The main purpose of this research underlines the result and implication of Gender Impact Assessmen (GIA) which was conducted by Busan Metropolitan Government(BMG) during the last five years.
More concretely this study is to measure the strength and weak points of GIA through the case of BMG. As it has been well known, GIA can be seen as a tool which can be make equally balanced gender policies to be developed and carried out by evaluating and analyzing the main issues on the characters between two different genders and the social and economical differences through the policy moves.
The GIA was introduced in 2004 by the Ministry of Gender Equality, Korea and currently functioning on various areas of the central and local level governments. This study, therefore, deals with several of aspect in regard of GIA in BMG. The main content of work is consisted of three parties; one is showing the trends and status of GIA in BMG; another is analyzing the outcome of GIA; the other is prospecting of GIA in BMG. The trends and status of GIA in BMG are followings. In 2005, just one case of GIA was carried out, but the numbers of cases has been rapidly increased. 53 cases of 2006, 59 cases of 2007, 134 cases of 2008, and 226 cases of 2009. The policy areas of GIA conducted are related to mainly two parts, general public administration and social welfare. Also the outcome of GIA has been investigating. The evaluation categories to the outcome are suitability, gender based statistics, scrupulosity and good feedback. More than 132 cases have been satisfied with passing less than one criterion of four categories. Above all, the four cases have been scrutinized as the good GIA examples.
In relation to prospecting of GIA, it has been more complex discussion should be underway. in other words, for the improving and progressing of GIA of BMG and national government at large, there are several tasks which are followings: The first one is that the selection process targeting policy for GIA should be changed; The second is that the more effective feedback process after implement GIA should be found away; The third is that the more successful educational system to the public servant should be discovered; The fourth is that the reinforcing infrastructure for GIA should be constructed. The last one is that the quality control rather than increasing the numbers of GIA should be preferred.
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