This study provides an analysis of management strategies and methods for Gender Impact
Assessment (GIA) three years after the implementation of the Gender Impact Analysis and
Assessment Act. It focuses on the mid- to long-term plans of the government and projects
by public institutions in the policy areas of culture and agriculture/forestry. The following
conclusions have been drawn: GIA methods should be developed separately for newly- and
re-established plans. In order to strengthen the quality of GIA, there is a need to create a
high-level cooperation framework between the Ministry of Gender Equality and Family,
which directs the management of the GIA system, and central administrations/local
governments responsible for the establishment of plans. There is a need for a project
framework under which the project planning division of a central government ministry and
the project execution division of a public institution assume joint responsibility for GIA.
When a public institution executes a project, basic data on project beneficiaries and project
evaluations should be collected, which can then be used for analysis on the divergent needs
of men and women.
