Gender Responsive Budgeting At DiputacióN De CóRdoba Ohrid 20091113 Last Version

Análisis del Presupuesto sensible al género
Gender responsive budgeting
at Diputación de Córdoba:
Delegación de Hacienda y Recursos Humanos

Backgrounds and recent
results
Diputación de Córdoba

Servicio de Hacienda

Gender Responsive Budgeting
Training at the Local Level
Ohrid, November 13th 2009

Análisis del Presupuesto sensible al género Content of the session
• General overview.

– The territory and the organization: competencies,
budget distribution, budgeting procedure and
highlights on women situation in the province.
• The Gender budgeting experience at
Diputación de Córdoba.
– Backgrounds.

– The management approach of the project.

– Means and tools as described in the original
project.
– Recent actions and results in 2009:
• Selected policies analyzed.
• The Guide for a gender policy analysis at Diputación de
Córdoba.
• The provincial gender observatory.
• Information Technology as a supportive tool.

Análisis del Presupuesto sensible al género The province of Córdoba
Population (2008)

798.822
392.658 406.164
49,15% 50,84%


Municipalities / Local councils
75 + 5 ELAs

Less than 10.000 inh. (61)
Btw. 10 and 20.000 inh. (7)
Btw. 20 and 50.000 (6)
Over 100.000. (1)

The Diputacion expenditure
budget 2009
Functional classification

Transfer to other
administrations Public debt
Economical regulation Economical regulation 12,30%
(specific sectors) 0,18%
(general) General Services
16,76% 0,63% 8,61%


Civil protection an
citizens security
1,66%

Economical Public
Social development
goods
and social care
13,67% Social Publics goods 14,00%
32,19%

Total amount of expenditure budget 300.135.000,00 €.

The organization: The provincial
Análisis del Presupuesto sensible al género council
Resumen de la estructura por áreas, delegaciones y organismos autónomos

Presidential Area
Área de Presidencia Equality and social Development
Área de Igualdad y Desarrollo Social Infrastructures andysuitanable development
Área de Infraestructura Desarrollo Sostenible

Delegación de Servicios Sociales. Vicepresidenta 4ª Servicio Central de Cooperación
Gabinete de Presidencia.
Secretaría general. Centro de minusválidos psíquicos profundos Delegación de Infraestructuras Municipales y Vivienda.
Vicepresidente 3º
Servicio jurídico-contencioso. Instituto Provincial de Bienestar Social
Servicio de infraestructuras y caminos municipales

Delegación de Presidencia, Gobierno Interior y Prevención y Protección Civil. Delegación de Cultura Servicio de arquitectura y urbanismo
Vicepresidente 1º
Departamento de cultura Provicosa
Promoción y asuntos europeos.
Fundación Rafael Botí Delegación de Acción Territorial
Archivo.
Delegación de Juventud y Deportes Servicio de carreteras
Conservación, mantenimiento y servicios generales.

Parque y talleres. Departamento de juventud Emproacsa

Régimen interior. Departamento de deportes
Delegación de Medio Ambiente y Promoción Agropecuaria
Imprenta provincial. Delegación de Igualdad Centro agropecuario
Escuela-taller “La Merced”. Departamento de medio ambiente y protección civil
Departamento de igualdad

Boletín Oficial de la Provincia.
Epremasa
Delegación de Participación Ciudadana
Consorcio Provincial de Prevención y Extinción de Incendios
Departamento de consumo y participación Agencia provincial de la energía

ciudadana

Área de Desarrollo Económico y Planificación
Finances and Human Resources
Área de Hacienda y Recursos Humanos Economic development and strategic planning
Estratégica

Delegación de Hacienda y Recursos Humanos. Vicepresidenta 2ª Delegación de Desarrollo Económico. Vicepresidente 5º

Consorcio Provincial de Desarrollo Económico
Servicio de hacienda

Intervención
Delegación Turismo
Tesorería
Patronato Provincial de Turismo de Córdoba
Servicio de recursos humanos

Instituto de Cooperación con la Hacienda Local

5 Areas
Delegación de Desarrollo Nuevas Tecnologías y Cooperación al
Desarrollo

Unidad de modernización administrativa y
13 Political delegations
administración electrónica

Departamento de cooperación al desarrollo

Eprinsa 30 Services/Departments

4 Public enterprises + 6 OAL

The Diputacion in the structure of the
Spanish state

• Part of the local government layer.
• Administrative body more than a “proper
government”.


• No legislative assessments, apart from
rules on organizational matters and
pricing public services provided by the
council: water supply, waste collection
and treatment, IT services for councils.

The Diputacion in the structure of the
Spanish state (II)

• Plenary (27 councilors) coming from
town and city councils.

• They all are local councilors at their

municipalities and appointed by their
political parties (not the citizens) to be
part of the plenary of the Diputacion.

Delegación de Hacienda y Recursos Humanos The Diputacion: Basic competencies

• Economical, legal and technical
(urbanism, engineering and IT matters)
cooperation and assistance to
municipalities in order to discharge all

municipal powers.

• Other competencies assigned by
Regional Gov. (e.g. part of the social
assistance programme)

Delegación de Hacienda y Recursos Humanos The Diputacion: Basic competencies

• Incomes budget defined by the National
and Regional Govs. (Over 60% of it, see
graphic)

• Absence of an own fiscal-tax policy.


• High percentage of expenditure focused
on supramunicipal infrastructures and
investments* see graphics.

*machinery, plants, and buildings.

Delegación de Hacienda y Recursos Humanos The Diputacion income budget 2009

Local institutions
1,88%
Own resources Financial passives
17,15% 17,98%
Others
0,34%


Regional Gov.
9,31%

EU State
1,18% 52,16%

budget 2009
Organizational classification

Financial and IT
investment
37,01%
Presidential Area
12,82%


Social
development
13,68%
Infrastructures
and suitanable
Internacional
development
cooperation
35,79%
0,70%

Análisis del Presupuesto sensible al género budget 2009
Compared functional classification

60,00% Diputación
55,51%

Junta de Andalucía
50,00%

40,00%
Percentage of budget

32,19%

30,00%

20,00%
16,76%
14,00% 13,67%
12,30%
11,26%
8,61% 9,46%
10,00% 8,25% 8,38%

3,67%
2,08% 1,66%
0,29% 1,10% 0,63% 0,18%
0,00%
Public debt General Civil protection Social Social Publics Economical Economical Economical Transfer to
Services and citizens development goods Public goods regulation reguation other
security and social care (general) (specific administrations
sectors)
Function

Análisis del Presupuesto sensible al género budget 2009
Expenditure per inhabitant

9.000,00 €
7.890,39 €
8.000,00 €

7.000,00 € Gasto por habitante
6.000,00 €
Total amount

5.000,00 €

4.116,45 €

4.000,00 €

3.000,00 €

2.000,00 €

1.000,00 € 375,03 €
- €
Diputación Regional State
Goverment
Administrative layer

The budgeting procedure at

• Traditionally based on annual fixed
increments.
• Without any process of analysis or
evaluation of performance.

• Without clear (explicit) objectives,

neither strategic approach to the
implementation of any of the policies.
• Priorities settled by “opinions” or
political influences or strength.
• Rigid legal framework of control over
the expenditure.

Highlights on women situation in
the province: Light on inequality

COUNCILORS AT EN LOS AYUNTAMIENTOS
CARGOS ELECTOS CITY-TOWN COUNCILS

Hombres
MEN
80,00% Mujeres
WOMEN
69,67% 65,67%
70,00%
% OF PEOPLE

59,74%
60,00%

PERSONAS

50,00%

40,26%
40,00%
30,33% 34,33%
30,00%

20,00%

10,00%

0,00%
1999-2003 2003-2007 2007-2011

CORPORACIONES
YEARS


ALCALDES Y ALCALDESAS
COUNCIL MAYORS
100,00%

90,00% 87,18% MEN Hombres
82,28% Mujeres
WOMEN
80,00% 73,33%

% OFEPEOPLE

70,00%
P RSO NAS

60,00%

50,00%

40,00%

30,00% 26,67%
17,72%
20,00% 12,82%
10,00%

0,00%
1999-2003 2003-2007 2007-2011

YEARS
CORPORACIONES


MEMBERS OF THE PLENARIES BY POLITICAL PARTIES
CARGOS ELECTOS EN LOS AYUNTAMIENTOS POR PARTIDOS POLÍTICOS.
CORPORACIÓN 2007-2011
2007-2011 HOMBRES MEN
WOMEN
MUJERES
100,00%

80,00%
65,52% 66,67% 65,79%

% OF MEMBERS
PERSONAS

59,43% 55,27% 59,63%
60,00%
40,57% 44,73%
40,37%
40,00% 34,48% 33,33% 34,21%

20,00%

0,00%
IU-LV-CA PSOE PP PA OTROS TOTAL

PARTIDOS POLÍTICOS
POLITICAL PARTIES


MEMBERS OF THE PLENARIES BY POLITICAL PARTIES
2007-2011
Sex ratio de los plenos municipales (mayo
Sex ratio sex ratio (2006) 2006)
Local municipal (enero Sex ratio at Municipal Plenaries (2007)
2007)



80,00

60,00

40,00

20,00

0,00
MEN
Hombres WOMEN
Mujeres MEN
Hombres WOMEN
Mujeres
ACTIVITY
ACTIVIDAD UNEMPLOYMENT
PARO
España
Spain 68,44
69,23 51,51
49,37 17,75
6,83 18,16
11,00
Andalucía
Andalusia 68,14
67,90 45,70
47,85 10,45
24,63 19,11
27,02
Córdoba
Córdoba 66,71
67,68 44,49
47,60 10,01
24,71 22,24
32,12

October, 2009


University degrees obtained by W-M
70,00%
60,92% 59,42%
60,00% Spain
Córdoba

50,00%
39,08% 40,58%

40,00%

30,00%

20,00%

10,00%

0,00%
Women Men

Academic year, 2007-2008


Sports and recreations Usage of personal time


8:00h 20:00h 8:00h 20:00h
Social life Personal attention
Sports and recreation Working
Games and freetime Studying
Mass media Family and Domestic work

Commuting Volunteer and social job


Porcentaje de Hombres y Mujeres en el personal de la Diputación y
Civil servants at Diputación de Córdoba
sus organismo autónomos2006

Women
MUJERES
32%32%


HOMBRES
Men
68%

68%


P o rcentaje de person as

0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
H abilitados

30
N ac ionales

J efes de

27
Serv ic io

J efes de

26
Serv ic io y
Letrados
Adjtos . J efes

25
Serv . J efes
D epartam ento

24
J efes Sec c ion

23
T ec nic os

T ec nic os

22
Superiores

T ec nic os

21
M edios

Adm inis trativ os

20
J efes
N egoc iado

Nivel y puesto
Proporción de hombres y mujeres por nivel de

19
D elineantes

Aux iliares
18

J efes
N egoc iado

J efes G rupo y
16

Enc argados
by men
and women at Diputacion de Córdoba

15

Ay udantes
Type of positions occupied complemento de destino

Aux iliares y
14

O fic iales 1ª
13
MEN

O fic iales 2ª
WOMEN

O rdenanz as ,
12

O fic iales 3ª y
lim piador/a


Gender violence.
Gender poverty.

Gender poverty.

Gender property.
…/

the province: Lights on inequality

Gender division of job roles.
Elderly gender rates .

“Neutral” government actions

that promote women to
abandon jobs.
Pouring of knowledge.

The gender responsive budgeting
project at Diputación de Córdoba
• Backgrounds and basis:

– Woman Centre, created at 1989
– I Provincial Plan on Equal Opportunities
1996-1999.
– II Provincial Plan on Equal Opportunities


2000-2003. Mainstreaming policies
included. Finalist on Best practices HABITAT II (ONU)
– Mainstreaming Technical Commission
(CTG)
– III Provincial Plan on Equal Opportunities
2004-2007. Mainstreaming policies


• How did we start?
2003 – GB included on political general goals for the
2003-2007 period.
2004 – GB mentioned on II Mainstreaming Gender
Plan 2004-2007 .

– Plan of action (draft) to promote an analysis
2005

on Gender responsive budgeting at
2006 – Plan of action approved by the political
directive commission (general trends).
– Working group
2007


2008 •Technical strategic document: Improvement
plan to set a gender responsive budgeting at
Diputación de Córdoba.

•Technical document approved by the

Plenary.
2009
•Agreement signed with IESA to develop start
up the analysis.

•Kick off of the analysis.


• General trends as mentioned at the draft
– Foster a working group.
– Ruling the process.
– Training and sensitization of staff either in

gender and new bugdeting procedure.

– Obtain a technical external assistance to
carry out certain actions of the plan.
– Set up a methodology of analysis (tools,
indicators and statistics).
– Select and prioritize policies and
programmes to be analyzed.


• The working group.

– Adjusted to the functions and departmental
distribution at the organization.

– The work doesn’t implies drastic changes

within the Departments.

– Keeping the “one leading” focus.

– Setting a transverse concept of gender at
policies.


• The management approach: The
strategically planned technical document:
– Understanding the project as a
strategic change to a better


management.
– 2 strategic objectives.
– 6 operational objectives.


• Using a proved methodology to see how
provincial policies influence on territory.
Analyzing how many men and women are
assuming what roles at the organization
R

and their position in relation with power

epresentation: and the decision making procedures

Evaluating how resources are assigned
R esources:
to men and women (money, time,
physical spaces)

What is being done and why and what is
R eality:
going to do the organization to reach a
real gender equality.


• Strategic objectives
• S.O.1.- Insert the gender approach into
every level of the budgeting procedure to
promote a general and responsible

equility vision on every policy before

2010.
• S.O.2.- Improve all the information
systems within the organization, obtaining
general performance indicators, and
specially the gender ones before 2010.

• Operational objectives.

• OO 1.1.- Create the Gender and budgeting
Estrategic Objective 1

unit.
• OO 1.2.- Develop a new budgeting procedure,

focused on improving effectiveness, economic

efficiency and a proper evaluation of policy
performance.
• OO 1.3.- To set a GRB in 2008.
• OO 1.4.- To be able to have a fully gender
evaluated budget in 2010.

• Operational objectives.

Estrategic Objective 2

• OO 2.1.- Evaluate every single program of
expdinture from the point of view of the

management of information: which information

is needed for the management and which one
they create in 2009.
• OO 2.2.- Create and use a new electrnoci
application to manage the whole information
related to programmes and economic figures in
2010.

• Costs of the project.

O.O Internal costs External costs TOTAL

1.1
50.000 € 104.200 € 194.200 €

1.2
S.O.1

820,40 € 26.846 € 27.665 €

1.3 5.814 € 41.845 € 47.659 €
1.4 24.390 € 13.600 € 37.990 €

2.1
S.O.2

36.000 € 36.000 €

2.2 97.040,90 € 97.040,90 €

TOTAL 121.024,40 € 309.530,80 € 430.555,20 €

experience: recent actions and
results

• Improvement Plan. Achievement of
objectives
– Organizational location
09

• Creating the Budget and gender

/20

unit on 2/12/2008
08

• Staffing in 2009
20

results

• Analysis of Reality/Representation
– Statistical report from a
gender perspective in the
10


/20

province.
09

– Statistical report from a
20

gender perspective in the
institution.

results

• Analysis of
reality/Representation
– Improved data collection and


usage of provincial and
09 institutional facts and figures
20
– Updated facts and figures
– Provincial Observatory on
gender statistics

results

Provincial Observatory on Gender
Statistics
• Created in the absence of a gender
statistics office at provincial level.


OBJECTIVES
– Provide indicators, sources of information,
statistical data and qualitative analysis at
provincial level.
– Analysis of reality through the design of
gender indicators.

results

• Analyzing resources
• Specific agreement with IESA-CSIC
(*) to achieve:

– A methodology for formulating gender

sensitive budget policies (The guide for

09 gender mainstreaming).

20 – A system of indicators on gender
equality that allow the evaluation of
gender impact of programs of the
expenditure budget.
– * Institute for Advanced Social Studies
(National Research Council)

Methodological guide for gender
mainstreaming in the budget

LEARNING PATHS
• Mainstreaming Gender approach in the Budget
Planning Process
– Technical process

– Political process

• Implementation of the methodology in 6
expenditure programmes (piloting the procedure)
– Open School Training in Gender (Equality)
– Occupational Training (Youth)
– Agenda 21 (Environment)
– Continuous Training (Human Resources)
– Business Centers Network (Municipalities Cooperation)
– Drug Addiction Prevention Program (Welfare)


MAINSTREAMING GENDER
APPROACH IN THE BUDGET
PLANNING PROCESS

–Analysis of the Reality

–Intervention

–Impact

Methodological guide for gender mainstreaming
Análisis del Presupuesto sensible al género in the budget
Step 2: Action on society

Expediture
programme Target

Objectives Users
definition

Broad
trends of

Actions settings
action

Indicators of
perfomance
And gender
indicators

DIAGNOSIS
Starting point:
Evaluating gender differences
impact of the between men and Step 1: Reality
women analysis
programme Step 3: Impact on
Society


ANALYSIS OF REALITY

• Diagnosis of the starting point


• Monitoring Inequality

• Gender Indicators


DEFINITION OF THE INTERVENTION
STRATEGY
• Purpose of the programme and goals
setting.


• Definition of actions.
• Definition of indicators.


GENDER IMPACT ASSESSMENT

• Ex – ante

• Criteria: Relevance and importance

• Gender Impact Report


GENDER IMPACT REPORT
• Analysis of baseline
• Analysis of expected results

• Gender Impact Assessment

• Suggestions for improvement and
recommendations

results

• Analysis of resources
• Adapting the system of
09 budget management

20

08/ information.
20
• Implementation of the
new budgeting module

results

• Adapting the system of budget management
information. New budgeting module.
– Expenditure budget programmes
• Objectives

• Actions

• Recipients
• General resources
• Monetary resources
• Financing
• General data
• Project expenditure
– Subscenarios budget


OBJ ACT
REC.
G. R.
M.R.
FIN.
G.D. PR.EX.
Expenditure budget programs


Objectives


Actions


Recipients


General Resources


Monetary resources


Financing


General Data


Project expenditure


Expenditure
Subscenarios budget


Incomes
Subscenarios budget

Análisis del Presupuesto sensible al género experience:
Reference to the budgeting process of the financial
year 2010

• Legal framework
– Standards for the preparation of 2010 budget
• Briefing/Training
– Notions of expenditure budget programs


– New budgeting module
• Training support to various management
centers
– Available documentation on the internal network
– Individualized training
• Current stage. Preliminary draft budget for
financial year 2010

experience at Diputación de Córdoba

Positive aspects of our project (I)
– Political and technical supportive
decisions.
– Creation of its own regulatory framework
(Budgeting rules)


– Technical tool of management
improvement, well understood by the
technical staff
– Creating an organizational structure
dedicated to the project (Budget and
gender unit at the Department of Finances)

Análisis del Presupuesto sensible al género experience at Diputación de
Córdoba

Positive aspects of our project (II)
– The analysis is inserted in the
budgeting procedure, not an “apart
working flow”.

– It takes a scientific approach to

analysis and technical action
framework.
– Decentralized nature of gender
mainstreaming
– Intent to cause a change in
management system

Córdoba

Some thoughts on the project
– Deep transformations can only be
achieved gradually and in a long-
term period.


– Peculiarities of the budgeting
procedure at the institution.
– It is necessary to consolidate the
technical procedures
– It is necessary to consolidate the
cultural change

Córdoba

What is offering to us:
– Promoting the efficiency of public
spending.
– Performance indicators included as an

“usual” part of the policy planning.

– Achieving social equity.
– Improving the design of public policies.
– Promoting accountability and
transparency to citizens
– Promoting social change in the
perception of gender equality

Córdoba

What could offer to the politician level:
– Trustable image to citizens.
– Truly decissions, based on real needs.
– Better governance attitude.


– Modern focus of Policy based on people
needs: pro-active listening.
– Democratic attitude: actually reaching all
people needs.
– Better way of spending money coming
from citizens: “Look what I’m spending
your money on”

Córdoba

What could offer to the politician level:
– Image of a brave and transparent
politician, willing to argue and show the
real aspects of her/his management and

what his/her intention is.

– Actual transformation of society and
culture.
– “Main Start” role at political play.

A tentative TO-DO list
• Collecte and organize data from society:
employment, use of time and public
physical spaces, representation at
institutions (schools, civil and
professional sectors,...)


• Find out which type of data you haven’t
got and how they can be colleted.
• Sorting out your institutional policies
and find out users and performance.
• Setting up a working group to train and
sensitize

A tentative TO-DO list
• Define a concrete list of relevant
indicators for the management level.
– What do we need to know to improve my
performance?
– What do we need to know to reach the

people needs?

– Do we know people needs and opinions?
– Do we have the money enough to do it?
– Do we know how we are performing?
• Start at basic levels with short term
goals and visible results.


attention!!!!
Thanks very much for your

Mª Carmen Guijarro mcguijarro@dipucordoba.es
Pepe Roldán. pepe.roldan@dipucordoba.es

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