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이 글은 행정학자의 시각에서 예술과 공공성의 관계를 고찰하려는 시도이다. 행정이란 사회 공동체가 직면하는 각종 공공문제를 해결함으로써 공익을 증진시키고자 하는 노력이다. 여기서 공공문제란 ‘시장에서 개인들이 자유로운 판단에 따라 행동할 때 사회 전체적으로는 바람직하지 못한 상황이 초래되는 경우’, 즉 민간실패의 집합으로 이해할 수 있다. 행정에 있어서 공공성은 곧 ‘공익’(public interest)을 의미하며 따라서 행정은 궁극적으로 공익지향적 활동이다. 공익을 구성하는 주요 요소로는 보편화된 가치, 공동체 자체의 권익, 외부경제성 및 공공재, 미래의 이익이나 효용성, 다수의 이익, 사회적 약자의 이익을 꼽을 수 있다. 예술은 언제 어디서나 항상 공동체 문화의 꽃이었고 공공의 관심의 대상이었다. 예술의 공공성이 인정되는 근거는 예술에 대한 인간의 본능적 욕구, 예술의 사회성, 그리고 문화와 예술에 대한 천부적 권리인 문화권(文化權)에서 찾을 수 있다. 예술 영역에 있어서도 다양한 종류의 민간실패가 발생하는데 이를 예방 치유 교정하는 것이 바로 예술행정이다. 다시 말해 예술행정은 정부의 공적 지원과 개입을 통해 예술이 가진 잠재적인 공공성을 최대한 구현함으로써 궁극적으로 우리 사회의 공익을 증진시키려는 노력인 것이다. 그런데 현실의 예술행정에 있어서는 예술의 자율성과 공적 책무성 사이에, 그리고 효율성과 공공성 사이에 풀기 어려운 딜레마가 존재한다. 이는 정부 관료제가 결코 완전한 문제해결 시스템이 아니며 때로는 실패할 수도 있음을 의미한다. 따라서 예술의 공공성 구현에 있어서 시장기구가 실패할 수 있는 것과 마찬가지로 정부 관료제 역시 실패할 가능성이 상존함을 인정해야 할 것이다.

This study tries to consider the relationship between art and publicness as a scholar of public administration. Public administration means solving public affairs that community faces in order to enhance public interest. What pubic problem is that ‘when individuals act depend on their own judge in the market, it could cause improper result’ that is the set of private failure. Publicness means public interest in public administration words so that public administration pursues public interest eventually. The elements that consists public interest are common value, right interest of community itself, external economic feasibility, coproduction, interest for the future, usefulness, interest for many and civilian as the weak. Art is always the flower of community culture and being the focus of public attention. It can be founded as the reason why we admit publicness of art is human’s basic instinct for art, socialization of art, and culture right as natural right for art and culture. Art administration is prevention, and cure, correction when private fails in art territory. In other words, art administration is making the realization of potential publicness which art has, most, by government’s public support and intervention so that promotes public interest in our society. However, in the reality of art administration, there has been dilemma between art’s autonomy and public responsible task hard to solve. It means government’s bureaucracy has never been perfect system and also it can be failed, sometimes. So we should admit that, for realization of art publicness, government’s bureaucracy could fail like market organization does.

최근 들어 문화예술시설에 대해 효율성을 강조하는 시장 논리가 확산되고 있다. 이는 관람객 확보와 재정자립도에 대한 비중이 커지는 현상에서부터, 문화예술의 부가가치를 전면화하면서 정책적 효과를 극대화하는 현상으로 드러난다. 결과적으로 이는 국립시설에 대한 법인화 논의와 맞물리면서 다시금 ‘공공성’의 문제가 대두되는 계기가 되었다. 이에 따라 본 논문은 공공성 개념을 새롭게 해석하여 공공성의 요소들이 상호 충돌하게 되는 양상을 드러냄으로써 그것의 복합적인 관계를 조명하였다. 또한 그것이 문화예술시설에 적용될 때 공공성을 명분으로 내세우지만, 실제로는 전문인력의 자율성과 기획력에 따른 공공의 가치에 반하는 상황이 발생하는 모순을 지적하였다. 결국 문화예술시설에 대한 경영효율성이 온존하게 실천되기 위해서는 전문인력들이 제대로 활동을 펼 수 있는 여건과 환경이 전제되어야 하며, 바로 이 지점에서 공공성에 위배되지 않는 경영효율성을 구현하게 됨을 제시하였다.

The logic behind market which emphasizes efficiency in Arts & Cultural facilities has been spreaded, these days. It became a result of maximizing effect of policy in securing audiences, financial independency and facing the arts and cultural added value by maximizing effect of policy. As a result, it is connected with private corporation debate of national institutions and serves as a momentum that publicness issue has been arisen, again. This treatise interpreted the concept of publicness newly, and reveals collision between the elements of publicness themselves, so that focuses on its complex relationship. And also when it is applied in Arts & Cultural facilities, publicness became a justification, however, contradiction has arise, which means that experts's autonomy and planning ability oppose the value of publicness, in fact. At last, management efficiency could practice properly in Arts & Cultural facilities, which is not againt with publicness, generating good condition and environment for experts.

본 연구의 목적은 제주특별자치도의 문화예산을 분석하고, 그 분석으로부터 도출한 내용을 참고하여 중앙정부로부터의 문화예산을 확보하는 등 문화예산의 확보방안들을 논의하고자 하는 것에 있다. 연구과정에서 문화에 대한 국가별 정책지향의 맥락을 살펴보았다. 미국은 문화예술분야에서 민간부문의 자율과 창의가 근간을 이루는 특징을 가지고 있었다. 유럽국가들의 문화예술 창달에는 공공부문에 의한 지원이 큰 역할을 하고 있었음을 알 수 있었다. 문화예산에 대한 실태분석에서는 제주특별자치도, 광주광역시, 부산광역시의 사례를 통해 분석하였다. 제주지역의 경우 문화정책과에서 문화산업을 관장하지 못하고 있음을 파악할 수 있었다. 그리고 타 도시는 문화도시로서 지향하는 경향이 있었지만 제주특별자치도 문화정책과의 지향은 그러하지 못하였다. 부산광역시의 경우 전년대비 문화예산증가비율이 91.3%로써 제주지역 47.26%보다 월등히 높게 나타났다. 또한 문화예산 중 국비 및 기금 확보율은 제주지역의 경우 33.8%, 광주의 경우 42.6%로써 광주의 경우가 중앙정부로부터 다소 많이 지원받고 있음을 알 수 있었다. 문화에산의 적실성 확보를 위한 방안으로 다음의 네 가지를 제안했다. 첫째, 예산 편성시 문화 분야 단체 등의 의견수렴 할 것, 둘째, 도의회 내에 문화 분야 연구포럼을 구성하여 적극적으로 추진할 것, 셋째, 개별사업단위로 중앙정부와 예산절충을 강화할 것, 넷째, 타 자치단체의 예산들과 상대비교를 통한 방향을 설정하여 중앙정부에 요청할 것 등을 제시했다.

The purpose of this study is to analysis culture budget of Juju Special Self-Governing Province, and discuss about the way reserving it, such as securing from central government. This study looks up other countries' policy for art and culture. When it comes to USA, civilian's creativity and autonomy are base. In Europe, in the other hand, public support is being a big part for art and cultural proceeding. The Analysis of actual conditions in culture budget is proceeded through examining cases of Jeju Special Self-Governing Province, Gwangju and Busan. It is revealed that dept. culture policy doesn't manage culture industry in Jeju Special Self-Governing Province. And other cities aim to be as a cultural city, however, Jeju Special Self-Governing Province does not. For instance, increase rate, compared to last year, in culture budget of Busan is 91.3% which is much higher than Jeju's, 47.26%. And also Gwangju is higher than Jeju as 42.6% and 33.8% in securing budget rate and government expenditure of culture budget. This study suggests four ways of securing culture budget. First, gathering various opinions from many culture organizations when budget has been set up. Second, constitution cultural study forum in council of Jeju Self-Governing Province and operation actively. Third, reinforcing budget compromising with central government per a individual project. fourth, comparing budget with other local governments and drawing the direction so that asking to central government of it.

국내에서 국공립 문화시설의 법인화 논쟁은 근 10여년을 끌어오고 있지만, 법인화를 비롯한 국공립문화시설의 운영주체 변화는 세계적으로도 대세인 것처럼 보인다. 유럽에서는 공공지원 의존도를 낮추고 재원의 출처를 민간으로 확대하기 위한 의도가, 미국은 비영리단체로서 민간재원을 끌어들이기 위한 성격이 강한 반면, 일본은 운영의 전문성과 자체 수입을 늘려서 공공재원의 의존도를 낮추려는 의도가 동시에 보인다. 한국은 전문성과 자율성, 경영효율성 같은 초기적 목표가 강하며, 외부 재원을 유도하기 위한 목적도 있다고 할 수 있으나 현실적으로 외부재원의 유입은 아직 한계가 있다. 국내에서도 국공립 문화시설의 법인화는 이제 거스를 수 없는 추세인 것은 분명하다. 법인화 시 공공성 훼손 등의 우려로 반대하는 목소리도 강하나 국내외 사례에서 볼 때 법인화가 꼭 공공성을 낮추는 제도는 아님을 이해할 수 있다. 다만 법인화를 성공적으로 추진하기 위해서는 유념해야 할 점들이 많이 있으며, 그 중에서도 예술적 활동을 뒷받침할 합당한 예산의 안정적인 지원, 정치 환경에 의해 좌우되지 않는 독립성과 전문성을 가질 수 있는 장치의 마련이 가장 중요한 일일 것이다. 즉 독립법인화는 상업적 의미의 민영화가 아니며, 예술창작 활성화와 국민 문화서비스 향상의 큰 목표가 전제되어야 한다는 인식이 매우 중요하다 할 것이다.

Incorporation has been controversial for 10 years, however, switch in main agent of management seems to be general trend, worldly. In Europe, the intention of being incorporation is to lower dependency on public support and expand the financial resources, when it comes to USA, to gather private finance as non-profit organization, in Japan, to make professionalism high in management and lower dependency on public support, as well. In Korea, the intention is shown that early stage of aim such as professionalism, autonomy, and management efficiency takes big part, and try to induce external finance but it is hard to get in the reality. It is clear that incorporation of national and public cultural facilities is the tendency that we can not go against. People worry about damaging publicness when incorporation is made, but comparing with national and international cases, incorporation always doesn't make lower publicness. For making incorporation successfully, there are few things we have to consider. Most of all, stable support of reasonable budget for art activities, making device for keeping independency and professionalism that are not controlled by political environment are very important. That is independent incorporation doesn't mean privatization in commercial way, and it is important to be aware that invigorating arts creation and enhancing public cultural service are to be required.

지역사회 지역민들의 삶으로부터 자생적으로 만들어진 독특한 문화인 지역문화가 가장 잘 함축되어 있는 공간이 그 지역의 박물관이라 할 수 있다. 하지만 과거 수집ㆍ보존ㆍ연구ㆍ전시 기능에 주안점을 두었던 박물관에서는 지역문화에 대한 문제의식은 물론, 지역주민들이 지역문화를 이해하는 데도 한계가 있었던 것이 사실이다. 많은 박물관이 박물관 이용자를 대상으로 교육 및 행사 프로그램을 운영하고 있지만, 그 지역과 박물관만의 특성을 살리지 못하고 어느 곳을 가도 똑같거나 비슷한 천편일률적인 프로그램이 진행되는 경우가 많다. 이에 따라 본 연구는 국립광주박물관 전시연계 교육프로그램을 사례로 지역박물관의 특성화된 교육프로그램을 개발함으로써 활용과 진전된 연구에 도움이 되고자 하였다. 특히 필자가 구분한 7가지 다리(워크북, 설명, 체험, 스토리텔링, 역할극, 답사, 전시)에 맞춰 살펴보았으며, 이를 통해 지역박물관 프로그램 개발사례로서의 연구적 성과로 이어지기를 바란다.

Local Museum is a excellent space which implies community's unique culture made by local individual life. However, museum has concentrated on collecting, conservating, researching, and displaying, not local culture. Many museums offers education and event programs toward to museum users but they are same as other museums in other region not having specialities their own. So that this study tries to help developing education program which specialized in local culture and its application through examining Gwangju national museum's education program related exhibition. Expecially, it is examined by researcher's 7 bridge division(workbook, explanation, experience, storytelling, role play, actual explore, exhibition) and hopefully it would be helpful for next local museums education program developing study.

프랑스 캉 기념관은 2차세계대전 당시 노르망디 상륙작전의 격전지였던 캉 시에 세워진 기념관이다. 기념관은 당시 캉에서 전쟁을 체험했고 변호사로 활동하다 캉 시장으로 선출된 장 마리 지로(Jean Marie Girault)의 노력에 의해 20년 전에 건립되었다. 기념관은 단순히 전쟁에 국한된 것이 아니라 평화와 유럽의 화해에 헌정된 역사 기억의 장소로서 미션을 부여받고 있다. 또한 운영체제가 준국영회사로서 60% 이상의 재정 자립을 실현하도록 규정되어 있다. 그러나 학술과 소장정책 등을 위한 시의 지속적인 투자가 보장되며, 이에 따라 전문적이고도 문화적 효과를 극대화하는 방향으로 운영되고 있다. 학술활동과 재방문을 유도할 수 있는 전시 기획 및 교육 프로그램 운영을 활발하게 하고 있으며, 30-35%가 외국인 방문객이라는 점에서 국제 협력 프로그램 운영도 중시된다. 앞으로의 계획은 2차세계대전 전시관을 새로운 이야기 방식으로 개조하고, 전시기법을 다양하게 함으로써 기념관이 늘 현재와 미래를 전망하도록 하려 한다.

'Le Memorial de Caen, France' in Normandy invasion during World War 2 battlefield is a memorial was built at Caen. Le Memorial de Caen was built 20 years ago by Jean Marie Girault whose experience the war and worked as a lawyer after elected as mayor Caen. The Memorial is not only simple limited about the war but also as peace and reconciliation in Europe as a mission was granted a place in history is remembered. Also operating system is to achieve 60% or more of the regulations financial independence as equivalent state company. However, for academic and collection policies and the city government will ensure continued investment, the profound cultural effect, the specialist has been operation in a way. Academic activities and exhibits that can lead to revisit the planning and operation of educational programs actively, and also 30-35% of foreign visitors participate in memorial, important to international cooperation program is operating. Future plans new stories of World War 2 and converted into exhibition and museum exhibits by various techniques, always trying to be the current and future outlook.

Since its relocation to Yongsan on October 28th, 2005, the National Museum of Korea (NMK) has been making diverse efforts to encourage cultural activities of the populace through the museum by offeringeducational/training programs, leisure activities, cultural events, etc., on top of holding exhibitions Furthermore, in order to accommodate the perspective changes in the definition and function of museums, the NMK has been carrying out various researches and establishing strategies to become a customer-oriented museum. In spite of such efforts, the total number of visitors to the NMK has decreased in 2007 and 2008 compared to previous years. In order to find answers to such a situation, there is a need to speak directly to its customers. The meaning of speaking to its customers and reflecting the results in planning and operating of the museum means carrying out customer-oriented marketing activities and listening to customers’opinion means carrying out and utilizing marketing research. Therefore, the current study introduces the necessity of strategic use of marketing research as a tool for activating the marketing of the NMK and focuses on recommending the marketing research plan for the NMK which includes utilizing pre-checklist, carrying out marketing research projects by phase, and strategically interpreting marketing research results. More specifically, the direction of marketing as well as marketing research application for becoming a customer-oriented museum is presented in Chapter 2. To draw a more concrete picture, Chapter 3 offers the overview of the NMK, the subject of this study, particularly focusing on its current marketing strategy in order to carry out marketing research. Through this chapter, the difficulties in marketing are identified and subsequently, the design of the marketing research to resolve such difficulties is suggested in Chapter 4. Especially in Chapter 4, by introducing the concept of strategic marketing planning, the necessity of perceiving marketing as a continuous and systematic planning, not as one-off shot, is proposed for the NMK and recommends the strategic marketing planning procedure for the NMK. In addition, the required marketing research for each strategic marketing planning stage is suggested to realize the marketing plan through the use of marketing research. As the function of art and cultural institutions, particularly the museums, is developing towards customer-oriented direction, it is necessary to think with marketing orientation. Currently, customer-oriented marketing in most art and cultural institutions, especially national art and culturalinstitutions that provide artistic and cultural activities publicly, is fairly limited. However, the active application of marketing research is necessary in order to realize the marketing objectives in reality. The need for marketing research is appreciated after its application. As a practical solution, not borne from a policy perspective, it is clear that the accumulation of marketing research experiences will show the blueprint for the NMK as a customer-oriented organization which is able to narrow the gap with its customers which is independent from finding a direction through policy reviews.

Museum expansion is one of the key indicators in cultural policy. Representative cultural institutions like museums are the symbol of cultural legitimacy and pride, understood as a cultural standard in a society. To increase the number of cultural institutions up to the standard of developed countries, continuous research and policy development about cultural institution expansion have been done. Since regional autonomy policy has been declared, most of regional directors have set capital projects of cultural institution as a barometer for the cultural development and the fruit of autonomy. Thus, the approach to cultural institution has been a key issue which shows the statistical result in policy goal. There is no denial in cultural policy’s role of increasing the number of museums. However, its quantitative approach results in numerous problems which crippled cultural function of museum in qualitative level. Most of museums are constructed and maintained without consulting proper professional opinions and making necessary arrangements with local residents. So increasing financial deficit, lowering maintenance efficiency, out of date exhibit, constant shortage of professional personnel and indifference of local residents have been common difficulties in most of museums. This is mainly caused by the limited understanding which regards museum as a ‘construction’ only. This fundamental absence of systematic planning inevitably leads to future maintenance problems. For this reason, the museum culture and professionalism have fallen behind. Seeking solution for this problem, the goal of this study is to emphasize the importance of conceptional and operational planning process which enough preparation works are carried out beforehand. Especially, to make museum planning more professional, the research on museum planning process and museum planner’s role in a foreign country have been done and its possible application has been discussed to propose overall improvement plan for museum capital projects in Korea. The goal of introducing a museum planner in total museum building stages is to develop and revitalize museum culture by securing more competitive power. Thus, it not only develops museum culture but also laying solid foundation for industrial infrastructure. If museum capital projects are settled as a part of knowledge-intensive industries, it will ignite cultural institution projects such as auditorium, theater or culture center which have been going through same difficulties as museum, expanding the horizon of culture planning. Therefore, reinforcing museum preliminary plan and the introduction of museum planning are necessary not only because of technical merit in building museum. This issue should be viewed from the cultural development policy standpoint requiring more detailed research in effective introductory methods and legislative support in policy making.