Conditions for a Successful Presidency in 2013

This book contains the third output of the East Asia Institute's presidential research. Beginning with "Conditions for a Successful Presidency" in 2002 and followed by "Conditions for a Successful Presidential Transition: 67 Days Determine 5 Years" in 2007, we have strived for the emergence of a successful president before the people and history of the Republic of Korea. In fact, the issues proposed by the East Asia Institute have played a significant role in the organization of the government and agenda setting. In 2002, the presidential transition committee of the Roh Moo-hyun administration incorporated policy proposals from the East Asia Institute into the restructuring of the Presidential Secretariat.

Nevertheless, the public's aspiration for a successful president since democratization has yet to be fulfilled. Therefore, ahead of the emergence of a new president in 2013, the East Asia Institute presented practical tasks for a successful presidency today, considering the era's agenda, the changed domestic and international environment, and public expectations, as well as past experiences. This research was conducted throughout 2012, under circumstances where it was unknown who would become president. Thus, the content of this book was not prepared with any particular candidate or president-elect in mind. Rather, it was based on a thorough review of past mistakes and the challenges of our time, aiming to provide objective and impartial policy proposals without leaning towards any particular party or ideology.

To successfully perform the duties of the presidency, with which actors and institutions must the president work? This book examines the conditions for successful presidential performance, broadly categorized by four actors and domains: the president himself, the Blue House, the bureaucracy and the National Assembly, and the public/civil society.

First, concerning the president himself, attention is paid to the president's 'National Vision and State Management' and 'Presidential Agenda.' It goes without saying that the president himself is most crucial for successfully performing the duties of the presidency. Considering the solemn and immense responsibilities as head of state, the president's own philosophy and vision, as well as the will and capacity for leadership to guide and manage complex state affairs, are extremely important. Furthermore, the president enters the Blue House with an agenda to implement during his term. The presidential agenda changes the direction of routine functional state agendas or introduces new policies not planned by the administration. The successful realization of the presidential agenda becomes a significant benchmark for evaluating the president's leadership, both during his term and after leaving office.

Second is the Blue House. The president enters the Blue House accompanied by key aides to work with him, including the Chief of Staff, the Chief Policy Advisor, approximately 10 senior secretaries, and several planning officers and advisors. The Blue House staff must not only be competent individuals who can help realize the president's vision and policy goals but also be composed of individuals trusted by the president enough to offer candid advice for optimal judgment and decision-making. Moreover, Blue House staff are susceptible to temptations of bribery, abuse of power, and improper influence. Therefore, a thorough oversight system must be established to prevent the causes of corruption and scandals and to respond immediately when problems arise. Routine and functional tasks should be largely delegated to the Prime Minister's Office through the substantive operation of a responsible prime minister system. The president and his aides should focus on core policy directions, the broad framework of state management, and the presidential agenda planned for realization during the term.

Third are the bureaucratic institutions of the executive branch and the National Assembly. The president, holding the position of head of the executive branch, organizes and leads the government. The president and the executive branch are one body. However, the ministries and agencies may be subjects of persuasion rather than mere extensions of the president's will. In an era of globalization, informatization, and pluralism, there is a need to restructure the bureaucratic framework to enhance responsiveness to rapid economic and national security changes in the external environment and to provide effective and efficient public services.

In accordance with the principle of separation of powers in a democracy, the National Assembly checks the president and the executive branch, making it a potential source of conflict with the Blue House. If the majority party in the National Assembly is the ruling party, inter-party relations may be smoother, but it is difficult for a president serving a single five-year term to control the same ruling party until the end of his term. Therefore, it is crucial for smooth state management that the president respects the National Assembly, obtains cooperation from it, and maintains communication in party-government relations. While the president is the supreme national leader transcending politics, he can only succeed by fulfilling his role as a great statesman who unifies the nation by integrating the inherently factional nature of politics.

Finally, there is the domain of the public and civil society. The president and the government must gather public opinion by informing the public about policy issues and public problems and providing opportunities for deliberation. Simultaneously, they must be able to persuade the public through active policy promotion when necessary. Unlike in the past, direct communication through social media, Twitter, etc., has become more important than indirect communication through the media, necessitating changes in the Blue House's public relations strategy. As the president's leadership and policy processes are significantly influenced by his approval ratings and public opinion trends on specific issues, ensuring stable state management has emerged as a critical challenge. For two-way communication between the president and the public, attention must be paid to three tasks: the relationship the Blue House and the government must fundamentally maintain with civil society, the president's public relations for state affairs, and the management of approval ratings.

A total of 11 experts participated in this book, with each expert reviewing key issues and presenting practical tasks for the successful performance of presidential duties, focusing on their respective fields. Additionally, the appendix of this book summarizes the conditions for a successful presidency as described by individuals with national administrative experience from past and current governments. This section offers insights into the wisdom and perspective gained through actual state experience, not just academic discussion. It includes former Senior Secretary for Political Affairs Yoon Yeo-joon, former Chief Policy Advisor Kim Byong-joon, former Senior Secretary for Public Relations Lee Dong-kwan, former Senior Secretary for Political Affairs Lee Won-jong, former Senior Secretary for Economic Affairs Kim Jong-in, former Senior Secretary for Political Affairs Park Hyung-joon, former Chief Policy Advisor Sung Kyung-ryung, and former Chief of Staff Han Kwang-ok.

This book brings together wisdom to respond to the national aspiration for a successful president in our era and the challenges of the times. We hope it provides useful criteria for agenda selection and policy decision-making for the new president and his staff, and serves as an opportunity for the public readers of this book to foster positive and dynamic followership that completes successful leadership.

Table of Contents

Foreword

Proposals for the Successful Performance of Presidential Duties | Lee Suk-jong

Chapter 1 National Vision and State Management | Lee Suk-jong, Lee Gon-soo

Chapter 2 Presidential Agenda | Lee Nae-young

Chapter 3 Blue House Reform | Park Hyung-joon

Chapter 4 Prevention of Corruption and Fair Appointments | Lee Jae-youl

Chapter 5 Restructuring Bureaucratic Institutions | Jang Yong-seok

Chapter 6 Party-Government Relations | Kang Won-taek

Chapter 7 State Management and Civil Society | Yoon Sung-lee

Chapter 8 Presidential Public Relations for State Affairs | Han Gyu-seop

Chapter 9 Management of Approval Ratings | Jeong Han-wool, Jeong Won-chil

Appendix: Conditions for a Successful Presidency as Told by Those with National Administrative Experience

For the convenience of our readers, parts of the manuscript of this book are being made public.