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Gender
Mainstreaming
Monitoring Structure
(GMMS) -
Accountability
mechanism of the GEP
Gender Mainstreaming Monitoring Structure
(GMMS) – what is it and how it was set
❖ System devoted to regular assessment of gender mainstreaming progress
at the UC
▪ Designed to be inscribed in the University’s strategic governance
❖ 2 main objectives:
▪ Monitoring the GEP (accountability mechanism)
▪ Monitoring gender equality across the institution
❖ 2 dimensions:
• Regular (biannual) monitoring of GEP implementation
• Regular assessment of the state of gender equality at UC
❖ An effective response to shortcomings identified in the baseline
assessment
• Expansion of data collection and analysis
• Mechanisms for monitoring and reporting
1. Accountability mechanism of the GEP
9 strategic
objectives
56 actions 54 KPIs 21 Targets
(impact
measurements)
For each action is established:
• The accomplishement indicator(s)
• The corresponding schedule
• The units, services/divisions and areas to be
involved in its implementation
• The responsability for its accomplishement
Aligned with the 2019-2023
Strategic Plan UC
GEP monitoring - example
ACTION PLAN EXECUTION, BY STRATEGIC OBJECTIVE
40.6 AVERAGE
OVERALL
EXECUTION RATE
2. GMMS beyond the GEP
❖ Regular reporting on GE
• Model and indicators draft by the SUPERA team
• Gender disaggregated statistics available in public
reports and other institutional documents
❖ Inclusive communication
❖ UC´s commitment to Sustainable Development
Goals
Gender reporting – exemples from 2020 UC
Sustainabilty Report and Management Report
Available at
https://www.uc.pt/sustentabilidade/sustreport
https://www.uc.pt/dpgd/gestao/relatorio_gest
ao_contas_UC2020.pdf
Facilitating Factors
❖ Initial diagnosis revealed that UC already had a robust information
management system
wide range of indicators disaggregated by sex
solid planning and reporting institutional system
❖ Fruitful relationship with head of Planning, Management and
Development Division
❖ Monitoring instruments incorporated into routinised management
procedures
❖ Alignment with strategic governance
Goals: Gender Mainstreaming and
Sustainability
Obstacles and challenges
Data Protection Gender-specific
skills and resources
Structural impact and sustainability
➢ Gender Equality can be assessed for the first time at the UC
➢ Involvement of all faculties/research units and all administrative
units
➢ Fully integrated in the UC’s institutional/regular governance
➢ Integral part of institutional data collection, monitoring
and (public) reporting processes
➢ Institutionalisation of gender sensitive language in
materials
➢ Articulation of GEP with Strategic Plan
➢ Connection with Sustainable Development Goals
Lessons learned and recommendations
❖ Analyse the structure of opportunities of the university:
identify opening and paths to institutional change
❖ Include a thorough analysis of the data management
system in place in the gender diagnosis, as a way to identify
strong points to build upon and clear areas that need
improvement
❖ Identify key stakeholders and potential allies
❖ Define clear objectives and targets at the GEP
❖ Anchor monitoring instruments in existing structures and
practices
Thank you!
Contact: Mónica Lopes
monica@ces.uc.pt

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Gender Mainstreaming Monitoring Structure (GMMS)

  • 2. Gender Mainstreaming Monitoring Structure (GMMS) – what is it and how it was set ❖ System devoted to regular assessment of gender mainstreaming progress at the UC ▪ Designed to be inscribed in the University’s strategic governance ❖ 2 main objectives: ▪ Monitoring the GEP (accountability mechanism) ▪ Monitoring gender equality across the institution ❖ 2 dimensions: • Regular (biannual) monitoring of GEP implementation • Regular assessment of the state of gender equality at UC ❖ An effective response to shortcomings identified in the baseline assessment • Expansion of data collection and analysis • Mechanisms for monitoring and reporting
  • 3. 1. Accountability mechanism of the GEP 9 strategic objectives 56 actions 54 KPIs 21 Targets (impact measurements) For each action is established: • The accomplishement indicator(s) • The corresponding schedule • The units, services/divisions and areas to be involved in its implementation • The responsability for its accomplishement Aligned with the 2019-2023 Strategic Plan UC
  • 4. GEP monitoring - example ACTION PLAN EXECUTION, BY STRATEGIC OBJECTIVE 40.6 AVERAGE OVERALL EXECUTION RATE
  • 5. 2. GMMS beyond the GEP ❖ Regular reporting on GE • Model and indicators draft by the SUPERA team • Gender disaggregated statistics available in public reports and other institutional documents ❖ Inclusive communication ❖ UC´s commitment to Sustainable Development Goals
  • 6. Gender reporting – exemples from 2020 UC Sustainabilty Report and Management Report Available at https://www.uc.pt/sustentabilidade/sustreport https://www.uc.pt/dpgd/gestao/relatorio_gest ao_contas_UC2020.pdf
  • 7. Facilitating Factors ❖ Initial diagnosis revealed that UC already had a robust information management system wide range of indicators disaggregated by sex solid planning and reporting institutional system ❖ Fruitful relationship with head of Planning, Management and Development Division ❖ Monitoring instruments incorporated into routinised management procedures ❖ Alignment with strategic governance Goals: Gender Mainstreaming and Sustainability
  • 8. Obstacles and challenges Data Protection Gender-specific skills and resources
  • 9. Structural impact and sustainability ➢ Gender Equality can be assessed for the first time at the UC ➢ Involvement of all faculties/research units and all administrative units ➢ Fully integrated in the UC’s institutional/regular governance ➢ Integral part of institutional data collection, monitoring and (public) reporting processes ➢ Institutionalisation of gender sensitive language in materials ➢ Articulation of GEP with Strategic Plan ➢ Connection with Sustainable Development Goals
  • 10. Lessons learned and recommendations ❖ Analyse the structure of opportunities of the university: identify opening and paths to institutional change ❖ Include a thorough analysis of the data management system in place in the gender diagnosis, as a way to identify strong points to build upon and clear areas that need improvement ❖ Identify key stakeholders and potential allies ❖ Define clear objectives and targets at the GEP ❖ Anchor monitoring instruments in existing structures and practices
  • 11. Thank you! Contact: Mónica Lopes monica@ces.uc.pt