Conference Agenda

Problem Statement and Purpose

Problem statement

In the digital era, information technology has become one of the core elements of public sector reform, changing the paradigm of public service delivery. So far, 90 countries around the world have implemented one-stop service, and at least 70 countries have implemented physical citizen service center reforms. Unfortunately, although public service delivery has continued to improve, the results for the service provision indicators may seem less than encouraging for the implementation, reported by the United Nations in 2020. The lack of data sharing, structural departmentalization, process fragmentation, and more interdepartmental collaboration dilemmas remain pressing issues to be addressed in the practice of public sector reform.

Purpose

China is one of the countries with a “very high” ranking in the United Nations’s global e-government rankings. In January 2024, The State Council issued the Guiding Opinions on Further Optimizing Government Services, Improving Administrative Efficiency, and Promoting “One-stop Government Services”. This paper aims to address public service delivery challenges and analyze the experience of promoting one-stop service in China.

Methodology

This paper applies a qualitative research approach, using a single-case research design, to analyze the platform integration, structural change, public participation, and process re-engineering of One-stop Government Services reform in China. For this paper, data were collected from three sources. First, documents, reports, official website information, and social media news were collected. Second, field observations have been carried out at service centers in Beijing, Shanghai, and Hangzhou since 2019. Third, in-depth interviews and focus group interviews were conducted. The interviewees included the leaders of data management organizations, Managers of administrative service centers, and window service staff.

Findings

This paper applies a single-case research design and analyzes the practical measures of One-stop Government Services reform in China from four dimensions: platform integration, structural change, public participation, and process reengineering. These measures include one general portal for online services, one integrated door for offline services, one government service hotline for all complaints, and one integrated process for theme-related services.

Proposals

This paper summarizes the experience of people-centered orientation, data-sharing support, and institutional guarantee in digital services. The practice and experience from China can be a reference for more countries.

References

Li, Z., Wu, J., Desouza, K. C., & Chen, Z. 2022. How to satisfy dissatisfied citizens with urban public services? The case from Nanjing, China. Urban Research & Practice, 15(3): 464-471.

Scholta, H., Mertens, W., Kowalkiewicz, M., & Becker, J. 2019. From one-stop shop to no-stop shop: An e-government stage model. Government Information Quarterly, 36(1), 11-26.

Fredriksson, A. 2020. One Stop Shops for Public Services: Evidence from Citizen Service Centers in Brazil. Journal of Policy Analysis and Management, 39(4), 1133-1165.

Problem Statement and Purpose

Most often, the success of public sector reforms is only assessed through an assessment of their goal-achievement. However, public sector reforms most often, if not always, do have unintended - economic, political, social - consequences, some positive, some negative, some appearing immediately and some in the long term.

Not taking these consequences into account can be problematic, as the judgment of outcomes of reforms becomes biased.

Based on a comparative meta-analysis of public sector reforms in two central European countries since their transition, this paper asks what types of unintended consequences need to be distinguished and shows how such unintended consequences appear in practice. .

Methodology

This paper is based on a meta analysis of existing studies on reforms in Central European countries

Findings

Not yet exactly known

Proposals

Taking experiences on unintended consequences into account when designing public sector reforms could result in more realistic reforms

Taking experiences on unintended consequences into account when evaluating public sector reforms could completely change the appreciation thereof.

It could contribute to an improved understanding of repetitive reforms visible in many countries.

References

De Vries, M.S., & Nemec, J. (2013). Public sector reform: an overview of recent literature and research on NPM and alternative paths. International Journal of Public Sector Management, 26(1), 4-16.

Nemec, J. and M.S. de Vries (eds) (2012) Public Sector Dynamics in Central and Eastern Europe. Nispacee Press, 2012

De Vries, M. S., & de Vries, M. S. (2023). Repetitive reorganizations, uncertainty and change fatigue. Public Money & Management, 43(2), 126-135.

Problem Statement and Purpose

In the South African context, the lack of physical asset management in the public sector resulted in serious service delivery challenges and breakdowns, as well as negative audit outcomes as reported by the Auditor-General of South Africa (AGSA). Based on a literature study it was evident that the theoretical foundation and framework for physical asset management in the public sector were not properly documented and established within the Public Administration discipline as well as within the three spheres of government. Without the establishment of an appropriate theoretical foundation for physical asset management in the public sector, it would not be possible to overcome the service delivery challenges that have prevailed in the South African public sector over the past three decades.

Public officials responsible for physical asset management should be provided with an understanding of the theoretical foundation for physical asset management in the public sector to ensure that they can be held accountable for managing those assets. The purpose of this paper is to establish and provide an appropriate theoretical foundation for physical asset management in the public sector that can lay the foundation for physical asset management practices that will be derived from it.

Methodology

This paper is based on a literature study and review to explore, formulate and establish the theoretical foundation and framework for physical asset management in the public sector, as well as the utilisation of an integrated physical asset management approach.

Findings

It was determined that the theoretical framework for physical asset management consists of the New Public Management (NPM) theory, including the New Public Financial Management (NPFM) paradigm and the Asset Management theory. The principles, dimensions and approaches guiding physical asset management in the public sector were also established. From a theoretical perspective, the generic requirements for managing the physical asset management life-cycle stages, and the requirements for an integrated approach to physical asset management were also outlined.

Proposals

Public officials must adopt the latest available developments in physical asset management theory to establish physical asset management best practices in their respective public institutions. It may require them to undergo the necessary training to translate theory into practice. There should also be a commitment from the relevant political office-bearers and the accounting officers (administrative heads of public institutions) to support the implementation of physical asset management best practices which will contribute to continuously improved service delivery. An integrated and holistic approach to physical asset management by public institutions may therefore be necessary to achieve it.

References

Alhazmi, N. 2018. A theoretical framework for physical asset management practices. Facilities, 36(3)/(4):135-150.

Australian Asset Management Collaborative Group (AAMCoG). 2012.Guide to Integrated Strategic Asset Management. Brisbane, Australia: AAMCoG. [online]. Available from: https://static1.squarespace.com/static/6399096d4f946e597b746d34/t/63ec4a8625dc85276600f3f6/1676429998364/AAMCoG+Guide+to+Integrated+Strategic+Asset+Management.pdf [Accessed October 19, 2023].

Indahsari, C.L and Raharja, S.J. 2020. New Public Management (NPM) as an Effort in Governance. Jurnal Manajemen Pelayanan Publik, 3(2):73-129, Feb. [online]. Available from: http://www.jurnal.unpad.ac.id/jmpp [Accessed November 25, 2023].

Maletič, D., Maletič, M., Al-Najjar, B. and Gomišček, B. 2020. An Analysis of Physical Asset Management Core Practices and their Influence on Operational Performance. Sustainability, 12:1-20. [online]. Available from: https://www.mdpi.com/2071-1050/12/21/9097 [Accessed August 11, 2023].

National Treasury (Republic of South Africa). 2021. Asset Management Framework for National and Provincial Departments, issued by the Office of the Accountant-General. [online]. Available from: https://ag.treasury.gov.za [Accessed April 4, 2023].

Problem Statement and Purpose

The public sector is constantly facing service delivery challenges, one key function that has been bedevilled with performance ineffectiveness is the procurement function. To address poor procurement practices, electronic procurement (e-procurement) systems have been introduced to address efficiency challenges associated with traditional public procurement. While the effectiveness of e-procurement remains undisputed, public sector organisations continue to face challenges in translating the initial e-procurement policy adoption decision to implementation action. E-procurement implementation experiences in the public sector have not yielded positive outcomes unlike in the private sector. Literature review suggests a lack of general understanding about e-procurement implementation especially at the local government level even though it is a major component of modern public administration.

Purpose: There are limited studies that illustrate activities associated with the process of e-procurement implementation. Therefore, such a gap crystallises the need to build a common view of what the transition to e-procurement involves which is the main focus of the study. This is achieved by investigating the e-procurement key determinant factors and their effect on the implementation of the e-procurement system in a decentralised e-procurement system in a local government setup.

Methodology

This study is qualitative in nature, it is based on key informative interviews conducted with thirty (30) participants which were purposively selected to illicit their views and perceptions on the determinant factors for e-procurement in implementation and operational effectiveness in the context of local government. These participants include Harare City Council officials, Ministry of Iinformation Technology officials, academic personnel, Resident Associations representatives and Procurement Regulation Authority of Zimbabwe officials. Key informant interviews were augmented with document searches. It was important to synthesise the perspectives of the above-mentioned different stakeholders as they are critical in shaping thoughts on procurement modernisation in government.

Findings

This study revealed e-procurement determinant factors for e-procurement implementation in a local government and further established critical factors operational sustenance of e-procurement system. These critical success factors included organisational leadership, change management, system integration, system compatibility and political will among other findings. Most central to this study is the revelation that unique organisational characteristics (structure, goals, policies and culture) specific to the local government context interact with key determinant factors to influence the operationalisation of e-procurement. These findings have implications on how the government or local government specifically has to design, formulate, and implement e-procurement systems.

Proposals

The study findings revealed key determinant factors for the operational effectiveness of an e-procurement which local government has to consider and these form the basis in the formulation of an implementation framework for an e-procurement implementation. Drawing such findings there is a need for local government practitioners to undertake customisation efforts in designing and implementing e-procurement prescriptions as the implementation context influences greatly upon the success of e-procurement projects. Such customisation provides the best fit of the e-procurement system with the local government ‘s internal and external environments

References

Aduwo, E. B., Ibem, E. O., Ayo-Vaughan, E. A., Afolabi, A. O.,Uwakonye, U. O., & Oluwunmi, A. A. 2020. Determinants of e-procurement implementation in construction in Nigeria. International Journal on Emerging Technologies, 11(2): 746-755.

Chen, Y., Bretschneider, S., Stritch, J.M., Darnall, N. & Hsueh, L., 2021. ‘E-procurement system adoption in local governments: The role of procurement complexity and organisational structure’. Public Management Review, 1(1):1–23.

Croom, S. & Brandon-Jones, A. 2009. ‘Key Issues in E-Procurement: Procurement Implementation and Operation in the Public Sector’, in International Handbook of Public Procurement. doi:10.4324/9781315092539-24