Ministry of Security and Public Administration

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
During the past decades, Korean citizens considered it as normal to visit government agencies and prepare as many as 10 kinds of civil affair documents in order to apply for their petitions. Public officials were also accustomed to review all these different documents and then handle the petitions. This bureaucratic process resulted in creating 440 million documents each year and it took more than 10 days to prepare these documents. Annual social cost related to this is estimated to be approximately USD 20.5 billion, 0.5% of annual GDP. In addition, it was very hard to share information between departments and agencies. Thus, the government-wide public information sharing system was required for timely providing necessary information, integrally managing connection of public service database and reducing a number of documents which incurred people's inconvenience and social cost.

B. Strategic Approach

 2. What was the solution?
The Public Information Sharing System began in earnest with "Current State and Improvement Plan of Public Information Sharing" which was reported to the President in May 2005. This secured strong impetus as following steps. An ultimate government's decision-making organization recognized fundamental issues and improvement plans about Public Information Sharing. Finally, the system was adopted as the government's project in the 63rd presidential advisory committees. The agency secured the cohesiveness of the Public Information Sharing which had been done partially by some departments. The Public Information Sharing Executive Committee was established, composed of chairman, Prime Minister and members, Ministers from different ministries and experts. The committee also made a task force team in order to implement its decided projects. Each Ministry's officials were seconded to the task force team for coordinating conflicts among various ministries. They also induced their co-workers to participate in the project voluntarily and analyzed different issues and reflected a variety of opinions when they planned and built the system. Regardless of government's efforts, customs of asking for a number of documents for civil services were in place. To remove this, the government reinforced legal basis, building clauses on "sharing obligation" in the e-government law which can be called Public Information Sharing's fundamental law. Above all, the government made public information sharing culture through active raising-awareness programs to general public and promoting necessity and efficiency to each agencies.

 3. How did the initiative solve the problem and improve people’s lives?
As the Public Information Sharing Service launched, administrative agencies could reduce unnecessary cost of time, human resources and equipments for writing same documents repeatedly. Additionally, it made work-process streamlined through collaboration among government agencies and private sector. As a result, citizen's satisfaction levels were elevated and government officials' mindset were also shifted from passively issuing certificates to proactively providing customized services for customers. Through information circulation, different ministries could use valuable information that each Ministry had independently, and this helped provide firm foundation of implementing government's policies based on shared information such as resident registration and cadastre/building ledger. It also made available to manage data from governments and private sector integrally.

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
[Implementation plan: See appendix] The Public Information Sharing started as one of G4C(Government for Citizens) initiative which was selected by e-Government Special Committee(established in Feb 2001). G4C is an innovation project of public service for people in Aug 2003, Presidential Committee on Government Innovation & Decentralization of the Presidential Advisory Body included Public Information Sharing as one of 31 road map tasks. However, the Public Information Sharing services were restricted to only 17 kinds and furthermore few agencies could use the shared information. real-time service was not available either. For these reasons, it was very hard to provide Public Information Sharing in an effective manner. The fundamental structure of current Public Information Sharing System was made by "The Current State and Improvement Plan of Public Information Sharing", which was reported at the 63rd presidential advisory committees, 2005. In this report, there were various issues such as insufficiency for needs of Public Information Sharing and necessity of aligning the promotion system. "The Regulation for Public Information Sharing Executive Committee" was established to implement this report concretely in Oct 2010 and Public Information Sharing Executive Committee was established in Nov belonging to the Prime Minister's office. A task force team, named "The Public Information Sharing Promotion Group" was also established in order to perform function of secretariat of the Committee, and the fundamental of Sharing Use was built as "Public Information Sharing Propulsion Comprehensive Plan" was established in Dec of that year for implementing the system. In 2006, 34 kinds of Public Information could be used by the 1st Public Information Sharing Promotion Comprehensive Plan. 42 kinds in 2007 and 71 kinds in 2008 of Public Information could be utilized by these 2nd and 3rd plans. However, when the object that was established in 2005 was accomplished in 2008, the necessity of preparation for changing the focus from "information providers" to "information consumers" was raised to meet t new needs and circumstance of Public Service. Before 2008, there were improvement requirements such as provider-side information, convenience of use, personal information protection issue and insufficiency of total type support e-window for civil petitions. According to this, BPR/ISP was executed for the enhancement plan of customer-oriented Public Information Sharing System considering user friendliness and "Public Information Sharing Mid-term Strategy Plan" was established for the 2009 to 2012 as the result of BPR/ISP. This customer-oriented Public Information Sharing System Mid-term Strategy Plan included 3 main service contents. First, the simple repeat inquiry service of Public Information (register-side) per case was advanced to the consumer-built inquiry service as extracting and arranging the necessary items. Because of this service, the personal information extrusion issue and inconvenience of repeat inquiry were resolved. Second, the various functions for supporting e-window for civil petitions and public work were provided additionally. The on-line total service such as e-petitions documents management service and information circulation service were provided. The e-petitions documents management service is a service which consigns to writing the documents that people write and submit documents through internet and the result of these documents for inquiry and register. And the information circulation service is that encrypts the information which is exchanged among the institutions safely. As this service, the backup service is being provided to deal with the new people's needs about Public Sharing Information. Third, consumer-built smart Public Information Sharing Service could be provided considering each civil affair and each administrative affair. For example, the tax refund service(local tax and tax which are scattered in various departments) is integrated in the way of standard connection. Thus, people can search their tax refund at one time. Likewise, Public Information Sharing System is supporting to provide according with the service which various departments and customers need.

 5. Who implemented the initiative and what is the size of the population affected by this initiative?
The committee was established for promoting public information sharing system, providing timely information, resolving distrust between relevant departments and civil organizations in 2005 and reflecting advice of the President effectively. The committee belongs to the Prime Minister. The chairmen of the committee are Prime Minister and representative from private sector Private Chairman, and its members are no more than 20 people including 2 chairmen, 10 government's members and 6 private members. "Subcommittee" was also established with the committee for its efficient operation, chaired by the representative from private sector and assisted by 7 experts from the same sector. It in efficient way and 7 private members and private chairman of the committee compose the subcommittee. "Advisory group" performed as an advisor for the committee. 10 experts of various fields such as information and communication, science of public administration, legislation, etc composed the advisory group. The task force team, Public Information Sharing Propulsion Group was established for drafting policies and implementing them in order to expand sharing of public information and assisting activities of the committee Also, there were officials who were seconded from their agencies for co-operation and resolving the problem between the agencies.
 6. How was the strategy implemented and what resources were mobilized?
Public Information Sharing was carried securing the government's budget after the result of report which showed the economic effect would be reached 1.5 trillion won($1.4 billion) per year. From 2005 to 2012, about 60 billion won($56 million) of e-government's special account support fund was deployed step by step. Additionally, it was necessary that building and operation of Public Information Sharing System as government-wide, because there was waste of budget at the independent system connection between the information possession agencies and using organizations. Thus, it was not hard to retain the budget. The Pubic Information Sharing System was built using the information technology and security technology of Korean abundant network infrastructure and high internet distribution and use rate. The barrier of technology was minimized using the connection technology such as Open architecture of ESB(Enterprise Service Bus), Open API, etc and the system was operated by preparing the countermeasure of information security which was encrypting the public information, constructing network security, configuring detailed access authority and monitoring protection personal data. Public Information Sharing Executive Committee possessed strong power through appointing Prime Minister as a chairman and was operated by experts of information possession agencies and use organizations who had excellent professionalities. Besides, it could be built and be managed as perfect system utilizing internal & external expert groups.

 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
The system makes that the required documents are reduced innovatively and it is minimized to visit the relevant agencies when people apply their petitions to the public service agencies. The extra work and cost of request to the information possession agencies and the preservation of the documents that the task handling officials had to do also disappeared. As a result, people's public service satisfaction level rose higher because the officials could handle the petitions efficiently and rapidly. The efficiency of public service increased by enhancing information security through information circulation service which exchanged the mass data between the agencies through e-media. Thus, high-valued public service was realized by expanding the Public Information Sharing's scope such as policy information. 1.84 trillion won of the social cost such as time cost, traffic cost, etc reduced from 2005 to Dec 2012 and about 1,023 thousands(t-CO2) of the carbon-emission-reduction effect was showed with this reducing cost because the quantity of paper-use and the traffic were reduced by the system. As a result, the system realized the green public service.

 8. What were the most successful outputs and why was the initiative effective?
The monitoring and evaluation of this project is divided into technical-side and public service-side. As the technical-side, a PMO organization composed for evaluating of propriety of innovation task at each task by progress state such as expending inquiry information and this PMO inspected the outputs of each developing step. Additionally, the PMO evaluated the project progress detail and its outputs through the demonstration of the supervision and the final test. The public service-side was evaluated by document analysis, the meeting with experts and the fact-finding inspections. Because the consultation was very important to this project the various experts of each field as information-communication, legislation, etc composed the advisory group and executed the advisory meeting for reflecting their opinions. Besides, the Public Information Sharing Center gives an interview and a survey each year to the officials who use the system and the center can improve system and policy at consumer-side by deducting difficulties and fact-finding to the use-agencies.

 9. What were the main obstacles encountered and how were they overcome?
The hardest obstacle was resistance of information-possessing agencies against sharing the information. The information-possessing agencies sat on their hands because they worried about the information hegemony that they could be deprived of, abuse of information provided and responsibility. And the deep-rooted and habitual culture of requiring for paper certificates was one of the obstacles, too. For resolving these problems, government-wide cooperative agency was established and the information-possessing agencies' officials were seconded to dispel various worries and problems about information sharing. The workshop between the information-possessing agencies and use-agencies and public-private meeting were held for expending the depth of relationship of interests. And the security system for the regulations of privacy about abuse of information and certificate system was intensified. The training and current state survey was executed. The survey was given to the officials for encouraging their understanding and their interest level about Public Information Sharing. Additionally, promotions for increasing general people's awareness of Public Information Sharing were executed by various media through the use-agencies and public service agencies and the active culture of Public Information Sharing was created.

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
The Public Information Sharing Service makes a new paradigm to the people's life. people don't need any effort to visit for the agencies to apply their petitions. Furthermore, visiting to the petitions handling agencies is not necessary because the civil petitioner can check from applying his/her petitions to its result. Through this, the service that people can be provided turns into fast and variety service. The first case is "Finding un-refunded money for citizens". "Finding un-refunded money for citizens" is a service that people can inquire their refunds information which is integrated and connected with each agency. Until now, the refunds information has been dotted in each agency when the refunds occurred. Thus, there was a lot of difficulty to refund their money. However, people can inquire their refunds information such as tax of National Tax Service and local tax of Ministry of Security & Public Administration and can apply to refund their money in real time through this service. The second case is "e-petitions documents management service". "e-petitions documents management service" is the service that agencies can preserve, inquire and use the e-documents through the internet such as the received documents from people and the results of issuing organization when they need. Through this service, people can use the civil petitions portal service "Minwon 24", "Wetax", "Civil petitions for cars", etc as the new functions like the management of the third party (agency) submitting, the complementation & revision, the management of stored e-documents, etc were developed. The reduced social cost amount is 1 trillion 837.8 billion won(total 51,313,057 cases) from 2005 to 2012 through this service and this amount is counted on the basis of 0.36 hours per petitioner, 3,758 won of time cost per document, 383 won of traffic cost per document, 486 won of commission of per document and 46 won of printing cost per document. Additionally, the biggest benefit is that the people's life convenience increased through the improvement and diversification of the method for providing the public information. And this will be a bridgehead to realize the knowledge-base public service through the information sharing.

 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
Unlike Europe and USA which are putting emphasis on the credit, Korea, the other countries of Asia and developing countries are accustomed to depend on the required documents and this is caused by the certificate culture. In this culture, the Public Information Sharing Service did a huge role that the Korean government's public service was changed from the provider & government's side to the customer & people's side. After this project was promoted in 2005, the kinds of Public Information Sharing have increased steadily during 8 years. Additionally, the information sharing has reached to the finance institute that is close to people's life. The service has been evolving in order to reflect various needs and the changing circumstance, for example a new service such as customized information inquiry service which considers user-convenience. And the utilization rate is increasing in proportion to this each year. Also, this service won't stop to evolve to the medium and long-term service according to the next generation IT such as mobile service, web 2.0, etc in the future. The digital knowledge hierarchy like the Public Information Sharing System is that already has become one of the world agenda from the agenda of developing countries. Especially, the Korean e-government is evaluated as entering into the final step of UN's e-government development model called as "integral connected e-government" and there is Public Information Sharing System at its fundamental. This case that innovates efficiently the task and the service using the Public Information Sharing between the agencies is an unprecedented case, so the world gets interested in Korean Public Information Sharing System. Furthermore, Japan which has strength at IT service gets interested too. Thus, this successful Public Information Sharing System can be an excellent model to the countries that want to realize the knowledge based public service and global Green IT or to enter into the 4th step of e-government.

 12. Were special measures put in place to ensure that the initiative benefits women and girls and improves the situation of the poorest and most vulnerable? (If applicable)
When this project was launched, each department expressed negative view because they considered the information as their own power and their reason for existence. To solve this problem, the Public Information Sharing Executive Committee has built the expansion of use agencies and information as making cooperation system between information-possessing agencies step by step under the President's powerful leadership. As this project, we could know how President's powerful leadership and its supports like the human & organization promotion system and building the system are important. The e-government business couldn't be built in a day, but it grows consistently. Thus, this project's success during past 8 years is very suggestive to seek the e-government's development direction. The keyword of future public service innovation is governance and knowledge based public service and this project is at the center of realizing the information sharing which is main component of governance public service. As the Public Information Sharing System is a hub of information circulation, it will be a core infrastructure for sharing information. This project saves the agency's effort about the overlapped investment of building the connection system between agencies and it helps make a high-quality decision rapidly by sharing the valuable information such as policy information, statistics information, etc.

Contact Information

Institution Name:   Ministry of Security and Public Administration
Institution Type:   Government Agency  
Contact Person:   Seongeun Lee
Title:   Deputy Director  
Telephone/ Fax:   82-2-2100-4414
Institution's / Project's Website:  
Address:   209 Sejong-daero, Jongno-gu
Postal Code:   110-760
City:   Seoul

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