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Gender mainstreaming

  • What is Gender mainstreaming
    • Policy cycle
  • Institutions and structures
    • European Union
    • EU Member States
    • Stakeholders
    • International organizations
  • Policy areas
    • Agriculture and rural development
      • Policy cycle
    • Culture
      • Policy cycle
    • Digital agenda
      • Policy cycle
    • Economic and financial affairs
      • Economic Benefits of Gender Equality in the EU
      • Policy cycle
    • Education
      • Policy cycle
    • Employment
      • Policy cycle
      • Structures
    • Energy
      • Policy cycle
    • Entrepreneurship
      • Policy cycle
    • Environment and climate change
      • Policy cycle
    • Health
      • Policy cycle
    • Justice
      • Policy cycle
    • Maritime affairs and fisheries
      • Policy cycle
    • Migration
      • Policy cycle
    • Poverty
      • Policy cycle
    • Regional policy
      • Policy cycle
    • Research
      • Policy cycle
    • Security
      • Policy cycle
    • Sport
      • Policy cycle
    • Tourism
      • Policy cycle
    • Transport
      • Policy cycle
    • Youth
      • Policy cycle
  • Toolkits
    • Gender Equality Training
      • Back to toolkit page
      • What is Gender Equality Training
      • Why invest in Gender Equality Training
      • Who should use Gender Equality Training
      • Step-by-step guide to Gender Equality Training
        • Preparation phase
          • 1. Assess the needs
          • 2. Integrate initiatives to broader strategy
          • 3. Ensure sufficient resources
          • 4. Write good terms of reference
          • 5. Select a trainer
        • Implementation phase
          • 6. Engage in the needs assessment
          • 7. Actively participate in the initiative
          • 8. Invite others to join in
          • 9. Monitoring framework and procedures
        • Evaluation and follow-up phase
          • 10. Set up an evaluation framework
          • 11. Assess long-term impacts
          • 12. Give space and support others
      • Designing effective Gender Equality Training
      • Gender Equality Training in the EU
      • Good Practices on Gender Equality Training
      • More resources on Gender Equality Training
      • More on EIGE's work on Gender Equality Training
    • Gender Impact Assessment
      • Back to toolkit page
      • What is Gender Impact Assessment
      • Why use Gender Impact Assessment
      • Who should use Gender Impact Assessment
      • When to use Gender Impact Assessment
      • Guide to Gender Impact Assessment
        • Step 1: Definition of policy purpose
        • Step 2: Checking gender relevance
        • Step 3: Gender-sensitive analysis
        • Step 4: Weighing gender impact
        • Step 5: Findings and proposals for improvement
      • Following up on gender impact assessment
      • General considerations
      • Examples from the EU
        • European Union
          • European Commission
        • National level
          • Austria
          • Belgium
          • Denmark
          • Finland
          • Sweden
        • Regional level
          • Basque country
          • Catalonia
        • Local level
          • Lower Saxony
          • Swedish municipalities
    • Institutional Transformation
      • Back to toolkit page
      • What is Institutional Transformation
        • Institutional transformation and gender: Key points
        • Gender organisations
        • Types of institutions
        • Gender mainstreaming and institutional transformation
        • Dimensions of gender mainstreaming in institutions: The SPO model
      • Why focus on Institutional Transformation
        • Motivation model
      • Who the guide is for
      • Guide to Institutional Transformation
        • Preparation phase
          • 1. Creating accountability and strengthening commitment
          • 2. Allocating resources
          • 3. Conducting an organisational analysis
          • 4. Developing a strategy and work plan
        • Implementation phase
          • 5. Establishing a support structure
          • 6. Setting gender equality objectives
          • 7. Communicating gender mainstreaming
          • 8. Introducing gender mainstreaming
          • 9. Developing gender equality competence
          • 10. Establishing a gender information management system
          • 11. Launching gender equality action plans
          • 12. Promotional equal opportunities
        • Evaluation and follow-up phase
          • 13. Monitoring and steering organisational change
      • Dealing with resistance
        • Discourse level
        • Individual level
        • Organisational level
        • Statements and reactions
      • Checklist: Key questions for change
      • Examples from the EU
        • Preparation phase
          • 1. Strengthening accountability
          • 2. Allocating resources
          • 3. Organisational analysis
          • 4. Developing a strategy and working plan
        • Implementation phase
          • 5. Establishing a support structure
          • 6. Setting objectives
          • 7. Communicating gender mainstreaming
          • 8. Introducing methods and tools
          • 9. Developing Competence
          • 10. Establishing a gender information management system
          • 11. Launching action plans
          • 12. Promoting within an organisation
        • Evaluation and follow-up phase
          • 13. Monitoring and evaluating
    • Gender Equality in Academia and Research
      • Back to toolkit page
      • WHAT
        • What is a Gender Equality Plan?
        • Terms and definitions
        • Which stakeholders need to be engaged into a GEP
        • About the Gear Tool
      • WHY
        • Horizon Europe GEP criterion
        • Gender Equality in Research and Innovation
        • Why change must be structural
        • Rationale for gender equality change in research and innovation
      • HOW
        • GEAR step-by-step guide for research organisations, universities and public bodies
          • Step 1: Getting started
          • Step 2: Analysing and assessing the state-of-play in the institution
          • Step 3: Setting up a Gender Equality Plan
          • Step 4: Implementing a Gender Equality Plan
          • Step 5: Monitoring progress and evaluating a Gender Equality Plan
          • Step 6: What comes after the Gender Equality Plan?
        • GEAR step-by-step guide for research funding bodies
          • Step 1: Getting started
          • Step 2: Analysing and assessing the state-of-play in the institution
          • Step 3: Setting up a Gender Equality Plan
          • Step 4: Implementing a Gender Equality Plan
          • Step 5: Monitoring progress and evaluating a Gender Equality Plan
          • Step 6: What comes after the Gender Equality Plan?
        • GEAR action toolbox
          • Work-life balance and organisational culture
          • Gender balance in leadership and decision making
          • Gender equality in recruitment and career progression
          • Integration of the sex/gender dimension into research and teaching content
          • Measures against gender-based violence including sexual harassment
          • Measures mitigating the effect of COVID-19
          • Data collection and monitoring
          • Training: awareness-raising and capacity building
          • GEP development and implementation
          • Gender-sensitive research funding procedures
        • Success factors for GEP development and implementation
        • Challenges & resistance
      • WHERE
        • Austria
        • Belgium
        • Bulgaria
        • Croatia
        • Cyprus
        • Czechia
        • Denmark
        • Estonia
        • Finland
        • France
        • Germany
        • Greece
        • Hungary
        • Ireland
        • Italy
        • Latvia
        • Lithuania
        • Luxembourg
        • Malta
        • Netherlands
        • Poland
        • Portugal
        • Romania
        • Slovakia
        • Slovenia
        • Spain
        • Sweden
        • United Kingdom
    • Gender-sensitive Parliaments
      • Back to toolkit page
      • What is the tool for?
      • Who is the tool for?
      • How to use the tool
      • Self-assessment, scoring and interpretation of parliament gender-sensitivity
        • AREA 1 – Women and men have equal opportunities to ENTER the parliament
          • Domain 1 – Electoral system and gender quotas
          • Domain 2 - Political party/group procedures
          • Domain 3 – Recruitment of parliamentary employees
        • AREA 2 – Women and men have equal opportunities to INFLUENCE the parliament’s working procedures
          • Domain 1 – Parliamentarians’ presence and capacity in a parliament
          • Domain 2 – Structure and organisation
          • Domain 3 – Staff organisation and procedures
        • AREA 3 – Women’s interests and concerns have adequate SPACE on parliamentary agenda
          • Domain 1 – Gender mainstreaming structures
          • Domain 2 – Gender mainstreaming tools in parliamentary work
          • Domain 3 – Gender mainstreaming tools for staff
        • AREA 4 – The parliament produces gender-sensitive LEGISLATION
          • Domain 1 – Gender equality laws and policies
          • Domain 2 – Gender mainstreaming in laws
          • Domain 3 – Oversight of gender equality
        • AREA 5 – The parliament complies with its SYMBOLIC function
          • Domain 1 – Symbolic meanings of spaces
          • Domain 2 – Gender equality in external communication and representation
      • How gender-sensitive are parliaments in the EU?
      • Examples of gender-sensitive practices in parliaments
        • Women and men have equal opportunities to ENTER the parliament
        • Women and men have equal opportunities to INFLUENCE the parliament’s working procedures
        • Women’s interests and concerns have adequate SPACE on parliamentary agenda
        • The parliament produces gender-sensitive LEGISLATION
        • The parliament complies with its SYMBOLIC function
      • Glossary of terms
      • References and resources
    • Gender Budgeting
      • Back to toolkit page
      • A chi è destinato questo kit di strumenti?
      • Che cos’è il bilancio di genere?
        • Introduzione al bilancio di genere
        • Qual è il nesso tra il bilancio di genere e le realtà vissute da uomini e donne?
        • Che cosa comporta nella pratica il bilancio di genere?
        • Il bilancio di genere nei fondi UE
          • Il bilancio di genere quale strumento per ottemperare agli obblighi giuridici dell’UE
          • Il bilancio di genere quale strumento per promuovere l’assunzione di responsabilità e la trasparenza nella pianificazione e nella gestione delle finanze pubbliche
          • Il bilancio di genere come strumento per aumentare la partecipazione di donne e uomini alle procedure di bilancio
          • Il bilancio di genere quale strumento per promuovere la parità di genere per donne e uomini in tutta la loro diversità
      • Perché il bilancio di genere è importante nell’ambito dei fondi europei in regime di gestione concorrente?
        • Tre motivi per cui il bilancio di genere è fondamentale nei fondi UE
      • Come si può applicare il bilancio di genere nei fondi UE? Strumenti pratici ed esempi di Stati membri
        • Strumento 1 — Collegare i fondi UE al quadro normativo dell’UE sulla parità di genere
          • Base legislativa e normativa per le politiche dell’UE in materia di parità di genere
          • Requisiti concreti per tenere conto della parità di genere all’interno dei fondi UE
          • Condizioni abilitanti dei fondi UE
          • Risorse supplementari
        • Strumento 2 — Analizzare le disuguaglianze e le esigenze di genere a livello nazionale e regionale
          • Misure per valutare e analizzare le disuguaglianze e le esigenze di genere
          • Fase 1. Raccogliere informazioni e dati disaggregati relativi al gruppo di riferimento
          • Fase 2. Individuare le disparità di genere esistenti e le cause soggiacenti
          • Fase 3. Consultare direttamente i gruppi di riferimento
          • Fase 4. Trarre conclusioni
          • Risorse supplementari
        • Strumento 3 — Applicare la parità di genere agli obiettivi politici (accordi di partenariato) e agli obiettivi e misure specifici (programmi operativi)
          • Misure per tradurre in azioni concrete la parità di genere negli accordi di partenariato e nei programmi operativi
          • Orientamenti generali per applicare la parità di genere nell’elaborazione di obiettivi strategici e obiettivi e misure specifici
          • Lista di controllo per l’applicazione pratica del principio orizzontale della parità di genere negli accordi di partenariato
          • Lista di controllo per l’applicazione pratica del principio orizzontale della parità di genere nei programmi operativi
          • Esempi di integrazione della parità di genere come principio orizzontale negli obiettivi strategici e specifici
        • Strumento 4 — Coordinamento e complementarità tra i fondi UE per promuovere l’equilibrio tra vita professionale e vita privata
          • Misure per rafforzare il coordinamento e le complementarità tra i fondi
          • Fase 1 — Allineamento agli obiettivi dell’impegno strategico per la parità di genere
          • Fasi 2 e 3 — Individuare e sviluppare possibili interventi a favore dell’equilibrio tra vita professionale e vita privata
          • Fase 4 — Attività di verifica mediante l’uso di indicatori nell’ambito dei sistemi di sorveglianza e valutazione (M&E)
          • Studio di caso fittizio 1: conciliare il lavoro retribuito con la cura dei figli
          • Studio di caso fittizio 2: conciliare il lavoro a turni con la cura dei figli
          • Caso di studio fittizio 3: trovare l’equilibrio tra la cura di sé stessi e la cura degli altri
          • Caso di studio fittizio 4: conciliare la cura dei figli e degli anziani con il lavoro a turni
          • Risorse supplementari
        • Strumento 5 — Definizione di partenariati e governance multilivello: individuazione di partner pertinenti, ruolo degli esperti di genere e composizione dei comitati di sorveglianza
          • Misure per definire i partenariati e governance multilivello
          • Risorse supplementari
        • Strumento 6 — Sviluppare indicatori quantitativi e qualitativi per promuovere l’uguaglianza di genere
          • Fasi dell’elaborazione di indicatori quantitativi e qualitativi
          • FESR e Fondo di coesione (stessi indicatori comuni)
          • Fondo sociale europeo Plus
          • Fondo europeo per gli affari marittimi e la pesca
          • Risorse supplementari
        • Strumento 7 — Definire criteri di selezione dei progetti sensibili alla dimensione di genere
          • Analisi delle fasi per sostenere l’elaborazione e la selezione di progetti sensibili alla dimensione di genere
          • Lista di controllo per la preparazione degli inviti a presentare proposte di progetti
          • Lista di controllo per i criteri di selezione dei progetti
          • Strumento supplementare 7.a — Accordi che tengano conto della dimensione di genere con i responsabili dell’attuazione dei progetti
        • Strumento 8 — Controllare le assegnazioni di risorse per l’uguaglianza di genere nei fondi UE
          • Ensuring gender relevance in EU Funds
          • The tracking system
          • Steps for tracking resource allocations on gender equality
          • Step 1: Ex ante approach
          • Step 2: Ex post approach
          • Examples of Step 2a
          • Annex 1: Ex ante assignment of intervention fields to the gender equality dimension codes
          • Annex 2: The EU’s gender equality legal and policy framework
        • Strumento 9 — Integrare la parità di genere nella concezione dei progetti
          • Analisi delle fasi per integrare la parità di genere nella concezione dei progetti
          • Fase 1. Allineamento agli obiettivi e agli indicatori di genere degli accordi di partenariato e dei programmi operativi
          • Fase 2. Sviluppo del progetto e candidatura
          • Fase 3. Attuazione del progetto
          • Fase 4. Valutazione del progetto
        • Strumento 10 — Integrare una prospettiva di genere nei processi di sorveglianza e valutazione
          • Misure per integrare una prospettiva di genere nei processi di sorveglianza e valutazione
          • Risorse supplementari
        • Strumento 11 — Rendicontazione sull’esborso di risorse per la parità di genere nei fondi UE
          • Tracciamento delle spese per l’uguaglianza di genere
          • Risorse supplementari
      • Risorse
        • Bibliografia
        • Acronimi
        • Ringraziamenti
    • Gender-responsive Public Procurement
      • Back to toolkit page
      • Who is this toolkit for?
        • Guiding you through the toolkit
      • What is gender-responsive public procurement?
        • How is gender-responsive public procurement linked to gender equality?
        • How is gender-responsive public procurement linked to gender budgeting?
      • Why is gender-responsive public procurement important?
        • Five reasons why gender-responsive public procurement
        • Why was this toolkit produced
      • Gender-responsive public procurement in practice
        • Legal framework cross-references gender equality and public procurement
        • Public procurement strategies cover GRPP
        • Gender equality action plans or strategies mention public procurement
        • Capacity-building programmes, support structures
        • Regular collaboration between gender equality bodies
        • Effective monitoring and reporting systems on the use of GRPP
        • Tool 1:Self-assessment questionnaire about the legal
        • Tool 2: Overview of the legislative, regulatory and policy frameworks
      • How to include gender aspects in tendering procedures
        • Pre-procurement stage
          • Needs assessment
          • Tool 3: Decision tree to assess the gender relevance
          • Preliminary market consultation
          • Tool 4: Guiding questions for needs assessment
          • Defining the subject matter of the contract
          • Choosing the procedure
          • Tool 5: Decision tree for the choice of procedure for GRPP
          • Dividing the contract into lots
          • Tool 6: Guiding questions for dividing contracts into lots for GRPP
          • Light regime for social, health and other specific services
          • Tool 7: Guiding questions for applying GRPP under the light regime
          • Tool 8: Guiding questions for applying GRPP under the light regime
          • Reserved contracts
          • Preparing tender documents
        • Procurement stage
          • Exclusion grounds
          • Selection criteria
          • Technical specifications
          • Tool 9: Decision tree for setting GRPP selection criteria
          • Award criteria
          • Tool 10: Formulating GRPP award criteria
          • Tool 11: Bidders’ concepts to ensure the integration of gender aspects
          • Use of labels/certifications
        • Post-procurement stage
          • Tool 12: Checklist for including GRPP contract performance conditions
          • Subcontracting
          • Monitoring
          • Reporting
          • Tool 13: Template for a GRPP monitoring and reporting plan
      • References
      • Additional resources
  • Methods and tools
    • Browse
    • About EIGE's methods and tools
    • Gender analysis
    • Gender audit
    • Gender awareness-raising
    • Gender budgeting
    • Gender impact assessment
    • Gender equality training
    • Gender evaluation
    • Gender statistics and indicators
    • Gender monitoring
    • Gender planning
    • Gender-responsive public procurement
    • Gender stakeholder consultation
    • Sex-disaggregated data
    • Institutional transformation
    • Examples of methods and tools
    • Resources
  • Good practices
    • Browse
    • About good practices
    • EIGE’s approach to good practices
  • Country specific information
    • Belgium
      • Overview
      • Browse all Belgium content
    • Bulgaria
      • Overview
      • Browse all Bulgaria content
    • Czechia
      • Overview
      • Browse all Czechia content
    • Denmark
      • Overview
      • Browse all Denmark content
    • Germany
      • Overview
      • Browse all Germany content
    • Estonia
      • Overview
      • Browse all Estonia content
    • Ireland
      • Overview
      • Browse all Ireland content
    • Greece
      • Overview
      • Browse all Greece content
    • Spain
      • Overview
      • Browse all Spain content
    • France
      • Overview
      • Browse all France content
    • Croatia
      • Overview
      • Browse all Croatia content
    • Italy
      • Overview
      • Browse all Italy content
    • Cyprus
      • Overview
      • Browse all Cyprus content
    • Latvia
      • Overview
      • Browse all Latvia content
    • Lithuania
      • Overview
      • Browse all Lithuania content
    • Luxembourg
      • Overview
      • Browse all Luxembourg content
    • Hungary
      • Overview
      • Browse all Hungary content
    • Malta
      • Overview
      • Browse all Malta content
    • Netherlands
      • Overview
      • Browse all Netherlands content
    • Austria
      • Overview
      • Browse all Austria content
    • Poland
      • Overview
      • Browse all Poland content
    • Portugal
      • Overview
      • Browse all Portugal content
    • Romania
      • Overview
      • Browse all Romania content
    • Slovenia
      • Overview
      • Browse all Slovenia content
    • Slovakia
      • Overview
      • Browse all Slovakia content
    • Finland
      • Overview
      • Browse all Finland content
    • Sweden
      • Overview
      • Browse all Sweden content
    • United Kingdom
      • Overview
  • EIGE’s publications on Gender mainstreaming
  • Concepts and definitions
  • Power Up conference 2019
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  • Menu
  • Gender mainstreaming
    • What is Gender mainstreaming
      • Policy cycle
    • Institutions and structures
      • European Union
      • EU Member States
      • Stakeholders
      • International organizations
    • Policy areas
      • Agriculture and rural development
        • Policy cycle
      • Culture
        • Policy cycle
      • Digital agenda
        • Policy cycle
      • Economic and financial affairs
        • Economic Benefits of Gender Equality in the EU
        • Policy cycle
      • Education
        • Policy cycle
      • Employment
        • Policy cycle
        • Structures
      • Energy
        • Policy cycle
      • Entrepreneurship
        • Policy cycle
      • Environment and climate change
        • Policy cycle
      • Health
        • Policy cycle
      • Justice
        • Policy cycle
      • Maritime affairs and fisheries
        • Policy cycle
      • Migration
        • Policy cycle
      • Poverty
        • Policy cycle
      • Regional policy
        • Policy cycle
      • Research
        • Policy cycle
      • Security
        • Policy cycle
      • Sport
        • Policy cycle
      • Tourism
        • Policy cycle
      • Transport
        • Policy cycle
      • Youth
        • Policy cycle
    • Toolkits
      • Gender Equality Training
        • Back to toolkit page
        • What is Gender Equality Training
        • Why invest in Gender Equality Training
        • Who should use Gender Equality Training
        • Step-by-step guide to Gender Equality Training
            • 1. Assess the needs
            • 2. Integrate initiatives to broader strategy
            • 3. Ensure sufficient resources
            • 4. Write good terms of reference
            • 5. Select a trainer
            • 6. Engage in the needs assessment
            • 7. Actively participate in the initiative
            • 8. Invite others to join in
            • 9. Monitoring framework and procedures
            • 10. Set up an evaluation framework
            • 11. Assess long-term impacts
            • 12. Give space and support others
        • Designing effective Gender Equality Training
        • Gender Equality Training in the EU
        • Good Practices on Gender Equality Training
        • More resources on Gender Equality Training
        • More on EIGE's work on Gender Equality Training
      • Gender Impact Assessment
        • Back to toolkit page
        • What is Gender Impact Assessment
        • Why use Gender Impact Assessment
        • Who should use Gender Impact Assessment
        • When to use Gender Impact Assessment
        • Guide to Gender Impact Assessment
          • Step 1: Definition of policy purpose
          • Step 2: Checking gender relevance
          • Step 3: Gender-sensitive analysis
          • Step 4: Weighing gender impact
          • Step 5: Findings and proposals for improvement
        • Following up on gender impact assessment
        • General considerations
        • Examples from the EU
            • European Commission
            • Austria
            • Belgium
            • Denmark
            • Finland
            • Sweden
            • Basque country
            • Catalonia
            • Lower Saxony
            • Swedish municipalities
      • Institutional Transformation
        • Back to toolkit page
        • What is Institutional Transformation
          • Institutional transformation and gender: Key points
          • Gender organisations
          • Types of institutions
          • Gender mainstreaming and institutional transformation
          • Dimensions of gender mainstreaming in institutions: The SPO model
        • Why focus on Institutional Transformation
          • Motivation model
        • Who the guide is for
        • Guide to Institutional Transformation
            • 1. Creating accountability and strengthening commitment
            • 2. Allocating resources
            • 3. Conducting an organisational analysis
            • 4. Developing a strategy and work plan
            • 5. Establishing a support structure
            • 6. Setting gender equality objectives
            • 7. Communicating gender mainstreaming
            • 8. Introducing gender mainstreaming
            • 9. Developing gender equality competence
            • 10. Establishing a gender information management system
            • 11. Launching gender equality action plans
            • 12. Promotional equal opportunities
            • 13. Monitoring and steering organisational change
        • Dealing with resistance
          • Discourse level
          • Individual level
          • Organisational level
          • Statements and reactions
        • Checklist: Key questions for change
        • Examples from the EU
            • 1. Strengthening accountability
            • 2. Allocating resources
            • 3. Organisational analysis
            • 4. Developing a strategy and working plan
            • 5. Establishing a support structure
            • 6. Setting objectives
            • 7. Communicating gender mainstreaming
            • 8. Introducing methods and tools
            • 9. Developing Competence
            • 10. Establishing a gender information management system
            • 11. Launching action plans
            • 12. Promoting within an organisation
            • 13. Monitoring and evaluating
      • Gender Equality in Academia and Research
        • Back to toolkit page
        • WHAT
          • What is a Gender Equality Plan?
          • Terms and definitions
          • Which stakeholders need to be engaged into a GEP
          • About the Gear Tool
        • WHY
          • Horizon Europe GEP criterion
          • Gender Equality in Research and Innovation
          • Why change must be structural
          • Rationale for gender equality change in research and innovation
          • GEAR step-by-step guide for research organisations, universities and public bodies
            • Step 1: Getting started
            • Step 2: Analysing and assessing the state-of-play in the institution
            • Step 3: Setting up a Gender Equality Plan
            • Step 4: Implementing a Gender Equality Plan
            • Step 5: Monitoring progress and evaluating a Gender Equality Plan
            • Step 6: What comes after the Gender Equality Plan?
          • GEAR step-by-step guide for research funding bodies
            • Step 1: Getting started
            • Step 2: Analysing and assessing the state-of-play in the institution
            • Step 3: Setting up a Gender Equality Plan
            • Step 4: Implementing a Gender Equality Plan
            • Step 5: Monitoring progress and evaluating a Gender Equality Plan
            • Step 6: What comes after the Gender Equality Plan?
          • GEAR action toolbox
            • Work-life balance and organisational culture
            • Gender balance in leadership and decision making
            • Gender equality in recruitment and career progression
            • Integration of the sex/gender dimension into research and teaching content
            • Measures against gender-based violence including sexual harassment
            • Measures mitigating the effect of COVID-19
            • Data collection and monitoring
            • Training: awareness-raising and capacity building
            • GEP development and implementation
            • Gender-sensitive research funding procedures
          • Success factors for GEP development and implementation
          • Challenges & resistance
        • WHERE
          • Austria
          • Belgium
          • Bulgaria
          • Croatia
          • Cyprus
          • Czechia
          • Denmark
          • Estonia
          • Finland
          • France
          • Germany
          • Greece
          • Hungary
          • Ireland
          • Italy
          • Latvia
          • Lithuania
          • Luxembourg
          • Malta
          • Netherlands
          • Poland
          • Portugal
          • Romania
          • Slovakia
          • Slovenia
          • Spain
          • Sweden
          • United Kingdom
      • Gender-sensitive Parliaments
        • Back to toolkit page
        • What is the tool for?
        • Who is the tool for?
        • How to use the tool
        • Self-assessment, scoring and interpretation of parliament gender-sensitivity
          • AREA 1 – Women and men have equal opportunities to ENTER the parliament
            • Domain 1 – Electoral system and gender quotas
            • Domain 2 - Political party/group procedures
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Women Power Politics – Helene Weber Kolleg

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Good practice
Country: Germany
Section:
Political decision making
Period:
2011-2015
Publication date:
17 July 2015
Supporting women in local politics

In Germany, it is in local authorities – the over 11,000 municipalities and 295 districts – that women are most noticeable by their absence from political decision-making. Their share of local councils is stuck at around 25%.

The aim of the Helene Weber Kolleg, created in 2011, is to break this stalemate by getting more women into (local) politics, improving their political career opportunities and creating a supporting cooperation network. The Kolleg arose from the campaign Frauen Macht Kommune (‘Women Power Municipalities’) which was launched in 2008 by the NGO EAF Berlin in cooperation with the Federal Ministry for Family Affairs, Senior Citizens, Women and Youth (BMFSFJ). The most important activities include:

  • The Helene Weber award, worth €10,000, which is given to 15 female politicians (among them one main winner) every turn. So far 45 laureates have been awarded and are forming a national network of female local politicians;
  • A nine-month mentoring scheme for women who want to break into local politics. This has so far supported 65 tandems comprising 107 women, who have benefited from activities including shadowing, seminars and networking.
  • Local activities planned and executed by the award winners with their prize money in order to organise activities to promote gender equality in politics.

The problem is at local level

In Germany, the biggest gap in women’s repre­sentation in politi­cal decision-making is at municipality (Kommune) level, where the number of women has stag­nated at about 25% of the total. However there are significant differ­ences between large urban and small rural councils: the rate is between 30% and 40% in the larger towns, but decreases the smaller the municipalities are. There are even some municipalities that have no women councillors at all! The situation in the administrative districts (Kreise) of Germany is even worse: more than 91% of the 295 administrative districts are governed by men and only 10 % of mayors are women. A couple of studies have examined the causes and developed recommendations in order to increase the number of women in municipal decision-making. They show that equal opportunities at regional level, promotion of women in education and employment, and adequate care facilities are key factors for stimulating women to engage in politics. But the efficient organisation of political activities at municipal level, the specific advancement of women and quota regulations are also considered to be helpful.

The Helene Weber Kolleg

The Helene Weber Kolleg arose from the Frauen Macht Kommune (Women Power Municipality) campaign which EAF Berlin started in 2008 in cooperation with the Federal Ministry for Family Affairs, Senior Citizens, Women and Youth (BMFSFJ). The EAF is an independent non-profit organisation, promoting gender equality. It combines designated scientific expertise with advisory services and professional development.

Set up in 2011, the role of the Helene Weber Kolleg is to mobilise women to stand for election in their cities and promote the activities of women who are already so engaged. Its activities fall under six headings:

  • Helene Weber award
  • Mentoring
  • Local activities
  • Travelling exhibition on the ‘Mothers of German Basic Law’
  • International exchanges
  • Website with online offers

So far, 45 women have been granted the Helene Weber award for outstanding female local politicians who are exercising a voluntary, non-paid political mandate. In turn, they act as role models for more women, motivating them to take a chance in politics. The award was bestowed in 2009 and 2011 and will be again in 2015. The candidates – between 70 and 110 – are put forward by members of the German Bundestag. An independent jury chaired by the Federal Ministry for Family Affairs, Senior Citizens, Women and Youth selects the winners on the basis of the individual candidatures. The main winner receives €10,000; all further winners obtain tailored coaching focusing on issues which the winner and her coach select together, for example political advancement, professional career planning, self-management, work-life balance and assertiveness.

By sharing the experiences of politically successful women, the mentoring scheme aims to lead more women towards participating in local politics. Locally elected representatives of all political parties, most of them past winners of the Helene Weber award, accompany women who plan to stand. For nine months, mentor and mentee work together as a tandem. So far, 107 women have formed 65 tandems and have participated in the mentoring programme, which offers activities including shadowing, seminars on professional appearance and presentation, motivation, feedback, networking and gender and politics.

EAF Berlin supports and advises award winners at local level who want to organise actions to promote gender equality, such as seminars on public speaking and appearance and lectures and discussions on municipal politics.

The travelling exhibition acknowledges the four women who enshrined the equality of women and men in the German Basic Law. This exhibition constitutes a very good basis for debate on political participation of women.

Under the aegis of the Helene Weber Kolleg, the Tunisian-German ‘Democracy Needs Women’ project has supported the political participation of women in Tunisia since the Revolution in 2011. All its activities are advertised on its website. Furthermore, there are international exchanges of local female politicians from Germany and the South Caucasian region (Azerbaijan, Armenia, Georgia).

Consistent support by government

The Helene Weber Kolleg is based on the commitment of the Helene Weber award winners and of numerous female politicians who provide networking, exchange and support to women in local politics. One of the most important success factors is the non-partisan and nationwide nature of the activities. Helene Weber Kolleg has developed a broad network which works as an efficient platform for women in local politics. Experts from the European Academy for Women in Politics and Business provide their expertise in mentoring and campaigning.

The Helene Weber Kolleg creatively combines different tools and thus represents a multi-faceted approach, which is very relevant and transferable also for other countries. The federal government continues to support the Helene Weber Kolleg financially and has mentioned this initiative explicitly in the coalition agreement of 2013.

Contacts/Further Information

Contacts

Manuela Möller

EAF Berlin – Europäische Akademie für Frauen in Wirtschaft und Politik (European Academy for Women in Politics and Business)

Schumannstraße 5

10117 Berlin

Germany

info@eaf-berlin.de

Tel: +49 30-30 87 760-0

Fax: +49 30-30 87 760-59

Further information

Helene Weber Kolleg (HWK)

Helene Weber Kolleg (HWK) Frauen Macht Politik

Fehlt was? Ja, mehr Frauen in der Kommunalpolitik!

NB image copyright

frauen-macht-politik.de

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Women Power Politics – Helene Weber Kolleg - Germany
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Tool:
Competence development
  • The problem is at local level
  • The Helene Weber Kolleg
  • Consistent support by government
  • Contacts/Further Information
  • More good practices
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    27 July 2015
  • Empowering women in politics - Leaflet
    Publication
    Empowering women in politics - Study on good practices - Women in power and decision-making
    27 July 2015

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