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    • 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
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          • 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
        • Who is this toolkit for?
        • What is gender budgeting?
          • Introducing gender budgeting
          • Gender budgeting in women’s and men’s lived realities
          • What does gender budgeting involve in practice?
          • Gender budgeting in the EU Funds
            • Gender budgeting as a way of complying with EU legal requirements
            • Gender budgeting as a way of promoting accountability and transparency
            • Gender budgeting as a way of increasing participation in budget processes
            • Gender budgeting as a way of advancing gender equality
        • Why is gender budgeting important in the EU Funds?
          • Three reasons why gender budgeting is crucial in the EU Funds
        • How can we apply gender budgeting in the EU Funds? Practical tools and Member State examples
          • Tool 1: Connecting the EU Funds with the EU’s regulatory framework on gender equality
            • Legislative and regulatory basis for EU policies on gender equality
            • Concrete requirements for considering gender equality within the EU Funds
            • EU Funds’ enabling conditions
            • Additional resources
          • Tool 2: Analysing gender inequalities and gender needs at the national and sub-national levels
            • Steps to assess and analyse gender inequalities and needs
            • Step 1. Collect information and disaggregated data on the target group
            • Step 2. Identify existing gender inequalities and their underlying causes
            • Step 3. Consult directly with the target groups
            • Step 4. Draw conclusions
            • Additional resources
          • Tool 3: Operationalising gender equality in policy objectives and specific objectives/measures
            • Steps for operationalising gender equality in Partnership Agreements and Operational Programmes
            • General guidance on operationalising gender equality when developing policy objectives, specific objectives and measures
            • Checklist for putting the horizontal principle of gender equality into practice in Partnership Agreements
            • Checklist for putting the horizontal principle of gender equality into practice in Operational Programmes
            • Examples of integrating gender equality as a horizontal principle in policy objectives and specific objectives
          • Tool 4: Coordination and complementarities between the EU Funds to advance work-life balance
            • Steps for enhancing coordination and complementarities between the funds
            • Step 1. Alignment with the EU’s strategic engagement goals for gender equality and national gender equality goals
            • Steps 2 and 3. Identifying and developing possible work-life balance interventions
            • Step 4. Following-up through the use of indicators within M&E systems
            • Fictional case study 1: reconciling paid work and childcare
            • Fictional case study 2: reconciling shift work and childcare
            • Fictional case study 3: balancing care for oneself and others
            • Fictional case study 4: reconciling care for children and older persons with shift work
            • Additional resources
          • Tool 5: Defining partnerships and multi-level governance
            • Steps for defining partnerships and multi-level governance
            • Additional resources
          • Tool 6: Developing quantitative and qualitative indicators for advancing gender equality
            • Steps to develop quantitative and qualitative indicators
            • ERDF and Cohesion Fund
            • ESF+
            • EMFF
            • Additional resources
          • Tool 7: Defining gender-sensitive project selection criteria
            • Steps to support gender-sensitive project development and selection
            • Checklist to guide the preparation of calls for project proposals
            • Checklist for project selection criteria
            • Supplementary tool 7.a: Gender-responsive agreements with project implementers
          • Tool 8: Tracking resource allocations for gender equality in the EU Funds
            • 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
          • Tool 9: Mainstreaming gender equality in project design
            • Steps to mainstream gender equality in project design
            • Step 1. Alignment with partnership agreements’ and Operational Programmes’ gender objectives and indicators
            • Step 2. Project development and application
            • Step 3. Project implementation
            • Step 4. Project assessment
          • Tool 10: Integrating a gender perspective in monitoring and evaluation processes
            • Steps to integrate a gender perspective in M&E processes
            • Additional resources
          • Tool 11: Reporting on resource spending for gender equality in the EU Funds
            • Tracking expenditures for gender equality
            • Additional resources
          • References
          • Abbreviations
          • Acknowledgements
      • 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?
          • 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
    • Metodai ir priemonės
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    • EIGE leidiniai apie lyčių aspekto integravimą
    • Concepts and definitions
    • Power Up conference 2019
  • Smurtas lyties pagrindu
    • Kas yra smurtas lyties pagrindu?
    • Smurto formos
    • EIGE tyrimai apie smurtą lyties pagrindu
    • Administracinių duomenų šaltiniai apie smurtą lyties pagrindu
      • Duomenų rinkimas
        • The need to improve data collection
        • Advancing administrative data collection on Intimate partner violence and gender-related killings of women
        • Improving police and justice data on intimate partner violence against women in the European Union
        • Developing EU-wide terminology and indicators for data collection on violence against women
        • Mapping the current status and potential of administrative data sources on gender-based violence in the EU
      • Apie įrankį
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      • Advanced search
    • Nusikaltimų aukų teisių direktyva
    • Smurto lyties pagrindu kaina
    • Cyber violence against women
    • Femicide
    • Intimate partner violence and witness intervention
    • Moterų lyties organų žalojimas
      • Risk estimations
    • Risk assessment and risk management by police
      • Risk assessment principles and steps
          • Principle 1: Prioritising victim safety
          • Principle 2: Adopting a victim-centred approach
          • Principle 3: Taking a gender-specific approach
          • Principle 4: Adopting an intersectional approach
          • Principle 5: Considering children’s experiences
          • Step 1: Define the purpose and objectives of police risk assessment
          • Step 2: Identify the most appropriate approach to police risk assessment
          • Step 3: Identify the most relevant risk factors for police risk assessment
          • Step 4: Implement systematic police training and capacity development
          • Step 5: Embed police risk assessment in a multiagency framework
          • Step 6: Develop procedures for information management and confidentiality
          • Step 7: Monitor and evaluate risk assessment practices and outcomes
      • Risk management principles and recommendations
        • Principle 1. Adopting a gender-specific approach
        • Principle 2. Introducing an individualised approach to risk management
        • Principle 3. Establishing an evidence-based approach
        • Principle 4. Underpinning the processes with an outcome-focused approach
        • Principle 5. Delivering a coordinated, multiagency response
      • Legal and policy framework
      • Tools and approaches
      • Areas for improvement
      • References
    • Geroji praktika, skirta kovoti su smurtu lyties pagrindu
    • Metodai ir įrankiai siekiant kovoti su smurtu lyties pagrindu
    • Baltojo kaspino kampanija
      • About the White Ribbon Campaign
      • White Ribbon Ambassadors
    • Reguliavimas ir teisinis pagrindas
      • Tarptautiniai teisės aktai
      • ES teisės aktai
      • Strategic framework on violence against women 2015-2018
      • Teisinės apibrėžimai ES valstybėse narėse
    • Literatūra ir teisės aktai
    • EIGE's publications on gender-based violence
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  • Pekino veiksmų platformos stebėsena
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  • Topics
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  • About EIGE
    • EIGE struktūra
      • Management board
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    • Our work
      • Stakeholders
      • Darbas su suinteresuotosiomis šalimis
        • About the IPA project
        • Examples from the region
          • Browse
          • About the examples
        • Gender equality indices in the region
        • Gender statistics in the region
        • Measuring violence against women in the region
      • Justice and Home Affairs (JHA) agencies
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    • Gender Equality Forum 2022
      • About
      • Agenda
      • Videos
      • Speakers
      • Practical information
  • EIGE leidiniai
    • Gender-sensitive Communication
      • Overview of the toolkit
      • First steps towards more inclusive language
        • Terms you need to know
        • Why should I ever mention gender?
        • Choosing whether to mention gender
        • Key principles for inclusive language use
      • Challenges
        • Stereotypes
          • Avoid gendered pronouns (he or she) when the person’s gender is unknown
          • Avoid irrelevant information about gender
          • Avoid gendered stereotypes as descriptive terms
          • Gendering in-animate objects
          • Using different adjectives for women and men
          • Avoid using stereotypical images
        • Invisibility and omission
          • Do not use ‘man’ as the neutral term
          • Do not use ‘he’ to refer to unknown people
          • Do not use gender-biased nouns to refer to groups of people
          • Take care with ‘false generics’
          • Greetings and other forms of inclusive communication
        • Subordination and trivialisation
          • Naming conventions
          • Patronising language
      • Test your knowledge
        • Quiz 1: Policy document
        • Quiz 2: Job description
        • Quiz 3: Legal text
      • Practical tools
        • Solutions for how to use gender-sensitive language
        • Pronouns
        • Invisibility or omission
        • Common gendered nouns
        • Adjectives
        • Phrases
      • Policy context
    • Work-life balance in the ICT sector
      • Back to toolkit page
      • EU policies on work-life balance
      • Women in the ICT sector
      • The argument for work-life balance measures
        • Challenges
      • Step-by-step approach to building a compelling business case
        • Step 1: Identify national work-life balance initiatives and partners
        • Step 2: Identify potential resistance and find solutions
        • Step 3: Maximise buy-in from stakeholders
        • Step 4: Design a solid implementation plan
        • Step 5: Carefully measure progress
        • Step 6: Highlight benefits and celebrate early wins
      • Toolbox for planning work-life balance measures in ICT companies
      • Work–life balance checklist
    • Gender Equality Index 2019. Work-life balance
      • Back to toolkit page
      • Foreword
      • Highlights
      • Introduction
        • Still far from the finish line
        • Snail’s-pace progress on gender equality in the EU continues
        • More women in decision-making drives progress
        • Convergence on gender equality in the EU
      • 2. Domain of work
        • Gender equality inching slowly forward in a fast-changing world of work
        • Women dominate part-time employment, consigning them to jobs with poorer career progression
        • Motherhood, low education and migration are particular barriers to work for women
      • 3. Domain of money
        • Patchy progress on gender-equal access to financial and economic resources
        • Paying the price for motherhood
        • Lifetime pay inequalities fall on older women
      • 4. Domain of knowledge
        • Gender equality in education standing still even as women graduates outnumber men graduates
        • Both women and men limit their study fields
        • Adult learning stalls most when reskilling needs are greatest
      • 5. Domain of time
        • Enduring burden of care perpetuates inequalities for women
        • Uneven impact of family life on women and men
      • 6. Domain of power
        • More women in decision-making but still a long way to go
        • Democracy undermined by absence of gender parity in politics
        • More gender equality on corporate boards — but only in a few Member States
        • Limited opportunities for women to influence social and cultural decision-making
      • 7. Domain of health
        • Behavioural change in health is key to tackling gender inequalities
        • Women live longer but in poorer health
        • Lone parents and people with disabilities are still without the health support they need
      • 8. Domain of violence
        • Data gaps mask the true scale of gender-based violence in the EU
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Women’s Political Network (WPN) Montenegro

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Good practice
Šalis:
Montenegro
Section:
Political decision making
Period:
2016-ongoing
Publication date:
02 Gruodis 2020

In November 2017, the Women’s Political Network (WPN) was established in Montenegro. As a result of a long-term process of the political empowerment of women, the WPN was financed by the Delegation of the European Union to Montenegro through IPA 2010 and implemented by the United Nations Development Programme (UNDP) in partnership with the Ministry of Human and Minority Rights. The WPN is a coalition of women from 16 political parties, united in joint political action to improve the status of women in society, increase the numbers of women in decision-making and empower one another until  equality is reached. 

The WPN is not simply another network to promote women’s political and economic rights and to combat violence against women. It has been established in the context of a political crisis,  and while intolerance and nationalistic rhetoric had deepened divisions in an already fragile democracy. In the context where there were no all-party policial meetings for longer than a year, women across parties gathered together, bringing to life a new  political culture and ensuring dialogue in their country.

Implementing entity: UNDP / Ministry for Human and Minority Rights

Impact of the Women Political Network

The work of the WPN has resulted in several important advocacy actions:

  • Montenegro ratified the Council of Europe Convention on preventing and combating violence against women and domestic violent (Istanbul Convention). While it has amended the Criminal Code to include many of the Convention’s provisions for addressing violence against women, rape was inadequately designed and sanctioned. The WPN, in partnership with civil society organisations, began advocacy actions that resulted in the Criminal Code being amended to include a definition of rape that complies fully with the Istanbul Convention, i.e. what is considered rape is extended to any sexual intercourse without consent, thus including marital rape.
  • Two decade-long efforts to increase women’s political participation have brought results. For example, efforts to introduce a 30% quota for women in the Electoral Law have seen women’s numbers in the national parliament grow from 11% to 24%, and in local parliament from 8% to 26%. The WPN is committed to maintaining these increases and ensuring that quotas are not watered down. To this end, it conducted an assessment of the legal framework (Electoral law, Law on Political parties and Law on Financing of political parties), which led to the creation of an advocacy framework. That framework became the basis for subsequent advocacy efforts, titled ‘Conclusion on the necessary amendments to Montenegrin legislation with the aim of improving the political participation of women in Montenegro’. Its recommendations included several key demands: (1) 40% of women on electoral lists; (2) positioning on lists: at least one in three candidates should be from the under-represented sex; (3) political parties should be obliged to have women’s party wings; (4) women’s party wings should receive 10% of party financial resources; (5) for each woman Member of Parliament (MP) and local councillor, the party should receive a financial contribution 30% higher than that given for men MPs and local councillors. This advocacy action was undertaken with the full support and participation of the EU and UNDP and was similarly supported by the two-thirds qualified majority needed to change the Electoral Law. This change will be discussed in parliament once the political crisis has ended and the opposition parties return.    
  • Only 9.6% of entrepreneurial companies are run by women and the WPN has started an initiative to develop affirmative policies to foster an environment that enables and accelerates women’s entrepreneurial activity. While the long-term aim is to establish a guarantee (revolving) fund for women (regulated through a by-law), the WPN has already initiated the establishment of financial support mechanisms at local level. This advocacy initiative was run with women local councillors, with six municipalities (Podgorica, Budva, Bar, Danilovgrad, Kolašin, Herceg Novi) allocating special funds (totalling EUR 120,000) for women entrepreneurship in their 2018 budgets for 2018. Three further municipalities are to similarly allocate funds in the forthcoming period.

Transferability to other contexts

Part of the success of the WPN stems from its strategy of including trainers (as knowledge carriers) and women with gender expertise in specific topics in the core team. The ideas pursued must be concrete subjects of common interest, in which women politicians, at a minimum, a) agree that the topic/initiative is a priority, and b) agree on the desired outcome. Strategies on how this outcome should be achieved are then discussed and agreed among the participants.

The WPN’s way of working is fully transferable if certain preconditions are fulfilled. Firstly, commonly accepted leadership must be assigned to a trusted neutral organisation that is seen as competent and credible in this politically sensitive process. Secondly, trained gender-competent specialists should be included in the decision-making body. Finally, concrete problems should be identified, together with solutions.

Learning and capacity-building potential

Knowledge development and capacity-building is at the core of this process. Through the programme, the UNDP has worked to develop the capacity of women in political parties, through trained trainers, women’s party wings (now common across almost all parties), cross-party networking and issue-based networking (i.e. thematic alliances centred on women’s quotas, women’s entrepreneurship, violence against women and within families, and women in the media).

The process of setting up the WPN has taken time. A certain amount of time was needed to test the network on different occasions, to gain ‘maturity’ and develop the appropriate argumentation, both politically and personally.  

Training evaluations reveal high levels of satisfaction and responsiveness, with the WPN rated at 100%. Providing women with a forum for dialogue and idea exchange proved critical in placing women’s issues on political agendas and creating women’s alliances for the advancement of gender equality and women in politics. 

Sustainability of the WPN

The WPN has been developed to be sustainable, basing itself on the very concept of long-term women’s political alliances. WPN initiatives have been successful to date, laying the foundations to reach out and receive support to continue their work and achieve their aims. The WPN Strategic Plan covers four areas of gender equality: (1) women`s political participation; (2) women’s entrepreneurship and women’s economic status/position in the labour market; (3) women in the media; and (4) combating violence against women.

National plans and strategies

The Plan of activities for achieving gender equality in Montenegro for the period 2017 - 2021, together with the subsequent Enforcement programme 2017-2018, was adopted by the government of Montenegro in March 2017. The Women’s Politicial Network played an important role in these national plans by providing assistance and consultancy while promoting women’s political rights  and combating gender based violence. The Enforcement programme 2017-2018  is the third developing document for the implementation of gender equality policy in Montenegro.

Successful implementation of this strategic document requires the Ministry for Human and Minority Rights and the Department for Gender Equality, to cooperate and collaborate with all ministries, state administration bodies, the parliament, public institutions, local self-government bodies, local government bodies and the civil sector.

The third Plan of activities for achieving gender equality has identified several focus areas: (1) improvement of human rights for women and gender equality; (2) gender-sensitive education and training; (3) gender equality in the economy; (4) gender-sensitive healthcare; (5) gender-based violence; (6) media, culture, and sport; (7) equality in decision-making in political and public life; and (8) institutional mechanisms for implementing gender equality policies.

In each area, a strategic goal is defined that specifies the activities, parties responsible, partners, timeframe, indicators, means of evaluation and the funds necessary to carry out these activities.

Given the importance of establishing effective mechanisms in Montenegro for the implementation and monitoring of human rights protection, work on the implementation of legal solutions is expected to be harmonised with international standards and effective practice, most notably those measures targeting the capacity-building of institutional mechanisms at local level.

Achievements and tangible outcomes

With just 24% of parliament being women, the targeted 30% of the under-represented sex in parliament has not been achieved. However, with the support of the Department for Gender Equality in the Ministry of Human and Minority Rights, the threshold has been increased to 40% in the National Action Plan for Gender Equality, taking over from the National Strategy for Sustainable Development, with its earlier goal of 40% women in decision-making. International treaties such as the Convention for the Elimination of All Forms of Discrimination Against Women (CEDAW) and the Organization for Security and Co-operation in Europe (OSCE)/ Office for Democratic Institutions and Human Rights (ODIHR) recommend efforts to improve the political participation of women.

The WPN has built on these instruments, giving a platform to women’s voices to demand accountability from political parties.

The WPN particularly promotes political dialogue as the only way to establish an accountable parliamentary system, advocating for citizen-centred policies that give equal consideration to the interests of both women and men.

The WPN has an important role to play in prompting political commitment and subsequent development of gender-sensitive policies that will provide substantive support in the EU integration process. 

Tangible outcomes of the WPN’s work are generating the political will to amend the Electoral Law to increase the numbers of women in political decision-making, seeing funds allocated for the development of women’s entrepreneurship and having the Criminal Code amended to align the definition of rape with that of the Istanbul Convention.

Contacts/Further Information

Contacts

Proposal
Proposing Entity: Ministry of Human and Minority Rights
Contact Person: Biljana Pejović
Position: Head of the Gender Equality Department
Email: biljana.pejovic@mmp.gov.me 
Telephone: +38269194267

Implementation
Implementing Entity: UNDP
Contact Person: Kaća Đuričković
Position: Gender Programme Manager 
Email: kaca.djurickovic@undp.org 
Telephone : +38269071045

Further information

Women Political Network (Ženska Politička Mreža) – Facebook page

Metadata

Tool:
Competence development, Gender equality measures in the IPA region
  • Impact of the Women Political Network
  • Transferability to other contexts
  • Sustainability of the WPN
  • National plans and strategies
  • Achievements and tangible outcomes
  • Contacts/Further Information

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