PURPOSES : The purposes of this study are to identify appropriate numbers of drivers for different time periods by analyzing the service times of the Special Transportation System and to shorten the waiting time to within 15 minutes. METHODS : In this study, the service time is divided into the call connection time (At), dispatch time after reception (Bt), vehicle arrival time after dispatch (Ct), and vehicle boarding time (Dt), and the annual average value for each time zone is calculated by analyzing the dispatch system database. Furthermore, the number of drivers working in each time period is extracted and the appropriate number of drivers for ensuring the dispatch waiting time remains within 15 minutes is determined. RESULTS : It is more accurate to interpret the decrease in dispatches during lunchtime as a decrease in the number of operational vehicles owing to the drivers' lunchtimes rather than a decrease in demand. During lunchtime (as in previous studies) the number of operations decreases, but the average dispatch time (Bt) greatly increases to 22:42; thus, it cannot be seen as a decrease in dispatch demand. The number of operations during lunchtime is proportional to the number of drivers on duty. The number of drivers on duty is inversely proportional to the average dispatch time. If the number of drivers is increased by 11.6%, the average waiting time can be reduced to within 15 minutes. CONCLUSIONS : To resolve delayed call connection issues, we will introduce an artificial intelligence (AI) call center. During the hours of 7 PM to 6 AM, calls will mainly be handled by AI and the counseling personnel will switch to daytime work. We will also increase the number of drivers by 11.6% to ensure that the dispatch time does not exceed an average of 15 minutes after receiving a call. In particular, we will generate the work schedule such that more than 131 drivers work in the 12:00 to 13:00 hours during lunch time to improve the situation where users have to wait for a long time. To do this, we will overlap the work hours for 2 hours in Jeonju and 1 hour in other cities and counties. We have to increase the number of night shift workers from seven to 15 so that all cities and counties can operate vehicles 24 hours a day, 365 days a year.

한국사회에 웰다잉(well-dying) 담론 확산은 연명의료결정제도 시행 이후 더욱 활발해지고 있으다. 인구구조의 변화 등으로 인해 장기요양이나 돌봄의 중요도가 높아지고 있다. 노인의 의료비 부담과 같은 사회적 이슈와 생애 말 삶의 질이라는 개인적 이슈들이 결합 되면서 아름다운 삶의 마무리에 관한 논의는 더욱 활발해지고 있는 실정이다. 이에 본 연구는 요양병원에서 생애 말기를 보내고 있는 환자들의 웰다잉 문제를 살펴보기 위해 요양병원 종사자 들의 이야기를 듣고, 그들의 죽음 인식과 그들이 경험한 환자와 환자 가족들 의 웰다잉 경험을 듣는 초점집단면접을 실시하였다. 이를 분석하여 4개의 대주제와 그에 따른 11개 하위 주제들을 도출할 수 있었다. 대주제로는 요양 병원 종사자의 관점으로 본 웰다잉의 의미, 제도적으로 웰다잉이 적용되기 힘든 요양병원의 현실, 웰다잉에 대한 종사자들의 바람, 그리고 요양병원과 웰다잉, 공존을 위한 방법들로 나타났다. 이러한 결과를 바탕으로 한국 사회 의 웰다잉에 관한 논의와 요양병원에서의 웰다잉을 위한 몇 가지 방안 제시를 시도하였다.