The objective of this project was to develop a national standard system for creating public policy infrastructure in building and construction administration. By introducing innovation in key processes, the project was aimed to increase the reliability and accuracy of these processes, to enhance the quality of public services and the convenience of citizens, and to improve the efficiency in government processes and the productivity of government employees.
The project was initiated by the Ministry of Land, Transport and Maritime Affairs and was carried out by the Building and Construction Administration Informatization Planning Task Force. The list of parties involved and the respective responsibilities and contributions were as follows:
* Control Tower Comprehensively Responsible for Project Planning and Implementation: Ministry of Land, Transport and Maritime Affairs
The Ministry of Land, Transport and Maritime Affairs acted as the control tower for the project by planning the project, securing budget funding, providing budget support, securing legal basis for the project, and setting up a collegial body to deliberate on key issues. The Ministry of Land, Transport and Maritime Affairs solely led the project planning stage while reflecting on the opinions of local administrations, and it jointly implemented the project with local administrations.
* Project Implementer: Building and Construction Administration Informatization Planning Task Force
In order to effectively carry out this project, a temporary unit named the “Building and Construction Administration Informatization Planning Task Force” was set up, composed of officials from the Ministry of Land, Transport and Maritime Affairs and local administrations, as well as private-sector experts and citizens’ representatives. The task force established a medium and long-term roadmap for the project, and for better and more efficient implementation of the project, created three teams under it; namely, the Regulatory Infrastructure Team, Project Team, and the External Advisory Team. The three teams closely cooperated with and learned from one another to identify major issues of the project, thereby playing a key role as problem-solvers. During the operation stage of the project, particular efforts were made to public education and campaign, and to the promotion of the new system to ensure its active usage; the task force staff traveled across the country to visit local administrations, offering seminars for the staff, the general public, and architects, as well as conducting public hearings, surveys, and interviews.
* Working Group: Service users (citizens, architects, etc.) and service providers (local administration staff and related government agency staff)
From the early stages of the project, a working group was set up, having as its members both the users and the administrators of the system; that is, general citizens and architects, and local administration staffs and staffs from other government agencies involved in the permit process. Throughout the project period, the working group met several dozens of times, with workshops held as frequently. These meetings helped to determine the actions for improvement and to find solutions to the problems encountered during the course of the project.