ABSTRACT
Integrated public service delivery requires collaboration between various government organizations. There is much discussion about how such a public service network should be orchestrated and which organizational entity should manage the dependencies. In this chapter, three orchestration options are identified and the strengths and weaknesses are evaluated using a group support system. The session participants identified criteria for evaluating orchestration arrangements. Public servants of various departments were in the process of designing a one-stop shop and had already bought an information system supporting the creation of a one-stop shop without considering the impact on their organization and processes. They started considering three options to implement orchestration, and it was in this phase that the researchers became involved. The findings highlight the inherent conflict about who becomes the orchestrator, and show that detailed analysis is needed to safeguard a sound decision-making process and that path-dependencies influence the selection of alternative options.
