초록 ▼

<연구목적>
○ 소방방재 R&D 성과에 대한 상세분석을 통해 소방방재R&D의 문제점 및 개선방안 등의 시사점을 도출함으로써 향후 투자 전략 수립을 위한 방향 제시 및 경쟁력을 확보하는데 있음
○ 환경 변화에 따른 R&D 연구성과 분석을 통한 소방방재 R&D 성과의 객관적인 수준 파악
○ 각 지표별 통계분석을 통한 성과 정량화 및 성과관리의 과학화
○ 국가 R&D 성과에 대한 소방방재 R&D 성과비교분석을 통한 소방방재 R&D의 경쟁력 확보방안 및 특성화 전략을 수립
<연구내용>
○ R&D 성과분석의

<연구목적>
○ 소방방재 R&D 성과에 대한 상세분석을 통해 소방방재R&D의 문제점 및 개선방안 등의 시사점을 도출함으로써 향후 투자 전략 수립을 위한 방향 제시 및 경쟁력을 확보하는데 있음
○ 환경 변화에 따른 R&D 연구성과 분석을 통한 소방방재 R&D 성과의 객관적인 수준 파악
○ 각 지표별 통계분석을 통한 성과 정량화 및 성과관리의 과학화
○ 국가 R&D 성과에 대한 소방방재 R&D 성과비교분석을 통한 소방방재 R&D의 경쟁력 확보방안 및 특성화 전략을 수립
<연구내용>
○ R&D 성과분석의 이론적 검토 및 국내외 사례조사 및 시사점 도출
○ 국가/재난 • 안전/소방방재 R&D 일반 현황 분석 및 시사점 도출
○ '11년 소방방재 R&D 성과분석
○ '04~'11년 소방방재 R&D 성과분석
○ 소방방재 R&D 성과 종합분석 및 개선방안
<기대효과 및 활용방안 >
○ 소방방재 R&D 정량적 성과분석 틀 구상을 통한 R&D 사업의 객관적 평가
○ 소방방재 R&D 성과평가체계의 과학화 및 고도화 방안 구상
○ 소방방재 R&D 성과분석을 통한 R&D 사업 성과제고 방안도출

Abstract ▼

Ⅱ. Objectives
1. It calls an urgent action for the practical management system to apply to fire and disaster fields. A special attention should be made in new paradigm such as disaster prevention, field operation, and fire reduction. This phenomenon increases a need of fire and disaster managemen

Ⅱ. Objectives
1. It calls an urgent action for the practical management system to apply to fire and disaster fields. A special attention should be made in new paradigm such as disaster prevention, field operation, and fire reduction. This phenomenon increases a need of fire and disaster management R&D performance analysis.
2. It is necessary to make a scientific and objective performance analysis on fire and disaster management, because natural disasters, safety accidents, and related industries grow very fast. The suggested analysis is expected to enhance R&D projects' responsibility and their performances.
3. Fire and disaster R&D performance analysis will suggest major problems of related R&D projects and their practical solutions. Particularly, this analysis make an use of both quantitative analysis and qualitative analysis with expert survey data, which clearly demonstrates failure factors as well as success ones.
4. Fire and disaster R&D performance analysis will be an efficient tool to assign related government budgets, and human capital development. This analysis also tries to build a way to make a fundamental improvement in fire and disaster R&D projects.
Ⅲ. Contents
1. Theoretical Consideration
1) Domestic and foreign case studies on national R&D evaluation show that domestic R&D performance management does not work throughout the R&D periods. The management lacks in systemic, consistent analysis as well as goal-targeting evaluations. Meanwhile, foreign management develops various methods to cover whole R&D periods.
2) Domestic R&D performance analysis does not follow the projects’ goal and characteristics. For example, National Research Foundation(NRF) focuses on technology’s originality and marketability, while Korea Evaluation Institute of Industrial Technology(KEIT) emphasizes goal fulfillment, technical ability, and economic performance, as well as evaluators’ fairness and expertise.
3) ATP supports technological development that incurs comprehensive economic profits at USA, and its evaluation emphasizes economic and social aspects. EU-FP purposes EU R&D investment efficiency by integration program, which focuses on interim evaluation and evaluators’ variety.
4) Fire and disaster R&D performance analysis’ outcome and aftermath is not open to the public. In addition, the expert pool for the follow-up is too limited to come into practical action.
2. 2011 Fire and Disaster Management R&D Performance Analysis
1) In 2011, fire and disaster management R&D consists of 4 projects: human-generating disaster, natural disaster, next-generation fire management, and foundation building project. Those 4 projects command 48 tasks that produce 135 outputs from 49 academic outputs, 19 public outputs, 34 economic outputs, and 33 technical outputs.
2) In 2011, R&D performance per task demonstrates that a majority of R&D is on academic and economic performance. In average, each human-generating disaster project agency produce 1.00 economic performance, 0.80 academic performance, 0.20 public and technical performance; while each natural disaster project agency make 1.19 academic performance, 0.19 public and technical performance, and 0.06 economic performance. Each next-generation fire project agency creates 1.64 academic performance, 1.55 technical performance, 0.73 economic performance, and 0.64 public performance. In case of foundation building project, each agency, in average, generates 1.25 economic performance, 0.75 technical performance, and 0.50 academic and public performance.
3) We conduct the input standard BCC model-based DEA, so as to analyze the relative efficiency of four projects that have finished in 2011. The outcomes of the analysis show that efficiency ranks as follows: SCI-level publications, patent registration, patent application. Input index is composed of government research funding, research period; and output index includes SCI-level publications, patent registration, patent application. In average, natural disaster R&D is the least efficient among four projects.
4) When compared with other organizations' projects, four fire and disaster management R&D projects make a better performance in terms of patent application per 10 thousand dollar. Meanwhile, their SCI and patent registration performance is less than other organizations' counter parts.
3. 2004～2011 Fire and Disaster Management R&D Performance Analysis
1) During 2004-2011, fire and disaster management R&D consists of 4 projects: human-generating disaster, natural disaster, next-generation fire management, and foundation building project. Those 4 projects command 196 tasks that produce 1,337 outputs from 720 academic outputs, 203 public outputs, 230 economic outputs, and 184 technical outputs.
2) During 2004-2011, R&D performance per task demonstrates that a majority of R&D is on academic and public performance. In average, each human-generating disaster project agency produce 8.40 academic performance, 1.53 technical performance, 1.53 economic performance; while each natural disaster project agency make 6.40 academic performance, 1.04 economic performance, and 1.02 technical performance. Each next-generation fire project agency creates 2.87 academic performance, 2.03 public performance, 1.53 economic performance. In case of foundation building project, each agency, in average, generates 1.00 economic performance, 0.86 public performance, and 0.72 academic performance.
3) We conduct the input standard BCC model-based DEA, so as to analyze the relative efficiency of four projects that have accomplished during 2008-2011. Input index is composed of government research funding, doctoral researchers, research period; and output index includes SCI-level publications, patent registration, patent application. In average, patent application is most efficient, and outputs of human-generating disaster R&D and foundation building R&D is relatively more efficient among four projects.
4) During 2004-2011, in comparison with other organizations' projects, four fire and disaster management R&D projects' performance makes no difference. Generally speaking, fire and disaster management R&D projects' performance is slightly less than average national R&D projects' performance, except some projects from Education Department and Land, Infrastructure, and Transportation Department.
4. Strategic Suggestions for Triggering Fire and Disaster Management R&D Performance
1) There is a weak point in pulling out research performance due to the lack of planning, and goal-setting. It is necessary to form a project management powered by systematic and professional research planning.
2) R&D research category has been highly concentrated on industrial field application technology, which results some departments projects cannot reach the performance index such as SCI publications. New performance index, which reflects fire and disaster management R&D's traits, should be prepared and applied.
3) It is necessary for R&D project administrative personnel to receive education and training the other departments' R&D system and its proficiency. In line with this, such administrative personnel's employment status and work consistency should be promised.
4) It is pivotal to find out original technology, leading technology, and mid and long-term R&D projects. In addition, fire and disaster management R&D should be extended to public safety and welfare, as well as joint projects with related businesses.
5) Fire and disaster management R&D project agencies and their jobs are regulated by higher institutions such as National Emergency Management Agency, National Disaster Management Institute, National Fire Service Academy. Thus the R&D project agencies can do something to support those higher institutions. It calls for clarifying the boundaries of jobs among them, which helps R&D project agencies reach their goals effectively.
6) It is highly recommended to offer incentives to R&D project agency workers in both administration and research. Many R&D project agency workers do their jobs without pay, with much responsibility. They should be paid and given more benefits with more authority and power.
7) R&D administrative personnels in higher institutions are frequently changed, which interrupts work relationship and cooperation. This is one of reasons for inefficient performance of R&D. It is essential to make a remedy for their personnel system and administration.
8) It calls for a new professional administative institution for managing R&D projects (tentatively named "Korea Institute of Fire and Disaster Technology Evaluation). This institute should be given the role of research planning for budget, vision and strategy setting for R&D projects, and responses to National Emergency Management Agency, and National Assembly.
Ⅳ. Conclusion
1. We analyze the success and failure factors of fire and disaster R&D projects and find out their problems and improvements, by their R&D performance analysis.
2. We have a deep analysis of fire and disaster management R&D during 2004~2011, and demonstrate the R&D performance evaluation system.
3. Our fire and disaster management R&D performance analysis offers a background data for their human capital development and budget assignment.

목차 Contents

• 표지 ... 1
• 제출문 ... 3
• 요약서 ... 5
• 요약문 ... 7
• SUMMARY ... 13
• 차례 ... 19
• 그림차례 ... 21
• 표차례 ... 25
• 제 1 장 서 론 ... 31
• 1.1 연구의 필요성 및 목적 ... 33
• 1.2 연구의 범위 및 방법 ... 40
• 1.3 연구의 수행절차 ... 42
• 1.4 연구의 기대 효과 ... 43
• 제 2 장 R&D 성과분석 이론적 고찰 ... 45
• 2.1 R&D 성과분석 국내·외 문헌 검토 ... 47
• 2.2 국내 R&D 성과분석 사례 검토 ... 54
• 2.3 국외 R&D 성과분석 사례 검토 ... 65
• 2.4 시사점 ... 81
• 제 3 장 2011년도 소방방재 R&D성과분석 ... 83
• 3.1 분석의 틀 ... 85
• 3.2 국가 R&D 분석 ... 87
• 3.3 재난·안전 R&D 분석 ... 89
• 3.4 소방방재 R&D 분석 ... 90
• 3.5 R&D 성과 비교 분석 ... 106
• 3.6 소방방재 R&D 성과분석 종합 ... 108
• 제 4 장 2004~2011년 소방방재 R&D 성과분석 ... 113
• 4.1 분석의 틀 ... 115
• 4.2 국가 R&D 분석 ... 117
• 4.3 재난·안전 R&D 분석 ... 120
• 4.4 소방방재 R&D 분석 ... 130
• 4.5 R&D 성과 비교분석 ... 165
• 4.6 소방방재 R&D 성과분석 종합 ... 170
• 제 5 장 소방방재 R&D 성과 제고 방안 ... 175
• 5.1 분석의 틀 ... 177
• 5.2 전문가 FGI 분석 ... 178
• 5.3 문헌자료 분석 ... 192
• 5.4 성과제고 방안 ... 221
• 제 6 장 결론 ... 281
• 6.1 소방방재 R&D 성과분석의 종합 ... 283
• 6.2 소방방재 R&D사업 문제점 ... 285
• 6.3 소방방재 R&D사업 개선방안 ... 288
• [부록1] DEA 분석기법 ... 296
• [부록2] 2004~2011년 소방방재 R&D 과제리스트 ... 311
• [부록3] 소방ㆍ방재R&D 성과지표(안) 정의 및 입증방법 ... 341
• [부록4] 만족도조사 참조자료 ... 355
• 참고문헌 ... 361
• 끝페이지 ... 365