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The Role of the CIOs in Korea ’ s Public Sector

The Role of the CIOs in Korea ’ s Public Sector. Kijoo Lee Senior Information Officer ISGIF, the World Bank Sep 22, 2004. Current Situation of E-Gov in Korea. Seamless. 5 th. Transactional. 4 th. Provision of integrated online services . Interactive.

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The Role of the CIOs in Korea ’ s Public Sector

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  1. The Role of the CIOsin Korea’s Public Sector Kijoo Lee Senior Information Officer ISGIF, the World Bank Sep 22, 2004

  2. Current Situation of E-Gov in Korea Seamless 5th Transactional 4th • Provision of integrated online services Interactive • Online processing of documents (visa and passport issuance, birth and death registration) • E-payment of tax and fees 3rd Enhanced • Communica- tions thrue-mail • Provision of online application form 2nd Emerging • 부처 및 기관간 • 경계없는 온라인 • 서비스 제공 • Periodic update of contents and information 1st • Limited access to information Thailand, Senegal Italy, Sweden China, India Korea(before CIO introduced ’98) US,Canada, Singapore, Korea (Source : UN, Benchmarking e-Government, June 2002)

  3. Implementing CIOs • Background • Establishment of Nat’l Info. Promotion System(’94~’96) • ICT Ministry (MIC) and Informatization Planning Office in MIC • Informtization Promotion Act • Informatization Promotion Fund • Informatization Promotion Committee (Chair : Prime Minister, Member : Ministers, Secretariat : MIC) • Needs for coordination within and across ministries • Weak positions and authorities of chiefs of IT divisions • Big private companies introduced CIOs

  4. Implementing CIOs (cont.) • Designation of CIO (’98) • National CIO : Minister of MIC (de facto) • CIOs of Ministries : Designated assistant ministers of planning and management as CIOs • CIOs of Government agencies : Designated director generals of planning and management as CIOs • CIO Council (’98) : Composed of CIOs at national level

  5. The key roles of CIO • Planning, prioritizing, coordinating and executing ICT initiatives and projects • Acquisition, allocation of ICT resources like budget, facilities and manpower • Reengineering business process • Enacting or revising regulations to make E-Government projects in effect

  6. Success and Lessons • Success • Facilitated E-Government projects thanks to CIO’s strong authorities and leadership (generally 3rd person in ministry) • Allocated more budget and human resources in ICT initiatives and conducted business reengineering process aggressively • Improved coordination among business bureaus • Increased knowledge and ICT facilities sharing • Assistant minister of planning and management is responsible for planning, budget, and organizational operations

  7. Success and Lessons (cont.) • Challenges and Lessons • CIO’s deficiency in ICT knowledge and experience • Deputy CIOs (staff of ICT division) with ICT expertise haven’t sufficient work experience in business groups • ICT is considered as secondary job by CIO • Difficult to recruit experts in private sector to government CIOs • Functions of CIO Council overlap with those of Informatization Promotion Committee

  8. Implications • Strengthening leadership and coordination is key to success in E-Government • CIO itself is not the unique way to strengthening leadership • It is not easy for CIOs to keep ICT expertise and leadership • Success of CIO system depends on • not only top government officials’ (President, Ministers) strong willingness and commitment to E-Government • but also support and cooperation of heads of business units

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