A Study on Building Public-Private Cooperation for the Effective Operation of the Mentoring Program for Juvenile Delinquents on Probation
- Focused on the Role of Mentoring Coordinator -

Se-yeon Park

Major in Social Welfare,
Dept. of Public Administration,
Graduate School of Public Administration,
Pusan National University

Abstract

Mentoring programs, especially for juvenile delinquents on probation, have been carried out for a long time but there are a lot of complaints the ones who participated in the program have and then the coordinators of the programs felt that it was too difficult to undergo them. Thus, I thought I had to find out the solutions for the probation officers and community resources. That is why I decided to study this theme.
Accordingly, this study is aimed to look for a cooperative system for the probation officers and community resources alike to operate effectively the mentoring program for juvenile delinquents on probation.
For this purpose, I comfirmed how much the factors came from the coordinator''s capacity affects the mentors'' satisfaction in mentoring programs. I searched for the problems of the programs and the opinion to improve them.
To accomplish the purpose, quantitative researching methodology was used in order to analyze the results of this survey which was collected through with 300 subjects from 250 mentors and 50 coordinators who took part in the programs for juvenile delinquents on probation in 2013. The questionnaires include the experience of participating in the programs, the issue of them, the comments about them, the satisfaction of the mentors and the empowerment of coordinator. In addition, it is to be noted that t-test, one way ANOVA, correlation analysis, multiple regression analysis, moderated regression analysis were employed in data analysis with SPSS 18.0 Statistical Package.
The analysed results are as follows:
First, the study shows that the mentors'' satisfaction in the programs has been significantly improved and the programs have gone on well when attendants were often present at mentoring education, they were satisfied with the supervision and the consultations, they were given generous time to meet each other, both mentors and mentees.
Second, the factors of mentor''s attendance and experience influence the satisfaction of he mentoring programs and the factors of coordinator''s capacity control that. Especially, the factors of coordinator''s capacity have a influence on the factors of the number of times to attend the program and the factors of the number of times to contact with mentees.
Based on this, we have to improve the cooperative systems of the public-private cooperation and the role of the attendants in order to perform them effectively.
we need to get the mentoring programs that were not suitable for the ones on probation better or rid of. Instead of quantitative estimation, we have to use quantitative estimation improving the method of assessing the performance of mentoring programs. These make the mentoring programs conducted less, and then that will help all of them do their tasks effectively.
Also, we are supposed to organize the procedure to choose mentees and support them to attend the mentoring on their own accord, then in coordination for establishing relationships there should be some methods to back up mentors and cut red tape. At first, the mentors need to be sure what they are going to do and take them before anyone does as their own role of members. The coordinators and the supervisors have to place their own position on what they are doing and then external experts are likely to be supervisors. Nevertheless, it is not easy for external experts to be supervisors so, there must be gradual changes in specializing. Most of all, if probation officers take supervisory positions, they will be charge of planning and operating the programs providing supervision and consultation. Moreover, we are focused to employ experts who took part in the mentoring programs as supervisors. The coordinators give some assistance to the mentors supporting the mentoring relationship.
Going through transitional period, if external experts are employed as supervisors, the existing supervisors and managers will promote to senior positions. The supervisors employed from outside are intended to supervise and satisfy mentors, or take some advice on organizing mentoring programs, recruiting and evaluating mentors from the senior coordinators. The senior coordinators arrange and plan the programs, or evaluate the mentors and the junior managers and manage community resources. The junior coordinators understand what the mentees want and do best to make relationship between mentors and mentees strong. Finally, to get the mentoring programs conducted effectively, supervisors and mentors need to do their own jobs by performing their resource from community and tasks are needed to perform separately by the seniors and the juniors in probation office.