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정부산하기관 관리체계 개선 연구(A study on the management system of non-departmental public entities)

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Frame of Image  과제라고 생각됩니다. 이런 인식을 토대로 이 연구는 크게 다음의 두 가지 내용을 포함하고 있습니다. 첫째, 정부산하기관 관리체계를 전반적으로 검토하고 개선방 안을 모색하였습니다. 여기에는 정부산하기관 관리의 이론적 원 형 개발, 국내외 산하기관 정책동향에 대한 벤치마킹, 2005년 정 산법에 따라 처음으로 시행한 산하기관 경영평가제도의 현황과 문제점 분석 및 정책대안 제시 등이 포함되어 있습니다. 둘째, 정산법 제12조에 따른 산하기관의 기능 및 규제점검 방 안의 모색입니다. 이 부분은 주무기관 및 소관 산하기관이 기능 및 규제점검시 사용할 모형과 이 모형의 실제 적용 부분으로 구 성되어 있습니다. 이 연구에 많은 신경을 써 주고 도움을 주신 기획예산처의 여러 공무원들 특히 산하기관정책팀의 임종성 팀장, 이상윤 사무
관, 공공기관 제도혁신팀의 최병완 사무관, 기획예산처에 있다가 지금은 총리실로 옮긴 최용선 사무관께 감사드리며, 연구관리에 수고하여 주신 한국행정연구원의 권오성 박사님과 서성아 연구 원께 고마운 마음을 전합니다. 또한, 이름을 다 밝히기 어려울 정도로 많지만 이화여대, 아주대, 한경대 대학원생 및 학부생들 의 조력에도 감사합니다. 이 연구는 2005년에 처음으로 시행된 정부산하기관 경영실적 평가의 경험이 그 밑바탕이 되었습니다. 평가를 받느라고 많은 수고를 한 87개 정부산하기관 및 평가위원들의 노력에 사의를 표합니다. 특히 연말의 바쁜 업무 중에도 본 보고서의 기능 및 규제점검 모형을 실제 적용해보고 모형의 개선에 도움을 주신 한국전기안전공사의 김구현 팀장, 조성국 부장, 에너지관리공단 의 차재호 부장, 류지현 과장, 정보문화진흥원의 한상필 과장께 도 깊은 감사의 말씀을 드립니다. 아무쪼록 이 연구가 우리나라 정부산하기관 관리제도의 개선 과 정부산하기관 자체의 발전에 도움이 되기를 바랍니다. 감사합 니다.
2005년 12월 國 究 金
i
차
제1장
례
연구목적 및 범위 ······································································ 1
제1절 연구목적 및 필요성 ·································································· 1 제2절 연구범위 및 내용 ······································································ 4
제2장
정부산하기관의 개념과 주요국가 동향 ································ 7
제1절 개념정의 ······················································································ 7 1. 범위 및 개념의 다양성 ······························································· 7 2. OECD의 정의 ···············································


Full Text
Title 정부산하기관 관리체계 개선 연구(A study on the management system of non-departmental public entities)
Similar Titles
Material Type Reports
Author(Korean)

조택

Publisher

서울:한국행정연구원

Date 2005-12
Pages 283
Subject Country South Korea(Asia and Pacific)
Language Korean
File Type Documents
Original Format pdf
Subject Government and Law < Public Administration
Holding 한국행정연구원

Abstract

This study focuses on the management system of Non-Departmental Public Entities(NDPEs) of Korea. It is made up of two parts. One is to analyze the current
management system of NDPEs and suggest the proposal of the reform. The other is to suggest the model for examining the functions and regulations of the NDPEs.
The NDPE policies in OECD countries are in general directed toward market, performance, and customer - based reforms, which has been named the so-called New Public Management. They tried the comparative studies and published the Guideline on the Governance of the NDPE in May, 2005.
With the attempts of reforming the NDPEs, Korean Government enacted the Framework Act on the Management of the NDPE in 2004, which resembles the Framework Act on the Management of the State Owned Corporations enacted in 1984. It introduced the evaluation system of the annual management performance for the purpose of maximizing the performance.
This study focuses on the management system of Non-Departmental Public Entities(NDPEs) of Korea. It is made up of two parts. One is to analyze the current
management system of NDPEs and suggest the proposal of the reform. The other is to suggest the model for examining the functions and regulations of the NDPEs.
The NDPE policies in OECD countries are in general directed toward market, performance, and customer - based reforms, which has been named the so-called New Public Management. They tried the comparative studies and published the Guideline on the Governance of the NDPE in May, 2005.
With the attempts of reforming the NDPEs, Korean Government enacted the Framework Act on the Management of the NDPE in 2004, which resembles the Framework Act on the Management of the State Owned Corporations enacted in 1984. It introduced the evaluation system of the annual management performance for the purpose of maximizing the performance.
Thirdly, the study proposes some ways of improving the present management performance evaluation system which started in 2005 for the first time. Some suggestions are made for the improvement of the evaluation system. Among them are the constitution of the evaluation task force, evaluation indicators and measurements, weights, and time-lines, and so on.
Finally, the Framework Act includes the stipulations of regular monitoring and evaluation of the functions and regulations managed by each NDPE for every three year. The Ministry of Planning and Budget as the lead agency in charge of the NDPE policy in general is developing the model of monitoring those functions and regulations. This study suggests a prototype for the model which can be applied to the next evaluation activities.