• The Journal of the Korea Contents Association
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• v.18 no.3
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• pp.390-398
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• 2018

The purpose of this study is to analyze the actual operation status of the financial performance target management system which is currently operated and to provide improvement plan based on this analysis. For this purpose, I examined the performance management system and performance indicators of the Ministry of Justice, which is one of the criminal justice administration agencies. Although the overall appropriateness of the current performance management system is considered to be somewhat appropriate as a whole, there is a negative perception about the performance measurement method for measuring the achievement of the performance target, and the evaluation of the performance of the performance target is relatively low. In addition, there were many criticisms about the establishment and measurement of the Ministry of Justice's overall performance indicators, such as the tendency to select indicators that are easy to achieve and easy to measure. In order to remedy these problems, it was highly suggested that the importance of indicators should be more emphasized and expanded so as to set up high-performance indicators. Based on the results of this analysis, some suggestions for policy implications and some alternatives for improvement of financial performance target management system were suggested.

• 한국IT서비스학회:학술대회논문집
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• 2005.11a
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• pp.585-591
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• 2005

참여정부가 정부혁신 방안의 하나로 추진하고 있는 성과관리제도는 조직이 지향하는 목표를 체계적으로 관리하기 위한 것으로, 성과목표를 설정하고 목표 달성 여부를 판단하여 결과를 의사결정에 환류하는 경영관리기법이다. 현재 시행되고 있는 공공분야의 성과관리제도는 정부업무평가, 직무성과계약제, 재정사업 성과관리제도 등 다양하다. 국방부는 정부 방침에 따라 성과관리체계를 구축함에 있어 내부의 성과관리뿐만 아니라 외부 평가제도를 지원하기 위한 통합성과관리체계를 구축하였다. 본 논문에서는 국방부 정보화기획관실의 BSC 기반의 성과관리체계 구축 사례를 통하여 공공기관 정보화조직의 성과관리체계 구축 방향을 제안한다.

• 한국정책학회보
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• v.21 no.2
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• pp.91-122
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• 2012

국가 재정사업을 평가하는 재정사업 자율평가제도는 2005년에 도입되어 2010년까지 두 번의 평가주기가 완료되었다. 본 연구는 이러한 시점에서 2차 평가주기(2008년~2010년) 동안 평가된 재정사업을 대상으로 평가결과에 영향을 미치는 요인들을 검토하였다. 본 연구는 1차 평가주기(2005년~2007년)의 평가결과를 분석한 기존 연구의 확장연구로서, 이전 연구결과를 재확인하고 일반화 가능성을 보다 제고할 수 있을 뿐만 아니라 이전 연구결과와의 비교를 통해서 평가제도의 변화가 평가결과의 변화를 가져왔는지를 검토할 수 있다는 점에서 의의가 있다. 또한 2차 평가주기가 완료된 시점에서, 향후 제도 개선을 위한 정책적 시사점을 줄 수 있다는 점에서 의의가 있다. 본 연구의 주요 분석결과 및 정책적 함의는 다음과 같다. 첫째, 1차 평가주기에 비해서 2차 평가주기의 평가결과가 향상되었다는 점에서 사업의 성과향상 또는 제도에 대한 실무자들의 이해가 보다 증진된 것으로 해석할 수 있다. 둘째, 성과계획항목이 평가결과에 지나치게 강한 영향력을 준다는 측면에서, 이에 대한 제도적 보완이 요구된다. 성과지표의 설정 및 목표치의 결정은 집행 이전에 적절히 이루어져야 할 부문이기에 이를 계획수립 시 사전적으로 지도할 필요가 있다. 셋째, 집행항목과 성과항목 간 부(-)의 관계를 가지므로 이에 대한 적절한 제도적 보완이 필요하다. 넷째, 제도의 타당성을 저해할 수 있는 비평가요인이 총점에 영향을 미치고 있다는 점을 감안할 때, 이에 대한 제도적 보완이 필요하다.

• Journal of the Korea Institute of Information and Communication Engineering
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• v.18 no.7
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• pp.1764-1776
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• 2014

This study is the context about an introduction of a bookkeeping by double entry & accrual base accounting which is the turning point of National Accounting and defense integrated financial management which is delivered following system Digital Budget Accounting system, in other words about something to do with the improvement of efficiency of financial information data. National defense Integration Financial Information system (NDIFIS) facilitates Project program management and makes the whole process of Defense financial Business manageable in one system. Also, there is a purpose to increase the credibility and transparency of National defense finances by providing internal and external information users with credible financial statements and cost materials. By using data envelopment analysis (DEA) which is a useful method to measuring the efficiency of organization, this study aims to improve the financial information data efficiency by comparing the efficiency of the same type troops and when it comes to the inefficient troops, by offering the certain objective of efficiency.

• Korean Business Review
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• v.19 no.2
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• pp.231-259
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• 2006

Performance-based budgeting(hereafter PB2) is supposed to improve efficiency and effectiveness of public organizations. Governmental PB2 is based on output flow rather than input flow. Since 1990s, many OECD nations including New Zealand and the United States have been changing their budget system to PB2. The Korean Government has been using input-based budgeting focusing on the size of expenditures. In 1999, The Ministry of Planning and Budget(hereafter MPB) conducted pilot projects for divisions or agencies of governmental departments for the purpose of improving efficiency in expenditure, rationalizing budget allotments, and inducing budget savings. However, performance budgeting may also have problems in terms of measurement and application. Due to the fact that public goals are abstract and may vary, it is difficult to induce performance indicators from public goals. There also seem not to be any performance indicators which correspond with the conditions of desirable indicators, such as validity, reliability, clarity, practicality, controllability and so on. In terms of applying an original budgeting plan, the difficulty of linking performance and budgeting, the appearance of unintended negative effect and externalities, and the repulsion of subordinated agencies are expected. Now days, local government is going to introduce PB2. Same problem may happen in the local government. And Therefore, the objectives of this paper are to introduce PB2 onlocal government and review a alternative strategy with the purpose of smoothly settling performance budgeting on local government. That is the linkage of Balanced Scorecard(BSC) and PB2.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2007.11a
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• pp.41-47
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• 2007

The selection of the reasonable project delivery system (PDS) is crucial for a successful performance of a project, which means to achieve project objectives. Furthermore, the project performance has been tightly related to the selection of PDS appropriate to pertinent project characteristics. In this context, the ministry of finance and economy of Korea launched two new project delivery systems called "Best Value Contract (Design-Bid-Build)" and "Bridging Contract (Design-Build)" in October of 2007 by revising enforcement ordinances of "Act on Contracts to Which the State is a Party". For efficient operation of the new project delivery systems, this paper suggested a PDS selection model which supports decision making of the reasonable PDS for a pertinent project by assessing characteristics of the public construction projects, both quantitatively and qualitatively. In addition, a PDS performance evaluation model was proposed in order to get feedback on the result of the PDS selection and the operation for the succeeding project. The standard models suggested in this paper might be used as a tool to support the decision making of the public organizations.

• Proceedings of the Korea Water Resources Association Conference
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• 2012.05a
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• pp.229-229
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• 2012

물관리는 밀레니엄개발목표(Millennium Development Goals)의 달성과정에서 가장 강조되는 주제 중의 하나이다. 물관리의 최종목표는 물관리 그 자체가 아니라 자연적으로는 유한한 수자원의 지속가능성을 유지하고 사회적으로는 계층간의 형평성을 실현하는 것이다. 그러나 개발도상국들은 한정된 국가재정으로 기반시설의 투자가 부족하고 기후변화에 따른 자연재해의 빈발로 인하여 인간다운 삶의 질을 보장받기 어려운 상황에 직면하여 있다. 이러한 인식 아래, 미국, EU, 일본 등의 선진국은 물론 이웃 중국도 개발도상국을 대상으로 물 관련 사업의 공적개발원조(ODA) 프로그램을 활발하게 추진하고 있다. 최근 우리나라의 대 개도국 협력사업은 한국국제협력단(KOICA)이 수행하는 ODA 사업을 중심으로 큰 폭으로 늘어나고 있다. 우리나라의 물 분야 지원사업도 식수개발, 댐건설, 관개시설 개발, 수질오염처리, 재해방지 예 경보 시스템 및 홍수조절사업 등으로 다방면에 걸쳐 활발하게 진행되어 왔다. 그러나 우리나라의 물 분야 ODA 사업은 정책 및 제도에 대한 컨설팅이나 교육훈련 등 소프트웨어 기반의 원조개발협력은 상대적으로 미진하고 물리적 인프라 위주의 지원사업이 대부분을 차지하고 있다. 최근에는 전문가 파견 및 연수생 초청 등의 인적협력의 사례가 증가하고 있으나 아직까지는 사업내용의 대부분이 건물, 시설물 및 기자재 등의 구조적인 지원 형태로 이루어지고 있다. 이러한 형태는 일찍이 대개도국 물 분야 사업을 추진한 미국이나 일본 등의 선진국들이 원조협력사업의 일관성과 지속성을 평가하기 위하여 제도적이고 정책적인 지원을 확대하는 것과는 거리가 있다. 1992년 KOICA가 네팔 모디강 수력발전소 실시설계 지원으로 시작된 우리나라의 물 분야 사업도 이제 20년에 이르고 있다. 물 분야 지원사업도 새로운 방향전환이 필요한 시점이다. 본 연구에서는 우리나라의 물 분야 ODA 지원사업의 현황과 문제점을 파악하고 향후 나아가야 할 정책방향을 제시한다. 이를 위하여 먼저 아시아의 스리랑카와 아프리카의 에티오피아의 2개 국가를 사례지역으로 선정하고 물관리의 현황과 문제점을 파악한다. 그리고 사례지역에 대한 우리나라의 물 분야 ODA 지원사업의 현황과 당면과제를 분석한다. 마지막으로 선진국과 우리나라의 물분야 지원사업의 추진방향을 비교분석하여 우리나라 물 분야 ODA 지원사업이 지향할 방향성을 제시한다.

• Journal of Korea Technology Innovation Society
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• v.13 no.1
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• pp.68-98
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• 2010

This study was conducted to analyze the results of the implementation of next-generation growth engine program that was promoted across all government agencies for five years from 2004 as part of a range of initiatives aimed at expanding the nation's economic growth potential. The results were analyzed in this study using five indices: program purpose and design; strategic planning; program management; program results; and pan-governmental agency cooperation and coordination. The results of the study include the following. First, regarding program purpose and design, it was found that consistent leadership in the promotion of the programs was insufficient as the relevant program promotion systems and financial resources were dispersed among governmental agencies, even though the objectives and validity of the programs were recognized. Second, with regard to strategic planning, it was found that although the program objectives and technical development strategy had been established at the beginning of the program, they were biased toward the technical objectives and mainly implemented by the technology suppliers. Third, regarding program management, it was found that the responsibility for general administration, ranging from task planning to policy improvement, was given to the appointed program director but that the system of cooperation among the agencies was insufficient to carry out the relevant tasks. Fourth, regarding the results of the program, it was difficult to understand the results consistently as the economic objectives were not clearly presented, even though the technical objectives were achieved despite the short implementation period of the program. Fifth, with regard to pan-governmental agency cooperation and coordination, it was found that the coordination organization whose remit was to implement the program was established pursuant to the Basic Law on Science and Technology, but that no detailed regulations or guidelines on the operation of the organization were drawn up. To efficiently plan and execute future pan-governmental agency R&D programs that are similar to the next-generation new growth engine program, various requirements should be met, namely, 1) joint planning and consistent program design among governmental agencies, 2) clarification of the program objectives and budget allocation system, 3) establishment of a pan-governmental agency program operation and assessment system, 4) formulation of a strategy for linking R&D with standardization, and 5) enactment of pan-governmental agency joint operation rules.

• Journal of Digital Convergence
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• v.22 no.2
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• pp.1-9
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• 2024

The purpose of this study is to verify whether companies residing in industry-academic convergence zones designated by the government are achieving policy goals and to seek policy implications and directions for improvement through analysis. For the study, business activities targeting resident companies were divided into infrastructure, business content, management, and system aspects, and business performance indicators, resident company satisfaction surveys, and differences in sales increase between resident companies and non-resident companies were analyzed through t-test. Based on statistical analysis results, performance indicators, and corporate survey analysis results, we track joint industry-academia R&D projects to maximize the effectiveness for companies, develop and operate human resources management for teams, and provide financial support for ordinances of metropolitan local governments. Improvements such as stipulation, antenna facilities at the corporate research center, and improvement of the researcher's residential environment were suggested. This study is the first to quantitatively verify policy performance targeting companies residing in industry-academic convergence zones, a large-scale government project, and future follow-up research is needed, including analysis of policy effects based on various variables such as employment indicators and corporate financial indicators.

• Journal of Food Hygiene and Safety
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• v.33 no.1
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• pp.1-11
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• 2018

It is ten years since the Good Agricultural Practices (GAP) certification system was implemented in Korea, and the government aims to acquire GAP certification up to 25% of the total agricultural areas by 2022. As of the end of 2017, 6.3% of the total cultivated area and 8.1% of the total farm households were certified, which is slower than expected. The purpose of this study was to investigate the causes of the GAP accreditation through the surveys and on site inspections of the GAP certified farmers and to propose the development plans according to the problems analysis of the current system in order to expand the GAP certification. Certified farmers recognized the need for agricultural safety and hygiene, but there were a lot of nonconformities regarding practical practices. This is due to the ambiguity of the certification standards and the wrong ways in the training method for the producers. GAP certification is slow to expand to farmers and low consumer awareness is considered a structural problem of GAP certification system, and improvement measures are needed accordingly. It is necessary to convert the state-led GAP certification system into a state-led private certification system. It is necessary for the government to focus on policy, research and follow-up management. In addition, it is necessary to establish a separate organization in the form of a contribution organization for the certification, education, and public relations. In addition, long-term plan must be established and systematically carried out. It is necessary to integrate too many certification agencies compared to the farming scale of Korea, and it is necessary to realize the application fee for realizing the financial independence of the certification body and correct certification work. In addition, inspector qualification standards should be strengthened and training system should be improved to nurture high quality inspectors. Simplified certification standards based on statutes need to be subdivided into practical action plans. In order to improve the GAP certification system, it is necessary to have a discussion through a committee composed of specialists from industry and academia, and it will be possible to contribute to the safety of the food of the people through the production of safe by drawing concrete development plans.