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Lyčių aspekto integravimas

  • Kas yra lyčių lygybės aspekto integravimas?
    • Policy cycle
  • Institutions and structures
    • Europos Sąjunga
    • EU Member States
    • Suinteresuotosios šalys
    • Tarptautinės organizacijos
  • Sektoriai
    • Žemės ūkis ir kaimo plėtra
      • Policy cycle
    • Kultūra
      • Policy cycle
    • Skaitmeninė darbotvarkė
      • Policy cycle
    • Ekonomika ir finansai
      • Economic Benefits of Gender Equality in the EU
      • Policy cycle
    • Išsilavinimas
      • Policy cycle
    • Darbas
      • Policy cycle
      • Struktūros
    • Energetika
      • Policy cycle
    • Verslumas
      • Policy cycle
    • Aplinka ir klimato kaita
      • Policy cycle
    • Sveikata
      • Policy cycle
    • Teisė
      • Policy cycle
    • Jūrų reikalai ir žuvininkystė
      • Policy cycle
    • Migration
      • Policy cycle
    • Skurdas
      • Policy cycle
    • Regioninė politika
      • Policy cycle
    • Mokslas
      • Policy cycle
    • Security
      • Policy cycle
    • Sportas
      • Policy cycle
    • Turizmas
      • Policy cycle
    • Transportas
      • Policy cycle
    • Jaunimas
      • 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
      • Find a gender trainer
      • 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 is a Gender Equality Plan?
      • EU objectives for gender equality in research
      • Why change must be structural
      • Who is this guide for?
      • The GEAR Step-by-Step Guide
        • 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
      • Who is involved in a Gender Equality Plan?
      • Rationale for gender equality in research
      • Basic requirements and success factors
      • Obstacles and solutions
      • Legislative and policy backgrounds
        • 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
      • Relevant insights
      • Examples
        • A practice to award and ensure greater visibility for women researchers
        • A survey to know your institution
        • AKKA
        • Age limit extension in calls for female researchers with children under 10
        • Cascade Model GFZ
        • Compulsory awareness-raising session for B.A. students
        • Election procedure for the Board
        • Elections for the University's Council
        • Encouraging gender equality activities at the grassroots level across the university
        • Family-leave without consequences for the academic career
        • Gender Equality Report
        • Gender Project Manager
        • Gender Report
        • Gender Sensitive PhD Supervisor Toolkit
        • Gender and Diversity Controlling
        • Gender certification: a road to change? (SE)
        • Gender lectureship: a model for mainstreaming in higher education
        • GenderNet Freie Universität Berlin (DE)
        • High-profile tenure-track positions for top female scientists
        • Introducing a gender perspective in research content and teaching
        • Maternity Cover Fund and Return to Work policy
        • National connections at Fraunhofer Gesellschaft: the National Committee
        • Overcoming bias in personnel selection procedures
        • Participatory approach towards development of Career Development Plan
        • Protocol for preventing and tackling sexual harassment and gender-based violence
        • School of drafting and management for European projects
        • Stimulating personal development to improve women academics’ positions
        • Teaching-free period when returning from parental leave
        • The Gender Balance Committee of the Genomic Regulation Centre (ES)
        • WiSER (Centre for Women in Science and Engineering Research)
        • Women represented in all rounds of applications
      • Key resources
    • 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
        • 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
      • Resources
        • References
        • Abbreviations
        • Acknowledgements
  • Metodai ir priemonės
    • Browse
    • Apie EIGE metodus ir priemones
    • Lyčių analizė
    • Gender Audit
    • Informuotumo apie lytis didinimas
    • Gender Budgeting
    • Lyties poveikio verrtinimas
    • Kompetencijų tobulinimas - Lyčių lygybės mokymai
    • Vertinimas
    • Indikatoriai
    • Monitoringas
    • Gender Planning
    • Lyties atžvilgiu jautrūs pirkimai
    • Lyčių atžvilgiu jautrių suinteresuotų šalių konsultacijos
    • Lyčių atžvilgiu suskirstyti duomenys
    • Institucininio transformavimo priemonės
    • Metodų ir priemonių pavyzdžiai
    • Šaltiniai
  • Geroji praktika
    • Browse
    • Apie gerąją praktiką
    • EIGE požiūris į gerąją praktiką
  • 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 leidiniai apie lyčių aspekto integravimą
  • Concepts and definitions
  • Power Up conference 2019
  • Videos
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  • FI - Suomi
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  • Menu
  • Lyčių aspekto integravimas
    • Kas yra lyčių lygybės aspekto integravimas?
      • Policy cycle
    • Institutions and structures
      • Europos Sąjunga
      • EU Member States
      • Suinteresuotosios šalys
      • Tarptautinės organizacijos
    • Sektoriai
      • Žemės ūkis ir kaimo plėtra
        • Policy cycle
      • Kultūra
        • Policy cycle
      • Skaitmeninė darbotvarkė
        • Policy cycle
      • Ekonomika ir finansai
        • Economic Benefits of Gender Equality in the EU
        • Policy cycle
      • Išsilavinimas
        • Policy cycle
      • Darbas
        • Policy cycle
        • Struktūros
      • Energetika
        • Policy cycle
      • Verslumas
        • Policy cycle
      • Aplinka ir klimato kaita
        • Policy cycle
      • Sveikata
        • Policy cycle
      • Teisė
        • Policy cycle
      • Jūrų reikalai ir žuvininkystė
        • Policy cycle
      • Migration
        • Policy cycle
      • Skurdas
        • Policy cycle
      • Regioninė politika
        • Policy cycle
      • Mokslas
        • Policy cycle
      • Security
        • Policy cycle
      • Sportas
        • Policy cycle
      • Turizmas
        • Policy cycle
      • Transportas
        • Policy cycle
      • Jaunimas
        • 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
        • Find a gender trainer
        • 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 is a Gender Equality Plan?
        • EU objectives for gender equality in research
        • Why change must be structural
        • Who is this guide for?
        • The GEAR Step-by-Step Guide
          • 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
        • Who is involved in a Gender Equality Plan?
        • Rationale for gender equality in research
        • Basic requirements and success factors
        • Obstacles and solutions
        • Legislative and policy backgrounds
          • 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
        • Relevant insights
        • Examples
          • A practice to award and ensure greater visibility for women researchers
          • A survey to know your institution
          • AKKA
          • Age limit extension in calls for female researchers with children under 10
          • Cascade Model GFZ
          • Compulsory awareness-raising session for B.A. students
          • Election procedure for the Board
          • Elections for the University's Council
          • Encouraging gender equality activities at the grassroots level across the university
          • Family-leave without consequences for the academic career
          • Gender Equality Report
          • Gender Project Manager
          • Gender Report
          • Gender Sensitive PhD Supervisor Toolkit
          • Gender and Diversity Controlling
          • Gender certification: a road to change? (SE)
          • Gender lectureship: a model for mainstreaming in higher education
          • GenderNet Freie Universität Berlin (DE)
          • High-profile tenure-track positions for top female scientists
          • Introducing a gender perspective in research content and teaching
          • Maternity Cover Fund and Return to Work policy
          • National connections at Fraunhofer Gesellschaft: the National Committee
          • Overcoming bias in personnel selection procedures
          • Participatory approach towards development of Career Development Plan
          • Protocol for preventing and tackling sexual harassment and gender-based violence
          • School of drafting and management for European projects
          • Stimulating personal development to improve women academics’ positions
          • Teaching-free period when returning from parental leave
          • The Gender Balance Committee of the Genomic Regulation Centre (ES)
          • WiSER (Centre for Women in Science and Engineering Research)
          • Women represented in all rounds of applications
        • Key resources
      • 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
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          • Tool 6: Developing quantitative and qualitative indicators for advancing gender equality
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          • Tool 7: Defining gender-sensitive project selection criteria
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            • Supplementary tool 7.a: Gender-responsive agreements with project implementers
          • Tool 8: Tracking resource allocations for gender equality in the EU Funds
          • 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
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          • Acknowledgements
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      • Foreword
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      • 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
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        • Motherhood, low education and migration are particular barriers to work for women
      • 3. Domain of money
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        • Paying the price for motherhood
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      • 4. Domain of knowledge
        • Gender equality in education standing still even as women graduates outnumber men graduates
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        • 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
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Italy

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Apie

The general principle of equality between women and men is enshrined in Article 3 of the Italian Constitution: ‘All citizens have equal social dignity and are equal before the law, without distinction of sex, race, language, religion, political opinion, personal and social conditions.’

Italy’s progress in gender equality stemmed primarily from the need to adopt European Union (EU) directives and the use of European funds in which equal opportunities were a cross-cutting theme [1]. Indeed, from 2000 onwards, gender mainstreaming actions and activities have been coordinated through European Social Funds (ESF) and European Regional Development Fund (ERDF) programmes.

While Italian legislation has made some progress, Italy still falls short of achieving satisfactory policy results. The financial crisis and continuing austerity policies threaten previous achievements in gender equality [2] and measures to ensure the implementation of gender mainstreaming remain weak [3].

Legislative and policy framework

The National Code of Equal Opportunities between Women and Men was established by Legislative Decree No. 198 of 2006 and is considered the Italian legal framework on gender equality and women’s empowerment. The Code gathers 11 laws on equal opportunities in a single text, with a view to rationalising and harmonising the current legislative provisions on gender equality and regulating the promotion of equal opportunities between women and men in the areas of ethical, social and economic relations, and in civil and political rights. It also introduced the principle of gender mainstreaming, obliging the government to take the gender perspective into account. At the time of the 2018 EIGE assessment, no national plan on gender equality was due to be in force from spring 2019.

As it lacks a specific national strategy on gender mainstreaming, Italy relies on regional or sector-specific good practices. Gender mainstreaming is widely addressed in policies financed by the European Structural and Investment (ESI) Funds [4]. For the 2014–2020 Structural Funds programming cycle, promoting equality between women and men is a key value across all programmes, alongside non-discrimination. The Department for Equal Opportunities (DEO) is responsible for gender policy in structural funds. It plans, coordinates and manages the complex framework set up at national and local level to support equal opportunity policies. However, the DEO has been criticised by civil society organisations for its failure to set up any information or accreditation procedure for participation and consultation with NGOs on sexual and gender-based violence and violence against women [5]. Such consultation is expected to be included in the plan covering 2017-2020.

Italian legislative activity has been primarily concerned with electoral laws and measures to address gender-based violence, maternity provisions and work–life balance. Measures established in 2018 to promote equal opportunities built on progress made in these areas in previous years. For example, the 2017 Budget Law extended compulsory paternity leave [6] and included vouchers for babysitting services and financial support to households for childcare services. New policy interventions have focused on flexibility in the workplace (in both the private and public sectors) to improve work–life balance, while national guidelines for healthcare services and hospitals seek to provide assistance and healthcare for women victims of violence. However, welfare and social policy initiatives remain unbalanced, and the effect of gender inequality is linked to increasingly evident pension gaps [7]. In addition, work–life balance is no longer high on the policy agenda or in public discussion, given the negative impact of the economic crisis on willingness to introduce or continue these kinds of human resources policies [8].

Policy measures addressing specific issues (employment, education, health, violence against women, human trafficking, etc.) exist but are framed as related to specific target groups rather than taking a systematic gender equality approach. Gender mainstreaming is inconsistently applied in the formulation and implementation of laws, regulations and programmes in all ministries and decentralised government structures and is very rarely adopted to assess the impact of new laws and measures on gender equality. In addition, the technical, human and financial resources allocated to support gender mainstreaming in public administration are very limited and often lack specific competencies, expertise and training[9].

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Structures

Since 2014, the mandate of several committees and commissions working on gender equality and the advancement of women has expired and been replaced by some new institutional bodies with special gender equality tasks. Generally, however, Italy still lacks the proper infrastructure to enhance gender equality [10]. Gender equality mechanisms are particularly vulnerable to government changes, affecting the continuity and consistency of equality policy. Insufficient human, technical and financial resources are allocated to national mechanisms to effectively coordinate and implement gender equality plans, policies and programmes in all areas and at all levels of government. The accountability of such mechanisms and their interaction with civil society is dependent on government change, given the lack of institutionalised channels for consultation [11].

Government responsibilities

The Italian prime minister is the political authority officially responsible for gender equality and equal opportunity policies. The Ministry for Rights and Equal Opportunities was created in 1996, in line with the UN’s Beijing Platform for Action (BPfA) and EU guidelines on gender mainstreaming. Its functions were established in 1997 (Decree of the Presidency of the Council of Ministers  No. 405 of 28 October 1997 [12]) and modified through subsequent ministerial decrees. Its broad mandate is to represent the Italian position on gender issues at EU level, prepare government gender equality policy and implement the EU Equality Directives, as well as gender mainstreaming. Unfortunately, the Ministry lacks financial autonomy and resources, limiting the implementation of its mandate. Since 2014, the position of Minister for Equal Opportunities in the Cabinet has been held by a state secretary, with simultaneous responsibility for the Presidency of the Council of Ministry, Equal Opportunities and Youth [13].

Italy’s main government gender equality body is the Department for Equal Opportunities (DEO) of the Italian Presidency of the Council of Ministers (since 1996), which has supported the Office of the Minister for Equal Opportunities since 1997. The DEO has a broad mandate to promote and coordinate government actions to support women’s human rights, with a focus on combating violence against women, exploitation and trafficking in human beings since 2015. It also coordinates the adoption of the necessary initiatives for the programming, guidance, coordination and monitoring of the ESI Funds for gender equality policies, and all relations with state, regional and local authorities, as well as with bodies operating in the field of equality and equal opportunities, both in Italy and abroad. The DEO retains the responsibility for topics other than gender equality but does not receive adequate funding [14].

The Equal Opportunities National Committee (EONC) was set up in 1991 and played a central role in respect of the functions required by EU law. This Committee is in charge of formulating a yearly programme to set targets for positive action, monitor their implementation and enforce equality principles. Law No. 125 of 10 April 1991 [15] provides the tasks and functions to eliminate sexually discriminatory behaviours and any barriers that may hinder the equality of women in the workplace, as well as their professional advancement and careers. However, the EONC’s consultative powers on labour policies and the struggle against discrimination were substantially reduced under the reform enacted by Legislative Decree No. 151 of  14 September 2015 [16]. The last Committee’s term ended in 2017 and was renewed only at the end of July 2019.

Independent gender equality body

Law No. 125 defines the profile and competences of the National Equality Counsellor (also referred to as Advisor) at national, regional and provincial level, with a mandate to preside over the conditions under which women are employed in the labour market and to foster and monitor the implementation of principles that support equal treatment of women and men in the workplace. The National Equality Counsellor (previously a member of the EONC) coordinates the Conference of Equality Advisors, which gathers all local Equality Advisors to sustain their actions, disseminate information and facilitate good practice. Equality Advisors also provide assistance to victims of discrimination. Depending on the national or local significance of a discrimination case, the National Counsellor and the Regional Advisors can act directly in the case of collective discrimination. Regional and Provincial Advisors can also represent the individual employee or intervene in an employee-led process, depending on their respective territorial mandate. Unfortunately, the reform of the labour market and associated budget cuts has had a negative impact on the efficacy of the territorial Equality Advisors, who previously safeguarded anti-discriminatory access to rights in the labour market. Government Decree No. 151/2015 refined the mandate of the Equality Advisors and modified the functions and regulations of the National Committee for the Implementation of the Principles of Equality of Treatment and Equality of Opportunity for Male and Female Workers, set up in 1991 in the Ministry of Employment. No further financing is foreseen.

Although intersectionality is included in the Italian legislation (albeit in the extremely simplified form of multiple (double) discrimination), Italy lacks an independent body to protect human rights and combat discrimination, including multiple incidents of discrimination.  Intersection of race with gender, religion and culture is explicitly mentioned in Article 1 of Decree No. 215/2003, which aims to achieve equal treatment by taking into account ‘both the differential impact that similar forms of discrimination can have on women and men and the existence of forms of racism with a cultural and religious character’. The Italian National Office against Racial Discrimination (UNAR) was established in 2003 within the Department for Equal Opportunities (Legislative Decree No. 215 of 9 July 2003) to transpose the Race Equality Directive (2000/43/EC). UNAR’s activities and report do not mention specific gender equality legislation or mechanisms, implying a division of competence with the DEO and a lack of explicit procedures of institutional coordination.

Parliamentary bodies

In 2015, the Parliamentary Intergroup for Women’s Rights was created, chaired by the President of the Chamber and comprising 96 Members of Parliament from every parliamentary group sitting in the Chamber. It disbanded in 2018, following the election and subsequent government change.

Regional structures

Italy is characterised by significant heterogeneity in its regional territories. On the main economic and social indicators, Italy is divided, with the south and the islands on one side and the north and centre on the other [17]. The gender gap indicators (as a gauge of progress towards gender equality [18]) show that a limited number of regions (led by Piedmont and Emilia Romagna) are approximately halfway towards the goal, while a larger group is positioned around the Italian average, at one-third of the way towards the goal. All of the southern regions (except Sardinia) lag considerably behind.

Article 117 of the Italian Constitution states: ‘(…) regional laws shall remove all obstacles which prevent the full equality of men and women in social, cultural and economic life, and shall promote equal access of men and women to elective office.’ The regions can thus legislate on substantive equality and gender equality.

According to Law No. 53/2000, Italian local authorities are responsible for quality of life and have a specific mandate to design positive action plans to reduce gender inequality [19]. Unfortunately, no comparative results are available on methodologies, timing and responsibilities established by local administrations in respect of gender policy initiatives, with the exception of gender budgeting. Based on sex-disaggregated statistics, several Italian municipalities and provinces have developed ‘gender audits’ (gender budget documents) to support the implementation of local and regional gender equality policies. Although Act DL No. 150/2009 requires all public administrations to carry out gender budgets, it has been ignored by most administrations, chiefly because it provided no guidance on methodologies, timing, responsibilities or sanctions [20].

Most regional, provincial and municipal gender equality institutions are similar to those at national level. Many local authorities have appointed a specific political mandate (assessorato) on equal opportunities, while a smaller number have a diversity manager. Most local authorities appointed equality boards or commissions (with primarily consultative powers) to encourage the implementation of gender strategies.

At local level, Equal Opportunities Commissions (CPOs) have been active in each institution of the public sector since 1988 (regional, provincial, municipal administrations, universities, local units of the national health system, etc.). Their performance, however, is extremely uneven. Under Law No. 183/2010, the CPOs were transformed into unified Committees for the Rights of Employees (CUGs), which combine the former Commissions for Gender Equality with the Committees for Protection against ‘Work Bullying’. The CUGs’ areas of concern were extended to discrimination based on gender, age, sexual orientation, race, ethnic origin, disability, religion and language. They provide an effective and comprehensive tool against discrimination in the workplace, covering the areas of economic treatment, career advancement, security and access to work. No notable changes are evident since 2014.

Usually, the territorial network systems include various groups, such as: women’s associations, women’s crisis centres, social and healthcare entities, as well as courthouses, police forces, lawyers, career guidance officers, regional school offices and judicial women’s forums. However, the financial resources available at national level to distribute to the regions and municipalities are generally considered inadequate [21]. In addition to their national allocations, regions, metropolitan cities and municipalities can integrate their budget reports with other financial resources, for example private and European funds [22].

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Methods and tools

Note: the methods and tools listed under this section were the focus of EIGE’s 2018-2019 assessment. If certain methods and tools are not mentioned in this section, this does not necessarily mean that they are not used at all by Italy.

Since 2000, gender mainstreaming policies have mainly been implemented through European funds (ESF and ERDF) and by creating systematic collaboration with the Italian regions. The VISPO guidelines (Valutazione Impatto Strategico Pari Opportunità – Equal Opportunities Strategic Impact Assessment) were drafted in 1999 and applied during the 2000–2006 planning period but have since been abandoned. However, the guidelines have proved a valuable tool for local administrations responsible for ESF programming activities and have been adopted by local decision-makers for strategy planning purposes and for drafting the relevant programming documents. Promoting equality between women and men and non-discrimination across all programmes is a key value for the 2014–2020 ESF programming cycle. Some specific initiatives are financed through the National Operational Programme (NOP) governance and institutional capacity, managed by the agency for territorial cohesion, which established a strategic committee in 2017 to address gender issues. The initiatives promoted through NOP governance include the project on ‘smart work for the future of PA’ and the project on ‘evaluation methods and tools for gender mainstreaming’, managed by the DEO. The project ‘Strengthening policies to contrast gender discrimination at the workplace in cohesion policy’ is also underway.

Gender budgeting

Over the last 20 years, many local governments have promoted gender-responsive budgeting, while the ESF initiatives have stimulated the adoption of policy developments to improve gender equality. However, the promotion of gender budgeting is the only gender mainstreaming initiative widely used in Italy, promoted especially at sub-national level. Between 2016 and 2018, gender budgeting was also implemented at national level.  

At regional level, gender budgeting involves provincial administrations, municipalities and - more rarely - regional governments. Since 2000, Italy has experimented with initiatives to create a ‘network of provinces and municipalities for the dissemination of gender budgeting good practices’ (2002). Examples of these initiatives were the promotion of a gender-sensitive analysis of budget documents, new methodologies and measures to address the gendered distribution of resources, guidelines and training modules for town councillors, managers and officials, and gender-sensitive expenditure indicators [23]. Overall, gender budgeting initiatives have increased awareness and involvement at local level.

According to Law No. 196/2009, all public bodies should include a gender budget document in their yearly performance review. The Decree states that the exercise should be carried out on the state’s final accounts, with an analysis of both revenue and expenditure, and ‘equitable and sustainable well-being’ (BES) indicators used to highlight the existing gender gaps.

A gender budget analysis was piloted for the 2016 state budget, in order to assess the different impacts of budgetary policies on women and men in terms of money, services, time and unpaid work. The methodology and actors involved were established through a Decree of the President of the Council of Ministers (DM of 16 June 2017), acting together with the Minister of Economy and Finance. A special Steering Committee was appointed in 2017 at the Ministry of Economy and Finance, composed of ministry representatives, the Presidency of the Council of Ministries (PCM), the National Statistical Institute (ISTAT) and the National Social Security Institute (INPS), as well as three experts from academia or research institutions [24]. The process was primarily managed by the State General Accounting Department of the Ministry of Economy and Finance. The task of collecting data on public employees was undertaken by the Ministry’s Department of Finance and the Department of General Affairs, each administrative managing level unit of central state administrations (including the territorial branches), the PCM and ISTAT. The Steering Committee collaborated with the DEO on the final report.

Following that pilot programme for 2016, the activities were repeated for 2017, to allow for the examination of a more complete set of indicators on gender gaps in areas fundamental to the community, and to carry out a more precise examination of the relevant expenditure and activities of each administration from a gender perspective.  The INPS created a specific task force (Visit INPS Scholars) to implement a set of new indicators, which saw 146 indicators used in 2017, compared to only 39 in 2016 [25]. The state budget expenditure was reclassified in the light of an assessment of its different impacts on women and men [26].

Training and awareness-raising

Since 2014, local authorities and other state bodies, such as law enforcement and social and healthcare facilities, have promoted various training actions for their staff or operators of other organisations, featuring different approaches and characteristics. As there is no legal basis for gender equality training in Italy, interventions are often limited and geographically scattered. Some state administrations reporting specific training initiatives are: the PCM, the Ministry of Economy and Finance, the Ministry of Labour and Social Policies, the Ministry of Justice (for the Penitentiary Administration), the Ministry of Foreign Affairs and International Cooperation, the Ministry of the Interior (State Police) and the Ministry of Defence (Air Force and Carabinieri). Together with the DEO, in 2017, the Ministry of Education University and Research (MIUR) began to build relevant actions and measures to ensure gender mainstreaming in gender-sensitive pedagogy, as well as education in gender differences. A working group established at the Ministry in 2017 also developed ‘Guidelines for use of gender-sensitive language in administrative documentation’. Following the change of government in 2018 [27], actions on gender-sensitive education, guidelines and recommendations have yet to be applied.

Gender statistics          

The Prodi-Finocchiaro Directive of 27 March 1997, and the Nicolais-Pollastrini Directive of 23 May 2007 called for the collection of gender-sensitive statistics within public administrations. In 2008, the National Council for Economy and Labour (CNEL) proposed a bill on ‘Rules on gender-sensitive statistics’ (which is still under consideration in parliament), while ISTAT began to integrate the gender dimension into many of its surveys. Although there is no unit, desk or focal point within ISTAT that is responsible for gender-sensitive statistics, many surveys are conducted on specific gender issues, particularly in the social statistics sector. The process of gender mainstreaming has been applied to all stages of statistical activities, with integrating a gender perspective throughout the statistical system seen as the responsibility of every member of staff and part of ISTAT’s commitment to data quality and relevance.

In the last decade, collaboration between ISTAT and the DEO has led to grants to support several surveys, notably the survey on sexual harassment against women 2007–2009, the survey on maternity and female participation in the labour market, and the 2006 and 2015 surveys on women’s safety. These surveys represent a new model for disseminating statistical information, as the data results are accompanied by user-friendly explanations and comments, delivered in a transparent and accessible way.

Some challenges remain, as gender is not yet well-integrated into some areas of data production, particularly those areas where gender has traditionally been perceived as irrelevant to their statistics, such as economics, business, transport and agriculture.

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Good practices

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References

ActionAid (2018). Trasparenza e acoountability: i fondi nazionali antiviolenza 2015-2017.

Addabbo T., Rodríguez-Modroño P. and Gálvez-Muñoz L. (2015). Gender Budgeting in Education from a Wellbeing Approach: An Application to Italy and Spain. Journal of Economic Policy, 2, pp. 195–212.

Amici, M. and Stefani, M.L. (2013). A gender equality index for the Italian regions. Occasional Paper. Banca d'Italia, Roma.

D’Ipolitti, C., Bettio, F., Corsi, M., Verashchagina, A., Lyberaki, A. and Samek Lodovici, M. (2013). The impact of the economic crisis on the situation of women and men and on gender equality policies.

Bettio, F. and Rosselli, A. (2018). Gender Budgeting in Italy: A Laboratory for Alternative Methodologies? In: A. O'Hagan and E. Klatzer (Eds.) Gender Budgeting in Europe. Cham: Palgrave Macmillan.

Committee on the Elimination of Discrimination against Women (2016). Concluding observations. CEDAW/C/SWE/CO/8-9. 

Commissione d’inchiesta sul femminicidio (2018). Relazione finale 2018.

Commissione Nazionale per le Società e la Borsa (CONSOB) (2018). Boardroom gender diversity and performance of listed companies in Italy. CONSOB Working Papers, p. 87.

DIRE (2011). Il piano di azione nazionale contro la violenza di genere  e lo stalking del governo italiano: alcuni appunti dell’associazione ‘Di.Re Donne in rete contro la violenza – ONLUS’ per migliorare gli interventi previsti ‘Quali politiche contro la violenza alle donne?’

DIRE (2014). Linee guida per l’intervento e la costruzione di rete tra i Servizi Sociali dei Comuni e i  Centri Antiviolenza. 

DIRE (2019). Piano operativo antiviolenza calato dall’alto, misure generiche. I centri antiviolenza dove sono?

European Commission against Racism and Intolerance (ECRI) (2016). ECRI Report on Italy. Council of Europe.

European Institute for Gender Equality (2015). Reconciliation of work, family and private life in the European Union. Policy review.

European Parliament’s Committee on Women’s Rights and Gender Equality (FEMM) (2016). The Use of Funds for Gender Equality in Selected Member States. 

European Parliament’s Committee on Women’s Rights and Gender Equality (FEMM) (2014). The policy on Gender Equality in Italy.

Galizzi, G. and Siboni, B. (2016). Positive action plans in Italian universities: does gender really matter? Meditari Accountancy Research, Vol. 24 (2), pp. 246–268.

Gori, E., Romolini, A. and Fissi, S. (2016). The local authorities’ role in disseminating gender equality: Evidence from Italy. Pubblicazioni Sidrea, 9. 

Group of Experts on Action against Trafficking in Human Beings (GRETA) (2019). Report concerning the implementation of the Council of Europe Convention on Action against Trafficking. Council of Europe.

Group of Experts on Action against Violence against Women and Domestic Violence (GREVIO) (2018). Report submitted by Italy pursuant to Article 68, paragraph 1 of the Council of Europe Convention on preventing and combating violence against women and domestic violence. Council of Europe.

ISFOL (2015). Pari opportunità e non discriminazione: il Fondo sociale europeo nei territori in convergenza tra attuazione e proposte per la programmazione 2014–2020. 

Ministry of Economy and Finance (2017). Relazione al Parlamento sul Bilancio di genere.  

Ministry of Education University and Research (MIUR) (2017). Linee Guida Nazionali (art.1comma16L.107/2015) Educare al rispetto: per la parità tra i sessi, la prevenzione della violenza di genere e di tutte le forme di discriminazione. 

Piano nazionale d'azione contro la tratta e il grave sfruttamento degli esseri umani 2016-2021. 

Piano strategico nazionale sulla violenza maschile contro le donne 2017-2020.

Provita (2017). Scuola e linee guida del MIUR: luci e ombre.

Ragioneria Générale dello Stato (2018). Relazione sul Bilancio di genere 2017. 

Regione Emilia Romagna (2019). Regional Economic and Financial Document (DEFR).

Tecnica della scuola (2015). DdL e teoria gender, le rassicurazioni del Ministro non convincono la Lega Nord. 

Zanier, M.L. and Crespi, I. (2015). Facing the Gender Gap in Aging: Italian Women’s Pension in the European Context. Social Sciences, 4, pp. 1185–12.

Endnotes

[1] ISFOL (2015). Pari opportunità e non discriminazione: il Fondo sociale europeo nei territori in convergenza tra attuazione e proposte per la programmazione 2014–2020.

[2] D’Ipolitti, C., Bettio, F., Corsi, M., Verashchagina, A., Lyberaki, A. and Samek Lodovici, M. (2013). The impact of the economic crisis on the situation of women and men and on gender equality policies. 

[3] FEMM (2014). The policy on Gender Equality in Italy.

[4] ISFOL (2015). Pari opportunità e non discriminazione: il Fondo sociale europeo nei territori in convergenza tra attuazione e proposte per la programmazione 2014–2020. 

[5] Women’s Association Network Against Violence (D.i.Re) (2019) Piano operativo antiviolenza calato dall’alto, misure generiche. I centri antiviolenza dove sono?

[6] For fathers working as employees enrolled in the National Institute for Social Security.

[7] Zanier, M.L. and Crespi, I. (2015). Facing the Gender Gap in Aging: Italian Women’s Pension in the European Context. Social Sciences, 4, pp. 1185–12.

[8] EIGE (2015). Reconciliation of work, family and private life in the European Union. Policy review.

[9] FEMM (2014). The policy on Gender Equality in Italy. 

[10] FEMM (2014). The policy on Gender Equality in Italy. 

[11] Gori, E., Romolini, A. and Fissi, S. (2016). The local authorities’ role in disseminating gender equality: Evidence from Italy. Pubblicazioni Sidrea, 9. 

[12] Regulation of the institution and organisation of the Equal Opportunities Department within the Presidency of the Council of Ministers. 

[13] In the provisional budget 2019–20, the budget entry for actions, programmes and missions, ‘Equal Opportunities’, has been renamed ‘Family, Equal Opportunities and Social Unrest’.

[14] FEMM (2016). The Use of Funds for Gender Equality in Selected Member States. 

[15] Positive actions for the implementation of equality between women and men at work.

[16] Dispositions on the rationalisation and simplification  of procedures and  fulfilment of citizens and firms and other dispositions on the matter of work relationships and equal opportunities.

[17] Amici, M. and Stefani, M.L. (2013). A gender equality index for the Italian regions. Occasional Paper. Banca d'Italia, Roma.

[18] Amici, M. and Stefani, M.L. (2013). A gender equality index for the Italian regions. Occasional Paper. Banca d'Italia, Roma.

[19] Positive action plans (PAPs; envisaged by Article 48 of Legislative Decree 198/2006) can be considered a form of gender equality policy for public administration as tools to be compulsorily adopted by public administrations to implement gender equality initiatives.

[20] FEMM (2014). The policy on Gender Equality in Italy. 

[21] GREVIO (2018). Report submitted by Italy pursuant to Article 68, paragraph 1 of the Council of Europe Convention on preventing and combating violence against women and domestic violence. Council of Europe.

[22] The fund allocation has often been delayed, with the money sometimes used in a non-transparent way. Consequently, women’s organisations have requested that the allocation of funds intended for crisis centres be binding for the regions. The organisation Actionaid, within the project Donne che contano, has created an open data platform to make the information more accessible. Along with DIRE, Actionaid monitored and compared the data from the different regions, highlighting the lack of homogeneity both in the decisions made by the different administrations and also in the availability of the information.

[23] Bettio, F. and Rosselli, A. (2018). Gender Budgeting in Italy: A Laboratory for Alternative Methodologies? In: A. O'Hagan and E. Klatzer (Eds.) Gender Budgeting in Europe. Cham: Palgrave Macmillan.

[24] Tindara Addabbo (Università di Modena e Reggio Emilia), Maddalena Davoli (Goethe University Frankfurt am Main) and Marina Murat (Università di Modena e Reggio Emilia).

[25] Ragioneria Générale dello Stato (2018). Relazione sul Bilancio di genere 2017.

[26] The full version of the report to parliament on the 2017 gender budget is available on the State’s General Accounting Department website at: www.rgs.mef.gov.it/VERSIONE-I/Attivit--i/Rendiconto/Bilancio-digenere/  It includes an appendix on legislation (Appendix I), reviewing the gender budget pilot project applied to the state final accounts and the provisions for the reduction of gender inequalities enacted in Italy. Appendix II includes each administration's replies to questionnaires on personnel and sectoral policies in gender perspective. Appendix III is a statistical appendix available in a computer-processable format and containing indicators for monitoring gender gaps. Some highlights of the results are also disseminated through the Open budget App.

[27] These activities also remained unimplemented because of the growing backlash against gender-sensitive education by conservative or right-wing movements or organisations.

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