타운매니지먼트 수법을 통한 지역활성화 방안 연구

타운매니지먼트 수법을 활용한 지역 및 도시공간 활성화 방안을 연구했다.

Urban design in the era of development and growth has created physical environment and provided various public spaces that cities need. Since the late 2000s, social demands for urban space and quality of life have been rising in Korea and city design policies have been developed. However, how to utilize the newly developed urban spaces is the issue in the era of low-growth that population has declined and the development of infrastructure has reduced due to the limit of public finance. Urban space is a resource that is made use of by users and therefore the active use of urban space is an indicator of the city's competitiveness and vitality.

In this perspective, the process of utilizing and managing the urban space can be called the post-management of urban design and it is one of the processes that must be conducted in order to sustain the performance of urban design. Since efforts are being made to utilize creative space worldwide to sustain urban space, how to secure long-term sustainability of space is an important issue. Town management is the urban space utilization and management method that emerged from these discussions.

Therefore, this study suggests the introduction of town management that is needed for urban design operation and space activation and seek to application to Korea by performing town management types and actual state analysis study. The purpose of this study is to elucidate the conditions for establishing town management in the urban regeneration period and to establish the concept of town management. For the town management analysis, study identified the members who make up the decision making organization in order to classify 15 cases. As a result, residents, landlords, tenants, workers, experts, enterprises, administrations and support groups were found to be involved in decision making.

Based on this, 15 cases were classified as corporate-led type, private-public partnership type, and owner-led type. Town management cases were classified and presented as a type criterion for the analysis of the actual conditions of operation. The actual management of town management was divided into two categories. First of all, the analysis of the actual condition of the town management organization was performed by qualitatively analyzing the relationship between the management committee, the support organization and the working organization. As a result, the corporate-led town management is only seen in Japan.

It is analyzed that it is necessary to form a town management organization in order to maintain the enterprise assets and improve the value of the area, and to pursue development and operation management consistently from the establishment. A private-public partnership type represents a tendency to be established in order to realize the unique purpose of each district.

The role of the public in the type is mainly concerned with the initial investment for the establishment of the organization, the support of public-interest organization operation, the support of the continuous operation of the organization such as tax payment and granting and the support for strengthening the strategic importance of the district in the city. The establishment background of the owner-led type can be divided into conservation and enhancement of the district's characteristics. In a situation where the public is fundamentally providing services to the city, this type implements the additional services required for the community.

The advantage of the owner-led model is that it can secure stable resources for management. Next, in the analysis of the town management financing operation, study analyzed the main sources of revenue, expenditure and financial activities that each case is operating. It is analyzed that the corporate-led town management mainly uses membership fees and administrative subsidies as fixed resources. The structure that allows the organizations to rent and manage the public facilities in the city space, thereby generating the ownership of the urban space management revenues. The largest proportion of the activities is marketing, which is almost 90% of its total expenditure.

The fixed resources of the private-public partnership type are the administrative subsidy that the administration directly inputs financial resources and the special assessment. Also there are revenues from utilization of urban space are created by operating and managing public facilities and spaces in urban space. As the administration directly or indirectly supports the funding, this type shows the nature of the financial management operation that focuses on management rather than urban space utilization. Expenditure ratios for main businesses and organizational operations are also being diversified by each district.

The public-private partnership type tends to focus on marketing in terms of activity, and especially to promote community-building activities. In the case of owner-led town management, more than 70% of the budget is financed by a special assessment on average. It is the type that secures the most stable fixed resources based on the tax system. It is possible to pursue the projects that use the urban space consistently by establishing the long-term targeta and programs. Other than this major source, such as donations, subsidies, and subsidies are generated by stakeholders and participants rather than self-profit activities. There was little profit activity related to urban space utilization.

The major activities are the addition of public services such as environmental beautification and security services for the purpose of enhancing the competitiveness of the district. With above results of analysis and monitor of process from the cases, the study found out that town Management is a system to maintain the sustainable community through the revitalization of public space and the solution of the problems of the current urban design sustainability. To introduce this system, it is necessary