Drótos, György

Katona, Márton

Kiss, Norbert Tamás

Le, Marietta

Rosta, Miklós

Révész, Éva

Takács, Petra

English

Corvinus Research Archive

Institute of ManagementDepartment of Management ControlH-1093 Budapest, Fővám tér 8.; H-1828 Budapest, PO Box 489.Phone: +36 (1) 482 5377Internet: http://mgmt.uni-corvinus.huDrótos, Gy. – Katona, M. – Kiss, N. – Le, M. – Révész, É. – Rosta, M. – Takács, P.The role of case managers in an IT-based co-production service for public space improvement (jarokelo.hu)Presented by: György Drótos Associate Professor, Director of Institute23th Annual International Research Society for Public Management (IRSPM) Conference, Victoria University of Wellington, New Zealand, 17 April, 2019■ Focus of the research■ Some theoretical models on (public service) innovation, networks, and effect of digitalization on co-production■ The Járókelő (jarokelo.hu) case study:– General description– Innovation, network, and digitalization characteristics – Network effectiveness on client, community, and network levels– The role of case managersContent2.1. (Public service) innovation, network characteristics, the effect of digitalization on co-production 2. Network effectiveness and how network administrators influence it3. Further topics stemming out from the first research resultsThe focus of the research3.■ Focus of the research■ Some theoretical models on (public service) innovation, networks, and effect of digitalization on co-production■ Járókelő (jarokelo.hu) case study:– General description– Innovation, network, and digitalization characteristics – The role of case managers– Network effectiveness on client, community, and network levelsContent4.Types of innovations by their complexity■ Simple innovation = reduced to only one type of innovation: a product, a process, an organizationalinnovation etc.■ Complex or architectural innovation = combines several forms of technological and non-technological innovations. 5.Source: Faïz, G. (2018)Types of innovations by process logicIdea Development ProductionIdea Development ProductionProduction Idea DevelopmentTraditional linear modelIdeaProductionIdeaDevelopmentFurther DevelopmentInteractivemodelPractice-based(bricolage) modelAd hoc modelRapid application modelIdea Production DevelopmentFormal, programmedInformal, emergent6.Source: Faïz, G. (2018)Inter-organizational networks and network management7.Shared governance networksNetwork management:Lead organization networkNetwork administration organization networkSource: Kenis and Provan (2009) Network management: the use of social „tools” to steer social processes toward some set of goals or away from stagnation and „blockage” through joint problem solving.Source: Rethemeyer and Hatmaker (2008) Voluntary MandatedInformal FormalBottom up Top downNetwork types:Inter-organizational network: a set of organizations which interdependently produce a collective output/outcome.Network effectiveness8.Network effectivenessNetwork structural characteristicsClient level effectivenessExternal controlIntegration mechanisms and toolsSizeFormalisationAccountabilityNetwork inner stabilityNetwork functioning characteristicsBuffering instability / Nurturing stabilitySteering network processesTraditional managerial workGeneric networkingNetwork contextual characteristicsNetwork level effectivenessCommunity level effectivenessAbility to reach stated goalsInnovation and changeSustainability and viabilitySystem stabilityResource munifi-cenceCohesion and support from the commu-nitySource: Turrini et al. (2009)1. Digital technologies can only indirectly affect co-production practices (e.g. electronic signature, access to databases) 2. Digital technologies can transform co-production by providing a new (virtual) layer to it or creating an entirely new service(e.g. crowdfunding of public initiatives)3. Digital technologies can substitute traditional co-production practices (e.g. remote monitoring or predictive algorithms)4. Digital technologies can eliminate public sector organizations from co-production (self-serving communities)The possible impacts of digitalization on co-production9.Source: Lember, V. (2018)■ Focus of the research■ Some theoretical models on (public service) innovation, networks, and effect of digitalization on co-production■ Járókelő (jarokelo.hu) case study:– General description– Innovation, network, and digitalization characteristics – The role of case managers– Network effectiveness on client, community, and network levelsContent10.Case of Járókelő Association (jarokelo.hu)11.SHORT DESCRIPTIONJarokelo.hu (www.jarokelo.hu) is a “street-fixing” website, which enables passers-by to report street infrastructure problems and subsequently inform the relevant department within local authorities.KEY ACTIVITESReport:  citizens upload photos of a “street problem” and add a short text description about the issue they came acrossReview and sending: the submitted report is reviewed by the administrators of the website and is sent to the responsible local government or other service providerPublish on website: the report, the reaction of the responsible service organization, the satus of the case ( „Reported”, „Solved”, and „In progress”EXPECTED SOCIAL IMPACTCreating a fully citizen centric and community driven internet-based service to strenghten active citizenship, democratic participation, and improve urban management. INDICATORS15.000-20.000 visitors per month24.908 cases solved (as of 17/04/19)40 volunteersSOCIAL BUSINESS Service offer for municipalities: it includes a customized version of the existing layout of jarokelo.hu, completed with an evaluation function and a reporting page which could support urban management and customer services. ORIGINLanched in 2012The local „clone” of FixMyStreet.comInspired also by the Slovakian „Letters to the Mayor” website run by an NGO■ Semi-structured interviews with 5 coordinators / case managers (approx. 60 minutes each)■ First the origin and the structural set-up of the organization have been explored■ Further questions related to client, community and network level effectiveness■ So far the focus has been put onto the role of case managersResearch method12.The innovation Járókelő realized is complex and  practice-based (bricolage) 13.Production Idea DevelopmentPractice-based (bricolage) modelInititors of Járókelő were struggling with reporting urban problems to authorities They come up with an idea of an internet platform The solution included not only the internet platform, but a process design, regulations, a knowledge base, marketing and organizational innovationsThe innovation process of JárókelőThe network of Járókelő: bottom-up, voluntary, formal/informal, led by a network administrator org.Járókelő  1 online platform,40 volunteercase managers,3 paidcoordinators,IT expertsLocal governments, other service providersCitizensSponsors14.1. Digital technologies can only indirectly affect co-production practices (e.g. electronic signature, access to databases) 2. Digital technologies can transform co-production by providing a new (virtual) layer to it or creating an entirely new service(e.g. crowdfunding of public initiatives)3. Digital technologies can substitute traditional co-production practices (e.g. remote monitoring or predictive algorithms)4. Digital technologies can eliminate public sector organizations from co-production (self-serving communities)By its digital solution Járókelő partly substituted prior co-production practices as well as some of the functions of the public organizations15.Client level:■ Much easier to make a report and you can track on the problem solving process■ Approx. 2/3 of the reported cases are sold■ Járókelő is often a „speeding lane”, so problem reporters experience quicker response■ Positive experience encourages citizens to make further reportsClient, community and network level effectiveness16.Community level:■ Awareness of the service is growing, also thanks to the innovative marketing■ In cities where Járókelő is present 10+% of the reports are already made through itNetwork level:■ Járókelő is more and more accepted as a trusted partner by public service providers■ Among telco firms Járókelő is a new competitive field: want to be ahead of their rivals■ Service providers experience cost savings so they dedicate resource to Járókelő reports■ Some formal agreements and sponsor contracts are made■ For tough, returning problems the staff of Járókelő offers innovative solutions■ Dashboard reports  to service providers is another value added service they provide■ Receive, correct, and publish problems sent by citizens■ Find the responsible service organization and forward the report with a cover letter■ Receive and publish feedback form the responsible service organization■ Monitor and close cases■ They have a knowledge base (in cloud) & internal standards (e.g. response within 24 hours)■ 40 people (19 of them in the capital), age between 16 and 43 years (average: 33 years)■ More than 50% of them are for less than 1 year■ Many students, free-lancers, jobs with flexible schedule, and all of them with an urban management/development interest■ Some of them with public sector background (education, work experience) ■ In Budapest, they work in 3 (at the weekends: 2) member teams■ Some serve both Budapest + a countryside city (based on local knowledge)■ Often recruited from among the most active external problem reporters■ The Case Manager of the Month and of the Year are selected based on the automatic scoring mechanism build in the IT systemThe tasks and profile of case managers17.Findings: no significant performance differences among                              case managers (except for the embarking phase)THANK YOU FOR YOUR ATTENTION!QUESTIONS AND REMARKS?18.gyorgy.drotos@uni-corvinus.hu

The role of case managers in an IT-based co-production service for public space improvement (jarokelo.hu)

http://unipub.lib.uni-corvinus.hu/4375/1/IRSPM2019-Theroleofcasemanagers.pdf

The role of case managers in an IT-based co-production service for public space improvement (jarokelo.hu)

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