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Gender mainstreaming

  • What is Gender mainstreaming
    • Policy cycle
  • Institutions and structures
    • European Union
    • EU Member States
    • Stakeholders
    • International organizations
  • Policy areas
    • Agriculture and rural development
      • Policy cycle
    • Culture
      • Policy cycle
    • Digital agenda
      • Policy cycle
    • Economic and financial affairs
      • #3 Steps Forward
        • How can you make a difference?
      • Economic Benefits of Gender Equality in the EU
      • Policy cycle
    • Education
      • Policy cycle
    • Employment
      • Policy cycle
      • Structures
    • Energy
      • Policy cycle
    • Entrepreneurship
      • Policy cycle
    • Environment and climate change
      • Policy cycle
    • Health
      • Policy cycle
    • Justice
      • Policy cycle
    • Maritime affairs and fisheries
      • Policy cycle
    • Migration
      • Policy cycle
    • Poverty
      • Policy cycle
    • Regional policy
      • Policy cycle
    • Research
      • Policy cycle
    • Security
      • Policy cycle
    • Sport
      • Policy cycle
    • Tourism
      • Policy cycle
    • Transport
      • Policy cycle
    • Youth
      • Policy cycle
  • Toolkits
    • Gender Equality Training
      • Back to toolkit page
      • What is Gender Equality Training
      • Why invest in Gender Equality Training
      • Who should use Gender Equality Training
      • Step-by-step guide to Gender Equality Training
        • Preparation phase
          • 1. Assess the needs
          • 2. Integrate initiatives to broader strategy
          • 3. Ensure sufficient resources
          • 4. Write good terms of reference
          • 5. Select a trainer
        • Implementation phase
          • 6. Engage in the needs assessment
          • 7. Actively participate in the initiative
          • 8. Invite others to join in
          • 9. Monitoring framework and procedures
        • Evaluation and follow-up phase
          • 10. Set up an evaluation framework
          • 11. Assess long-term impacts
          • 12. Give space and support others
      • Designing effective Gender Equality Training
      • Gender Equality Training in the EU
      • Good Practices on Gender Equality Training
      • More resources on Gender Equality Training
      • More on EIGE's work on Gender Equality Training
    • Gender Impact Assessment
      • Back to toolkit page
      • What is Gender Impact Assessment
      • Why use Gender Impact Assessment
      • Who should use Gender Impact Assessment
      • When to use Gender Impact Assessment
      • Guide to Gender Impact Assessment
        • Step 1: Definition of policy purpose
        • Step 2: Checking gender relevance
        • Step 3: Gender-sensitive analysis
        • Step 4: Weighing gender impact
        • Step 5: Findings and proposals for improvement
      • Following up on gender impact assessment
      • General considerations
      • Examples from the EU
        • European Union
          • European Commission
        • National level
          • Austria
          • Belgium
          • Denmark
          • Finland
          • Sweden
        • Regional level
          • Basque country
          • Catalonia
        • Local level
          • Lower Saxony
          • Swedish municipalities
    • Institutional Transformation
      • Back to toolkit page
      • What is Institutional Transformation
        • Institutional transformation and gender: Key points
        • Gender organisations
        • Types of institutions
        • Gender mainstreaming and institutional transformation
        • Dimensions of gender mainstreaming in institutions: The SPO model
      • Why focus on Institutional Transformation
        • Motivation model
      • Who the guide is for
      • Guide to Institutional Transformation
        • Preparation phase
          • 1. Creating accountability and strengthening commitment
          • 2. Allocating resources
          • 3. Conducting an organisational analysis
          • 4. Developing a strategy and work plan
        • Implementation phase
          • 5. Establishing a support structure
          • 6. Setting gender equality objectives
          • 7. Communicating gender mainstreaming
          • 8. Introducing gender mainstreaming
          • 9. Developing gender equality competence
          • 10. Establishing a gender information management system
          • 11. Launching gender equality action plans
          • 12. Promotional equal opportunities
        • Evaluation and follow-up phase
          • 13. Monitoring and steering organisational change
      • Dealing with resistance
        • Discourse level
        • Individual level
        • Organisational level
        • Statements and reactions
      • Checklist: Key questions for change
      • Examples from the EU
        • Preparation phase
          • 1. Strengthening accountability
          • 2. Allocating resources
          • 3. Organisational analysis
          • 4. Developing a strategy and working plan
        • Implementation phase
          • 5. Establishing a support structure
          • 6. Setting objectives
          • 7. Communicating gender mainstreaming
          • 8. Introducing methods and tools
          • 9. Developing Competence
          • 10. Establishing a gender information management system
          • 11. Launching action plans
          • 12. Promoting within an organisation
        • Evaluation and follow-up phase
          • 13. Monitoring and evaluating
    • Gender Equality in Academia and Research
      • Back to toolkit page
      • WHAT
        • What is a Gender Equality Plan?
        • Terms and definitions
        • Which stakeholders need to be engaged into a GEP
        • About the Gear Tool
      • WHY
        • Horizon Europe GEP criterion
        • Gender Equality in Research and Innovation
        • Why change must be structural
        • Rationale for gender equality change in research and innovation
      • HOW
        • GEAR step-by-step guide for research organisations, universities and public bodies
          • Step 1: Getting started
          • Step 2: Analysing and assessing the state-of-play in the institution
          • Step 3: Setting up a Gender Equality Plan
          • Step 4: Implementing a Gender Equality Plan
          • Step 5: Monitoring progress and evaluating a Gender Equality Plan
          • Step 6: What comes after the Gender Equality Plan?
        • GEAR step-by-step guide for research funding bodies
          • Step 1: Getting started
          • Step 2: Analysing and assessing the state-of-play in the institution
          • Step 3: Setting up a Gender Equality Plan
          • Step 4: Implementing a Gender Equality Plan
          • Step 5: Monitoring progress and evaluating a Gender Equality Plan
          • Step 6: What comes after the Gender Equality Plan?
        • GEAR action toolbox
          • Work-life balance and organisational culture
          • Gender balance in leadership and decision making
          • Gender equality in recruitment and career progression
          • Integration of the sex/gender dimension into research and teaching content
          • Measures against gender-based violence including sexual harassment
          • Measures mitigating the effect of COVID-19
          • Data collection and monitoring
          • Training: awareness-raising and capacity building
          • GEP development and implementation
          • Gender-sensitive research funding procedures
        • Success factors for GEP development and implementation
        • Challenges & resistance
      • WHERE
        • Austria
        • Belgium
        • Bulgaria
        • Croatia
        • Cyprus
        • Czechia
        • Denmark
        • Estonia
        • Finland
        • France
        • Germany
        • Greece
        • Hungary
        • Ireland
        • Italy
        • Latvia
        • Lithuania
        • Luxembourg
        • Malta
        • Netherlands
        • Poland
        • Portugal
        • Romania
        • Slovakia
        • Slovenia
        • Spain
        • Sweden
        • United Kingdom
    • Gender-sensitive Parliaments
      • Back to toolkit page
      • What is the tool for?
      • Who is the tool for?
      • How to use the tool
      • Self-assessment, scoring and interpretation of parliament gender-sensitivity
        • AREA 1 – Women and men have equal opportunities to ENTER the parliament
          • Domain 1 – Electoral system and gender quotas
          • Domain 2 - Political party/group procedures
          • Domain 3 – Recruitment of parliamentary employees
        • AREA 2 – Women and men have equal opportunities to INFLUENCE the parliament’s working procedures
          • Domain 1 – Parliamentarians’ presence and capacity in a parliament
          • Domain 2 – Structure and organisation
          • Domain 3 – Staff organisation and procedures
        • AREA 3 – Women’s interests and concerns have adequate SPACE on parliamentary agenda
          • Domain 1 – Gender mainstreaming structures
          • Domain 2 – Gender mainstreaming tools in parliamentary work
          • Domain 3 – Gender mainstreaming tools for staff
        • AREA 4 – The parliament produces gender-sensitive LEGISLATION
          • Domain 1 – Gender equality laws and policies
          • Domain 2 – Gender mainstreaming in laws
          • Domain 3 – Oversight of gender equality
        • AREA 5 – The parliament complies with its SYMBOLIC function
          • Domain 1 – Symbolic meanings of spaces
          • Domain 2 – Gender equality in external communication and representation
      • How gender-sensitive are parliaments in the EU?
      • Examples of gender-sensitive practices in parliaments
        • Women and men have equal opportunities to ENTER the parliament
        • Women and men have equal opportunities to INFLUENCE the parliament’s working procedures
        • Women’s interests and concerns have adequate SPACE on parliamentary agenda
        • The parliament produces gender-sensitive LEGISLATION
        • The parliament complies with its SYMBOLIC function
      • Glossary of terms
      • References and resources
    • Gender Budgeting
      • Back to toolkit page
      • Für wen ist dieses Toolkit gedacht?
      • Warum ist die Berücksichtigung des Gleichstellungsaspekts bei der Haushaltsplanung für die europäischen Fonds in geteilter Verwaltung von Bedeutung?
        • Drei Gründe, warum es wichtig ist, den Gleichstellungsaspekt bei der Haushaltsplanung für die EU-Fonds zu berücksichtigen
      • Was ist die Berücksichtigung von Gleichstellungsaspekten bei der Haushaltsplanung?
        • Einführung der Berücksichtigung des Gleichstellungsaspekts bei der Haushaltsplanung
        • Was hat die Berücksichtigung des Gleichstellungsaspekts bei der Haushaltsplanung mit den Lebenswirklichkeiten von Frauen und Männern zu tun?
        • Was umfasst die Berücksichtigung des Gleichstellungsaspekts bei der Haushaltsplanung in der Praxis?
        • Berücksichtigung des Gleichstellungsaspekts bei der Haushaltsplanung im Rahmen der EU-Fonds
          • Berücksichtigung des Gleichstellungsaspekts bei der Haushaltsplanung als Form der Einhaltung von EU-Rechtsvorschriften
          • Berücksichtigung des Gleichstellungsaspekts bei der Haushaltsplanung als eine Form der Förderung der Rechenschaftspflicht und Transparenz bei der öffentlichen Haushaltsplanung und Verwaltung
          • Die Berücksichtigung des Gleichstellungsaspekts bei der Haushaltsplanung als Weg, um die Teilnahme von Frauen und Männern an den Haushaltsverfahren zu steigern
          • Die Berücksichtigung des Gleichstellungsaspekts bei der Haushaltsplanung als Weg zur Förderung der Gleichstellung von Frauen und Männern in ihrer gesamten Vielfalt
      • Wie können wir den Gleichstellungsaspekt bei der Haushaltsplanung im Rahmen der EU‑Fonds berücksichtigen? Praktische Instrumente und Beispiele aus den Mitgliedstaaten
        • Instrument 1: Verknüpfung der EU-Fonds mit dem EU-Rechtsrahmen zur Geschlechtergleichstellung
          • Gesetzgeberische und gesetzliche Grundlage für die Gleichstellungspolitik der EU
          • Konkrete Anforderungen für die Berücksichtigung der Geschlechtergleichstellung innerhalb der EU-Fonds
          • Grundlegende Voraussetzungen der EU-Fonds
          • Zusätzliche Ressourcen
        • Instrument 2: Analyse der geschlechtsspezifischen Ungleichheiten und Bedürfnisse auf nationaler und subnationaler Ebene
          • Schritte zur Bewertung und Analyse der geschlechtsspezifischen Ungleichheiten und Bedürfnisse
          • Schritt 1: Erfassung von Informationen und aufgeschlüsselten Daten zur Zielgruppe
          • Schritt 2: Ermittlung der vorhandenen geschlechtsspezifischen Ungleichheiten und der zugrunde liegenden Ursachen
          • Schritt 3: Direkter Austausch mit den Zielgruppen
          • Schritt 4. Schlussfolgerungen ziehen
          • Zusätzliche Ressourcen
        • Instrument 3: Operationalisierung der Geschlechtergleichstellung in den politischen Zielsetzungen (in Partnerschaftsvereinbarungen) und spezifischen Zielsetzungen/ Maßnahmen (in operationellen Programmen)
          • Schritte zur Operationalisierung der Geschlechtergleichstellung in Partnerschaftsvereinbarungen und operationellen Programmen
          • Allgemeine Leitlinien zur Operationalisierung der Geschlechtergleichstellung bei der Entwicklung der politischen Zielsetzungen, spezifischen Ziele und Maßnahmen
          • Checkliste für die Umsetzung des bereichsübergreifenden Grundsatzes der Gleichstellung der Geschlechter in Partnerschaftsvereinbarungen
          • Checkliste für die Umsetzung des bereichsübergreifenden Grundsatzes der Gleichstellung der Geschlechter in operationellen Programmen
          • Beispiele für die Integration der Geschlechtergleichstellung als bereichsübergreifender Grundsatz in die politischen Ziele und spezifischen Zielsetzungen
        • Instrument 4: Koordinierung der EU-Fonds zur Verbesserung der Vereinbarkeit von Beruf und Privatleben und Komplementaritäten zwischen diesen Fonds
          • Schritte zur Verbesserung der Koordinierung und Komplementarität zwischen den Fonds
          • Schritt 1: Ausrichtung an den Zielen der EU des strategischen Engagements für die Gleichstellung der Geschlechter und an den nationalen Zielen für die Geschlechtergleichstellung
          • Schritte 2 und 3: Ermittlung und Entwicklung möglicher Interventionen zur Verbesserung der Vereinbarkeit von Beruf und Privatleben
          • Schritt 4: Nachbereitung durch die Verwendung von Indikatoren im Rahmen der Überwachungs- und Evaluierungssysteme
          • Fiktive Fallstudie 1: Vereinbarkeit von bezahlter Arbeit und Kinderbetreuung
          • Fiktive Fallstudie 2: Vereinbarkeit von Schichtarbeit und Kinderbetreuung
          • Fiktive Fallstudie 3: Ausgleich zwischen Versorgungsarbeit für sich und andere
          • Fiktive Fallstudie 4: Vereinbarkeit von Pflege und Betreuung von Kindern und älteren Personen mit der Schichtarbeit
          • Zusätzliche Ressourcen
        • Instrument 5: Festlegung von Partnerschaften und Steuerung auf mehreren Ebenen – Identifizierung der relevanten Partnerinnen und Partner, die Rolle von Gleichstellungsexpertinnen und -experten und die Zusammensetzung der Überwachungsausschüsse
          • Schritte für die Festlegung von Partnerschaften und Steuerung auf mehreren Ebenen
          • Zusätzliche Ressourcen
        • Instrument 6: Ausarbeitung von quantitativen und qualitativen Indikatoren für die Förderung der Geschlechtergleichstellung
          • Schritte für die Entwicklung von quantitativen und qualitativen Indikatoren
          • EFRE und Kohäsionsfonds (die gleichen gemeinsamen Indikatoren)
          • Europäischer Sozialfonds Plus
          • Europäischer Meeres- und Fischereifonds
          • Zusätzliche Ressourcen
        • Instrument 7: Festlegung der gleichstellungsorientierten Kriterien für die Auswahl der Vorhaben
          • Schritte zur Unterstützung der gleichstellungsorientierten Entwicklung und Auswahl von Vorhaben
          • Checkliste für die Ausarbeitung von Aufforderungen zur Einreichung von Vorschlägen für Vorhaben
          • Checkliste für die Kriterien zur Auswahl der Vorhaben
          • Zusätzliches Instrument 7.a: Geschlechtergerechte Vereinbarungen mit den Projektträgern
        • Instrument 8: Nachverfolgung der Mittelzuweisungen für die Geschlechtergleichstellung bei den EU-Fonds
          • 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
        • Instrument 9: Einbeziehung der Geschlechtergleichstellung bei der Konzipierung des Projekts
          • Schritte für die Einbeziehung der Geschlechtergleichstellung bei der Konzipierung des Projekts
          • Schritt 1: Ausrichtung an den Gleichstellungszielen und Indikatoren der Partnerschaftsvereinbarungen und operationellen Programme
          • Schritt 2: Entwicklung des Vorhabens und Antrag
          • Schritt 3. Umsetzung des Vorhabens
          • Schritt 4. Beurteilung des Vorhabens
        • Instrument 10: Berücksichtigung der Geschlechterperspektive bei den Überwachungs- und Evaluierungsverfahren
          • Schritte zur Einbeziehung der Geschlechterperspektive in die Überwachungs- und Evaluierungsverfahren
          • Zusätzliche Ressourcen
        • Instrument 11: Berichterstattung zur Mittelverwendung für die Geschlechtergleichstellung im Rahmen der EU-Fonds
          • Nachverfolgung der Ausgaben für die Geschlechtergleichstellung
          • Zusätzliche Ressourcen
      • Ressourcen
        • Literaturverzeichnis
        • Abkürzungen
        • Danksagung
    • Gender-responsive Public Procurement
      • Back to toolkit page
      • Who is this toolkit for?
        • Guiding you through the toolkit
      • What is gender-responsive public procurement?
        • How is gender-responsive public procurement linked to gender equality?
        • How is gender-responsive public procurement linked to gender budgeting?
      • Why is gender-responsive public procurement important?
        • Five reasons why gender-responsive public procurement
        • Why was this toolkit produced
      • Gender-responsive public procurement in practice
        • Legal framework cross-references gender equality and public procurement
        • Public procurement strategies cover GRPP
        • Gender equality action plans or strategies mention public procurement
        • Capacity-building programmes, support structures
        • Regular collaboration between gender equality bodies
        • Effective monitoring and reporting systems on the use of GRPP
        • Tool 1:Self-assessment questionnaire about the legal
        • Tool 2: Overview of the legislative, regulatory and policy frameworks
      • How to include gender aspects in tendering procedures
        • Pre-procurement stage
          • Needs assessment
          • Tool 3: Decision tree to assess the gender relevance
          • Preliminary market consultation
          • Tool 4: Guiding questions for needs assessment
          • Defining the subject matter of the contract
          • Choosing the procedure
          • Tool 5: Decision tree for the choice of procedure for GRPP
          • Dividing the contract into lots
          • Tool 6: Guiding questions for dividing contracts into lots for GRPP
          • Light regime for social, health and other specific services
          • Tool 7: Guiding questions for applying GRPP under the light regime
          • Tool 8: Guiding questions for applying GRPP under the light regime
          • Reserved contracts
          • Preparing tender documents
        • Procurement stage
          • Exclusion grounds
          • Selection criteria
          • Technical specifications
          • Tool 9: Decision tree for setting GRPP selection criteria
          • Award criteria
          • Tool 10: Formulating GRPP award criteria
          • Tool 11: Bidders’ concepts to ensure the integration of gender aspects
          • Use of labels/certifications
        • Post-procurement stage
          • Tool 12: Checklist for including GRPP contract performance conditions
          • Subcontracting
          • Monitoring
          • Reporting
          • Tool 13: Template for a GRPP monitoring and reporting plan
      • References
      • Additional resources
  • Methods and tools
    • Browse
    • About EIGE's methods and tools
    • Gender analysis
    • Gender audit
    • Gender awareness-raising
    • Gender budgeting
    • Gender impact assessment
    • Gender equality training
    • Gender-responsive evaluation
    • Gender statistics and indicators
    • Gender monitoring
    • Gender planning
    • Gender-responsive public procurement
    • Gender stakeholder consultation
    • Sex-disaggregated data
    • Institutional transformation
    • Examples of methods and tools
    • Resources
  • Good practices
    • Browse
    • About good practices
    • EIGE’s approach to good practices
  • Country specific information
    • Belgium
      • Overview
    • Bulgaria
      • Overview
    • Czechia
      • Overview
    • Denmark
      • Overview
    • Germany
      • Overview
    • Estonia
      • Overview
    • Ireland
      • Overview
    • Greece
      • Overview
    • Spain
      • Overview
    • France
      • Overview
    • Croatia
      • Overview
    • Italy
      • Overview
    • Cyprus
      • Overview
    • Latvia
      • Overview
    • Lithuania
      • Overview
    • Luxembourg
      • Overview
    • Hungary
      • Overview
    • Malta
      • Overview
    • Netherlands
      • Overview
    • Austria
      • Overview
    • Poland
      • Overview
    • Portugal
      • Overview
    • Romania
      • Overview
    • Slovenia
      • Overview
    • Slovakia
      • Overview
    • Finland
      • Overview
    • Sweden
      • Overview
  • EIGE’s publications on Gender mainstreaming
  • Concepts and definitions
  • Power Up conference 2019
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  • Menu
  • Gender mainstreaming
    • What is Gender mainstreaming
      • Policy cycle
    • Institutions and structures
      • European Union
      • EU Member States
      • Stakeholders
      • International organizations
    • Policy areas
      • Agriculture and rural development
        • Policy cycle
      • Culture
        • Policy cycle
      • Digital agenda
        • Policy cycle
      • Economic and financial affairs
        • #3 Steps Forward
          • How can you make a difference?
        • Economic Benefits of Gender Equality in the EU
        • Policy cycle
      • Education
        • Policy cycle
      • Employment
        • Policy cycle
        • Structures
      • Energy
        • Policy cycle
      • Entrepreneurship
        • Policy cycle
      • Environment and climate change
        • Policy cycle
      • Health
        • Policy cycle
      • Justice
        • Policy cycle
      • Maritime affairs and fisheries
        • Policy cycle
      • Migration
        • Policy cycle
      • Poverty
        • Policy cycle
      • Regional policy
        • Policy cycle
      • Research
        • Policy cycle
      • Security
        • Policy cycle
      • Sport
        • Policy cycle
      • Tourism
        • Policy cycle
      • Transport
        • Policy cycle
      • Youth
        • Policy cycle
    • Toolkits
      • Gender Equality Training
        • Back to toolkit page
        • What is Gender Equality Training
        • Why invest in Gender Equality Training
        • Who should use Gender Equality Training
        • Step-by-step guide to Gender Equality Training
            • 1. Assess the needs
            • 2. Integrate initiatives to broader strategy
            • 3. Ensure sufficient resources
            • 4. Write good terms of reference
            • 5. Select a trainer
            • 6. Engage in the needs assessment
            • 7. Actively participate in the initiative
            • 8. Invite others to join in
            • 9. Monitoring framework and procedures
            • 10. Set up an evaluation framework
            • 11. Assess long-term impacts
            • 12. Give space and support others
        • Designing effective Gender Equality Training
        • Gender Equality Training in the EU
        • Good Practices on Gender Equality Training
        • More resources on Gender Equality Training
        • More on EIGE's work on Gender Equality Training
      • Gender Impact Assessment
        • Back to toolkit page
        • What is Gender Impact Assessment
        • Why use Gender Impact Assessment
        • Who should use Gender Impact Assessment
        • When to use Gender Impact Assessment
        • Guide to Gender Impact Assessment
          • Step 1: Definition of policy purpose
          • Step 2: Checking gender relevance
          • Step 3: Gender-sensitive analysis
          • Step 4: Weighing gender impact
          • Step 5: Findings and proposals for improvement
        • Following up on gender impact assessment
        • General considerations
        • Examples from the EU
            • European Commission
            • Austria
            • Belgium
            • Denmark
            • Finland
            • Sweden
            • Basque country
            • Catalonia
            • Lower Saxony
            • Swedish municipalities
      • Institutional Transformation
        • Back to toolkit page
        • What is Institutional Transformation
          • Institutional transformation and gender: Key points
          • Gender organisations
          • Types of institutions
          • Gender mainstreaming and institutional transformation
          • Dimensions of gender mainstreaming in institutions: The SPO model
        • Why focus on Institutional Transformation
          • Motivation model
        • Who the guide is for
        • Guide to Institutional Transformation
            • 1. Creating accountability and strengthening commitment
            • 2. Allocating resources
            • 3. Conducting an organisational analysis
            • 4. Developing a strategy and work plan
            • 5. Establishing a support structure
            • 6. Setting gender equality objectives
            • 7. Communicating gender mainstreaming
            • 8. Introducing gender mainstreaming
            • 9. Developing gender equality competence
            • 10. Establishing a gender information management system
            • 11. Launching gender equality action plans
            • 12. Promotional equal opportunities
            • 13. Monitoring and steering organisational change
        • Dealing with resistance
          • Discourse level
          • Individual level
          • Organisational level
          • Statements and reactions
        • Checklist: Key questions for change
        • Examples from the EU
            • 1. Strengthening accountability
            • 2. Allocating resources
            • 3. Organisational analysis
            • 4. Developing a strategy and working plan
            • 5. Establishing a support structure
            • 6. Setting objectives
            • 7. Communicating gender mainstreaming
            • 8. Introducing methods and tools
            • 9. Developing Competence
            • 10. Establishing a gender information management system
            • 11. Launching action plans
            • 12. Promoting within an organisation
            • 13. Monitoring and evaluating
      • Gender Equality in Academia and Research
        • Back to toolkit page
        • WHAT
          • What is a Gender Equality Plan?
          • Terms and definitions
          • Which stakeholders need to be engaged into a GEP
          • About the Gear Tool
        • WHY
          • Horizon Europe GEP criterion
          • Gender Equality in Research and Innovation
          • Why change must be structural
          • Rationale for gender equality change in research and innovation
          • GEAR step-by-step guide for research organisations, universities and public bodies
            • Step 1: Getting started
            • Step 2: Analysing and assessing the state-of-play in the institution
            • Step 3: Setting up a Gender Equality Plan
            • Step 4: Implementing a Gender Equality Plan
            • Step 5: Monitoring progress and evaluating a Gender Equality Plan
            • Step 6: What comes after the Gender Equality Plan?
          • GEAR step-by-step guide for research funding bodies
            • Step 1: Getting started
            • Step 2: Analysing and assessing the state-of-play in the institution
            • Step 3: Setting up a Gender Equality Plan
            • Step 4: Implementing a Gender Equality Plan
            • Step 5: Monitoring progress and evaluating a Gender Equality Plan
            • Step 6: What comes after the Gender Equality Plan?
          • GEAR action toolbox
            • Work-life balance and organisational culture
            • Gender balance in leadership and decision making
            • Gender equality in recruitment and career progression
            • Integration of the sex/gender dimension into research and teaching content
            • Measures against gender-based violence including sexual harassment
            • Measures mitigating the effect of COVID-19
            • Data collection and monitoring
            • Training: awareness-raising and capacity building
            • GEP development and implementation
            • Gender-sensitive research funding procedures
          • Success factors for GEP development and implementation
          • Challenges & resistance
        • WHERE
          • Austria
          • Belgium
          • Bulgaria
          • Croatia
          • Cyprus
          • Czechia
          • Denmark
          • Estonia
          • Finland
          • France
          • Germany
          • Greece
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Czech female politicians learn from international experience

PrintDownload as PDF
Good practice
Šalis: Czechia
Section:
Political decision making
Period:
2014 – 2015
Publication date:
17 Liepa 2015

Based on: Women in politics – joint project of The Nordic Chamber and Forum 50 % on political mentoring

International Mentoring Programme and Training Courses

The share of women in the Czech parliament has languished at around one in five, while their share of the Czech seats in the European Parliament is under one in four. The NGO Fórum 50% decided to do something about this by launching projects to raise the level of women’s political representation.

One of them is a mentoring scheme, which partners Czech female politicians with Danish and Norwegian women who have successful political careers and valuable experience to share. The mentoring involved face to face meetings and regular contact by e-mail and Skype.

Fórum 50% also organised two short courses for 15 female candidates in the 2014 European Parliament elections. These comprised media training, individual coaching, a weekend seminar and a debate with a sitting MEP.

Helping women to win

Czech women are still under-represented in pol­itical decision-making, and make up a little less than 20% of the national legislature. Similar or even lower figures reflect women’s involvement at regional and local level. This is considerably lower than in the majority of the EU Member States.  The gender imbalance in political decision-making, which is a long-term issue in the Czech Republic, results from political parties plac­ing women in unwinnable positions on candidate lists. Nor do the parties provide tools to support or promote women politi­cians, and there are no mentoring programmes or courses to help women develop their soft skills.

The NGO Fórum 50% decided to fill this gap by launching, in collaboration with The Nordic Chamber, an international mentoring and training programme for female candidates in the Czech Republic. Fórum 50% is a non-profit organisation founded in 2004 which supports the equal participation of women and men in politics and decision-making. It strives for a more balanced decision-making process which takes both sexes’ views and life experience into account. It encourages women to become politically active, supports female politicians and leaders, and works with political parties and other bodies on concrete measures. Its guiding principle is to be non-partisan. Its main activities are:assessing political parties’ ballots and agendas from the gender point of view, running a ‘Women-Friendly Party’ competition, workshops, trainings and consultancy;conducting opinion polls on the representation of women in Czech politics;training women politicians and women interested in politics, networking and mentoring;media campaigns to support women politicians in the elections (public discussions, press conferences, workshops, web site, conferences);studies on women's representation, in cooperation with number of research institutes co-operation with other NGOs in the Czech Women's Lobby.It is funded by the European Commission and EEA grants.

Seeing mentoring as a successful tool, the Czech NGO drew inspiration from Denmark and Norway, where political parties run mentoring programmes and training courses for female politicians. It thereby relied on the methodology of the Danish Centre for Gender, Equality and Ethnicity (KVINFO) which already for more than a decade has been at the forefront of developing mentoring initiatives for women politicians in Denmark and has established a broad Mentoring Network. The successful Nordic mentoring initiatives had already inspired the European Women’s Lobby when they launched in 2013 the first European Political Mentoring Network within the framework of their 50/50 Campaign in order to address the lack of gender parity and ethnic diversity in political decision-making at European level. 

Mentoring on the Nordic model

Fórum 50%’s international mentoring programme aims to increase women’s representation in Czech politics by sharing experi­ences from countries where it is already at a high level. The mentors are female politicians from Denmark and Norway with long-term experience who influenced the political scene in their home countries. They are not chosen due to their political party views, but their personal engagement, interest and skills.

There are now ten mentoring pairs who meet face to face and stay in touch at least twice a month through e-mail and Skype. Both mentors and mentees come from a range of different political parties and different levels of politics. The Nordic mentors were chosen on the basis of their knowledge and experience, while for the Czech mentees there were two qualifications: they had to already be involved in politics at local, regional or national level and they had to be committed to gender equality. Mentors and mentees were matched on the basis of shared political interests and whether the mentors’ skills fitted the mentees’ needs. Once the mentees had defined the specific goals they wanted to work towards in the mentoring process, the mentors gave them feedback and shared their experience.

They have focused on different topics, including promoting gender equality, negotiating within political parties, campaigning, and challenges in becoming an MP, balancing political and private life, and responding to sexist statements.

The programme lasts 18 months for each mentee and consists of three 6-month blocks with a specific political topic chosen for each block (e.g. efficiency and transparency of public administration, social and educational policies for children and elderly, immigration issues, employment policy, etc.). These topics are discussed not only at the closed meetings between mentor and mentee but also at the seminars open for other Czech politicians. The mentoring programme also foresees the visits of mentees to the mentors’ country and the establishment of a communication platform to exchange and share views.

The mentoring programme is part of a broader project called Equilibrium between Women and Men, which started in July 2014 and will run until April 2016. It is financed by the Norway Grants fund, and its partners are the Danish Embassy in Prague and the Nordic Chamber of Commerce in the Czech Republic.

Training for prospective MEPs

In February and March 2014, Fórum 50% also ran training courses for 15 female candidates in the 2014 European Parliament elections. The aim was to support candidates from different political parties through training activities such as a workshop on how the European Parliament works, courses on negotiation and media skills, and individual coaching. Selection of trainees was based on two criteria: a clear vision of future work in the parliament and support for gender equality.

The courses comprised three hours of media training, three hours of individual coaching and a weekend seminar, and were delivered by internal and external lecturers and coaches from the International Coach Federation. Trainees also took part in a discussion with Czech female MEP Zuzana Brzobohatá. This training was part of a larger international project supported by the European Commission called More Women in European Politics, More Women in 2014.

Women’s representation improves

The mentoring is successful because the nature of the mentoring relationship is carefully thought through before the start. What the mentee and mentor are to focus on during the mentoring process is set out in a mentoring agreement and a clear activity plan. Further success factor are the enthusiasm and dedication of all the participants who work hard to reach the set goals in spite of their busy agendas as politicians. Mentors and mentees see the programme as a mutually rewarding process which enables them to expand their political networks, share experiences and perspectives, gain fresh ideas and get to know different political systems. The programme benefits from sharing of international experience and knowledge coming from countries where women’s political representation is high.

The European Parliament candidates found the training especially valuable, as it taught them new soft skills and enabled them to network with other Czech female politicians. It is difficult to say whether the programmes had any direct impact on the outcomes of the elections. However it is true that recent years have seen certain improvement in women’s participation particularly in the European Parliament elections. Compared to 2009 the 2014 elections demonstrated some increase in the proportion of elected female MEP: from 18,2% to 23,8%.

Contacts/Further Information

Contacts

Markéta Mottlová & Halka Jaklová

Coordinators of mentoring programme

Fórum 50%

Plzeňská 846/66

Praha 150 00

Czech Republic

+420 744 411 151, +420 257 216 170

mottlova@padesatprocent.cz; jaklova@padesatprocent.cz

Jana Smiggels Kavková

Director Fórum 50%

Coordinator of training courses

Fórum 50%

Plzeňská 846/66

Praha 150 00

Czech Republic

+420 774 411 151, +420 257 216 170

kavkova@padesatprocent.cz

Further information

Přihlašujte se do unikátního mentoringového programu

Vzdělávací program pro kandidátky do Evropského parlamentu

Women in politics – joint project of The Nordic Chamber and Forum 50 % on political mentoring

Europe For Women, Women For Europe

Women's veil in Europe - funeral ceremony of Austrian Emperor Franz Josef 1916.flv

NB image copyright

Image from Fórum 50% website.

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Tool:
Competence development
  • Helping women to win
  • Mentoring on the Nordic model
  • Training for prospective MEPs
  • Women’s representation improves
  • Contacts/Further Information
  • More good practices
  • Downloads

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