Factors for success
- The example of Great Britain shows that where GB has political, administrative and civil society support, great success can be seen in its implementation. The introduction of GB is here not just a purely administrative process. Political will is vital, both at government level and at the level of the civil society. People committed to it are vital for keeping the long, slow process going via civil society initiatives. At administrative level, the best results so far have been achieved through intensive cooperation between the ministries responsible for finances and gender equality. Here, the top down principle is a central element in making its importance visible and promoting motivation.
- Experience from Austria and Switzerland confirms that gender-differentiated data collection is the basis for the precise deployment of public funds for target groups and for avoiding subsequent costs. If this can be made clear within the context of Gender Budgeting initiatives, the approach will also find acceptance in public administrative organizations.
- The example of the Land (Federal State) of Berlin makes clear on the one hand the key role of the Parliament in Gender Budgeting processes; the Berlin Parliament (Abgeordnetenhaus) has, in a far-reaching resolution, initiated implementation at federal state level and at the level of the city districts. And secondly, the potential of Gender Budgeting to provide transparency in the budgetary process and for modernizing it has been recognized by the Berlin government administration.
last modified
20/03/2006
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