4. In which ways is the initiative creative and innovative?
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Below are the major elements of the action plan developed and carried out to implement the strategy outlined thus far.
① Concept for implementation designed and the prototype developed in 2013
- Status and issues of the previous disaster information system identified
- Current state of ICT technology and applicability reviewed
- Prototype of disaster management system based on big data and map developed
② Pilot operation of the system and further development·stabilization of functionality in 2014
- Pilot operation in 30 central·local government and public institutions; onsite demands collected
- Disaster information management platform and user management function developed
- Pilot application to situation management for natural and social disasters; errors corrected
③ Pilot implementation and mid-to-long term roadmap established in 2015
- Pilot implementation of H/W and S/W system and operation carried out in 3 local government agencies
- Connectivity test of situation management function between central and local government
- Collaborative public·private·academia council for mid-to-long term system implementation established
④ Nationwide distribution of the system and public exhibition of the service in 2016
- Sequential distribution nationwide
- Publicly disclose the content of the customized disaster information service
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5. Who implemented the initiative and what is the size of the population affected by this initiative?
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① Agencies that developed the system : Ministry of Security and Public Administration (MOSPA), National Disaster management Institute
② Legislative enactment of relevant regulations and nationwide distribution: Safety Management headquarters of MOSPA
③ Collaborative organizations for pilot implementation of the system: Metropolitan City of Pusan, Metropolitan City of Daejeon, and Provincial government of Jeonbuk
④ Collaborative organizations for pilot operation: 42 disaster responsible departments from central·local government agencies and public institutions
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6. How was the strategy implemented and what resources were mobilized?
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Refer below for cost and resource mobilized as well as details of project funding and financial support.
◦ 2013: 190 mil. KRW (R&D)
- Smart Big Board developed and pilot system implemented
◦ 2014: 1.07 bil. KRW (470 mil. KRW in R&D + 600 mil. KRW for E-Government Support Project)
- R&D Project: development of more functionability and stabilization of the Smart Big Board prototype developed in 2013; includes user management, expanded information connectivity, base survey for pilot implementation in local government, etc.
- E-Government Support Project: selected as pilot project carried out by the Public Information Policy Division at MOSPA to further develop and expand the usability of the Smart Big Board based on the big data common platform developed in 2013
◦ 2015: 1.45 bil. KRW (R&D)
- Develop technology to respond to different types of disasters
- Establish mid-to-long term roadmap for developing and distributing the Smart Big Board
- Operate test-bed(pilot implementation) in local government
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7. Who were the stakeholders involved in the design of the initiative and in its implementation?
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The following three output have been achieved since implementation of the action plan.
① Awareness heightened for the need to manage disasters by sharing information between various organizations on central government level
- Report on Smart Big Board (cases of usage) made to the President in January 7, 2014 during the Cabinet meeting
② New disaster management paradigm that include the public promoted
- Media coverage (34 news reports) such as 'Demonstration of the Smart Big Board for Advanced Disaster Situation Room (KBS)’
- Operation of promotional booth in social safety exhibitions (10 times)
③ Presented the direction for implementation of disaster management system for local government
- Carried out consultation for determining the direction of implementation of customized system for individual organizations after successful pilot operation of the system by 42 public organizations in 2013
- Selected strategic regional organizations such as Metropolitan City of Pusan, Metropolitan City of Daejeon, and Provincial government of Jeonbuk for nationwide distribution of the system
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8. What were the most successful outputs and why was the initiative effective?
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As yet, no project monitoring and evaluation system has been put in place as currently, the main system for distribution is being developed after the development of the prototype. However, in order to make stable and effective use of the system, the following strategies are under review for implementation.
① Collect onsite demand in a bottom-up approach: hold public forum for local government and public institutions that participate in the pilot operation of the system to collect opinion on functions and content needed
② Research into evaluation index such as scope of damage before and after implementation, response time, etc., to qualitatively evaluate the efficiency gain made by implementing the system for disaster response planned for the near future
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9. What were the main obstacles encountered and how were they overcome?
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① There were difficulties in securing cooperation between the central and local government in the process of integrating information separately possessed by different agencies
⟹ The problem of lack of collaboration between government agencies was overcome by encouraging collaborative efforts and sharing of public information possessed by different government agencies through the principle of mutual communication and information sharing of the Government 3.0 initiative of the current administration.
② There was also confusion in the roles of the previous system and the new disaster information system caused by lack of understanding of newly developed concepts.
⟹ Government-wide understanding of the value of information (SNS information) provided by the people in disaster response was achieved through sustained promotion and education (mass media, promotional booth at exhibitions, etc.).
⟹ Credibility of analysis of disaster risks using social media information was strengthened.
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