Transcript Allgemeine Vorlagen_Folienvorlage

„GENDER EQUALITY – A CHANCE TO INCREASE QUALITY, EFFECTIVENESS AND
EFFICIENCY OF THE LOCAL GOVERNMENT SERVICES“
Local Government Gender Equality Forum for Local Government Politicians and Civil Servants
Turku, Finnland, October 2011
Gender Equality in Management - The Balanced Score Card
Mag.a Dr.in Priska Pschaid, Head of Unit Women & Equality
City of Graz
Stadt Graz | Graz-Rathaus | 8011
Short Overview
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Facts & Figures of Graz
How it all started
The structure of the implementation process
Gender Mainstreaming & the Balanced Score Card
Results
Outlook
City of Graz – Facts & Figures
 Inhabitants: 259.038 main residences
female: 134.261 (52%), male: 124.777 (48%)
 European Cultural Capital 2003, UNESCO Worldheritage, City of Design
 4 Universities
 127,58 square kilometer, 40% thereof green space
 Total number of employees: 183.393
City Administration – Facts & Figures
 City of Graz – Federal Capital of Styria – Local Authority
3.150 employees in 30 departments
Budget: yearly budget 828 Mio. € / investment budget 112 Mio. €
Strategic Management: Mayor, Vice Mayor and 7 City Councilors
Administrative Management: Mayor and CEO
 Affiliated Companies
3.500 employees in 40 companies
Revenues approx. 570 Mio €
Achievements before the start of GeM
 Department of women‘s affairs (since 1993)
 External agent for women‘s affairs (since 1986)
 Internal agent for equal treatment (according to the Federal Equality Law
(since 1997)
 Program concerning the advancement of women (2001)
 Internal Guidelines on Gender Neutral Language
 Uncountable projects, events ... to enhance women‘s rights
 START OF GENDER MAINSTREAMING: 2001
Basic Structure of Gender Mainstreaming in the City
of Graz
Analyses and actions taken
on the level of internal
structures
Analyses and actions taken on
the level of products and
services for the citizens
The STEERING GROUP
• the Mayor of Graz
• two Councilpersons (changing, according to results of elections)
• the Chairpersons of the political parties in the City’s council
• the Head of Public Administration/CEO
• the Heads of the Department for Youth and Families and for Sports
• the Project Leaders until 2010, since 2011: Head of Unit Women & Equality
Implementation at the external level:
 Start with two pilot departements
•
Analyses of the products of the Sports Department and the Departement for
Youth & Families (2003 to2005)
 Implementation of PROJECT-TEAMS
•
•
senior staff members
20 departements in four teams (inner administration, services
for citizens, subsidies, city planning and building)
 Two Objectives:
 build up gender expertise on senior level throughout the organisation
 analyses of products and services in the respective departments
Implementation at the internal level:
CONSULTATION at REQUEST
 for all members of the administration and for all politicians
 e.g. for cross-departmental projects, such as „Healthy Employees“
HUMAN RESOURCES Management
 analysis of all data concerning employees
 training of all concerned with recruiting
 new recruiting procedure for senior positions (gender-sensitive assessment center)
The INDEPENDENT AUDIT COURT of the City of Graz
The Independent Audit Court of the City of Graz has to examine and audit the
financial conduct of the City of Graz. As a result of the Gender
Mainstreaming implementation process at the City of Graz, the Audit
Court has included gender-relevant aspects in the respective audits.
LESSONS learned
 Always at the center of interest:
 Products and Services
 HR-Management
 Processes
 Finances
 And these aspects are also the four pillars of the Balanced Score Card, which is the
City‘s strategic management-tool.
Managing Gender Mainstreaming
with
Contract Management
based on the
Balanced Score Card
Concept of Contract Management in Graz
Status-Quo-Analysis
Mission
Vision
reporting
GSM
critical success
factors
Balanced
Scorecard
contract
global budgeting
12
THE BALANCED SCORE CARD
 a management concept for strategic
performance management
 Balanced Score Card approach is characterized by its branch-independency by
setting strategic and operative goals
to a balanced set of perspectives
Customer perspective
 Financial perspective
 Business process perspective
 Learning and staff perspective

Don‘t forget „Gender Mainstreaming – questions“!
PORTFOLIO-analysis
Produkt-Portfolio
Deman on the „market“
What are the demands of men and women??
5
field 2
field 3
field 1
field 4
2,5
STAKEHOLDER-analysis
0
2,5
Competitiveness
Are the customers female or male and how can you
include them in your decisions??
TREND-and-FIELD analysis
Are there new trends regarding the productspecific behavior of men or women?
Product
1
Product 2
5
STRENGTHS- & WEAKNESSES- ANALYSIS
Admit, that usually it is not only coincidence that men and
women are different types of customers!
Strategy FUNDAMENTALS
Slogan
Try do find a
slogan for men
and women!
Vision
Mission
Output
ELEMENTS of Cause & Effect-Models
 Strategic goals
Mid- and longterm objectives to translate the vision into action
e.g. Enhance the sports-offers for girls and boys
 Operative goals
The strategic goals are put in concrete operative yearly goals.
e.g. Increase the participation of girls in summer sports courses by
10 percent
 Indicators or key figure
Quantify the goals by defining target levels.
e.g. Percentage of girls / boys in summer sports courses
BSC - Examples
HR-Department
Social Welfare
Department
Sports Department
Municipal Fire Brigade
Youth Welfare & Families-Dep.
Results
 Sports-offers for girls and boys
 Healthy Employees
 Procurement of books in public libraries
Analysis of underground car parks
 Gender-survey of all cultural institutions, artists, scientific organisations and
scientists in 2007 and again in 2010
 Gender-sensitive recruiting procedure for senior positions and training of senior
staff in order to enhance the gender perspective in recruiting processes
 Gender-relevant aspects in the respective audits of the Independent Audit Court
At present
 Analysis of gender goals in all balanced score cards
 Promotion of women at the workplace and gender aspects as binding element for
subcontracted partners in order to receive public monies
 Data bank for comparing female and male incomes (gender pay gap)
www.graz.at/einkommenstransparenz
 Gender Budgeting
 Compulsory quota of 40% for women at the board of directors of affiliated
companies
 Start of the implementation of Gender Mainstreaming in all affiliated companies
 Further EU-funded projects planned
For further questions ...
Please feel free to contact us:
*) Mag. Martin Haidvogl, CEO
[email protected]
*)
Mag.a
Tel: +43/316/872-2200
Priska Pschaid, Head of Unit Women & Equality
[email protected]
Tel:+43/316/872-4670
Dr.in
And visit our Homepage at www.graz.at/gleichstellung!
Thank you for your attention!
Gender Mainstreaming - always on your mind!