초록 ▼

4. 결론 및 정책과제
□ 성인지예산제도에 대한 긍정적인 인식과 공감대를 지속할 수 있도록 교육, 홍보 강화
◦ 제도운영의 구체적 효과를 보여줄 수 있는 교육 컨텐츠 개발
◦ 지방자치단체 성인지예산제도 우수사례 발굴 및 확산
□ 지방자치단체 특성에 맞는 교육 및 컨설팅 인프라 구축
◦ 예산담당자의 제도운영 및 지원역량 제고를 위한 교육과 컨설팅의 질적 수준 제고
◦ 컨설팅 등 기초자치단체에 대한 성인지예산서 작성지원의 확대
◦ 교육 및 컨설팅 예산 확보
□ 대상사업 선정기준 및 절차 개선<

4. 결론 및 정책과제
□ 성인지예산제도에 대한 긍정적인 인식과 공감대를 지속할 수 있도록 교육, 홍보 강화
◦ 제도운영의 구체적 효과를 보여줄 수 있는 교육 컨텐츠 개발
◦ 지방자치단체 성인지예산제도 우수사례 발굴 및 확산
□ 지방자치단체 특성에 맞는 교육 및 컨설팅 인프라 구축
◦ 예산담당자의 제도운영 및 지원역량 제고를 위한 교육과 컨설팅의 질적 수준 제고
◦ 컨설팅 등 기초자치단체에 대한 성인지예산서 작성지원의 확대
◦ 교육 및 컨설팅 예산 확보
□ 대상사업 선정기준 및 절차 개선
◦ 대상사업 선정기준 개선 시 양성평등정책기본법의 시행, 광역과 기초에 따라 재원배분구조와 재정여건이 상이한 점, 국고보조금 사업의 경우 지방자치단체가 예산배분의 권한이 제한적인 점 등 반영
◦ 대상사업 선정관련 예산부서의 책임성 강화 및 예산부서, 여성정책부서, 지역 성별영향분석센터간의 협력 체계화
□ 지방자치단체의 제도에 대한 관심 제고
◦ 지방자치단체장 및 상위직급 공무원의 제도운영에 대한 관심과 독려 필요
◦ 특히, 지방자치단체에서 자체적으로 수립한 성평등 목표에 따라 성인지예산서 작성 대상사업 선정이 이루어지고 제도가 운영될 수 있도록 지방의회의 모니터링 및 관련 질의도 필요

Abstract ▼

This research surveys public officials’ perception of and experience with gender budgeting at the local government level for the first time and develops an improvement plan that takes into account the characteristics of local government.
Based on the 『2014 Local Government Gender Budget Statement

This research surveys public officials’ perception of and experience with gender budgeting at the local government level for the first time and develops an improvement plan that takes into account the characteristics of local government.
Based on the 『2014 Local Government Gender Budget Statement』 we categorized the targets into officials who had drafted gender budget statements (3,332 people) and those who had not (2,000 people).
Furthermore, we divided the survey into officials who had drafted a gender budget statement into the officials in charge of the budget who had handled the overall gender budget statement and those in charge of projects who had actually drafted the statement. We mainly researched the perception of and experience with gender budgeting at the local government level.
The research results showed that first, comparing the perception of officials that had drafted gender budget statements and those who had not, the latter had a higher level of awareness of gender budgeting and held a positive view towards the purpose and importance of it. These results reflect the strain the officials drafting gender budget statements are experiencing, which imply the need for an improvement in the system, while the positive impression that officials that do not draft the statements have must persist.
Secondly, the following are the results from analyzing the experience of local government public officials drafting gender budget statements.
(1) The biggest changes in perception occurred among officials in the basic local government and those who were in charge of the projects.
Since these officials execute the budget based on guidelines sent down from the national government and metropolitan government it could be said that they feel the impact of gender budgeting more strongly.
(2) Officials in charge of the budget in the metropolitan government have a relatively negative view on the appropriateness of how gender budgeting is being managed. As those officials are the bridge between local governments and the Ministry of Security and Public Administration, they need support to manage the system. The metropolitan government performs the role of receiving the funds for the budget from the national government and ‘delivers’ them to basic local governments and those governments in turn ‘execute’ the budget according to the guidelines set by the national and metropolitan government, which means there is a limit to the authority to redistribute the budget, the purpose of gender budgeting. These factors might have led to officials in charge of the budget coming to the conclusion that the criteria and process of drafting gender budget statements are not appropriate.
(3) There was not a big difference in familiarity with the guidelines and participation in training between metropolitan and basic local governments and officials in charge of budget and project, but the project managers at the basic local government level had not received much consulting. This shows that there is a need to expand consulting for those officials.
(4) Gender budgeting is led by the budget and women’s policy department at the metropolitan government level and by the project department at the basic local government level, therefore, the problems with selecting target projects differ. This implies that target project selection should become more diversified to give consideration to the conditions of the local government and improve overall management.
Based on the above analysis results, we are faced with the following tasks. First, we need more promotion and training that will create a positive perception of gender budgeting. Secondly, a training and consulting system must be established that takes into account the characteristics of local governments. Third, the criteria and procedure of selecting target projects must be improved. Fourth, to increase interest in gender budgeting at the local government level, we need to attract the attention of the chief of local government and other high-ranking officials. Furthermore, local government meetings must be monitored and questions asked to make sure that target projects that are in line with gender equality objectives set by each local government are selected and that the system is managed effectively.