보고서 정보
주관연구기관 |
과학기술정책연구원 Science & Technology Policy Institute |
연구책임자 |
박재민
|
참여연구자 |
김형주
,
조현대
,
박동배
,
임하얀
|
보고서유형 | 최종보고서 |
발행국가 | 대한민국 |
언어 |
한국어
|
발행년월 | 2006-12 |
과제시작연도 |
2006 |
주관부처 |
국무조정실 The Office for Government Policy Coordination |
과제관리전문기관 |
과학기술정책연구원 Science & Technology Policy Institute |
등록번호 |
TRKO201900018346 |
과제고유번호 |
1090000292 |
사업명 |
경제(과학기술정책연구원) |
DB 구축일자 |
2020-03-21
|
초록
▼
□ 서 론
○ 세계화의 진전에 따라 정보와 사람은 물론 자본 등이 자유롭게 국경을 넘어 이동하게 되었고, 정보기술의 급속한 발전에 따라 다양한 정보의 입수가 전보다 더 수월해지면서 정보·기술 자체보다도 그것을 흡수·활용할 수 있는 우수인력의 중요성이 더욱 강조되고 있음.
○ 이러한 새로운 환경변화에서 국가경쟁력의 강화와 사회경제적 구조조정은 궁극적으로 인력구조의 조정으로 뒷받침되며, 각 부처의 공동노력에 의한 개인의 지속적인 학습과 교육훈련 지원이 요구됨. 특히 부존자원이 부족함에도 불구하고 급속한 경제성장을 이룩
□ 서 론
○ 세계화의 진전에 따라 정보와 사람은 물론 자본 등이 자유롭게 국경을 넘어 이동하게 되었고, 정보기술의 급속한 발전에 따라 다양한 정보의 입수가 전보다 더 수월해지면서 정보·기술 자체보다도 그것을 흡수·활용할 수 있는 우수인력의 중요성이 더욱 강조되고 있음.
○ 이러한 새로운 환경변화에서 국가경쟁력의 강화와 사회경제적 구조조정은 궁극적으로 인력구조의 조정으로 뒷받침되며, 각 부처의 공동노력에 의한 개인의 지속적인 학습과 교육훈련 지원이 요구됨. 특히 부존자원이 부족함에도 불구하고 급속한 경제성장을 이룩한 우리나라에서는 지식기반사회의 국가발전 핵심 전략으로서 인적자원의 개발은 그 중요성이 더욱 강조되어야 함.
○ 이를 위해 본 연구에서는 일차적으로 국가인적자원개발 정책을 진단·평가할 수 있는 평가체제를 개발하는 데 목적을 두었으며 국가인적자원개발 기본계획 및 시행계획 상의 주요 인적자원개발 사업(program)이 본래의 사업 목적, 방향, 내용에 맞게 추진되고 있는지를 점검하고 사업의 구체적 활동들이 원래의 계획대로 정해진 일정 및 방식에 따라 의도하였던 대상 집단에게 실시되고 있는지 여부를 점검하려 함. 따라서 본 연구의 목적은 일차적으로 과학기술인력 정책을 진단·평가할 수 있는 평가체제를 개발하는데 있으며 이공계인력 육성·지원 기본계획 및 시행계획 상의 주요 사업이 본래의 사업 목적, 방향, 내용에 맞게 추진되고 있는지를 점검하고 사업의 구체적 활동들이 원래의 계획대로 정해진 일정 및 방식에 따라 의도하였던 대상 집단에게 실시되고 있는지 여부를 점검할 수 있는 효과적인 성과평가 방안을 구축하는 데 있음.
(출처 : 요약 11p)
Abstract
▼
□ Introduction
○ As globalization progresses, capital, technology, and information now move freely crossing the national borders and the concentration of international capital on locations with high caliber human resources is ever intensifying (Impact of Human Resources Attracting Capital, OECD R
□ Introduction
○ As globalization progresses, capital, technology, and information now move freely crossing the national borders and the concentration of international capital on locations with high caliber human resources is ever intensifying (Impact of Human Resources Attracting Capital, OECD Report, 1994). As the acquisition of information has become easier, highly skilled human resources absorbing and utilizing IT are getting more important than IT itself.
○ One of the key objectives of this study is to develop an evaluation system that can diagnose and evaluate national policy on human resources development. This study is also designed to review whether the Korean government’s master plan for developing human resources and key programs are fulfilling their objectives, direction, and contents as intended and to check whether specific activities of those programs are being applied to the target groups in accordance to the defined timeline and approach.
□ Policy impact analysis and theoretical background
○ Concept and objectives of policy impact evaluation
- Policy evaluation is a process of verifying the long-term impact of a policy composed of single or multiple programs on the public and, at the same time, systematically defining results of a policy and the cause and effect relationship of a policy (intervention activity).
- The concept of performance is a comprehensive one that encompasses not only output, result, impact but also input and activity.
- A core issue in the evaluation of policy performance is how to verify the validity of intervention logic that serves the foundation of a policy and the impact of policy execution.
○ Regardless of evaluation type and timing, the basic objective of policy performance evaluation is to strengthen accountability, to improve policy and to produce useful information.
○ Among major topics covered in the policy performance evaluation are relevance, efficiency, effectiveness, utility and sustainability.
○ Case example of policy performance evaluation: GPRA
- GPRA (Government Performance Result Act) is a result of the U.S. Congress’ efforts to strengthen accountability for managing federal government programs that used to be considered as inefficient, ineffective and not credible.
○ Case example of policy performance evaluation: PART
- PART (Program Assessment Rating Tool) was created to supplement GPRA.
PART is a rating tool developed by OMB to ensure the validity of an agenda "Budget and Performance Integration" among many administrative reform agenda called PMA (The President's Management Agenda)
- PART was developed to support "Budget and Performance Integration" among five inter-ministerial PMA agenda.
○ Human resources development performance evaluation model: evaluation of master and implementation plans
- The basic objective of evaluating human resources development policy is not to score projects under evaluation or to decide priority but to help improve efficiency of human resources development policy or project implemented by each ministry.
- Evaluation consists of two phases. The 1st phase is during the 1st half of a year while the 2nd phase is during the 2nd half. Human Resources Development Center (Korea Research Institute for Vocational Education and Training) is in charge of the overall coordination and direction setting for the evaluation criteria through consultation with the Evaluation Task Force Team and the Ministry of Education and Human Resources. The evaluation criteria for specific contents are defined by the Task Force Team in consultation with Human Resources Development Center and the Ministry of Education and Human Resources. The defined evaluation criteria are finalized by Human Resourced Development Support Center through consultation with relevant government ministries.
□ Definition of projects to support human resources in science and technology and the analysis of project types
○ The scope of projects to support human resources in science and technology covers 68 projects including those specified in the Master Plan for Developing and Supporting Scientists and Engineers and those excluded in this master plan but included in the 2nd Master Plan for Developing National Human Resources.
○ Master Plan for Developing and Supporting Scientists and Engineers
- The master plan was developed incorporating measures discussed at the VIP report on "Strategy to Develop Human Resources in Science and Technology to Realize a Powerful Nation with Creative Talents" on March 29, 2005. As part of the plan, 14 key initiatives and 42 sub-initiatives in 5 key areas have been selected as pan-ministerial initiatives to be implemented.
- Update
· In 2006, 11 government ministries, offices and committeesjointly implemented projects to support human resourcesdevelopment in science and technology, investing total 893.19 billion won in on-going and new projects excluding those for system improvement.
· The size of investment by government ministry Ministry of Education and Human Resources (58.7%), Ministry of Science and Technology (20.6%), Ministry of Commerce, Industry and Energy (9.1%), and Ministry of Information and Communication (7.1%)
· The analysis of the distribution of the recipient scientists and engineers by life cycle stage shows that the support for undergraduate and graduate students majoring in science and engineering accounts for the biggest share in the investment allocated for 2006. In addition, the analysis of the recipient scientists and engineers by ministry reveals that almost all the government ministries are developing and supporting undergraduate and graduate students majoring in science and engineering.
- Progress by area
· Projects to develop and support scientists and engineers are composed of 14 key initiatives in 5 key areas.
○ Master Plan to Develop National Human Resources
- As part of the 2nd Master Plan, total 200 policy initiatives are being implemented including 67 key policy initiatives in 20 policy agenda of 4 key policy areas (developing internationallycompetitive core talents, improving life-long learning capabilities of the entire Korean public, promoting social integration and education/culture/welfare, and expanding infrastructure for developing human resources).
- The 2nd Master Plan for Developing National Human Resources will invest total 50,834.4 billion won for five years from 2006 to 2010 in existing and new projects.
- The size of investment by government ministry19,499.2 billion won by the Ministry of Education and Human Resources (38.4%), 12,963.7 billion won by the Ministry of Gender Equality (17.7%) and 8,970.9 billion won by the Ministry of Labor (25.5%)
- No. of policy initiatives planned by policy area 17 for "developing internally competitive core talents", 17 for "improving life-long learning capabilities of the entire Korean public", 16 for "promoting social integration and education/culture/welfare", and 10 for "expanding infrastructure for developing human resources".
- Projects to support scientists and engineers
· Among 200 initiatives included in the 2ndMaster Plan to Develop National Human Resources, 68 projects have been selected as projects to support scientists and engineers.
· Budget for 2006: Largest share of 1,990,971 million won has been invested in the project of strengthening innovation capabilities of universities in local provinces, followed by a project of promoting basic science, the 2nd phase BK 21 projects, and a projectof promoting goal-oriented basic research.
□ Develop a framework for evaluating performance of a project to develop human resources in science and technology
○ Performance evaluation framework and tool to be presented in this study are basic approaches encompassing comprehensive evaluation method and techniques.
○ Evaluation, screening and evaluation unit
- Evaluation is to assess the efficiency of a project by observing comprehensive evidences. Unlike evaluation, screening is a process in which specific targets set by the project manager are investigated and analyzed through inputs from project participants.
- The subjects of evaluation include policy/project and institution/group/individual. Especially in the policy evaluation, it is important to define the level (e.g. policy, program, project, or component level) at which hierarchical businessstructure is to be evaluated.
○ Evaluation methods
- Before developing evaluation framework, it is necessary to understand various evaluation methods that differ by objective, evaluator, timing, and the scope.
○ Principles of evaluation
- In principle, performance evaluation is a serial activity that repeatedly executes planning, monitoring, and evaluating.
- In order to ensure fair and objective evaluation of the achievement rate of an organization in charge of project coordination and implementation, it is important to provide as much autonomy as possible for evaluator.
○ Identify evaluation items through comparative analysis of case examples
- To develop questions for evaluation and define items for performance evaluation, 4 case examples in Korea and some other case examples in the U.S. have been compared and analyzed.
- Planning stage
· During the planning stage, in order to understand project feasibility and planning integrity, evaluate whether business objectives and policy measures are well aligned with each other to successfully realize project objectives.
- Execution stage
· Check whether a project operator is conducting regular monitoring over the course of the project, whether the project operatorhas properly reacted to and solved environmental changes and issues that have occurredduring the project execution, whether these issues have been solved.
- Performance, evaluation, and feedback stage
· Check whether the project participants are satisfied with the project, whether there is a process of project evaluation, and whether the evaluation results have been used for project planning, refining or modifying project approach.
- Wrap-up
· Evaluation process involves collecting and analyzing project related data and submitting evaluation report to the evaluation requestor. The whole evaluation process can be considered as a separate project.
□ Analysis of case examples
○ Field training project for the unemployed science and engineering graduates is standing of vocations, and to cultivate active vocational mind-set by resolving the mismatch between industry’s needs for talents vs. the supply of science and engineering graduates and providing the unemployed science and engineering graduates with the opportunities to choose vocations fit for their aptitudes through field training.
○ The recipients of the support include both training institutions and individual trainees. In order for the training institutions to be qualified as the recipients of the project support, they should be specialized in training unemployedscience and engineering graduates and capable of arranging their training or employment with companies.
○ The Korea Industrial Technology Foundation (KOTEF) is responsible for the overall coordination of the project. It will play the role of a secretariat for field training project and develop projectimplementation guidelines in accordance to the basic plan of the Ministry of Commerce, Industry, and Energy.
○ Logic model
- Key components of a logic model are "Input", "Execution", "Result" and "Performance" in consecutive order.
- Input refers to various physical and humanresources invested to support the project.
- During the execution stage, project participants activelyengage in various activities and make efforts to efficiently achieve the project objectives.
- Result is a stage of deriving results from the resources invested to achieve the project objectives.
- Performance refers to the impact of the project expected to be comprehensive and sustainable for the society.
○ Project evaluation
- Planning stage
· This project is designed to facilitate the employment of the unemployed science and engineering graduates by providing them with field training opportunities which will help them cultivate skills and capabilities companies are in need of.
- Execution stage
· This project requiressubmission of progress reports and trainee data during the courseof the training in accordance to the relevant regulations.
- Achievement of performance objectives
· The most important consideration in evaluating this project is whether the project has helped achieve target employment rate, the objective of the project specified in the proposal.
- Evaluation and feedback stage
· The overall satisfaction rate of the training courses by the trainees is positive standing at 3.8 points.
- Overall evaluation
· Overall evaluation covers the entire life cycle of a project starting from the planning stage to evaluation and feedback stage; evaluation of project feasibility and planning integrity during the planning stage, checking appropriateness of execution, checking achievement of performance targets specified in the proposal and evaluation and feedback.
(출처 : SUMMARY 176p)
목차 Contents
- 표지 ... 1머리말 ... 3목차 ... 5표목차 ... 8그림목차 ... 10요약 ... 11제 1 장 서 론 ... 23 제 1 절 연구의 필요성 및 목적 ... 23 제 2 절 연구의 내용 및 범위 ... 25제 2 장 평가대상으로서의 성과와 정책성과 평가 ... 27 제 1 절 성과관리와 정책평가 ... 27 1. 성과 관리의 핵심 단계로서의 평가(evaluation) ... 27 2. 정책평가와 사업평가 ... 30 제 2 절 평가의 유형 ... 32 1. 평가목적에 따른 구분 ... 32 2. 평가주체에 따른 구분 ... 33 3. 평가 시행 시기에 따른 구분 ... 34 제 3 절 정책평가의 특성과 목적 ... 37 1. 정책평가의 특성 ... 37 2. 정책평가의 목적 ... 38 제 4절 정책성과평가의 특성과 주요 내용 ... 41 1. 정책평가 대상으로서의 성과 ... 41 2. 정책성과평가의 주요 내용 ... 45제 3 장 정책성과평가 사례 ... 48 제 1 절 GPRA와 PART ... 48 1. GPRA ... 48 2. PART ... 51 3. PART 사례의 정책적 시사점 ... 58 제 2 절 인적자원개발 성과평가모형: 인적자원개발 기본계획 및 시행계획 평가체계를 중심으로 ... 60 1. 인적자원개발정책평가의 배경과 방향 ... 60 2. 평가의 개요 ... 63 3. 인적자원개발정책의 평가모형 ... 68제 4 장 인적자원개발사업의 현황 및 성과평가틀 개발 ... 73 제 1 절 인적자원개발사업의 개념과 실제 ... 73 1. 인적자원 ... 73 2. 인적자원개발의 개념 ... 74 3. 과학기술인력 ... 77 4. 인적자원개발사업의 현황: 이공계 육성·지원 기본계획 및 2006 시행계획 ... 79 제 2 절 성과평가 모형과 평가항목 ... 93 1. 사업성과분석 모형 ... 95 2. 평가항목 개발: 사례분석 ... 98 제 3 절 사례 비교분석을 통한 평가항목 도출 ... 107 1. 계획수립단계 ... 108 2. 계획집행단계 ... 109 3. 성과, 평가 및 환류 단계 ... 110 4. 사업 유형별 평가항목 ... 116 5. 평가과정 관리 ... 119제 5 장 사례분석: 이공계 미취업자 현장연수사업 ... 121 제 1 절 분석대상사업의 개요 ... 121 1. 대상사업의 개요 및 목적 ... 121 2. 지원대상 및 방법 ... 122 3. 추진현황 및 실적 ... 126 제 2 절 사업성과 분석모형 ... 128 제 3 절 사업 성과평가 ... 130 1. 계획수립단계 ... 130 2. 계획집행단계 ... 147 3. 성과달성 여부 ... 150 4. 평가 및 환류 단계 ... 155 5. 종합 평가 ... 158제 6 장 결론 및 제언 ... 159참고문헌 ... 164부록 ... 167SUMMARY ... 176CONTENTS ... 184끝페이지 ... 185
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