Gender responsive budget at Diputación de Córdoba

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

Backgrounds and recent
results

Gender Responsive Budgeting Training at the
Diputación de Córdoba

Local Level
Servicio de Hacienda

Ohrid, November 29th 2009

Delegación de 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 managament aproach of the project.

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

Delegación de Presupuesto sensible al género

Delegación de 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 organization: The county 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

30 Services/Departments
Departamento de cooperación al desarrollo

Eprinsa

4 Public entreprises + 6 OAL

The Diputacion in the structure of the
Spanish state

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

• No legislative assements, apart from

rules on organizational matters and
pricing public services provided by the
council: watter 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.

Análisis del Hacienda y Recursos Humanos The Diputacion: Basic competencies

• Economical, legal and technical
(urbanistic, ingenierial 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)

Análisis del 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 infraestructures and
investments* see graphics.

*machinery, plants, and buildings.

Análisis del Hacienda y Recursos Humanos The Diputacion incomes 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

!
#
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 and
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 .

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

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

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

• Without clear (explicit) objectives,

niether strategical approach to the
implementation of any of the policies.
• Priorities seatled by “opinions” or
political influences or strength.

Highlights on women situation in
the province: Light on inequility

COUNCILORS AT EN LOS AYUNTAMIENTOS
CARGOS ELECTOS CITY-TOWN COUNCILS

Hombres
MEN
80,00% Mujeres
WOMEN
69,67% 65,67%
70,00%
59,74%
% OF PEOPLE

60,00%

PERSONAS

50,00%
40,26%

40,00% 34,33%
30,33%
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
MUJERES
WOMEN
100,00%

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

PERSONAS
% OF MEMBERS

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
Local sex ratio (2006) Sex ratio at Municipal Plenaries (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 69,23
68,44 49,37
51,51 6,83
17,75 11,00
18,16

Andalucía
Andalucía 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


Universitary 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


Usage of personal time
Sports and recreations


8:00h 20:00h 8:00h 20:00h
Social life Personal attention
Sports and recreation Working
Studying
Games and freetime
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
32%
MUJERES
32%


HOMBRES
Men
68%

68%


P orcen taje d e p erson as

100%
20%

30%

40%

50%

60%

70%

80%

90%

the province: Light on unequility
10%
0%

and women at Diputacion de Córdoba
Type of positions occupied complemento de destino
H abilitados
30

N ac ionales

J efes de
27

Serv ic io

J efes de
Serv ic io y
26

Letrados

Proporción de hombres y mujeres por nivel de
Adjtos . J efes
Serv . J efes
25

D epartam ento

J efes Sec c ion
24

T ec nic os
23

T ec nic os
22

Superiores
Nivel y puesto

T ec nic os
21

M edios

Adm inis trativ os
J efes
20

N egoc iado

D elineantes
19

by men

Aux iliares
J efes
18

N egoc iado

J efes G rupo y
16

Enc argados

Ay udantes
15

Aux iliares y
14

O fic iales 1ª
WOMEN
MEN

O fic iales 2ª
13

O rdenanz as ,
O fic iales 3ª y
12

lim piador/a

Higlights on women situation in
the province: Light on unequility

Gender violencie.
Gender poverty.
Gener powerty.


Gender property.
…/

Higlights on women situation in
the province: Lights on unequility

Gender division of job roles.
Elderly gender rates .
“Neutral” goverment 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. Mainstremaing policies

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


• How did we start?
2003 – GB included on policital general means 2003-
2007.
2004 – GB mentioned on II Mainstreming Gender
Plan 2004-2007 .

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

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


2008 •Technical strategical 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 sensibilization.

– Technical external assistance.

– Set up a methodology of analisys (tools,
indicators and statistics).
– Select and priorize policies and
programmes to be analyzed.


• The working group.

– Adjusted to the functions and
departamental 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
strategical change to a better

management.

– 2 strategic objectives.
– 6 operational objectives.


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

and their position in relation with power
epresentation: and the decission 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
perfomance.
• OO 1.3.- To set a GRB in 2008.
• OO 1.4.- To be able to have a fully gender
evaluated budget in 2010.


• Costs of the project.

O.O Internal costs External costs TOTAL

1.1
50.000 104.200 194.200

1.2 820,40 26.846 27.665
S.O.1

1.3 5.814 41.845 47.659
1.4 24.390 13.600 37.990

2.1 36.000 36.000
S.O.2

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
• Staffing in 2009
08
20


results

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


province.
/20

– Statistical report from a
09
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

• Analysing 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 alow 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
expedinture programmes (pilotting 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 Program (Welfare)


MAINSTREAMING GENDER
APPROACH IN THE BUDGET
PLANNING PROCESS

–Analysis of the Reality


–Intervention

–Impact


ANALYSIS OF REALITY

• Diagnosis of the starting

• 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

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


Objectives


Actions


Recipients


General Resources


Monetary resources


Financing


General Data


Project expenditure


Subscenarios budget
Expenditure


Subscenarios budget
Incomes

Delegación de 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
decissions.
– 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 Departament of
Finances)

Delegación de 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

Delegación de Presupuesto sensible al género experience at Diputación de
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

experience at Diputación de
Córdoba

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

“normal” 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


Thanks very much for your

attention!!!


Mª Carmen Guijarro Luna
mcguijarro@dipucordoba.es
José Roldán Castaño
jrc01@dipucordoba.es
http://twitter.com/peperoldan

Gender responsive budget at Diputación de Córdoba

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