Good Practices and Innovations in Public Governance 2003-2011
Good Practices and Innovations in Public Governance 2003-2011 Good Practices and Innovations in Public Governance 2003-2011
Good Practices and InnovATIONS in Public Governance following a public hearing and review on 11 September 2006. As with the kiss loved ones give when greeting or bidding farewell, KISS strives to ease travel by providing fast and comfortable immigration clearance through “3S service”: Smart, Speed and Smile. For Smart Service, the Office of Immigration unified two separate Exit and Entry Control Divisions into one flexible organisation, composed of small and mobile teams. The office also assigned more immigration officers to comparatively crowded passport control sectors during rush hours, and upgraded electronic programs to forecast the number of passengers at the passport control points. Through the Speed Service, Immigration shortened average screening time per passenger by utilizing an automatically processed passenger information system. Also, cargo plane crews can obtain immigration clearance at the cargo terminal using a remote selfcheck system. For the Smile Service, the office conducts customer service training for all immigration officers on a regular basis. KISS has produced remarkable results. Korea’s immigration clearance service has won the Best Airport Service Quality (ASQ) Award for passport and visa inspection five times. The Geneva and Montreal-based International Air Transport Association (IATA) chooses ASQ award recipients based on inspections and customer surveys. KISS has also had a significant impact on public finance. For example, abolishing the need for personally completed Departure and Arrival cards for Korean citizens and legal residents saved $1,250,000 a year from the governmental budget. Furthermore, Immigration estimated that faster clearance times have saved customers over $22 million by providing more time to conduct business while in Korea. Improved immigration played a crucial role in Incheon International Airport’s winning the Best Airport Worldwide in 2006. The award is part of a global airport monitoring survey conducted by the IATA and ACI (Airport Council International). A number of steps were undertaken to innovate the immigration system. Firstly, MOJ reorganized its body and reconstructed its work system. The immigration office at Incheon International Airport used to be separated into two divisions: Entry Division and Exit Division. Immigration officers had difficulties in changing their work place and supporting each other under this system. To improve this inefficient work system, MOJ combined the two divisions into one unified organisation composed of 24 mobile teams. This enhanced flexibility in management of immigration officers, allowing deployment of more immigration officers during rush hours. The flexible management of human resources decreased passenger’s waiting time by 60% for passport and visa inspection at the airport. Secondly, MOJ developed a scientific immigration clearance service. MOJ introduced the Machine Readable Passport System (MRPS) that is capable of not only reading and recording personal information on a passport automatically, but also 312
2007 Category 2: Republic of Korea detecting people prohibited from entering the country. MOJ also adopted the Advance Passenger Information System (APIS). APIS is a system that checks passenger’s security background even before their flight’s arrival. This is a very useful presecurity check system to prevent terrorists and criminals from entering Korea. Furthermore, MOJ invented the world’s first Remote Crew Self-check System (RCSS) and Automatic Crew Perception System (ACPS). Through RCSS, cargo plane crew can receive immigration clearance service at the cargo terminal without the presence of an immigration officer. ACPS enables passenger plane crews possessing a crew registration card to be automatically cleared. Thirdly, MOJ abolished the use of the departure and arrival card. In the past, every passenger had to submit a card to the immigration officer at the airport. Most passengers found this process annoying as it was one of the main reasons for the delay of the immigration process. As this was the case, MOJ abolished the card to decrease the number of paper documents and to make immigration processes easier for customers. In addition, MOJ introduced Group Tourist Computing System (GTCS) to increase convenience for tourists traveling in groups. Korean immigration officers have been joining a service training program to provide a more customer-friendly service. The course was developed by specialists, who visited immigration offices and analyzed the attitude of immigration officers in their actual working environment. 313
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<strong>Good</strong> <strong>Practices</strong> <strong>and</strong> InnovATIONS <strong>in</strong> <strong>Public</strong> <strong>Governance</strong><br />
follow<strong>in</strong>g a public hear<strong>in</strong>g <strong>and</strong> review on 11 September 2006. As with the kiss loved<br />
ones give when greet<strong>in</strong>g or bidd<strong>in</strong>g farewell, KISS strives to ease travel by provid<strong>in</strong>g<br />
fast <strong>and</strong> comfortable immigration clearance through “3S service”: Smart, Speed <strong>and</strong><br />
Smile. For Smart Service, the Office of Immigration unified two separate Exit <strong>and</strong><br />
Entry Control Divisions <strong>in</strong>to one flexible organisation, composed of small <strong>and</strong> mobile<br />
teams. The office also assigned more immigration officers to comparatively<br />
crowded passport control sectors dur<strong>in</strong>g rush hours, <strong>and</strong> upgraded electronic programs<br />
to forecast the number of passengers at the passport control po<strong>in</strong>ts. Through<br />
the Speed Service, Immigration shortened average screen<strong>in</strong>g time per passenger by<br />
utiliz<strong>in</strong>g an automatically processed passenger <strong>in</strong>formation system. Also, cargo plane<br />
crews can obta<strong>in</strong> immigration clearance at the cargo term<strong>in</strong>al us<strong>in</strong>g a remote selfcheck<br />
system.<br />
For the Smile Service, the office conducts customer service tra<strong>in</strong><strong>in</strong>g for all immigration<br />
officers on a regular basis. KISS has produced remarkable results. Korea’s immigration<br />
clearance service has won the Best Airport Service Quality (ASQ) Award<br />
for passport <strong>and</strong> visa <strong>in</strong>spection five times. The Geneva <strong>and</strong> Montreal-based International<br />
Air Transport Association (IATA) chooses ASQ award recipients based on <strong>in</strong>spections<br />
<strong>and</strong> customer surveys. KISS has also had a significant impact on public<br />
f<strong>in</strong>ance. For example, abolish<strong>in</strong>g the need for personally completed Departure <strong>and</strong><br />
Arrival cards for Korean citizens <strong>and</strong> legal residents saved $1,250,000 a year from<br />
the governmental budget. Furthermore, Immigration estimated that faster clearance<br />
times have saved customers over $22 million by provid<strong>in</strong>g more time to conduct<br />
bus<strong>in</strong>ess while <strong>in</strong> Korea. Improved immigration played a crucial role <strong>in</strong> Incheon International<br />
Airport’s w<strong>in</strong>n<strong>in</strong>g the Best Airport Worldwide <strong>in</strong> 2006. The award is part<br />
of a global airport monitor<strong>in</strong>g survey conducted by the IATA <strong>and</strong> ACI (Airport Council<br />
International).<br />
A number of steps were undertaken to <strong>in</strong>novate the immigration system. Firstly, MOJ<br />
reorganized its body <strong>and</strong> reconstructed its work system. The immigration office at<br />
Incheon International Airport used to be separated <strong>in</strong>to two divisions: Entry Division<br />
<strong>and</strong> Exit Division. Immigration officers had difficulties <strong>in</strong> chang<strong>in</strong>g their work place<br />
<strong>and</strong> support<strong>in</strong>g each other under this system. To improve this <strong>in</strong>efficient work system,<br />
MOJ comb<strong>in</strong>ed the two divisions <strong>in</strong>to one unified organisation composed of 24<br />
mobile teams. This enhanced flexibility <strong>in</strong> management of immigration officers, allow<strong>in</strong>g<br />
deployment of more immigration officers dur<strong>in</strong>g rush hours. The flexible<br />
management of human resources decreased passenger’s wait<strong>in</strong>g time by 60% for<br />
passport <strong>and</strong> visa <strong>in</strong>spection at the airport.<br />
Secondly, MOJ developed a scientific immigration clearance service. MOJ <strong>in</strong>troduced<br />
the Mach<strong>in</strong>e Readable Passport System (MRPS) that is capable of not only<br />
read<strong>in</strong>g <strong>and</strong> record<strong>in</strong>g personal <strong>in</strong>formation on a passport automatically, but also<br />
312
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