지원사업
학술연구/단체지원/교육 등 연구자 활동을 지속하도록 DBpia가 지원하고 있어요.
커뮤니티
연구자들이 자신의 연구와 전문성을 널리 알리고, 새로운 협력의 기회를 만들 수 있는 네트워킹 공간이에요.
논문 기본 정보
- 자료유형
- 연구보고서
- 저자정보
- 발행연도
- 2010.12
- 수록면
- 1 - 251 (251page)
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초록· 키워드
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The purpose of this study is to suggest methods of expertise reinforcement of local governments due to the transfer of contract authority into local governments. In Korea, contact authority had been a national work before 2005. The central government had all responsibility for the contract office work. Local governments must request contract office works to central government and the central government executed the contract in behalf of the local government.
In 2005, the law was passed and the central government must transfer contract authority to local governments by 2010 and has continued to transfer contract office works to local governments. From 2010, local governments have to manage all contract office works by themselves. In the case of Seoul Metropolitan City (SMC) government, contract office works were managed by 38 different sectors of government. Therefore, SMC government experienced difficulties to secure expertise and responsibility.
This study examines current conditions and problems of contract office works of SMC government and suggests methods of expertise reinforcement. The study analyses example of foreign contract administration to search for the best practice of other city governments worldwide.
This study suggests four methods of expertise reinforcement. First, regarding the expertise of contract team, the number of contract officials in contract team should be increased by hiring external contract specialists from outside of organization. In addition, the career of contract officials should be managed by the human resource management system.
Second, the study suggests the enlargement of organizational size. The contract team needs to be restructured by dividing into two sections, contract section and contract inspection section. The contract inspection section will be reduced in part and outsource works related to the cost examination to the external specialist group.
Third, it suggests the enhancement of the linkage between contract organizations. The contract inspection section and technical inspection section should be integrated. By doing so, the SMC government can relocate the surplus personnel and increase technical competency.
The last suggestion is the reinforcement of the responsibility by establishing the contract department that integrates all procedures of contract office works such as those of contract team, contract judging manager section, and technical judging manager section.
In 2005, the law was passed and the central government must transfer contract authority to local governments by 2010 and has continued to transfer contract office works to local governments. From 2010, local governments have to manage all contract office works by themselves. In the case of Seoul Metropolitan City (SMC) government, contract office works were managed by 38 different sectors of government. Therefore, SMC government experienced difficulties to secure expertise and responsibility.
This study examines current conditions and problems of contract office works of SMC government and suggests methods of expertise reinforcement. The study analyses example of foreign contract administration to search for the best practice of other city governments worldwide.
This study suggests four methods of expertise reinforcement. First, regarding the expertise of contract team, the number of contract officials in contract team should be increased by hiring external contract specialists from outside of organization. In addition, the career of contract officials should be managed by the human resource management system.
Second, the study suggests the enlargement of organizational size. The contract team needs to be restructured by dividing into two sections, contract section and contract inspection section. The contract inspection section will be reduced in part and outsource works related to the cost examination to the external specialist group.
Third, it suggests the enhancement of the linkage between contract organizations. The contract inspection section and technical inspection section should be integrated. By doing so, the SMC government can relocate the surplus personnel and increase technical competency.
The last suggestion is the reinforcement of the responsibility by establishing the contract department that integrates all procedures of contract office works such as those of contract team, contract judging manager section, and technical judging manager section.
목차
[표지]
[요약 및 정책건의]
[목차]
표목차
그림목차
[제1장 연구개요]
제1절 연구의 배경 및 목적
제2절 연구내용 및 방법
[제2장 재정분권과 계약사무이관의 이론적 분석]
제1절 지방분권과 재정분권
제2절 계약사무의 자율화와 중앙-지방정부 관계
제3절 지방정부에서의 조직과 개인의 전문성
[제3장 해외 주요 대도시의 사례]
제1절 계약행정의 유형 분류
제2절 미국 : 뉴욕시
제3절 일본 : 도쿄도
[제4장 서울시 계약사무관련 일반현황]
제1절 서울시 계약업무 담당부서 조직현황
제2절 서울시 계약현황
제3절 서울시 계약사무 수행상의 문제점
[제5장 계약팀 · 계약심사과 직무분석]
제1절 조사개요
제2절 직무의 목적과 구조분석
제3절 직무수행내용 및 방법
제4절 직무수행요건
제5절 계약팀·계약심사과 직무진단 비교분석
[제6장 서울시 계약업무수행의 전문성 강화방안]
제1절 서울시 계약업무의 전문성 부족 원인분석
제2절 서울시 계약사무운영의 발전방안
제3절 서울시 계약사무의 전문성 향상방안
제4절 대안·일괄입찰계약사무의 심사평가 전문성
[참고문헌]
[부록]
[영문요약(Abstract)]
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UCI(KEPA) : I410-ECN-0101-2014-359-001025962