초록 ▼

Ⅰ. 연구 개요

○ 본 연구는 여성친화도시 사업 추진 성과를 점검하고 개선 방향을 함께 모색하기 위하여

첫째, 여성친화도시 사업을 추진하는 데에 필요한 핵심 요소들을 포함하도록 이행점검지표를 수정하여, 49개 여성친화도시가 자체 점검하고 점검 결과를 종합하여 평가항목별 우수 사례 및 주요 사업에 대한 개선방안을 제언하였음.

둘째, 여성친화도시 조성 협약 기간 5년 동안 필수적으로 추진해야 할 사업영역을 반영한 종합성과평가 지표를 개발하여 8개 여성친화도시가 자체 평가한 결과를 제시하였음.

Ⅰ. 연구 개요

○ 본 연구는 여성친화도시 사업 추진 성과를 점검하고 개선 방향을 함께 모색하기 위하여

첫째, 여성친화도시 사업을 추진하는 데에 필요한 핵심 요소들을 포함하도록 이행점검지표를 수정하여, 49개 여성친화도시가 자체 점검하고 점검 결과를 종합하여 평가항목별 우수 사례 및 주요 사업에 대한 개선방안을 제언하였음.

둘째, 여성친화도시 조성 협약 기간 5년 동안 필수적으로 추진해야 할 사업영역을 반영한 종합성과평가 지표를 개발하여 8개 여성친화도시가 자체 평가한 결과를 제시하였음.

셋째, 57개의 여성친화도시가 이행점검 보고서 및 종합성과평가 보고서를 제출한 이후에 여성가족부와 연구진이 도시별 간담회를 현장 방문을 통해 추진 하였음.

넷째, 사업부서 담당자들은 어떻게 이미 추진되고 있는 사업을 성인지적으로 전환할 것인지에 대한 구체적인 상을 그리기 어렵다는 문제 등을 지속적으로 제기해 왔다는 점에서 부서간 연계 활동 및 민관협력을 통한 사업 추진을 특징을 반영하여 사업 추진 방안을 제안하였음.

Ⅱ. 2015년도 여성친화도시 이행 현황 분석

○ 2015년 이행점검 지표는 지난 3년간 추진된 이행점검 지표틀-성평등 정책 추진기반 조성, 거버넌스 체계 구축, 대표사업-의 3대 점검 영역을 기본으로 하여,현실성 있는 사업성과를 점검할 수 있도록 다음과 같이 몇 가지 지표를 개선하여 포함하였음.

- 이행점검 지표는 행정의 성평등 책무성과 관련하여 행정 조직 내부를 대상으로 추진한 사업 실적으로 중심으로, 거버넌스 체계 구축을 위한 민관협력 영역 또한 민간의 추진 역량과 민관 협력 실적을 중심으로 지표화 한 기본형태는 유지하고 2015년 시행계획으로 분석 가능한 지표에 대해서는 일괄삭제 및 5급이상 관리직 공무원의 교육 참여비율 지표를 추가하고 부서협력 체계와 민-관 협력 체계에 대해서는 구체적인 사례를 제시하는 형태로 지표를 변경하였음.

- 이행점검 지표 해설서를 통해서 대표 사업 선별 방법을 좀 더 세분화하여, 여성친화도시 대표 사업의 정체성을 구체화할 수 있도록 가이드하였음.

○ 49개 지자체의 주요 점검 결과는 다음과 같음.

- 성 평등 정책 추진 기반 조성 분야의 주요 현황은 다음의 표와 같으며, 49개 여성친화도시 주무부서에 115명의 인력이 관련 업무를 추진하고 있음.

- 민･관 협력 기제로 49개 지자체 중 5곳(서울 마포구, 인천 연수구, 부산 북구,창원시, 태안군)을 제외한 47개 지자체에서 위원회 혹은 여성친화도시조성협의체를 운영하고 있으며, 인천 동구와 창원시를 제외하고 모든 여성친화도시에서 시민참여단을 구성하고 모니터링 등의 사업을 추진하고 있음.

- 대표성 관련 위원회 위촉직 여성 비율은 평균 30.4%이며, 40.0%가 넘는 여성친화도시는 7개임. 주민자치위원회 여성위원 34.4%(10개 광역시도 평균(32.5%), 여성공무원 5급 이상 평균 13.0%(지자체 평균 9.9%(2012), 중앙정부14.4%), 지자체 출연 공공기관 여성 대표 비율 17.8%임.

- 여성친화도시가 제출한 대표 사업 현황은 다음과 같으며, 여성친화도시들의 안전 사업에 대한 관심이 상대적으로 높음.

Abstract ▼

This study aims at analyzing the performance of a gender-equality city project in 2015 and finding strategies for improvement. First, we revise the indicators of implementation assessment in a way that includes the crucial factors for the promotion of a gender-equality city project. Based on the sel

This study aims at analyzing the performance of a gender-equality city project in 2015 and finding strategies for improvement. First, we revise the indicators of implementation assessment in a way that includes the crucial factors for the promotion of a gender-equality city project. Based on the self-evaluations of 49 gender-equality cities, we provide strategies for improvement of a gender-equality city project per its evaluation criteria. Second, we develop the general performance index including essential service domains that gender-equality cities must consider during the five years of contract. In addition, this study provides the self-evaluation results of eightgender-equality cities. Third, after 57 gender-equality cities submitted reports of implementation assessment and general performance evaluation, the ministry of gender equality and family and the research team visited individual cities and held round-table conferences. Fourth, we provide strategies for promoting a gender-equality city project in a way that enhances the cooperation between departments and the public-private partnership. These strategies are to solve previous issues that the persons in charge in the departments often have difficulties in deciding whether to transform current programs into gender-sensitive ones.

The results of performance analysis of a gender-equality city project in 2015 are as follow. First, the foundation for promoting gender-equality policies has been strengthened. The number of persons in charge in the main department increased in a local government last year. The records of consulting other departments have dramatically increased as well.

Second, the citizen’s committees have been actively constructed. In a similar line, advisory committees and local community committees were found to actively engage in the process of political decision making. Third, the projects for promoting female representativeness have been implemented though the gap in the proportions of female commissioned members between cities was as high as 36.6%. For instance, in order to promote female representativeness, the database of female experts was constructed and the system for nominating female members in a main department has been enacted. Fourth, the number of gender-equality cities in 2015 has increased than 2014, which shows a quantitative development of a gender-equality city project. The most cities have focused on a safety issue. Whereas the number of cities that suggested the improvement of a single facility as its representative project has dramatically decreased, the number of gender-equality cities that highlighted cooperation and connection in their projects has been relatively decreased. In addition, some of gender-equality cities specialized a project for constructing a women-friendly town. We also found a case that incorporated women-participating programs into the development of spaces.

However, we need to further solve the following issues for the sake of a continuous promotion of the project. First of all, we should establish the system for improving and managing all the projects of a women-policy department as well as other departments. Second, at the second stage of a project for promoting gender-equality city, we should develop a brand project that reflects the cumulative experiences during the last five years of a gender-equality city project. Third, we should systematically manage all the process of a gender-equality city project by utilizing various performance indexes. Fourth, for the continuity of a gender-equality city project, administrative efforts should be aligned with consultants’ performances from the beginning stage of planning to the final stage of evaluation.

This study suggested several strategies for managing a women-policy department in line with the main plan of a gender-equality city project. In addition, the ways to improve projects of other departments were also suggested. They include current states and issues of a project as well as the improvement strategies by fields. First, as strategies for managing a women-policy department, discussed are a system of gender-impact analysis and evaluation; the encouragement of female participation in committees; a program of exchange of family work and cooperative child-care; a certificate system of family-friendly programs; and the main department’s improvement strategies for a program of child safety map. For managing projects of a gender-impact analysis and evaluation, suggested are strategies such as the cooperation with citizen’s committee activities; ways to manage female representativeness of committees; a local-community system for strengthening a foundation of female employment; a development of town-based caring community centers; the vitalizations of a community-level cooperation for the safety of women and children. Next, as strategies for improving projects of other departments, discussed are a local-community employment program of Ministry of Employment and Labor; a social economy program of Ministry of Strategy and Finance; an urban regeneration program of Ministry of Land, Infrastructure and Transport; a town establishment program of various departments; a safety-infrastructure development program (safe community development) of Safety Office; and a program for female farmers.