims of domestic violence and sexual assault. This system included
services for children and juveniles under protection and male victims of abuse.

g. Establishing Data Security System

System integration created a comprehensive repository of highly sensitive
personal information that required proper protection. A multidimensional data
protection system was put in place that included network security, hardware
security and application security.

h. Establishing the 113 Hotline Backup System

To ensure the year-round, 24/7 continuous operation of the 113 Hotline, a
remote backup system was established. In the event, the main operating system
was attacked and became inoperable; the backup system would automatically be
activated to ensure continuous operation.

i. Establishing Attack-Blocking System

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To ensure a high connecting rate for incoming calls to the 113 Hotline and to
prevent any malicious or harassment calls, an attack-blocking mechanism was set
up. This mechanism helped in prioritizing incoming calls according to level of
risks.

(4) Investing in Social Resources

a. Selecting Professional Call-Handling Service Provider

In order to utilize the resources in the private sector and to make up the
resource shortfall in the public sector, the call-handling operation was handed
over to a private professional organization through a public-private partnership.
Additionally, protection issues were made as high priority in these organizations.
Comprehensive public education was also conducted to raise the awareness of the
113 Protection Hotline.

b. Incorporating Internet-based Service Providers

To enhance timeliness in emergency rescue, the 113 Hotline collaborates
with some internet-based services, such as “Baby Home” for collaboration and
information sharing. Baby Home is a web-based family oriented service and
merchandizing company. The goal was to facilitate reporting of suspected cases
that had been discovered online so that appropriate local governments could be
contacted to investigate.

c. Matching Foreign Interpreters

Foreign nationals (or their spouses) were recruited and trained to serve as
interpreters for the 113 Protection Hotline to provide instant interpretation
through three-way calling to provide non-Mandarin speaking foreigners
opportunity to obtain necessary assistance, and thereby allowing the service to
transcend beyond language barriers.

(5) Elevating Service Effectiveness

a. Establishing the 113 Hotline Evaluation Mechanism

The113 call conversation was recorded and experts and academics from
related fields were invited to evaluate the quality of the service. Ten randomly
selected call recordings (120 recordings a year) were carefully evaluated. Once in
every six months, based on the evaluation result, bilateral communications were
carried out to effectively establish the service evaluation and exit mechanisms for
the call-handling staff, ensuring the hotline’s quality of service.

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b. Organizing “113 Hotline Service Quality Enhancement Seminar”

Seminars with participation by experts and academics, representatives from
different organizations and the 113 Call Centers, were organized to discuss such
issues as goals and objectives of the 113 Service. Assessment of such areas as
call-handling, referrals, reporting, service quality, evaluation, and improvement
were monitored.

c. Conducting “113 Service On-site Assessment”

Experts and academics were engaged regularly to conduct 113 Call Center
On-site Assessments and Performance Reviews.

d. Conducting “113 Administrative Meeting”

In principle, the Ministry of Interior held monthly meetings with the 113
Hotline Call Centers to resolve any issues and concerns, to coordinate among
agencies, and to strengthen service delivery.

e. Conducting “113 Hotline Staff Team Building Project”

Special camps to promote team cohesion and consensus building were
organized. These camps also offered courses and training in gender-based
violence prevention, career development strategies, and self-care, amongst others.

f. Conducting “113 Satisfaction Survey”

On November 11, 1999, a public opinion research company was
commissioned to conduct a satisfaction survey on 113 Hotline services. The
survey examined services provided on a 30-calendar day period (24 hours a day)
to gauge quality. (Attachment 5).

g. Establishing “Practicum Placement Partnership Plan”

To increase the call-handling staffs’ understanding of the best practices of
domestic violence and sexual assault prevention, a practicum, placement program
was arranged with the Domestic Violence and Sexual Assault Prevention Center
of Taipei City. This program provided practicum-learning opportunities to staff of
113 Hotline call centers.

h. Establishing “Promotion Plan for the Integration of Domestic
Violence and Sexual Assault Prevention Network”

To integrate the prevention network and to enhance the communication
channels, the 113 Hotline Service developed a program to work with the Domestic

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Violence and Sexual Assault Prevention Network by sending its staff to various
local governments for on-site visits and partaking in meetings. This program
enhanced bilateral collaboration and consistency between the call center’s initial
response to the 113 calls and subsequent follow-up service delivered by the local
governments.

i. Preparing “Service Manual for 113 Protection Hotline Personnel”

A professional agency was contracted to develop a comprehensive
operational manual covering such topics as policy and procedure, case
differentiation, and record management and retention. The benefits of this manual
helped establish a standardized operation and served as a reference guide for case
assignment, telephone call intake technique, available resources, sample cases.

j. Developing “Professional Training Courses”

To provide continuing professional training to the staff of the 113 Hotline
Service, a multi-level core curriculum was developed. Courses in the curriculum
included core activities in domestic violence and sexual assault prevention,
special topics, and management of unusual cases.

C. Benefits of Centralizing Call-Handling Service

(1) Significant Improvement in Usability

In centralizing the 113 Hotline Service, better use of information technology
helped reduce the impact of malicious and harassing calls. The attack-blocking
capability of the improved system significantly reduced the invalid calls from 91.92%
in 2001 to 26.80% in 2009, in other words, raising the ratio of valid incoming calls
from 8.08% for 2001 to 73.20% for 2009.

(2) Steady Growth in Processing Capacity:

A special public promotion campaign of the 113 Hotline Service using a slogan
such as “One Number, One Window, Three Types of Services” resulted in increased
reporting. The rate has increased year after year.

(3) Multi-Channel and Multi-lingual Services Resulting in Significant
Increase in Number of Services:

The centralization of the 113 Hotline Service included expansion of services.
The web-based service center provided instant counseling and reporting as well as
special services in five different languages: English, Thai, Vietnamese, Indonesian
and Cambodian. The expansion contributed to a higher rate of usage.

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(4) Standardization of Operating Procedures & Real-Time Online
Supervision:

A standardized operating procedure as shown in Figure 1 was developed. The
call-handling staff and hotline supervisor were required to immediately and strictly
follow the operating procedure for quality assurance and service delivery. Supported
by the automatic call monitoring and recording system and three-way calling
capability, the supervisors could assist the staff instantly to solve any problems
while on the line.

Fig. 1 113 Call-Handling Service Flow Diagram

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(5) Call Waiting Time Down by 50%:

Since the centralization of the 113, the average waiting time for incoming calls
dropped from 27second prior to the centralization to 14.67 seconds.

(6) Improving Public Satisfaction and Government Image:

The 113 system conducted daily satisfaction surveys by randomly sampling valid
calls of 5 minutes or longer. The survey found that over 97.88% of the callers were
satisfied with the service. The result of another satisfaction survey conducted by a
public opinion research company during a designated period also showed the overall
satisfaction rate to be as high as 95%. The efforts invested in centralizing the 113
Hotline Service were successful, showing the government’s determination in
providing better protection service to the public.

(7) Single Window Providing Outstanding Service & Electronic Case
Assignment System Improving Efficiency:

The centralized operating model and the automated case assignment system
enabled local governments to receive case assignment immediately. This system
achieved 100% automatic case assignment rate, and the improved service received
the public’s recognition and approval as demonstrated by the satisfaction survey
result of 90%.

(8) Fully Integrated System Providing Seamless Emergency Assistance.:

The fully integrated 113 Hotline System provides diversified services covering
health, social welfare, police and other related sectors. Assistance can be requested by
telephone or via Internet. The Ministry of Interior worked with internet service
providers, such as NCC and Baby Home, to develop new ways to shorten the response
time in providing protection service. Cases requiring follow-up were assigned to the
respective local government for immediate action in providing emergency rescue,
shelter placement, medical treatment assistance, litigation assistance, financial
support and/or psychological counseling. Figure 1 depicts the workflow of this
single entry, victim-centered approach to service delivery.

(9) Significant Savings in Manpower and Materials further Enhance
Overall Performance:

The centralization of services resulted in reducing the number of positions from
57 to 12. The total number of employees, including supervisors and administrative
staff, was reduced to 56, down from 228 previously, a reduction of 172 people.

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In addition to savings in human resources, the maintenance costs of hardware
and software also went down.

With call centers now taken over by the central government, the personnel at the
local governments, as required by the old model, were reassigned to provide other
services to victims.

(10) Better Trained Call-Handling Staff Assuring Service Quality

The centralized service model stipulated all staff handling calls were restricted to
social work professionals. New recruits must all go through a one-month long basic
training. A full-time supervisor was placed to provide online instant guidance. An
annual assessment team consisting of experts and academics conducted on-site
evaluations, including assessment of randomly selected call recordings. With these
initiatives, service quality has been assured.

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Fig. 2 113 Case-Assigning & Service Process

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210

–D“Nÿ Appendix III

Appendix 3

Innovative Services for Taxpayers Using Information Technology

Mr. Chun-Jung SU
Director-General

Mr. Tony SHIEH
Director of Division One

I. Introduction

In Chinese Taipei the use of information technology to provide innovative
services to taxpayers and to facilitate tax administration can date back to 1968, at that
time the Ministry of Finance set up the Data Processing Center(DPC) to govern the
use of information technology in tax and finance related activities, in 1987 DPC
renamed as the Financial Data Center(FDC) until now this agency has pass through
several stage in introducing information technology to enhance convenience,
effectiveness and efficiency for taxpayers and tax administrations.

In line with the development of information technology, during last 4 decades the
FDC had also developed a lot of computer systems using cutting-edge information
technology at each stage, and some of those computer systems could be treated as
milestone in the history of our information technology utilization, major events that
marked our IT history are listed as following:

22. 1968 installed CDC 3300 mainframe

23. 1969 developed pilot system for income tax data processing and introduced
Optical Character Reader

24. 1970 Upgraded CDC 3300 into multiprogramming system and established
household registration file for the whole population

25. 1971 developed individual income tax return system and put to use

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26. 1975 developed business income tax return system and put to use

27. 1976 implemented business tax system and put to use

28. 1979 implemented land value tax system and put to use

29. 1980 implemented business income tax system and put to use

30. 1983 implemented system for cross check on invoices received and issued
by business

31. 1984 implemented revenue collection management system, system for
nationwide personal property data consolidation, office automation system,
and income assessment system for aliens

32. 1986 implemented off line data entry system on local revenue services

33. 1991 implemented nationwide personal property data consolidation network
system, system for restriction on departure of tax delinquent, and system for
authorization of individual income tax remittance

34. 1992 set up information security principles and introduce anti-virus software,
implemented system for individual income tax refund by direct transferring
between banking accounts

35. 1993 set up data link between mainframes of Financial Data Center and
Directorate General of Customs for nationwide property consolidation data
inquiry, set up intranet among Financial Data Center and National Tax
Administrations, developed case selection system for business income tax
compliance investigation

36. 1994 implemented data base system for business tax filing assessment

37. 1997 developed system for cross check on invoices received and issued by
business, and system for tax payment via ATM

38. 1998 implemented data dictionary for data management

39. 2004 set up network for tax information systems

40. 2006 FDC was awarded ISO 27001 certification for information security
management system, and developed electronic invoice service platform for
business transactions

41. 2007 FDC launched a national tax information system reengineering project
to modernize the whole system

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42. 2008 FDC was the first government agency awarded CMMI-ACQ
certification in the world

From information technology point of view, above-mentioned milestones also
shows that our use of information technology evolved from centralized mainframe
system, the use of data base, networked information system, object oriented language,
client server architecture based information system, and finally to web-based
information system, this evolution process matched the development of information
technology, but in order to use new technology effectively during each evolution stage,
it cost us a lot to train related personnel to familiar with new technologies, but as
information technologies more and more popular, it is necessary for us to keep up
with the cutting edge technology to develop useful and convenient system to meet
requirements of most civilian.

As new information technologies emerged faster and faster, there were more and
more systems were outsourced in the FDC, and in order ensure that contractors could
deliver products meet our expected costs, quality and schedule, we are the first
government agency in the world that introduced CMMI-ACQ system to guide us in
managing contractors, besides in order to prevent information security incident from
breaking out, we also set up ISO 27001 information security management system in
addition to information security infrastructure such as fire wall, anti-virus software etc.
so that we can ensure safety and privacy of personal information in our data base.

II. Current status of operation of the electronic filing system

Currently there are 3 different ways for taxpayers to file their duty(chart 1),
including document filing, 2-D barcode returns, and e-filing, taxpayers usually tent to
use document filing if they have complex income sources and withholding/exemption
situation for their own benefit, and before we developed e-filing system, 2-D barcode
returns are more convenient than traditional document filing, because taxpayers need
only download their income, withholding data and calculate in their own personal
computer, once they confirm the results then they can print tax returns in 2-D barcode
forms for filing, they don’t need to collect related documents about income and
withholding.

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E-filin Contracto Financial
Cente
scan

2-D barcode returns National Tax
Administration

Manual National Tax
Administratio Data

Chart 1. Ways for tax return filing

Originally taxpayer need to collect income, withholding, deduction, exemption
tax filing related paper documents as evidences and filing them with tax returns, but
since 1999 we had developed e-filing system for tax return on the internet, because
the use of the internet were more and more populated in Chinese Taipei, in addition to
the use of internet we also build a huge data base to store nationwide data of income,
property, withholding, deduction, members of families and so on, such that most of
taxpayers do no need to collect related paper documents before they file tax returns,
they just need to check the data we provide and make confirmation on the internet, if
the data are incorrect or insufficient, then they can choose to file tax return by paper
documents, the process of e-filing is shown as chart 2.

From the chart 2 we can see that e-filing system offer a very convenient channel
to taxpayers for filing tax returns, they need only use their citizen certificate to log
into the system, then download their income and deduction data check if it is correct,
after they confirm the data the e-filing system will calculate amount of tax
automatically, and then they can choose the way of payment to finish tax filing
procedure, so the whole process only take them several minutes.

But in the world of the internet it is also full of risk of information leak, and the
impact on the leak of personal information such as personal income or property data is
more sever, so in order to protect such information from hacking, we had adopted

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several effective measures to maintain the security of e-filing transaction and it’s data
transfer, firstly, we use citizen certificate to authenticate and check identification and
the whole process of data transfer is encrypted, besides during the period of tax return
filing we request National Security Operation Center of National Information and
Communication Security Taskforce to help us monitoring our portal website, if there
are hacker’s attacks found then they will notice us and coordinate telecommunication
carriers to apply counter measures jointly to keep normal operation of this e-filing
system.

Servers

2. download income
&deduction data

1.Authentication
(Certificate)
5. OK

Taxpayers

3. Check and Verify
(tax calculated automatically)

Transfer
Customer Service

Chart 2. Process of e-filing

Above-mentioned measures can only ensure confidentiality and integrity
effectively, but due to the period of tax filing only last for a month and the population
of taxpayers is huge, so the availability of the e-filing system and network become a
major problem that must be handled carefully, especially most of taxpayers usually
don’t file their tax returns until the last few days before deadline of tax filing, so that
the system must have enough capacity and network bandwidth to sustain this surge
load; usually we deployed redundant servers and networks to balance and share the
load, besides we also prepare remote backup site to ensure the availability of the
e-filing system.

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By using the e-filing system taxpayers do not need to collect income and
deduction documents so that taxpayers can just sit at home to file their tax, therefore
more and more taxpayers prefer to use e-filing system as shown in Table 1, on the
other hand revenue services and tax administrations do not need to allocate a lot of
space to accommodate those paper documents, the amount of paper documents saved
also grew year by year(Table 2), and save a lot of time for government employees to
handle these documents, in the near future enterprises may not need to mail income
and deduction documents to their employees via post office, these enterprises just file
those documents via networks or media directly to the FDC, so by using e-filing
system can save a lot of time and money for taxpayers, enterprises and government, at
the same time this system also let taxpayers, enterprises and government employees
enjoy tremendous convenience and improvement in efficiency.

Table 1. number of income tax return filing via different channels
type e-filing Manually 2D Barcode Total
Returns
Taxation No. of Rate % No. of Rate % No. of Rate % No. of
year
Cases Cases Cases Cases

2005 1,713,436 33.16 2,293,108 44.38 1,160,133 22.45 5,166,677

2006 2,230,061 42.86 1,918,717 36.88 1,054,294 20.26 5,203,072

2007 2,456,424 46.77 1,914,760 36.46 881,082 16.78 5,252,266

2008 2,689,042 50.06 1,835,168 34.16 847,844 15.78 5,372,054

2009 3,128,515 57.24 1,678,054 30.72 658,418 12.04 5,465,987

Table 2. Number of cases declared of withholding/exemption and dividend
type e-filing Manually 2D Barcode Total
Returns
Taxation
year No. of Rate % No. of Rate % No. of Rate % No. of
Cases Cases Cases Cases

2005 650,970 83.96 111,707 14.41 12,611 1.63 775,288

2006 722,490 89.42 77,306 9.57 8,206 1.02 808,002

2007 763,309 92.81 52,467 6.38 6,660 0.81 822,436

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2008 773,638 92.73 46,114 5.53 14,574 1.75 834,326

2009 776,357 92.01 45,538 5.4 21,899 2.59 843,794

III. Pre-assessment for individual income tax

In order to take care of taxpayers more considerate, we had provided a new
innovative service this year, for those taxpayers who meet certain criteria such as:

1.their income subject to tax withholding, or their income come from stock
dividends or written articles…

2.their exemption come from bringing up their lineal relatives

3.their deduction come from standard deductions

If taxpayers meet the above criteria then they will receive a pre-assessment
notice for individual income tax, on that notice we had a tax payable amount
according to related income data we had collected by then, taxpayers need to check if
it is correct or not, if it is correct then they can make confirmation on the Internet or
send reply-notice back to the tax administrations, or they can pay tax directly from
banks or convenient stores, and the whole process of individual income tax filing is
done.

On the other hand if taxpayers found that the amount of tax payable on the
pre-assessment notice are wrong, then they can use other above mentioned filing
channels to file their individual income tax.

IV. Digitalize Deduction data

In the past taxpayers need to need to file their individual income tax returns
with a lot of appendixes including various deduction data, such as insurance premium
deduction, tuition deduction, special deduction for the disabled or handicapped,
deduction for losses from disaster, deduction for interest on a house mortgage,
donation deduction, deduction for medical expenses..etc. It takes taxpayers a lot of
time to collect and keep those paper documents for the whole year, on the other hand,
when taxpayers file those documents to national tax administrations, it also takes time
for employees of national tax administrations to process those documents, and need a
lot of space to store those documents. In order to mitigate burden of both taxpayers
and national tax administrations, we had collected and kept those digitalized
deduction data in our data base, taxpayers do not need to collect those tax filing
related documents anymore, they only need to download these data and a client

217



program to check if they are correct and calculate tax amount. Then they can print a
2D barcode return out on their personal computers and then national tax
administration will scan this 2D barcode return and transform them into digital form,
or they could use e-filing to download related data and calculate the amount of tax,
then make confirmation via the internet, and the whole process of tax return filing is
done. This innovative services not only reduce time and cost for taxpayers and
national taxpayers, but also reduce a lot paper so that make significant contribution to
environment protection.

V. Electronic payment including payment by credit card

The efficiency of tax collection is closely related to fund allocation and
management of treasury and may affect taxpayers’ compliance, so it is very important
to provide convenient and efficient channels for tax payment, currently in Chinese
Taipei we offer 6 different kinds of channels for taxpayers to pay their tax, including:

1. designated account transfer

Taxpayers sign and submit “authorization letter for tax payment from designated
bank account” then revenue services will transfer amount of tax or refund from and to
designated bank account before due date of tax payment.

2. fund transfer via ATM

In 1995 we cooperated with banks, and used their ATMs to offer 24x7 tax
payment service, although the amount of fund could transfer via ATM is limited, but
for most of taxpayers, this service greatly improved the convenience of tax payment.

3. credit card payment

As the use of credit card as a tool of payment is more and more popularized, and
the line of credit is much more than the amount of money that could transfer via ATM,
besides taxpayers could delay their cash payment by using credit card payment and
earn some interest.

4. cash payment via convenient store

In Chinese Taipei you could always find convenient store almost in every street,
and these stores open 24x7, in addition to sell articles for daily use these stores also
offer toll collection services for the utilities, so in 2004 we cooperated with these
convenient stores to offer tax payment service.

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5. fund transfer via telephone

In 1995 we offer tax payment service via telephone banking system to transfer
fund from bank account.

6. fund transfer via financial chip card

In 2005 banks in Chinese Taipei replaced magnetic strip financial card with
financial chip card, and the security of card usage is greatly improved, so we
developed fund transfer system via financial chip card on the internet, since then
taxpayers could pay their tax in real time at home.

All of above-mentioned tax payment channels need network information system
in the backend to connect different information systems of convenient stores, banks
and our tax information..etc. in order to integrate disconnected processes of tax
payment that scattered in different organization, and result in an efficient and
convenient tax payment environment, so that there is no longer long waiting line in
front of bank counters, besides it saved a lot of time and human labor for revenue
services, and upgrade service quality and efficiency of government agencies.

VI. Utilization of the website

In nowadays the use of the internet and web-based application has become an
important part of daily life in Chinese Taipei, people are used to spend some time
during a day to check their mail box and surf the internet, therefore many government
agencies, banks, and other organizations use websites to offer their services, because
of the convenience and popularization in using web-based applications on the internet,
we had also developed an e-Tax Portal(chart 3) to integrate diversified services for
different kinds of users, including employees of national tax administrations and
revenue services, taxpayers, and employees of other government agencies.

In fact, this website is not only a unified portal for national tax administrations
and revenue services to provide one-stop inter-organization tax services, but also an
integrated platform for providing secure, fast, useful and convenient tax services to
facilitate related users to exchange information, process tax related businesses and
inquire status information, so in the back end of the website we need to connect this
website with several platforms of related government agencies through the
Government Service Network and the Internet.

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Innovation of e-Government Service Portal
e-Government Integrated (GSP) www.gov.tw
Services

Public
Government Network
Service
Network
e-Tax Portal
etax.nat.gov.tw
Taxpayer

E-Housekeeper Service

5 National Tax
Administrations 23 Local Tax Revenue Taxation

Services Data

Chart 3. e-Tax Portal Website

Currently there are six major types of services on this portal website:

1. Application forms download

2. Online tax services applying

3. Trial assessment of related charge, including tax, belated surcharge, belated
interest...Etc.

4. Tax information inquiry or status of progress of applied services inquiry

5. Data exchange among government agencies

6. Announcement of tax related important information

The first and second items on the above list are classified as online applications,
and the third to the sixth items are classified as information services.

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Online application procedures:

Before the emergence of the e-Tax Portal website, many tax related application
procedures need to be processed by different units or organization, it cost a lot time of
taxpayer, but now by reengineering those processes we could offer full-function
one-stop services by this portal, by the end of 2009 there were 149 items of services
online, among these services various kinds of tax filing, personal income or property
data update are the most popular services people used, and these one-stop services
prevent taxpayers from going around different agencies and save a lot time.

Information services:

There are 3 major information services offered by this portal website, the first is
inquiry regarding to personal tax information or to see what is the progress of certain
application procedure, the second is information exchange between government
agencies to support implementation of policies proposed by other ministries such as
increasing employment rate, financing for small or medium size business,
management of foreign workers. And the final information service item on the portal
website is the announcement regarding to tax regulations.

Web-based interfaces are more friendly, besides through the powerful
connectivity of the internet enable us to integrate originally scattered processes into
one-stop full-function process, so utilization of the e-tax portal website is increased
year by year.

VII. Electronic invoice

Originally invoice is a proof of business transaction, and we have used it very
smooth for about 6 decades, but business environment has been changing fast and fast
in nowadays, and time of business transaction cycle is also going shorter and shorter,
while the volume of business transaction is surging rapidly, and there are different
types of e-commerce emerging on the Internet, those changes have made traditional
invoice difficult to meet the requirements of contemplate business environment, it
takes more transaction cost, because businesses need to keep those paper documents,
and spend a lot of time for book-keeping, also traditional invoice obstruct
development of e-commerce, so in order to facilitate business transactions between
buyers and sellers, we have implemented a e-invoice platform for buyers and sellers,
they can use this platform to issue and receive e-invoice on the Internet, and for the
sake of e-commerce security, the platform also embed necessary security mechanisms
to ensure confidentiality, integrity, and non-repudiation. Besides the platform also set
up a distant backup site and activity logging function for recovery from disaster, so it

221



is a secure and convenient innovative service for business transaction. We believe that
as more and more buyers and sellers use the Internet there will be more and more
people willing to use e-invoice, and this will also reduce a lot paper consumption,
because there are about 8 billion invoices issued per year.

On the other hand, in order to encourage our civilian using e-invoice, we also
designed many add on functions on the e-invoice platform and cooperate with
convenient stores, chain stores, mall, supermarkets, ..etc to join into this platform, and
provided various kinds of carriers to store e-invoices so that people can collect
e-invoices easily, and they can also check if they hit jackpot of invoice lottery
automatically.

While on the business side, if they join e-invoice platform their accounting and
financial management system could be further computerized, this may save a lot of
cost.

Convenience and lower cost are major driving force to promote utilization of
e-invoice, our e-invoice has reach these two objectives, but we still try our best to
make improvement continuously on this platform in the hope of replacing paper
invoice completely.

VIII. Conclusion

Summary

From lessons of the history of system development we can learn that it is a
capital and labor intensive investment in information technologies, and they obsolete
very fast; because they are fragmented functionally and hard to reuse, these are major
problems embedded in old systems but in order to improve the efficiency and
convenience of both taxpayers and employees of tax administrations, the best strategy
is to integrate fragmented systems to form a full-function one-stop process, but the
degree of integration depends on what technology you used, in nowadays web-based
technology is the best technology that could facilitate integration.

In order to provide various kinds of taxation services we have collect
nationwide personal income and property data, so in addition to improve convenience
and efficiency of services we need also take information security into account
seriously, and it is a hard decision regarding to how to trade off between convenience
and security, fortunately there comes out some new technology to help us
safeguarding information security and not at the expense of efficiency.

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Future issues to be solved utilizing information technology

In the process of system development and utilizing information technology there
are still issues yet to be solved, these issues mainly come from 2 kinds of
consideration, including issues from technical consideration and from business
consideration, these issues are listed as following:

1. technical issue

 How to improve the degree of integration and reusability of legacy
systems to create more streamlined, convenient services?

2. business issues

 How to provide updated, critical and consolidated information that high
level executives need to make decision and give order for taking action?

 How to provide estimate or forecast information to assist tax policy
making?

 How to identify potential incompliant case for further investigation?

From technical view there maybe many solutions to these issues, but in FDC we
had launched a large project to replace our legacy system with new information
technologies and solve above issues, currently our potential solutions are listed as
following:

1. We will use Service Oriented Architecture (SOA) to enhance reusability by
sharing common service components, and process engine to integrate related process
to create a streamlined convenient service.

2. develop Executive Information System to integrate related critical
information needed by high level executives such as performance trends, data that
reflect exceptional situations, and alert that reflect event that cross the line of
threshold so that high level executives should give instruction to their subordinates to
take action.

3. Build data warehouse and Online Analytic Processing system to estimate and
forecast potential impact result from tax policy changing.

4. Use data mining technique on related data warehouse to identify patterns of
potential incompliance of taxpayers.

Modern information technologies enable us to break cost barrier, geographic
barrier, time barriers, and organization barrier so that enhance convenience for

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taxpayers and efficiency in tax administration, but in addition to convenience and
efficiency we always need to take information security into account, because most of
tax related data concerns privacy of taxpayers, so in utilizing information technology
in the domain of taxation we always need to trade-off between convenience,
efficiency and security, if it is hard to make decision then it is better to let information
security have the priority; on the other hand, before we decide to use new information
technologies or develop new services, the maturity in using new technology and
awareness in information security of taxpayers, should also be taken into account;
besides the availability of related software, hardware are also critical successful
factors of new services.

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