Korea's Mission-Oriented Plan for Social Problem Solving (2023-2027)

 In the context of Korea’s 3rd Comprehensive Plan to Solve Social Problems (2023-2027), the sources do not explicitly use the term "Policy Core," but they define a central framework centered on five "core problems" (also referred to as missions) that drive the plan's mission-oriented innovation policy.

The Five Core Problems (Missions)

The plan identifies 43 social problems across ten broad domains, but it prioritizes five core social problems for a "whole-of-government mission-oriented approach". These specific missions are:

• Ageing
• Cybercrime
• Reducing fine particle matter
• Reducing microplastics
• Reducing household waste

Strategic Framework for Core Problems

These core problems are not just thematic goals; they are managed through a rigorous strategic framework:

• Mission-Oriented Approach: The plan leverages science and technology (S&T) to address these issues, employing coordinated, cross-sectoral policy and regulatory measures.
• Targets and Indicators: Each core problem is framed with specific target areas and timebound indicators. For example, the plan aims to reduce pedestrian deaths and injuries per 100,000 elderly people from 103 to 70 by 2027.
• Implementation Roadmaps: A roadmap consisting of both R&D and non-R&D tasks is established to achieve the defined targets.

Governance and Coordination

To ensure these missions are successfully delivered, the plan introduces specific coordination mechanisms:

• Flagship Planning Committees: Each of the five missions is assigned a Flagship Planning Committee to enhance cooperation between various ministries.
• Horizontal Coordination: The plan fosters cross-departmental "horizontal" budgets and collaboration on R&D investment and evaluation.
• Annual Iteration: Implementation plans are established annually, which include updates on the five core problems and potential revisions based on performance evaluations and changing social needs.

Public and Expert Involvement

The selection and orientation of these core issues were informed by extensive public engagement and expert consultation. This involved big data analysis of public sentiment, news trend modeling, and surveys to ensure the "core" of the policy aligns with salient social problems identified by the Korean public.

In the framework of Korea’s 3rd Comprehensive Plan to Solve Social Problems Based on Science and Technology (2023-2027), the government has identified five "core problems"—also described as missions—that serve as the focal point for a whole-of-government, mission-oriented innovation policy.

Identification of the 5 Core Problems

While the plan identifies a total of 43 social problems across ten broad domains (such as health, environment, and life safety), these five specific issues were selected for prioritized action. The five core missions are:

• Ageing
• Cybercrime
• Reducing fine particle matter
• Reducing microplastics
• Reducing household waste

Strategic Framework and Missions

These core problems are distinguished from the broader list of social issues by the intensity and structure of the policy response:

• Whole-of-Government Approach: These five issues gain priority for a coordinated "whole-of-government mission-oriented approach," which aims to mobilize joint action across different departments and actors.
• Target-Driven Planning: Each mission is defined by specific target areas and timebound indicators. For example, the mission regarding ageing includes a target to reduce pedestrian deaths and injuries per 100,000 elderly people from 103 down to 70 by the year 2027.
• Comprehensive Roadmaps: Achievement of these targets is supported by a roadmap that integrates both R&D and non-R&D tasks.

Governance and Horizontal Coordination

The 3rd Comprehensive Plan introduces specific mechanisms to ensure these five missions are successfully delivered:

• Flagship Planning Committees: Each of the five missions is assigned a dedicated committee to enhance cooperation between various ministries and oversee cross-ministerial collaboration on R&D planning and investment.
• Horizontal Budgeting: To overcome departmental silos, the plan utilizes cross-departmental "horizontal" budgets, ensuring that funding and evaluation are aligned across the government.
• Iterative Assessment: The Ministry of Science and ICT reviews the implementation of these missions annually. This allows for the list of problems to be revised or updated based on performance evaluations and the evolution of social needs.

Selection Process

The selection of these core missions was the result of an extensive consultation process designed to ensure high levels of public engagement. This process included participatory surveys, expert consultations, big data analysis of public sentiment, and topic modeling of news trends to track the most salient social problems over time.

The ten broad social problem domains identified in Korea’s 3rd Comprehensive Plan to Solve Social Problems (2023-2027) serve as the organizational framework for the nation's mission-oriented innovation policy. These domains represent the key areas where science and technology (S&T) are leveraged to improve natural, human, and social capital.

The Ten Domains and 43 Social Problems

The plan categorizes Korea's most pressing issues into the following ten domains:

• Health
• Environment
• Culture and leisure
• Life safety
• Disaster
• Energy
• Housing and transportation
• Family
• Education
• Social integration

Across these ten domains, the government has identified 43 specific social problems that are prioritized to attract R&D investment focus. This structure is designed to direct S&T applications toward well-defined societal objectives within a five-year timeline.

Identification and Selection Process

The selection of these domains and their underlying problems was the result of an extensive consultation process led by the Science, Technology, and Innovation (STI) Office. To ensure the plan addressed the most "salient social problems," the government utilized:

• Public and Expert Engagement: Participatory processes, surveys, and consultations with ministries and public-private advisory councils.
• Data-Driven Analysis: Big data analysis of public sentiment and topic modeling of news trends to track how social problems evolve over time.
• Official Approval: Review by the Public-Private Council for Social Problem Solving and the PACST Deliberative Council.

Role in the Larger Policy Context

In the broader context of the 3rd Comprehensive Plan, these domains provide the field from which five "core problems" (missions) are selected for a more intensive whole-of-government approach. While the ten domains cover a wide spectrum of well-being, the core missions (such as ageing and microplastics) receive additional coordination through Flagship Planning Committees and specialized roadmaps.

Furthermore, the framework is dynamic rather than static. The Ministry of Science and ICT reviews the implementation of the plan annually, which includes potential revisions to the list of 43 social problems within these domains based on performance evaluations and changing social needs. This iterative process allows the government to maintain a sustained commitment to social solutions while remaining adaptable to new challenges.

In the context of Korea’s 3rd Comprehensive Plan to Solve Social Problems (2023-2027), the methodology and governance structures are designed to support a mission-oriented innovation policy that leverages science and technology (S&T) to address complex societal issues,.

Methodology for Identification and Planning

The methodology used to develop the plan emphasizes data-driven analysis and extensive stakeholder engagement to ensure the policy addresses the most salient social problems:

• Multi-Layered Consultation: The planning process was led by the Science, Technology, and Innovation (STI) Office and involved experts, various ministries, and public-private advisory councils.
• Data-Driven Problem Identification: To track the evolution of social issues, the government utilized big data analysis of public sentiment, topic modeling of news trends, and forecast surveys.
• Public Engagement: The plan is characterized by a high level of citizen involvement, utilizing participatory processes and surveys to select priority objectives,.
• Defining Missions with Targets: For the five "core problems" (missions), the methodology involves setting target areas and timebound indicators (e.g., specific reductions in elderly pedestrian injuries by 2027).
• Integrated Roadmaps: The strategy for these missions includes a comprehensive roadmap of both R&D and non-R&D tasks.

Governance and Coordination Mechanisms

The governance of the 3rd Plan is structured to overcome departmental silos and ensure a "whole-of-government" approach:

• Horizontal Coordination: The plan fosters collaboration through cross-departmental "horizontal" budgets and joint planning for R&D investment and evaluation.
• Flagship Planning Committees: To enhance inter-ministerial cooperation, a dedicated committee is assigned to each of the five core missions,.
• Oversight and Approval: The draft plan underwent a rigorous review process by ministries, agencies, and local governments before being approved by the Public-Private Council for Social Problem Solving and the PACST Deliberative Council.
• Diverse Stakeholder Delivery: Implementation involves a broad spectrum of actors, including regional universities, local research institutions, residents, and local governments.

Iterative Management and Continuity

The plan's governance is designed for flexibility and long-term commitment:

• Annual Iteration: The Ministry of Science and ICT reviews the plan every year, establishing annual implementation plans that include updates on core problems and potential revisions to the list of 43 identified social problems.
• Performance Evaluation: Ministries may undergo performance evaluations prior to the release of each annual implementation plan.
• Strategic Timeline: The five-year timeline (2023-2027) allows for strategic planning and investment that extends beyond annual policy and budget cycles, ensuring continuity and the ability to adapt to changing social needs over time.

In the context of Korea’s 3rd Comprehensive Plan to Solve Social Problems (2023-2027), the methodology and governance structures are designed to support a mission-oriented innovation policy that leverages science and technology (S&T) to address complex societal issues,.

Methodology for Identification and Planning

The methodology used to develop the plan emphasizes data-driven analysis and extensive stakeholder engagement to ensure the policy addresses the most salient social problems:

• Multi-Layered Consultation: The planning process was led by the Science, Technology, and Innovation (STI) Office and involved experts, various ministries, and public-private advisory councils.
• Data-Driven Problem Identification: To track the evolution of social issues, the government utilized big data analysis of public sentiment, topic modeling of news trends, and forecast surveys.
• Public Engagement: The plan is characterized by a high level of citizen involvement, utilizing participatory processes and surveys to select priority objectives,.
• Defining Missions with Targets: For the five "core problems" (missions), the methodology involves setting target areas and timebound indicators (e.g., specific reductions in elderly pedestrian injuries by 2027).
• Integrated Roadmaps: The strategy for these missions includes a comprehensive roadmap of both R&D and non-R&D tasks.

Governance and Coordination Mechanisms

The governance of the 3rd Plan is structured to overcome departmental silos and ensure a "whole-of-government" approach:

• Horizontal Coordination: The plan fosters collaboration through cross-departmental "horizontal" budgets and joint planning for R&D investment and evaluation.
• Flagship Planning Committees: To enhance inter-ministerial cooperation, a dedicated committee is assigned to each of the five core missions,.
• Oversight and Approval: The draft plan underwent a rigorous review process by ministries, agencies, and local governments before being approved by the Public-Private Council for Social Problem Solving and the PACST Deliberative Council.
• Diverse Stakeholder Delivery: Implementation involves a broad spectrum of actors, including regional universities, local research institutions, residents, and local governments.

Iterative Management and Continuity

The plan's governance is designed for flexibility and long-term commitment:

• Annual Iteration: The Ministry of Science and ICT reviews the plan every year, establishing annual implementation plans that include updates on core problems and potential revisions to the list of 43 identified social problems.
• Performance Evaluation: Ministries may undergo performance evaluations prior to the release of each annual implementation plan.
• Strategic Timeline: The five-year timeline (2023-2027) allows for strategic planning and investment that extends beyond annual policy and budget cycles, ensuring continuity and the ability to adapt to changing social needs over time.