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            • 1. Assess the needs
            • 2. Integrate initiatives to broader strategy
            • 3. Ensure sufficient resources
            • 4. Write good terms of reference
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            • 6. Engage in the needs assessment
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        • Designing effective Gender Equality Training
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        • 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
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        • What is Institutional Transformation
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          • Dimensions of gender mainstreaming in institutions: The SPO model
        • Why focus on Institutional Transformation
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        • 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
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        • 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
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        • WHAT
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            • Step 1: Getting started
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        • Self-assessment, scoring and interpretation of parliament gender-sensitivity
          • AREA 1 – Women and men have equal opportunities to ENTER the parliament
            • Domain 1 – Electoral system and gender quotas
            • Domain 2 - Political party/group procedures
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          • AREA 2 – Women and men have equal opportunities to INFLUENCE the parliament’s working procedures
            • Domain 1 – Parliamentarians’ presence and capacity in a parliament
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            • Domain 3 – Staff organisation and procedures
          • AREA 3 – Women’s interests and concerns have adequate SPACE on parliamentary agenda
            • Domain 1 – Gender mainstreaming structures
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            • Domain 3 – Gender mainstreaming tools for staff
          • AREA 4 – The parliament produces gender-sensitive LEGISLATION
            • Domain 1 – Gender equality laws and policies
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            • 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?
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          • Women and men have equal opportunities to ENTER the parliament
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      • Gender Budgeting
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        • Who is this toolkit for?
        • What is gender budgeting?
          • Introducing gender budgeting
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          • 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
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            • Additional resources
          • Tool 7: Defining gender-sensitive project selection criteria
            • Steps to support gender-sensitive project development and selection
            • Checklist to guide the preparation of calls for project proposals
            • Checklist for project selection criteria
            • Supplementary tool 7.a: Gender-responsive agreements with project implementers
          • Tool 8: Tracking resource allocations for gender equality in the EU Funds
            • Ensuring gender relevance in EU Funds
            • The tracking system
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            • Step 1: Ex ante approach
            • Step 2: Ex post approach
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            • Annex 1: Ex ante assignment of intervention fields to the gender equality dimension codes
            • Annex 2: The EU’s gender equality legal and policy framework
          • Tool 9: Mainstreaming gender equality in project design
            • Steps to mainstream gender equality in project design
            • Step 1. Alignment with partnership agreements’ and Operational Programmes’ gender objectives and indicators
            • Step 2. Project development and application
            • Step 3. Project implementation
            • Step 4. Project assessment
          • Tool 10: Integrating a gender perspective in monitoring and evaluation processes
            • Steps to integrate a gender perspective in M&E processes
            • Additional resources
          • Tool 11: Reporting on resource spending for gender equality in the EU Funds
            • Tracking expenditures for gender equality
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      • Gender-responsive Public Procurement
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          • Tool 1:Self-assessment questionnaire about the legal
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            • 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
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            • Tool 7: Guiding questions for applying GRPP under the light regime
            • Tool 8: Guiding questions for applying GRPP under the light regime
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            • Tool 9: Decision tree for setting GRPP selection criteria
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            • Tool 13: Template for a GRPP monitoring and reporting plan
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  • Women and Men Inspiring Europe Resource-Pool

Marina Kaljurand

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Women and men inspiring Europe resource-pool
Country: Estonia
Publication date:
11 December 2013

Breaking the gender stereotype in the diplomatic services

 Marina Kaljurand was destined to undertake an ambassadorial role as a career choice. Others might have been more daunted at the necessary tasks as well as the travelling involved, all of which lay ahead. But her determination to pursue and successfully achieve this goal makes her an excellent role model for women everywhere.

Marina was born in Tallinn, Estonia. She studied at the Tallinn 7th Secondary School and graduated from the Law Department of Tartu State University. By 1992, Marina had graduated from the Estonian School of Diplomacy, and received a Master’s degree in International Law and Diplomacy from Tufts University in U.S. in 1995. She further supplemented her studies at the University of Lapland in Finland, at the University of Pittsburgh in the U.S., as well as Durham University and Civil Service College in Great Britain.

Marina has had an impressive and illustrious diplomatic career, and is now a long-serving diplomat of the Republic of Estonia, who has served as the Ambassador of the Republic of Estonia to several countries, namely Israel, Russia and Kazakhstan. Marina is currently the Estonian Ambassador to the United States. Other points of professional distinction: include serving on government delegations concerning troop withdrawal between Estonian and Russia, and, negotiations on land and maritime boundary agreements between the two countries. In addition, Marina was the chief negotiator on the accession of Estonia to the OECD, and was head of the legal working group, dealing with Estonia's accession to the European Union.

Being a diplomat herself in patriarchal countries, she is a living example for breaking gender stereotypes. She is also an active leader in the domain of women in diplomacy. Additionally, she has helped to turn politicians´ attention to gender specific domains as she contributed to initiating the Estonian Development Plan for Combating Trafficking in Human Beings 2006-2009.

In addition to all the above, Marina has also lectured at the Estonian School of Diplomacy on public international Law, international relations, and, foreign policy and diplomacy, and taught law at the Tallinn Economic Technical School. For services to Estonia, Marina has been decorated by the President of Estonia with the Order of White Star III class, (2004) and, the Order of the National Coat of Arms III class (2008).

Relevant Information:

Gender stereotypes are very much in evidence in Estonia, leaving women far behind their male counterparts when it comes to their weekly wages. When this GPG is intersected with an ethnic dimension, Russian women find themselves at the bottom of the list. Estonia has one of Europe's worst pay gaps between men and women. EU studies say women get paid 17 percent less than men on average. But in Estonia, it's as much as 30 percent, which far exceeds the average differential in Europe which stands at approximately 18 percent. However, this inequality goes much further than wages. The so-called segregation in the economy means women often remain in lower paid jobs like healthcare and education, while men dominate the more lucrative private sector.

UNHCR: The most recent report on the trafficking of women, states that Estonia is a source country for the trafficking of women to Norway, the United Kingdom, and Finland for the purpose of forced prostitution. Estonian men were trafficked within the country for forced labor, specifically forced criminal acts and to Ukraine for forced labor in the construction industry. The Government of Estonia does not fully comply with the minimum standards for the elimination of trafficking; however, it is making significant efforts to do so. During the reporting period, Estonia took steps to improve victim assistance by approving a new victim identification model in January 2009 and demonstrated good coordination with regional counterparts on victim identification and repatriation. SOURCE: United States Department of State, Trafficking in Persons Report 2009 - Estonia, 16 June 2009.

Metadata

Language:
Estonian
English
Gender areas:
diplomacy

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