社會福祉 施設 民間委託運營의 改善方向에 관한 硏究

Abstract

Due to globalism and the Information Age, today all the countries of the world are confronted with difficult situations, such as a global war, the depletion of natural resources, and the increase of peoples needs for services. Particularly, social welfare services are demanding effective management with both capacity and vitality in private sectors. In addition, in order to increase international competitiveness, to promote a nations welfare, and later on to pave the way to a developed country, Korea needs that the role of the Government toward private sectors should change from controlling government to empowering government. Therefore, in terms of social welfare field, private sectors have been regarded as more important than before, and consigning to private agency in administration of social welfare facilities has become a generalized management method. Especially, the fact that the consigned private agency is responsible for both Social Welfare Center established with the Government priority from the middle of 1980s and Childcare Center built from the 1990s demonstrates an example of private management as a way to create a competition principle and a new attempt to present effective services as well as to overcome economic crisis. Aware of insufficient regulations, which are pertinent to consigning to the private sector of social welfare agency, this research analyzes the process of consigning to the private sector and condition, focusing on municipally managed Social Welfare Centers and Childcare Centers in Seoul. Thus, this research presents how to improve private consigning relevant to social welfare facilities and provides fundamental information to policies to decide consigned agencies that operate social welfare agency. In order to comprehend theoretical background about the private consigning of social welfare agency, this paper has analyzed related articles, regulations, preceding research data, consigned agencies and condition, agency evaluation, and consigned agency management, surveying consigned agency presidents. Subjects of a survey were 40 community Social Welfare Centers and 60 Childcare Centers in Seoul selected by systematic sampling. They returned 94 of 100 questionnaires, and 91 cases among them were analyzed consecutively by Univariate analysis and Crosstab Two Variables. This research presents that in terms of management, private consigning has some problems as following: 1. A dearth of regulations relevant to the private consigning no specific regulations for consigned agency and re-consinged in Social Welfare Service Law and no rules for consigning of self-governing community. 2. Unreasonable selection of consigned agencies, resulting in a lack of recruit notification for consigned agency, non-specialized selection committee for consigned agency, excessive consigning, a short period of preparation for establishing consigned facilities, short-term operation without a long-term plan, and perfunctory re-contract. 3. Incomplete supervision and management for consigned agency; insufficient governmental grant, mistrust of management resulted from an allotment, unfair staff employment, prolonged contract period, an aging president, and non-professional management. Recognizing the problems mentioned above, this paper shows how to solve them as following. 1. As the revision of Private Consigning Law, the supplementation for both Social Welfare Service Law and regulations for private consigning of self-governing community is indispensable. 2. Settled open competitive recruit, secured independence of a selection committee, reasonable criteria for selection, screening agencies by examining their report cards, precise contracts, and fair and transparent re-contracts are unconditionally required so as to secure impartiality on selecting consigned agencies. 3. In order to specialize performance of a contract and management for consigned agencies, securing the right and responsibility of consigned agencies, avoiding excessive financial burden, clarifying a charge on consigned agency, intensifying supervision over consigned facilities, employing a professional social welfare president, implementing staff employment succession in consigend agencies, and improving long-term management for them are necessary. Since this research was based on Social Welfare Centers and Childcare Centers in Seoul, it has of great significance as the first research on the consigned facility management of Childcare centers. Moreover, this research can be distinctive due to the comparison between managements of both Social Welfare Centers and Childcare Centers. Now that the process of consigning management in many social welfare facilities has been improved so far, it could be said that the selection on consigned agencies is more open and transparent than before. However, some aspects of the selection still should be ameliorated. Therefore, it is essential to continue to research on examples of selecting consigned agencies and the actual management condition, and thus, the alternatives to achieve the effect and advantage of private consigning should be developed incessantly.