• Journal of Family Resource Management and Policy Review
• /
• v.26 no.1
• /
• pp.59-73
• /
• 2022

This qualitative study focused on the activation of cooperative child care sharing centers'. Eight centers nationwide were selected as example cases in accordance with region (large city, small and medium-sized city, county unit), opening time, operating institution, location, full-time care for dual-income children, and participation in the 2020 care community pilot project. Co-researchers visited each center together to observe the site and conducted in-depth interviews with the head of the center or dedicated staff using semi-structured questionnaires. Interview data were analyzed using triangle verification and transcribed : the data were then grouped into 12 categories and 34 subcategories. From this, the following three topics were derived: the main functions, operational difficulties, and activation conditions. In conclusion, four suggestions are made: 1. proper relationship with the Family center, the cooperative childcare sharing center, and the local care communities 2. activation plan through "solution of operational difficulties" 3. "extension" of the cooperative child care sharing center 4. the role of the Ministry of Gender Equality and Family, the Korea Institute for Healthy Family, local governments, and Family Centers.

• Journal of Family Resource Management and Policy Review
• /
• v.16 no.2
• /
• pp.187-210
• /
• 2012

Pumasi and Cooperative Child Care Sharing have had positive results among participants and show possibilities of spreading out to the community in general. However, performance was not proved where it is clarified, and the experience of 23 local Healthy Family Support Centers have that ran the demonstration project were unable to be collected. It is the point of time when the initial backing up is important but the centers do not have the systematic support. Therefore, this research presents an effective management plan through qualitative research involving Pumasi participants and person in charge. The operation strategies by the stage of the project were as follows: First, in the beginning stage, the person in charge establishes the target and vision of the project. Second, when comprising the Pumasi team, it was necessary to consider their characteristics according to the team organization subjects. Third, it is necessary to extend the turn-off time and provide many programs so that the various populations can participate. Fourth, in the advertising step, word of mouth and individual contact needs to be utilized. Fifth, in a medium or small city or an urban-rural complex area, the person in charge should support the participants' Pumasi activities. Sixth, various programs such as a passive and active parent education program and Pumasi education program for the leader needs to be provided for the activation of Pumasi activities. Lastly, a cooperative child care sharing location needs to be constructed by the duality system of the base space and outer space. In this location, the inside play space for the children is essential.