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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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Training media-savvy women experts

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Good practice
Country: Netherlands
Section:
Media
Topics:
Culture
Period:
2009 - 2014
Publication date:
09 March 2015
VIDM – Vaker in de media (More often in the media) – Training courses for female experts Netherlands

In brief

VIDM (Vaker in de media – More often in the media) runs training course for women experts, to give them an understanding of how news is made, and how gender imbalances develop. The courses teach women how to build a media profile, how to approach media organisa­tions, how to speak and how to present themselves in front of an audience. The most productive element of the course is the simulated panel discussions, which take place with journalists present. This not only enables the trainees to get direct feedback on their performance, but also builds up long-lasting relationships between women experts and media professionals, which both sides appreciate.

The result is that women experts gain a new confidence in going out and getting media attention. The courses are financially self-supporting from fees paid by trainees.

VIDM operates two websites. One of them (vidm.nl) finds journalists the right woman expert for their story, and the other (vakerindemedia.nl) enables women experts to subscribe for inclusion in the database.

Women lack charisma in media eyes

Janneke van Heugten, the entrepreneur who started VIDM (Vaker in de media – More often in the media) recognised that many fewer women appear in the media than men, and this is especially the case when it comes to experts. The exception is healthcare, where women experts do receive media attention. Over the past 10 years comments by media repre­sentatives have revealed a culture of favouring male experts over female experts. Their arguments include that ‘there are not enough female experts’, and, if they are, ‘they are not charismatic enough for the media’.

To tackle this latter argument, VIDM offers training courses and presentations to make female experts ‘media ready’. The training is specifically delivered to female experts and is tailored to allow them to overcome stereotypes, avoid the traditional subjects of work and family etc.

Simulated panel debates work best

VIDM delivers courses for female experts (divided into half-day and full-day sessions) to groups of between 10-25 participants. The courses provide information on the news-making system and processes, and explain how journalists select news and how they find people to be interviewed. Trainees receive information about the best way to create a public profile to make them­selves visible and the best way to present themselves.

In the advanced classes, TV or radio expert panels are simulated, with media professionals present to give trainees feedback on their performance as experts being interviewed. These sessions have been found to have greatest effect, because there is direct interaction between women experts on the one hand and media professionals on the other – which is appreciated by both sides.

The visibility that the training aims to create for women specifically concerns prestigious roles, such as experts, and thematic domains other than those traditionally marked as typically feminine. It thus combats the segregation of women into a limited range of issues and increases the attention given to women’s social, economic and cultural issues.

The courses are grounded in the knowledge of the professional routines, social practices and relationships that are characteristic of media organisations: the way the news-making process works and creates gender imbalances in the visibility of experts is, in fact, the subject of some of the modules offered.

Making women experts more confident

The training develops women’s ability to identify and address gender imbal­ances. Women who have attended the training have become more aware of the importance of visibility in the media, and have learnt how to interact with media professionals and journalists, and how to present, speak, and create a public profile. They start to approach journalists more often and become more willing to receive media exposure. One participant testifies:

“Janneke offered me great help in making myself and my business visible. Within a few weeks after meeting her my PR activities started to result in a radio interview (BNR) and several publications (Parool, Flair, Viva) due to her. I admire Janneke for her energy and expertise in her field.”

The training’s greatest impact on the wider environment is that it has made journalists more aware of their gender-stereotyped approach and of the fact that they have much more male than female experts on their contact lists. Since the training started, they are more willing to go the extra mile in the search for women experts. Attending the courses produces permanent changes: the journalists really get to know the female experts and they keep in touch after the training has ended. However the method did not seem to be appropriate for all editorial staff: some still deny that gender imbalances exist and do not understand why training and connecting with female experts are needed.

Women experts, in turn, are more self-confident and willing to share their expertise. They have the chance to develop an in-depth knowledge of the way news is made, which increases their chances of gaining exposure media and helps them to perform in the most effective way.

The training has attracted media attention to the subject of gender equality, and leads to requests to make presentations – and vice-versa.

Women experts can subscribe for inclusion in the database on the website vakerindemedia.nl, and journalists can find them free of charge on the website vidm.nl.

VIDM also celebrates role models by making two annual awards, Vrouw in de Media (Woman in the Media) for the woman who is most visible in the media, and You Go Girl for the woman who builds her own media visibility most strongly. 

A bottom-up approach

The success of the training comes from the bottom-up approach it takes. It supports female experts from ‘non-traditional female subjects’ to learn how to demand and use media attention. It gives women the tools and confidence they need to appear in the media, and so the media receive more requests from these women to be heard and to be part of expert panels. The training thereby indirectly addresses the reluctance of the media to acknowledge that there is a problem. Offering sessions that involve both media professionals and female experts directly allows for an interaction that both sides find positive.

The training is efficient in terms of financial resources allocated, since participants pay for themselves, and in terms of human resources involved. As for its sustainability, the practice does not rely on external funding, so its continuation depends mainly on attracting participants’ interest. There has as yet been no internal or external evaluation, but the courses could be made more efficient by running the training within media settings in order to reduce costs, as journalists would not need to claim travel expenses.

The main problems have been the time it takes to get in touch with the right female experts, the time it takes to find journalists and editors willing to donate their time – and obtaining external funding has proved impossible.

The VIDM training teaches the lessons that all-female courses have a larger impact because the participants tend to be women already focusing on equality issues. But training alone is not sufficient, and attention needs to be paid to changing the culture from all angles. A well-balanced approach is essential to gain media professionals’ trust: the most productive stance is to highlight gender imbalances and criticise the media industry without being too tough or showing an ‘activist’ approach.

Contacts/Further Information

Contacts

Janneke van Heugten

Mediaplatform VIDM

Ruyterstraat 17-01

3861 EV Nijkerk

Netherlands

janneke@vidm.nl

Further information

Website for journalist

Website for female experts

Website

Video

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Metadata

Tool:
Competence development
  • In brief
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