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전고필(Cheon Go Pil) 한국예술경영학회 2006 예술경영연구 Vol.9 No.-
Ever since its initial establishments in 1996, the Cultural House domestically has 157 branches in Korea until the year of 2006. The mission of the Cultural House is to foster community members to appreciate arts and culture and facilitate creative activity in cultural field. In order to provide community members a better quality of service, up until now limited to facilities construction and management, Cultural House is now needed to take another look at the importance of its planning ability by skillful planners with open mind and wider vision. This change from hardware to software is also made possible by reviewing its management system. In this study, the necessities of securing professional human resource and establishing network system to stabilize financial status and enhance the quality of planning ability are discussed. The network necessary for managing the House better can serve as axis gathering the manpower resources among professionals, local cultural groups, volunteer associations, and workers inside the Cultural House, and it can create synergy among them. This is the way that the Cultural House could serve as cultural foothold in local community.