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Gender Equality in the Public Administration (GEPA)

The document presents interim research findings on gender equality in public administration, emphasizing the varying levels of gender balance and challenges across different countries, particularly in the European context. It highlights trends such as the underrepresentation of women in leadership roles and discusses the impact of civil society actions, quotas, and legislative measures in countries like Kyrgyzstan and Romania. Recommendations include the importance of data collection, affirmatives action, and increased visibility opportunities for women to enhance gender equality in public administration.

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Gender equality in the public administration (GEPA): Gender balance in Public administration : UNDP interim research findings By Soma Chakrabarti Fezzardi
UNDP GEPA project • 2011/12 global stocktaking project to assess gender balance, obstacles and issues, as well as identify initiatives and models in the PA • 2 European case studies: Kyrgyz Republic and Romania, also 2-3 from other regions, covering a range of contexts • Publication in 2012 • PA definition: executive branch of government, or ‘civil service
GEPA status in region • Wide variation in the extent, to which GEPA is ‘on the agenda’ • Women in Leadership is often almost synonymous with women’s political representation and private sector, rather than PA • As much on the agenda of high GDP countries eg France, UK as on that of emerging economies
Wide variation in entry points …but some common themes: 1. PA reform: after independence, regional integration, conflict or economic crisis eg Azerbaijan 2. Gender mainstreaming: (a) top down through GE legislation, NAPs eg Croatia (b) bottom-up eg regional police initiative 3. Women’s political representation eg Kyrgyz Republic 4. Individuals and leaders eg France
Different issues at different levels 1. Top leadership eg ministerial positions: 2 main routes, entailing different sets of issues and possible approaches: • Career-based system, where employees work their way up • Lateral entry through competence-based or political appointment 2. Senior and ‘decision-making’ positions, rest of PA (recruitment, career planning, retention, work-life balance)
Some trends and patterns: Numbers • All countries appear to have the classic ‘pyramid’ structure, with few women decision- makers at top and more women at bottom, and more administrative rather than professional positions • Wide variation in pyramid dimensions, with some countries like Finland & ex-FSU having more women than men as a whole (eg Ukraine, 75% - but 13% at top)
Lessons learned from Kyrgyzstan 1 • 30% PA quota was a result of civil society action for political representation, and civil society is now established partner for gender equality machinery and parliament, appointed to key positions by President • Quotas not well understood/ appreciated, ex- Soviet legacy • 45% women in PA, 15% in senior management, but 30% quota was ‘heard’ despite downward trend…and therefore became a ceiling
Lessons from Kyrgyzstan 2 • Many good policy measures were not implemented due to weak enforcement, organizational culture and other priorities • Capacity building for officials implementing relevant legislation and at entry level for public servants in general, rather than for women in particular, as they have high education levels – visibility more an issue. • Political will of the (woman) President has clearly moved this agenda forward
Lessons from Romania 1 • EU a major catalyst in GE generally BUT…PA not a priority in EU Strategy for Equality between Women and Men 2010-2015 • PA shrinking so gender biases in performance evaluation systems potentially impact on who is made redundant • New government means new executive due to lack of separation between the legislative and executive • Lack of transparency in promotions • Long working hours
Lessons from Romania 2 • Media portrays stereotypical images • Parental leave cut in austerity measures • Lack of women in parliament so nobody to lobby for legislation • Lack of systematic data on women’s numbers in the PA, especially at local level • Resurgence of patriarchal values and public discourse
Quotas in the PA • Albania: 30% decision-making • Azerbaijan, 30% quotas, 2006 GE Law • Bosnia & Herzegovina: at least 40% each sex • Croatia: as above + Affirmative action • Kyrgyzstan: 30% • Serbia: 30% Others eg Sweden, UK, introduce targets & special measures when representation is considered too low at 34% & 35%
Special measures Azerbaijan UNDP-supported GEPA project, building on PAR project, focus on legislation & staff France Guegot report 2011 on equality in the PA Sweden Women’s Career Advancement in Swedish Central Administration 2009-2010, €2m UK Senior Women’s network, LeadersUnlimited
Some initial recommendations 1. Get it on the (PA) agenda: civil society, women’s caucuses , PA (data: use it and demand it) 2. Quotas are important but not enough 3. Affirmative action eg fast-track schemes with top political backing 4. Focus on top levels offers potential short-term gains as lateral entry (including via politics) possible 5. Visibility opportunities for women 6. Life-work balance 7. Regional initiatives? 8. Budget 9. Oversight eg parliamentary committees
Synergies between women’s political decision-making & PA • Quotas – can they be included in advocacy for political quotas? • Oversight – could Equal opportunities Commissions ask for public hearings on GEPA? • EMBs – could lessons in EMB gender parity be applied to the PA? • Gender-sensitive cabinets? • Could women’s caucuses and civil service/ senior women’s networks work together to advocate for GEPA? • Capacity-building measures for women and sensitization of men? • Male champions?