• Journal of the Korean Society for Library and Information Science
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• v.54 no.3
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• pp.21-39
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• 2020

The purpose of this research is to build a mid- and long-term strategic plan for strengthening the status of Gangwon Metropolitan Office of Education as public libraries with the main functions of education, knowledge and culture in the community and helping facilitate the local growth. The current status and needs of Gangwon Metropolitan Office of Education was analyzed with a review of literature and websites, various library statistics, and user surveys and professional focus group interviews conducted during November and December 2019. Based on this analysis, a mission, vision, objectives, strategies, and main tasks of Gangwon Metropolitan Office of Education were established, and 4 strategic goals and 16 major projects were drawn to strengthen the strategic basis of 22 libraries, build specialized collections with a focus on education, recreate user-friendly spaces, and promote services, distinguished from public libraries under the supervision of Gangwon local government. It was necessary for Gangwon Metropolitan Office of Education to enhance and strengthen all of Hardware, Software and Human-ware, equipped with well-organized library building and facilities, collection and services, and professional librarians. In this research, the direction of a mid- and long-term strategic plan was presented for its dynamic operation and sustainable development in the future.

• Journal of the Economic Geographical Society of Korea
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• v.24 no.3
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• pp.300-312
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• 2021

The purpose of this study was to compare and analyze characteristics of Gangwon Innovation City and Wonju Company Town. Both were created with similar purpose, place, time, and scale. However, they were created with different approaches: relocating public institutions and attracting private institutions. For research data, population microdata provided by the National Statistical Office were used. As a result of the analysis, the Gangwon Innovation City and the Wonju Company Town greatly influenced the population growth of Wonju and the movement of the population within Wonju. The influx of population into the study area brought positive changes in both demographic structure and population indices. Excluding relocation to Wonju-si, Innovation Cities and Company Town accounted for more than 50% of those who migrated from the metropolitan area (Seoul, Gyeonggi and Incheon). The supply of apartment houses (apartments) in the Innovation City and the Company Town stimulated the transfer from the inside of Wonju to this area. For households that moved to Gangwon Innovation City and Wonju Company Town, the most common reasons for moving in were housing, occupation, and family.

• Korean Journal of Comparative Education
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• v.28 no.6
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• pp.131-152
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• 2018

In terms of the fact that Innovation School is the main agent which encourages the innovation of school culture, As it has been ten years since the Innovation School was enforced, we do need a practical, indepth study on the quality of policy management. To make this actualize, this study is for analysis and comparison of basic values and operating evaluation plans which have been managed by Metropolitan City Office of Education(MCOE) & Provincial Office of Education(POE). Each of MCOE & POE have their own vision. Those visions are such things; 'Education for All' for Gangwon, Busan, Chungbuk. 'Future School Orientation' for Gyeonggi, Gyeongnam. 'Educational Community Realization' for Gwangju, Seoul, Ulsan, Jeonbuk, Jeju. 'Normalization of Public Education' for Sejong, Incheon, Chungnam. Like such things, each office possesses different vision by their distinct characteristics and in principle, all emphasis on publicness, democracy, and creativity. Management evaluations of the Innovation School is operated by Self-assessment, Intermediate evaluation, and Extensive assessment. The process and evaluation index of Intermediate evaluation and Extensive assessment are similar. Especially, Those assessment have significance in a role of administrating its management of each school and a role of offering associated documents of educational policy with educational renovations with feedback and some good examples.