여성차별철폐협약(CEDAW)의 관점에서 본 성별영향분석평가 추진체계 개선 방안: 제8차 정부보고서에 대한 위원회 권고사항을 중심으로

Abstract

The article aims to examine the CEDAW’s 2018 recommendations on the gender-mainstreaming part of the 8th Korean government’s implementation report and to highlight the implications and to propose implementation strategies which has to be followed by Korean government. First, in order to understand the contexts within which the recommendations has been put forward, the article focuses on the importance of establishing an in-house organization which implements gender mainstreaming plans within the administration, Then, with a view to examining the problem of whether or not the legal frameworks are actually working, which is the main focus of the CEDAW’s perceptions, the article analyses the implementation system of gender mainstreaming, focusing both on the legal and the organizational bases respectively. That is to say, there are two dimensions, the legal and the organizational, on which the analyses of the implementation structure of gender mainstreaming in Korea are attempted in the article. With regard to the legal basis, the article analyses the relevant regulations in the Gender Equality Act and the Gender Impact Analysis Act which are specifying how to make gender impact analyses tools effectively working within the administrative bodies. With regard to the organizational basis, the following cases are examined: the case of providing necessary supports for GIA officers to get their jobs done, the case of GIA being made one of the main duties of the organization involved, and the case of establishing and operating the national and the regional GIA committee, etc.. Finally, on the basis of the previous analyses, the article suggests following recommendations to improve the current implementation system of gender mainstreaming. First, public servants who are monitoring and implementing GIA in each line ministry should be given a formal status in their respective departments and be guided by a strict and clear job directions enabling them to play active and effective roles in helping public officers pursue well-coordinated gender equality measures in their departments. Second, the performance of GIA jobs should be taken into consideration when it comes to the performance evaluation of the whole department or bureaus. Third, in order to stimulate partnerships among the ministries and departments in addition to the enhancement of standardized internal coordinations, an agenda-specific working group have to be organized and should be given appropriate mandates regarding gender equality initiatives.