Press conference by the National Planning and Advisory Committee - A bold criticism from the National Planning Committee signals the start of innovation in the public service sector.

Launch of the National Planning Committee

The first policy control tower established with the launch of the new government is the National Planning Commission. The National Planning Commission is a practical coordinating body that materializes the President's governance philosophy, establishes a roadmap for fulfilling campaign promises, and designs the national governance strategy for the next five years. Given the weight of its responsibilities, the National Planning Commission began receiving reports from various ministries starting in mid-June. This report is not a mere formal procedure. It is an important touchstone for assessing how deeply the new government's national policy is shared within the public sector and verifying how aligned the promises and policies are. Given the high expectations, the National Planning Commission expressed considerable disappointment regarding the initial reports.

"Remarks by the Chairperson of the National Planning Committee

On June 22, Lee Han-joo, the chairman of the National Planning and Evaluation Committee, held a press briefing and announced the mid-term evaluation of the work report, stating that "it was generally disappointing." He pointed out that the omission or reduction of key pledges and policy directions in the report and the lackadaisical attitude reflected a deficiency in seriously engaging with the philosophy of governance. The prosecution service completely excluded the significant pledge of "separation of prosecution and investigative powers" from the report and did not even mention related legislative amendments. The Korea Communications Commission submitted plans for only 8 out of the total 23 pledges without responding to any preliminary inquiries. In the case of the Ministry of Oceans and Fisheries, an internal document was leaked shortly before the report, leading to a suspension of the reporting process. The chairman described this situation not merely as an oversight, but as "insufficient." This expresses a willingness to provide an opportunity for reflection rather than reprimand, and by requesting a re-submission from each department, it has led to practical follow-up actions.

Diagnosis of Issues in Public Service

"The public sector does not realize that the world has changed." Chairman Lee Han-joo's direct remark was not an emotional criticism but a straightforward point about the structural issues within the public sector. There is a shared sense of crisis within the National Policy Planning Committee that a new national philosophy has yet to take root amid the routine reporting practices and a relaxed organizational atmosphere that have developed over the past few years. When the government changes, the policy direction should change as well, and when the policy direction changes, the administrative methods must also adapt. Citizen-centered policies will inevitably clash with the existing departmental self-interest, and it is the government's role to adjust and overcome this. In that sense, this candid statement was not a 'warning' to the public sector but a signal of an 'opportunity' for change.

Reporting and Collaboration

The National Planning Committee is requesting additional reports from some ministries and is coordinating future schedules. The Prosecutor's Office is scheduled to submit its report on the 24th and 25th, while the Korea Communications Commission and the Ministry of Oceans and Fisheries are also planning to report sequentially. The chairperson reiterated that 'suspension of reports is not a punishment but an opportunity,' clearly indicating an expectation for voluntary introspection and transformation within the civil service. In response to criticisms from some opposition parties labeling this as 'abuse of power,' the National Planning Committee firmly stated, 'We are simply asking to supplement the deficiencies, not to brand ideology.' This is akin to a declaration that aims for governance based on participation and cooperation rather than top-down directives. The additional reporting is not a mere repetition. The National Planning Committee intends to use this as an opportunity for policy paradigm shift. It plans to comprehensively examine the qualitative improvement of reporting materials, as well as the feasibility of promises and the impact felt by the public.

TF operation and implementation

The National Planning Commission is not only providing reports on its work but is also actively operating sector-specific Task Forces (TF) for national governance over the next five years. The organizational restructuring TF is redefining the functions and roles of government organizations, while the taxation and finance TF is examining the balance between minimizing public burdens and maintaining fiscal soundness. The public institution innovation TF is focusing on resolving inefficiencies in operation, adjusting functions, and optimizing human resources. Particularly noteworthy are the activities of the TFs in future strategy areas. AI, energy, and industrial transition are key to national competitiveness, and the National Planning Commission has set mid- to long-term goals of 'becoming a leading nation in AI, securing energy hegemony, and reshaping industries.' Concrete action plans from the relevant ministries related to these goals are expected to be revealed soon. The operation of these TFs serves as an institutional mechanism to ensure that the national governance philosophy does not remain merely a declaration but translates into practice. It embodies the government's commitment to securing both policy consistency and execution power.

Conclusion: Innovation in the Public Sector

The recent meeting of the National Planning Committee is not just a midterm evaluation. It is a question, a request, and further a suggestion directed at the entire public service. The National Planning Committee is not a critic but a companion, extending a hand to the public service as a partner in co-creating change. In order for the government's philosophy to translate into practice, a change in attitude, thinking, and execution must precede reports. The starting point for that change is now. Policy should not be just words written on paper it must be implemented through the hands and feet of civil servants. 'People-centered, execution-centered.' This is not merely a new national slogan but a question of whether the entire public service can innovate on its own. The National Planning Committee has completed its initial diagnosis of that question. Now, it is time for the public service to respond.