What gets lost along the way? Chances and pitfalls of government led implementation procedures for GRB The case of Austria Dr. Elisabeth Klatzer European Gender Budgeting Network [email protected]WiSE Conference Counting on Women: Gender, Care and Economics Glasgow, May 24-26
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What gets lost along the way? Chances and pitfalls of government led implementation procedures for GRB The case of Austria Dr. Elisabeth Klatzer European.
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What gets lost along the way?Chances and pitfalls of government led
implementation procedures for GRBThe case of Austria
Dr. Elisabeth KlatzerEuropean Gender Budgeting Network
Intended impacts are at the center of attention: Results and impacts, especially taking into account
gender equality impacts
Putting into practice: Defining gender equality performance objectives (1)
Each ministry has to define at least 1 gender equality performance objective (out of 5 performance objectives)
Big cultural change for administration Currently pilot phase Full implementation in 2013
Putting into practice: Defining gender equality performance objectives (2)
ExamplesInternal performance objectives:
equal respresentation of women and men in leading positions
equal participation in training activities
External performance objectives: Equal access to active labour market policies
(number and quality of training) Gender equality in educational attainment Better access of women to research funds More women in leadership positions at
universities
Analysis of Austrian case
Receptivtiy Organizational level
Ideological vision Leading change Institutional politics Implementation capacity
Possibility space
Ideological vision factor
Strategic agenda Goals intelligible to all stakeholders? Consistency?
The leading change factor
Leadership / change strategists? All org. members need to fulfill the role of
strategists, implementers and recipients
Commitment rather than compliance Influencing people through values and
visions Persuade people to support a common
cause or vision
Institutional politics factor
Public participation in agenda-setting crucial to obtain legitimacy, support and commitment
Negotiations between different groups within the organisation Reach agreement on necessity of reform Obtain and maintain main stakeholders
commitment Importance of cooperative organizational
networks (inside and outside) Advocacy coalitions
Implementation capacity factors
Mechanisms used to shape and influence implementation
Behaviour of other stakeholders in org. network
Availability of skills and resources (financial, human, knowledge, time)
Establishment of learning processes
Conclusions Some promising factors
Change strategists located in Finance Ministry Gradual implementation to allow adaption …
Some major shortcomings Need for change not clear, not established Clear process, but limited vision People not persuaded of common cause and vision Change strategists clearly too few Weak advocacy coalitions Learning process not established Side effects considered? Regular assessments of reform implementation? …