National venture capital association yearbook 2013
20110518研考會會議手冊 2
1. 「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
4. 0TWQlQql»tRue°gRÙ0W–›xŠg
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
6. 0TWQlQql»tRue°gRÙ0W–›xŠg
International Conference on Best Practices and Innovations in Public Governance
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
7. 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
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8. 0TWQlQql»tRue°gRÙ0W–›xŠg
International Conference on Best Practices and Innovations in Public Governance
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
9. 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
10. International Conference on Best Practices and Innovations in Public Governance
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
11. 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
County Council, U.K.
IX
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International Conference on Best Practices and Innovations in Public Governance
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.
Case 5: Different Service Management of Incheon International Airport, a
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
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, Republic
of Korea
X
13. 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.
Case 7: Integrating Application Process and Redefining Service Experience:
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.
※ The conference will be conducted in both English and Chinese (The simultaneous interpretation
service will be provided).
XI
17. ˜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
18. 0TWQlQql»tRue°gRÙ0W–›xŠg
International Conference on Best Practices and Innovations in Public Governance
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
19. 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
20. 0TWQlQql»tRue°gRÙ0W–›xŠg
International Conference on Best Practices and Innovations in Public Governance
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
21. 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
23. o
˜Lo‹ÿ Keynote Speech
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
24. 0TWQlQql»tRue°gRÙ0W–›xŠg
International Conference on Best Practices and Innovations in Public Governance
Passage to a great entrepreneurial
public servant
Visionto become a great
entrepreneurial public
servant
Use your resources
Passage to a great entrepreneurial
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
25. o
˜Lo‹ÿ Keynote Speech
Passage to a great entrepreneurial
public servant
Move fast. Do not hesitate
Critical to have the first-
move advantages
Passage to a great entrepreneurial
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
26. 0TWQlQql»tRue°gRÙ0W–›xŠg
International Conference on Best Practices and Innovations in Public Governance
You will be a great entrepreneurial
public servant
Dare to dream
Follow your heart
Execute your plan
12
27. 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
28. Session One
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 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.
29. o
‹p˜Lv|ˆhÿNÿÿ Session One
例1
Case 1: Public Sector Innovation in Australia
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
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International Conference on Best Practices and Innovations in Public Governance
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.
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31. o
‹p˜Lv|ˆhÿNÿÿ Session One
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
32. 0TWQlQql»tRue°gRÙ0W–›xŠg
International Conference on Best Practices and Innovations in Public Governance
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
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‹p˜Lv|ˆhÿNÿÿ Session One
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
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34. 0TWQlQql»tRue°gRÙ0W–›xŠg
International Conference on Best Practices and Innovations in Public Governance
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
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‹p˜Lv|ˆhÿNÿÿ Session One
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
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International Conference on Best Practices and Innovations in Public Governance
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
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‹p˜Lv|ˆhÿNÿÿ Session One
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
38. 0TWQlQql»tRue°gRÙ0W–›xŠg
International Conference on Best Practices and Innovations in Public Governance
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
39. 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
41. ‹p˜Lv|ˆhÿNÿÿ Session One
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
42. 0TWQlQql»tRue°gRÙ0W–›xŠg
International Conference on Best Practices and Innovations in Public Governance
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
43. ‹p˜Lv|ˆhÿNÿÿ Session One
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
44. 0TWQlQql»tRue°gRÙ0W–›xŠg
International Conference on Best Practices and Innovations in Public Governance
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
45. ‹p˜Lv|ˆhÿNÿÿ Session One
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
46. 0TWQlQql»tRue°gRÙ0W–›xŠg
International Conference on Best Practices and Innovations in Public Governance
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
47. ‹p˜Lv|ˆhÿNÿÿ Session One
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
48. 0TWQlQql»tRue°gRÙ0W–›xŠg
International Conference on Best Practices and Innovations in Public Governance
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
51. ‹p˜Lv|ˆhÿNÿÿ Session One
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
52. 0TWQlQql»tRue°gRÙ0W–›xŠg
International Conference on Best Practices and Innovations in Public Governance
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
53. ‹p˜Lv|ˆhÿNÿÿ Session One
o
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
54. 0TWQlQql»tRue°gRÙ0W–›xŠg
International Conference on Best Practices and Innovations in Public Governance
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
56. International Conference on Best Practices and Innovations in Public Governance
5
The most painful loneliness in life
is not knowing where to go…
go…
6
42
57. ‹p˜Lv|ˆhÿNÿÿ Session One
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
58. 0TWQlQql»tRue°gRÙ0W–›xŠg
International Conference on Best Practices and Innovations in Public Governance
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
59. ‹p˜Lv|ˆhÿNÿÿ Session One
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
60. International Conference on Best Practices and Innovations in Public Governance
The Five Major Predicaments
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
The Five Major Predicaments
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
61. Session One
o
The Five Major Predicaments
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
Poor division of labor
quality and led to victims’ unwillingness to
Poor performance seek help.
15
The Five Major Predicaments
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
Poor division of labor
performed 60% of the workload, indicating a
Poor performance severe imbalance in division of labor and
causing concerns about quality.
16
47
62. International Conference on Best Practices and Innovations in Public Governance
The Five Major Predicaments
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
Poor division of labor
services. The effectiveness of a well-intended
Poor efficiency service was greatly reduced.
17
Solutions for the Five Major Predicaments
18
48
63. ‹p˜Lv|ˆhÿNÿÿ Session One
o
Pre-Centralization
Operating Model
Directly-controlled Municipality,
County/City Government
19
Service Resources Network
Four Key Strategies
in Centralizing Call-Handling
20
49
64. 0TWQlQql»tRue°gRÙ0W–›xŠg
International Conference on Best Practices and Innovations in Public Governance
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
65. ‹p˜Lv|ˆhÿNÿÿ Session One
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
66. 0TWQlQql»tRue°gRÙ0W–›xŠg
International Conference on Best Practices and Innovations in Public Governance
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
67. ‹p˜Lv|ˆhÿNÿÿ Session One
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
68. 0TWQlQql»tRue°gRÙ0W–›xŠg
International Conference on Best Practices and Innovations in Public Governance
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
69. ‹p˜Lv|ˆhÿNÿÿ Session One
o
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
70. 0TWQlQql»tRue°gRÙ0W–›xŠg
International Conference on Best Practices and Innovations in Public Governance
Zero tolerance against violence,
for love not harm in every home……
33
End of Briefing
Please Do Point Out Corrections
34
56
71. 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
72. 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.
Case 5: Different Service Management of Incheon International Airport, a
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
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 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
University, Taiwan, R.O.C.
73. ‹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
74. 0TWQlQql»tRue°gRÙ0W–›xŠg
International Conference on Best Practices and Innovations in Public Governance
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
75. ‹p˜Lv|ˆhÿNŒÿ Session Two
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
76. 0TWQlQql»tRue°gRÙ0W–›xŠg
International Conference on Best Practices and Innovations in Public Governance
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
