Value assessment of e-government service from municipality perspective

Jari Jussila, Virpi Sillanpää, Timo Lehtonen & Nina Helander

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Lupapiste service development started as a part of Action Programme on eServices and eDemocracy (SADe programme) set by the Ministry of Finance in Finland

“Permission Desk” e-Government Service for Built Environment

Focus on Internal Effectiveness & Efficiency (IEEE)

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B2G

IEEE

Munici-pality

Other municipa

-lities

Citizens

Companies

Solita

B2B

C2BG2B

G2B

G2G

G2C

Year 2016

Year 2017

(Mixed Methods) Research Approach• Data from Lupapiste • Interviews

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Municipality Roles of interviewees Number of interviews

Hyvinkää Building inspectorSecretary, customer service

11

Kuopio Engineer, construction permitSecretary, supervision of building

1

1Vantaa Director, supervision of building

Secretary, supervision of building

1

1Sipoo Manager, supervision of building

Secretary, supervision of building

1

1Mikkeli Leading building inspector

Office secretary11

Usage data converter: https://github.com/timole/sopernovusOperative data converter: https://github.com/timole/sopernovsa

Value creation in e-business

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Source: Amitt & Zott (2001)

Insights from the Interviews• Ability to process applications 24/7 wherever

internet connection is available increased flexibility of work by enabling flexible working hours and remote work

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Efficiency

Increased flexibility- Application

processing 24/7- Remote work

ApplicantAuthority

Insights from the Interviews• Time savings related to printing activities were

considerable for municipal employees, since printing large plans that was required before digital service, is time consuming and also costly

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Efficiency

Cost savings- Time and cost

savings of printing- Declined amount of

customer visits as personnel can reply to questions online and customers can see the status of their applications online

Insights from the Interviews• Increased ability to utilize resources, especially building

inspectors had more time to focus on their core tasks• E.g. productivity improvement of 65% in application

handling (with the same amount of personnel) in one of the studied municipalities.

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Efficiency

Productivity improvements- No need to search

for (or locate) paper files

- Reduction of information asymmetries

- Improved information ergonomics

Public values – value constellations that emerged during interviews or data-analysis5. Intraorganizational aspects of public

administration (~ internal effectiveness & efficiency)– Effectiveness, Business-like approach, Self-development of

employees, Good working environment

6. Behavior of public sector employees– Professionalism, Integrity

7. Relationship between public administration and the citizens

– Responsiveness, Timeliness, Friendliness, Reasonableness, Equal Treatment

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Source: Jørgensen & Bozeman 2007

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Descriptive analysis of Lupapiste data

Calculated leadtimes of applications

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Discussion and Conclusions• Financial and economic assessments turned out to be

challenging to conduct• Digital service creates more value if it can be

implemented more rapidly and completely without a parallel digital and paper application processing

• Digital service can create significant cost savings that derive from multiple sources, e.g. savings in travel costs, printing and scanning costs, and information search costs.

• Digital service creates a platform for new type of collaboration, which also require changes to administrative and work processes

• Lock-in to service provider is not a good approach for e-government services

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