1. Evaluation of the National Programme for Gender Mainstreaming in the Swedish Municipalities and Counties Presentation at the Mayors Conference “Improving Municipal Service Delivery and Democracy: The Role of Innovation and Intergovernmental Cooperation” Miami, June 13-16, Arne Svensson, Professional Management, Sweden

2. The Programme for Sustainability Gender Equality
The Swedish Association of Local Authorities and Regions (SALAR) was granted SEK 240 million by the Swedish government through the Programme for Sustainability Gender Equality to support the work of integrating the gender equality perspective as a natural part of all decision-making, i.e. gender mainstreaming.

3. Gender Equality
Gender equality means that structures and decision-making processes neither privilege nor discriminate women or men, in all their diversity.

4. Gender Mainstreaming
The European Commission defines gender mainstreaming in the following way: “Gender mainstreaming is the integration of the gender perspective into every stage of policy processes – design, implementation, monitoring and evaluation – with a view to promoting equality between women and men. It means assessing how policies impact on the life and position of both women and men – and taking responsibility to re-address them if necessary.”

5. Goal and Strategy Gender equality is the goal
Gender mainstreaming is the strategy to achieve this goal and positive actions are one way to compensate for existing inequalities

6. Dual Approach
The European Union recommends the dual approach – gender mainstreaming as well as specific actions for men or women.

7. Evaluation Methodology
Desk studies, including all Project reports and the the annual reports from the Programme to the Government
Web survey to all Project owners
Web survey to all Project leaders
Web survey to all participants in training (Training package)
Interviews with users of the services and other stakeholders
Case studies
Statistical analysis

8. Each Project
Analysis (Is it the group of women or men that benefits most from the present situation? Which group would gain most from a change?)
Objectives and results indicators
Design (changes of policies, routines, behaviour etc)
Implementation (changes of policies, routines, behaviour etc)
Monitoring progress (statistics etc)

9. Results (1)
Significant effects for the users of services in 5 % of the municipalities
Improvements in behaviour among staff in most municipalities (76 %)
Improvements in policies, routines and working methods in every second municipality
Improvements in M&E in one third of the municipalities

10. Results (2)
The most significant results were achieved in municipalities that combined a number of means:
New management systems
New policies
Specific goals from the politicians and the most senior level of management, with a requirement to provide feedback on defined indicators at regular intervals
Training including  awareness-raising sessions
New M&E system providing statistics based on gender
Benchmarking with other organizations providing examples of good practice

11. Results (3)
No effects of the special Training package when provided isolated

12. Example 1: Home care for elderly 80+
Before (average)
Women 39 hours/week
Men 30 hours/week
After (average)
Women 43 hours/week
Men 40 hours/week

13. Example 2: Education – Merit rating after compulsary school
Before (average)
Girls 216
Boys 193
After (average)
Girls 220
Boys 215

14. Conclusions (1)
Working effectively for increased gender equality in services demands a long-term approach and a continuous process of change.
Political commitment and demand for results, specific assignments and follow-up of results and feed-back.
Politicians and management therefore need to establish both long-term and short-term goals with results indicators.

15. Conclusions (2)
Requires inventiveness – no single method works everywhere. It entails testing different methods and learning from experience. CD approaches need to be highly contextual, iterative and flexible.
Local adaptation is required to build on capacity assets and bridge the gaps.

16. Conclusions (3)
The evaluation confirms the need for an approach working at three levels:
System level (Enabling environment)
Organizational level
Individual level
The evaluation clearly shows the importance of understanding the relationship between all three levels in the design of the process of change.

17. Conclusions (4)
In order to ensure that all key actors are mobilized developing the following skills are required:
An understanding of the nature of gender inequalities and their negative impact on society and the economy;
Awareness of the role which effective programme implementation can play in ensuring better gender equality;
Knowledge about concrete actions which can be undertaken to ensure gender mainstreaming at all stages of the implementation process.

18. Conclusions (5)
Knowledge and change in behavior should be brought about by a combination of a variety of means including:
New management systems
New policies
Specific goals from the politicians and the most senior level of management, with a requirement to provide feedback on defined indicators at regular intervals
Training including  awareness-raising sessions
Providing data (statistics)
Providing examples of good practice