정부산하기관 관리체계 개선연구 = A Study on the Management System of Non-Departmental Public Entities

다국어 초록 (Multilingual 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 four aspects. Firstly, it suggests the clear and feasible alternative of introducing the governmentwide standards and regulations of the examination of entry and exit of the NDPEs. Up to the present, the Framework Act lacks in any rule and regulation on the examination of establishment, abolition, and restructuring. Secondly, the NDPEs consist of a variety of functions, activities, and regulations performed by several NDPEs which are very difficult to classify into well-defined ways. Presently, the Ministry of Planning and Budget classifies 87 institutions into 8 patterns including financial and profit pursued, industrial promotion, construction and social overhead capital management, and etc, The study suggests a way of classifying the 87 institutions into a more feasible and applicable form.
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.