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Chapter 1 Reasons for the Need for "User Perspective" in Administrative Services

Against the backdrop of various social issues, Japan's administrative services are required to change.
We will explain why the introduction of a "user perspective" should be addressed from the policy planning stage.

Contents

An administration that works closely with users and produces maximum results

Providing Effective and Efficient Administrative Services to Support a Declining Population

As the working-age population declines due to the rapid decline in the birthrate and the aging of the population, the shortage of qualified personnel is becoming a serious problem in administrative organizations across the country. Furthermore, as we are forced to respond to changes in the social environment, such as diversifying lifestyles and advances in technology, and to respond to new challenges, such as the increasing frequency and severity of natural disasters and the sophistication of cyberattacks, there are concerns that it will be difficult to ensure and maintain the quality of administrative services.
In order to support the Japanese society and economy with fewer people than before, it is necessary to make the resources of "time" of each citizen more effective and efficient. By making the most of the power of digital technology, it is necessary to realize administrative services that are close to users such as residents and business operators and do not require time and effort. It is also necessary to improve the efficiency of administrative operations so as to secure time and reduce the burden on the government officials, which is the main provider.

Utilizing Digital Technology to Create Diverse and Valuable Experiences

With the spread of communication infrastructure and smartphones, and the widespread penetration of digital technologies into people's lives, the level and expectations required of not only private services but also administrative services are increasing. In recent years, new services utilizing generated and various AI have been introduced into the market, and they have become indispensable for business activities in people's lives. Not only the ease of use of services, but also improving the convenience of users' lives, solving problems, and achieving objectives through the services provided are becoming increasingly important. In administrative services, in order to meet the diverse requests and expectations of users, it is necessary to provide services that meet the essential requests and expectations of each person by utilizing the latest digital technologies such as AI and data shared by the public and private sectors.
In addition to overcoming the crisis of a decrease in human resources through effective and efficient administrative management, we aim to realize valuable experiences for various users by advancing digitalisation of administrative procedures in various fields such as birth, moving, and nursing care, which are daily contact points with users [Figure 1].

(Figure 1: Examples of Administrative Procedures Aiming to Create Value and Improve Efficiency by Utilizing AI and Digital Technology)
Figure introducing administrative procedures in each field, which are daily contact points with users, aiming at value creation (optimal experience for individuals) and time reduction (cost reduction). Fields include pregnancy, birth and child, moving, employment and career change, marriage and divorce, nursing care, death, benefits, medical care and health, tax, and pension.

From services that are not used to services that are used naturally

"Non-user-oriented" services increase staff load and costs

In an administration whose mission is to realize public welfare and contribute to the interests of the people as a whole, policies and administrative services are designed and implemented for users. However, as a result of being premised on the internal circumstances and constraints of the administration, there is a risk of falling into a "non-user-oriented" service that does not meet users' requests and expectations.
In many cases, services created with an emphasis on the perspective of the government as a "provider" are unable to realize the functions and experiences that users want in the service because the analysis and understanding of users' requests and actions are not conducted in depth. As a result, there is a possibility that administrative services will not be used by users and will cause stress to users.
Such administrative services may require additional administrative work such as responding to many inquiries and face-to-face support for use, which may increase the business load on the government officials. In addition, there is a high possibility that costs will increase due to unexpected system renovations and additional public relations activities aimed at promoting use.
Such a negative chain reaction eventually leads to the non-achievement of policy goals and a decline in the cost-effectiveness of services, leading to a "policy review" [Figure 2]. In order to avoid such a situation, it is important to take measures from the "user's point of view", such as investigating users' requests and actions from the policy planning stage and verifying the use of administrative services through trial production.

(Figure 2: Risks of "Non-user-oriented" Services)
The chart shows three factors that could lead to a review of the policy, including the lack of use by users, an increase in staff workload, and an increase in costs. A review of the policy could lead to a situation in which the Diet is questioned.

Overcoming administrative challenges and meeting user needs and expectations

Based on the essential needs and expectations of users, administrative services that are not used should be improved and administrative services that are used naturally should be realized. In order to realize administrative services from the "user's point of view," it is necessary for all parties involved in service creation, such as planning, design, development, provision, and operation, to have such awareness.
On the other hand, various restrictions and conditions, such as laws and systems, customs and conventions, and the interests of related parties, are prerequisites for the creation of administrative services. When facing services from the "user's point of view," it is necessary to overcome these preconditions through cooperation across organizational boundaries. To this end, the "Twelve Points of Service Design" ([Figure 3] was replaced with text when the HTML version was created), which shows the policies for business reform, and the "structural reforms Digital Principles", which aims to transform the government into one that is suitable for the digital age, have been published as government policies.
It is important that not only project leaders and persons in charge, but also related ministries, agencies, and local governments understand these policies and develop a common understanding.

12 Service Design Clauses

Article 1. Starting from the needs of users
Article 2. Know the facts in detail
Article 3. Think end-to-end
Article 4. Care for all parties
Article 5. Keep your services simple
Article 6. Using digital technology to enhance the value of services
Article 7.
Article 8: Don't make too much by yourself.
Article 9. Create services openly
Article 10. Repeat
Article 11: Don't do it all at once, do it consistently
Article 12 Create a service, not a system

Reform not only systems, but also systems and operations

Three Digital Principles for User-Oriented Services

The following "Three Digital Principles" have been established in the "Priority Plan for the Realization of a Digital Society" in order to realize administrative services from the "user's perspective" in the online implementation of Japanese administrative procedures.

  1. Digital First Principle (Digital First): All procedures and services must be completed in digital format.
  2. Once Only: Information submitted once does not need to be submitted twice.
  3. The "One Procedure, One Place Principle" ("Connected, one stop"): A one stop solution for multiple procedures and services, including private services.

In the development of administrative services, we must always be aware of the thoroughness of these three principles. If existing services do not comply with these principles, we must clarify the causes and problems and urgently work to improve them.

The Trinity of Systems, Operations, and Systems to Realize "User-Oriented Services"

In order to realize "user-oriented" services in accordance with the Three Digital Principles, it is necessary to consider systems, operations, and systems as a whole from the policy planning stage. The major premise of digital policy is not to focus only on system planning and development, but to simultaneously consider improvements and reforms of systems and operations, and to promote initiatives as a "trinity" by ensuring their consistency [Figure 4].
For example, in Mynaportal, in addition to the development of user-friendly application screens (systems), efforts are being made to develop administrative services from a "user's perspective" by simultaneously reviewing laws and ordinances and other systems to simplify application content and information coordination, and reviewing local government services to simplify application confirmation.
In this way, in developing administrative services from the "user's point of view," we will clarify the issues that need to be solved from the viewpoint of each system, operation, and system. In order to promote this initiative, the cooperation of the parties in charge of the system, operation, and system is essential beyond the walls of organizations and departments.

(Figure 4: Administrative Services from a "User's Perspective" Integrated Approach)
This figure shows the relationship between administrative services, in which systems, systems, and operations are integrated, and the realization of appropriate experiences from the user's perspective.

[Reference] "User-oriented" digitalisation is progressing overseas as well

In the following three countries, cross-ministerial organizations are playing a central role in promoting the construction of administrative services based on digital technology.
A coherent digitalisation is underway under the agreement of the central government and the municipalities.

The GDS, which is under the direct control of the British Cabinet, plays a central role in promoting cross-ministerial projects

Promotion organization

Government Digital Service (GDS) (established in 2011)

Digital Strategy and Policy

  • The National Digital Strategy was formulated in 2012 to promote e-government based on the concept of "digital by default."

Approach

  • The UK Government website "GOV. UK", which became operational in 2012, operates as a unified common government platform, unlike traditional websites created and managed by each ministry.
  • "Start with user needs" is listed as Article 1 in the "Design Principles" on GOV. UK.
  • The Government of the United Kingdom offers some of the features of GOV. UK, such as GOV. UK Pay and GOV. UK Notify, to municipalities and other public organizations.

Denmark Realize user-oriented public services to achieve both high welfare and efficiency

Promotion organization

Danish Design Center (established in 1978), digitalisation Agency (Ministry of Finance) (established in 2011)

Digital Strategy and Policy

  • Announced the "Digital Strategies 2016-2020" (2016) to promote more user-friendly and simple digital administration, private-sector methods, and the use of public data, and at the same time formulated common digitalisation strategies for local governments.

Approach

  • The citizen portal site "Borger. dk" has been operated since 2007. The personal page "My overview" is customized for each individual based on the browsing history, etc.
  • In principle, all citizens are required to use the Digital Post system, which was established in 2012, to receive notifications from government agencies.
  • An electronic authentication system using an electronic signature (NemID) linked to the CPR number was introduced in 2010 and will be replaced by a new electronic signature system, MitID, in 2021.

Singapore Aims to Revitalize Economy and Enrich Lives Based on "Smart Nation Initiative"

Promotion organization

GovTech (Government Technology Agency) (established in 2016)

Digital Strategy and Policy

  • In 2014, Japan announced the "Smart Nation Initiative," which aims to create a nation that enhances the welfare and convenience of citizens' lives through the enhancement of digital technology.
  • In 2024, we announced the second phase of the Smart Nation Initiative, which aims to further promote the introduction of AI and strengthen online reliability.

Approach

  • Strategic national projects include the introduction of a national digital authentication system, the dissemination and expansion of electronic payments for a cashless society, the construction of a nationwide sensor network, smart urban mobility (public transportation), the provision of one stop administrative services, and the construction of a common infrastructure for digital government.

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