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Good Practices and Innovations in Public Governance 2003-2011

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2010 Category 4: JAPAN<br />

Asia <strong>and</strong> the Pacific<br />

Japan<br />

2010 category 4 – 2nd Place W<strong>in</strong>ner<br />

Innovation Saga Project<br />

Human Resources Development & Adm<strong>in</strong>istration<br />

Improvement Group, Saga Prefectural Government<br />

Description<br />

This is a public-private research <strong>and</strong> development effort to harness the latest technologies<br />

<strong>and</strong> know-how available <strong>in</strong> the private sector <strong>in</strong> order to meet new dem<strong>and</strong>s<br />

on the public sector.<br />

Summary<br />

S<strong>in</strong>ce 2007, this <strong>in</strong>itiative has created a knowledge-shar<strong>in</strong>g platform where government<br />

officials present press<strong>in</strong>g problems <strong>in</strong> the public sector <strong>and</strong> <strong>in</strong>vite private enterprises<br />

to propose responses capitaliz<strong>in</strong>g on their know-how <strong>and</strong> the latest technologies.<br />

Work<strong>in</strong>g with the private sector <strong>in</strong> this way, the Saga prefectural government<br />

has <strong>in</strong>troduced three <strong>in</strong>novations. The first is the creation of new solutions with the<br />

latest technologies, especially with <strong>in</strong>formation <strong>and</strong> communication technology<br />

(ICT). The second is the creation of new partnerships between small <strong>and</strong> mediumsized<br />

local bus<strong>in</strong>esses <strong>and</strong> nationwide or global enterprises with cutt<strong>in</strong>g-edge technologies.<br />

The third is the creation of new work styles to improve operat<strong>in</strong>g effectiveness<br />

<strong>in</strong> public adm<strong>in</strong>istration.<br />

The Problem<br />

Because of the recent slow-down <strong>in</strong> economic growth <strong>and</strong> the heavy concentration<br />

of people, goods, capital <strong>and</strong> <strong>in</strong>formation around Tokyo, Japan’s regional<br />

economies have suffered <strong>and</strong> local governments are fac<strong>in</strong>g shortages <strong>in</strong> tax revenues.<br />

As a result, there is a need to develop new bus<strong>in</strong>esses <strong>in</strong> the regions outside<br />

Tokyo, to create new sources of tax revenue so that local governments can<br />

work more effectively. In addition, the local governments have to deal with newly<br />

emerg<strong>in</strong>g problems, such as p<strong>and</strong>emic <strong>in</strong>fluenza, despite severe f<strong>in</strong>ancial constra<strong>in</strong>ts.<br />

The local governments needed more resources to tackle these problems. However, it<br />

was difficult to start an <strong>in</strong>itiative employ<strong>in</strong>g technologies or products that no publicsector<br />

entities had yet tested. The assurance of solid results <strong>and</strong> a secure return on<br />

<strong>in</strong>vestment was regarded as a very important prerequisite, particularly given the precarious<br />

f<strong>in</strong>ancial climate.<br />

161

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