건강과 행복을 추구하는 창원시설공단 경영혁신 우수사례 = Excellent Cases for Managerial Innovation of Changwon City Facilities Management Corporation in Pursuit of Health and Happiness

국문 초록 (Abstract)

우리 공단은 지난 2000년 2월 10일 창원시에서 10억원의 전액 현금을 출자하여 설립한 지방공기업으로 약 300여명의 직원이 시로부터 위탁 받은 스포츠, 청소년, 문화예술, 환경, 교통, 노인복지 시설 등을 경영하고 있다. ‘공단의 존재 이유는 시민’이라는 경영이념으로 경영전략체계를 정립하였으며, 2005부터 경영혁신을 추진하여 공단의 내·외부 환경 변화에 대응하여 ‘혁신은 선택이 아닌 필수’라는 사실을 인지하고, 직원들의 의식혁신을 위해 혁신아카데미 운영과 혁신관련 설문조사를 실시하였다.
일하는 방식 개선 및 효율적인 인력관리로 2년간 26명의 인력을 감축하여 연간 1,073백만원 인건비를 절감하였으며, 최근 2년간 수입규모 2배 증가와 수지율 90%로 연평균 22.5% 향상되어 공기업으로서 공익성과 수익성의 조화로운 성과를 거두고 있다. 그 결과 외부평가에서도 호평을 받아 행정자치부 주최 2006년 경영평가 ‘가’등급, 지방공기업학회 주최 제1회 경영혁신우수사례 최우수상 수상, 작년에 이어 2년 연속 대한민국 스포츠레저문화대상을 수상함으로서 일류 공기업으로 도약하고 있다.

다국어 초록 (Multilingual Abstract)

Changwon City Facilities Management Corporation, as a local public firm which Changwon city established by investing on billion won on Feb. 10, 2000, manages sports, juveniles, culture and arts, environments, traffics, facilities for welfare of the aged along with about three hundred staffs. On the basis of its corporate philosophy, 'Citizens, the reason for our existence', it set the management strategy system. And it has promoted managerial innovation since 2005 to let its members recognize that the innovation is not optional but essential, and operated an innovation academy and performed innovation-related questionnaire surveys for innovation in consciousness of all staffs. It settled complaints of customers positively through VOC, reduced the classes of standard plastic garbage bags from 40 to 8, developed and operated various programs for each facility, and held a conference for innovation in customer services. As a result, the monthly survey for customer satisfaction measurement showed improvement by ten points compared to the last year for the first time as a public firm. For innovation in the result-oriented organizational culture, it introduced BSC system to improve the compensation system which reflects the result of BSC performance on the assessment of an employee's performance, and reduced the team-based system consisting of four departments and three teams. In addition, it realized a win-win situation by overcoming labor-management conflicts and establishing peaceful labor-management relations. It has improved the service qualities of facilities by advancing convenient and main facilities and is forming sports complex of 36,300 square meters near the city center as a sports park. It is setting up FMS for efficient management of facilities and saved 0.1 billion won through ESCO program. It has downsized the work force (26 staffs) for two years and saved personnel expenses of 1.073 billion won every year. The income for the latest two years has risen and the ratio of earnings and expenses, which has been improved by 22.5% every year, was 90%. It is obtaining harmonious results in both public benefits and earnings as a public firm. Accordingly it gained public favor from the external evaluation. It ranked the first class from the managerial evaluation by the Ministry of Government Administration and Home Affairs in 2006 and received the first prize of excellent managerial innovation case by The Korean Association for Local Public Enterprises and so on. It is jumping up to the first-class public enterprise in Korea.

목차 (Table of Contents)

• 요약
• Ⅰ. 공단소개
• Ⅱ. 경영혁신 사례
• 참고문헌