| 4. In which ways is the initiative creative and innovative?
□ The Unlimited Care Centers: Offering outreach services, which promote hands-on administration to urgently find families in crisis and provide support
○ How they operate: Workers involved in the Unlimited Care Centers of the province, cities and counties jointly visit and find families in crisis twice a week.
○ Whom they visit: Households without access to welfare service agencies, including elderly households having difficulties in moving around or those alienated from information, in 1,181 areas with a high population of low-income families in Gyeonggi Province
□ The Unlimited Care Project: Providing immediate support for families in crisis
○ Eligibility Criteria
- Household income: Below 170 percent of the minimum cost of living, the upper ceiling of Korean government support
- Household property: Below KRW 150 million in large cities, KRW 95 million in small and mid-sized cities, KRW 81 million in agricultural and fishery areas
○ Eligible recipients: Families in crisis due to death, divorce, illness or job loss.
○ Benefits: Livelihood benefits, medical benefits, housing benefits, education benefits, social welfare facility fee benefits, heating fee benefits, childbirth benefits, funeral benefits, electricity bill benefits, linking to relevant public and private organizations
□ The Unlimited Care Centers: Continuously managing families in crisis through comprehensive case management
○ Operation: 31 city and county Unlimited Care Centers and 95 Network Teams in Gyeonggi Province
○ Roles: Continuously managing families facing long-term and complicated crisis situations, and linking and monitoring various welfare service offerings
○ Public and Private Resources: 45 public health centers, 1,522 social welfare facilities, 31 job centers, 36 community mental health centers, Unlimited Care Fund (KRW 56.85 million), MOUs with 49 organizations by the provincial government and 1,556 organizations by city and county offices of Gyeonggi Province.
| 5. Who implemented the initiative and what is the size of the population affected by this initiative?
□ Public Sector
○ The Gyeonggi Provincial Government and 31 city and county offices in the province
- Some 220 social welfare officers working in the Gyeonggi Provincial Government, 31 city and county Unlimited Care Centers in the province and some 400 private social welfare workers (employees of city and county offices).
○ Gyeonggi Welfare Foundation: A welfare policy research institute funded by the Gyeonggi Provincial Government - The foundation verifies the effectiveness and studies improvement measures of the Unlimited Care Project and Unlimited Care Centers.
○ Community public facilities and agencies
- 45 public health centers, 1,522 social welfare facilities, 31 job centers, 36 community mental health centers, 32 community self-sufficiency centers, the Korea Workers’ Compensation and Welfare Service
□ Private Sector
○ MOUs with 49 organizations by the provincial government and 1,556 organizations by city and county offices of Gyeonggi Province
- The Community Chest of Korea in Gyeonggi Province, Gyeonggi Central Bar Association, Gyeonggi Hospital Association (19 private hospitals), Korean National Police University, National Agricultural Cooperative Federation Gyeonggi Regional Head Office, Catholic Diocese of Suwon, Yongjoosa / Bongsunsa Buddhist temples, The Christian Council of Gyeonggi Province, Gyeonggi Saemaul Center, Korea Pork Producers Association
○ Unlimited Caretakers (volunteer workers)
- Some 12,897 caretakers, including the heads of local organizations, members of women’s societies and senior citizens associations, who are well informed about the situations at municipal offices.
| 6. How was the strategy implemented and what resources were mobilized?
□ Public Finance: Earmarked by the Gyeonggi Provincial Government working together with 31 city and county offices (KRW 17.6 billion per year)
○ KRW 13 billion in 2013, KRW 15.3 billion in 2012, KRW 15.4 billion in 2011, KRW 16.5 billion in 2010, KRW 43.4 billion in 2009, and KRW 2 billion in 2008
□ Individual Donation: Promoting a culture of sharing across communities through donation and fundraising
○ Amount of Funds: KRW 5.6 billion(fundraising by donating less than KRW 1,000 from monthly salaries of those in religious groups, businesses, officials in provincial offices and workers affiliated with the provincial government, selling old cellular phones)
○ Signing MOUs: Offering services worth KRW 46.2 billion(cash, materials, medical and educational services) through official partnerships with 49 private organizations by the Gyeonggi Provincial Government and 1,556 by city and county offices
□ Networking: Mobilizing resources in the public and private sectors
○ Utilizing talent donations or official and unofficial resources across communities through establishing a public and private partnership for joint support by 31 centers and 95 network teams
| 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
□ Complete establishment of a welfare brand representing Gyeonggi Province
○ Performance of helping families in crisis overcome hardships: 84,958 households, KRW 92.97 billion(November 2008-September 2013)
- KRW 8.9 billion / 9,443 households in 2013, KRW 15.3 billion / 15,105 households in 2012, KRW 14.8 billion / 13,537 households in 2011, KRW 14.7 billion/ 15,816 households in 2010, KRW 38.8 billion / 29,264 households in 2009, KRW 1.6 billion / 1,793 households in 2008
․ For medical benefits, the total medical expenses required for complete recovery are provided, which serve as “unlimited” care.
※ Case) Mrs. Jeong (47years old) : Jeong, living in Ansan City, Gyeonggi Province, suffered burns all over her body and required three rounds of skin graft surgeries, which cost some KRW 70 million in total. However, the emergency aid and support benefits of the previous governmental support policy only provided KRW 5.2 million, falling far short of covering the medical expenses. Unlimited Care immediately intervened to help Jeong resolve her crisis by providing the remaining KRW 57 million from the project budget and linking Joeng to a psychological therapy center.
○ Case management support by mobilizing resources in the private sector in cities and counties: 43,931households, KRW 37.3 billion
- KRW 8.3 billion / 6,016 households in 2013, KRW 10.7 billion / 12,745 households in 2012, KRW 18.3 billion / 25,170 households in 2010-2011
○ Identifying available resources in the private sector by the provincial government and linking them to families in crisis
- Signing MOUs with 49 organizations engaging in the Unlimited Care Project
․ These private organizations have offered services worth KRW 8.9 billion, including medical expense exemptions, education fee support for private institutions, pro bono legal counseling services, microcredit, and food.
- KRW 5.6 billion raised for the Unlimited Care Fund
․ Private sector resources have helped establish a multi-layered welfare safety net, offering monthly housing benefits, medical benefits for elderly patients suffering from depression as well as nursing benefits.
□ Serving as a benchmark for neighboring countries as well as the Korean central government and local governments
○ Neighboring Countries: Japan’s Shizuoka University of Welfare and Ashiya University in Liaoning Province in China
○ Korean Local Governments: Seoul City, North Jeolla Province, North Gyeongsang Province, Cheongju City, Gunsan City, Yangsan City, Heungseong County
○ Model for governmental policy: The “Hope and Welfare Support Group” operated by the nation’s Ministry of Health and Welfare in 2012 benchmarked the Unlimited Care Centers of Gyeonggi Province.
| 8. What were the most successful outputs and why was the initiative effective?
□ Internal Assessment System
○ Upgraded through revamping project guidelines: 11th generation
- Since the commencement of the project in November 2008, continuous efforts have been made to improve the system by supplementing and correcting any unfeasible or unnecessary elements, thus resolving blind spots in the welfare policies.
○ Diagnoses by and consulting with experts on the operating system of the Centers, the hub of the project: 64 times
- 14 times in 2013, 20 times in 2012, 30 times in 2011
○ Regular monitoring and improvement measures reported by research institutes specializing in welfare
- 2013: 2013 Study on Development Measures of the Unlimited Care Project
- 2012: Efficiency Verification Study on the Unlimited Care Centers in Gyeonggi Province
- 2011: Evaluation Report on the Unlimited Care Centers
- 2010: Monitoring Report on the Unlimited Care Centers of Gyeonggi Province
□ External Assessment System
○ Satisfaction Surveys on Beneficiaries
- Sample Survey (sample size: 200): 82.36 points in 2012, 81.81 points in 2011, 78.56 points in 2010, based on a 100-point scale
○ Evaluations by the Korean government and prestigious media outlets
- Awarded the prize of excellence in the localized project category of the joint government evaluation hosted by the Ministry of Security and Public Administration (2012), and the grand prize in the evaluation of the Hope and Welfare Support Group under the Ministry of Health and Welfare (2012)
- Won the grand prize of the Master Brand of Korea for five years (2009-2013), the grand prize of the National Brand Awards for three consecutive years (2011-2013), the grand prize of the Hankyoreh Community Welfare Awards, the achievement award the Korean Association of Medical Social Workers, etc.
| 9. What were the main obstacles encountered and how were they overcome?
□ Finding Beneficiaries
○ It was difficult to find those who were suffering through urgent situations but who had limited access to information on eligible support under incumbent laws and policies or who were ineligible due to the criteria set by the Korean government.
○ Community leaders, members of women’s societies and senior citizens’ associations with close relationships with local residents were commissioned as volunteer workers assigned to find families in crisis within their communities.
○ The Unlimited Care Centers
initiated outreach services and intensively visited areas with a high concentration of underprivileged and vulnerable populations, thus enhancing the prompt identification and support of families in crisis.
□ Mobilizing and Networking Resources
○ Welfare resources were limited in the ability to provide diverse services suitable to each beneficiary.
○ A case manager was designated for each recipient to both mobilize public and private community services.
⇒ Linking families in crisis to available resources in their communities, instead of using additional new budgets
⇒ Mobilizing private resources such as medical cost reductions by private hospitals, support for those with poor credit by the Korea Asset Management Corporation (KAMCO), pro bono legal counseling services by the Central Bar Association, etc.
□ Public and Private Partnership
○ Due to lack of experience in public-private partnerships, issues arose such as differences in work processes and conflicts due to different points of view towards the recipients of welfare services.
○ The operation of the Centers was commissioned to private organizations.
○ Case managers in the private sector were hired to enhance networks with private organizations.
○ Institutional opportunities for communication between the public and private sectors were offered through regular case conferences and solution board meetings, engaging both public officials and experts in the private sector.