Belgian method on action plans

Transcription

1 Belgian method on action plans Marijke Weewauters Head of the Federal unit on gender based violence Institute for the equality of women and men in Belgium

2 I. Belgian action plans : history : 5/7 action plans on VAW/2 HT/ : 323 actions and measures from all the governments - violence between partners - honour crimes - forced marriage - female genital mutilation not only in the Belgian territory: international 2013 new federal government : refreshed action plan 2013: 2 new action plan s on homo-and transphobia and - discrimination

3 II. CSF FOR AN EFFICIENT STRATEGIC ACTION PLAN Political will and priority Carried out by/strong ownership by the political leaders state actors and organisations Participation of stakeholders/civil society/women s organisations/ngo s in elaboration and monitoring processes Media attention + dissemination Long term view (not linked to one government) Strict follow up of the implementation and monitoring Accountability in reporting on progress (to parliament cf. 1325)

4 II. CSF FOR GETTING STARTED Step by step approach to develop 1. Inventory of existing laws, policies, actions, data and good practices 2. Stakeholder input and buy-in: consultations with all stakeholders/women s organisations/civil society etc. for listing existing bottlenecks 3. Consultations with all ministries and experts to discuss possible Recommendations 4. Deliberation with all offices of ministers 5. Inter-ministerial conference to officialise NAP

5 II. CSF FOR CONTENT Refer to and align with International and European obligations Strategic and operational goals 5 p s (policy, participation, prevention, prosecution, provision) Indicators Budget Guidelines and mechanisms for implementation and monitoring (follow up, mandates, reporting requirements)

6 II. CSF FOR INFRASTRUCTURES and METHODS Coordinated horizontally by an independent official office/body (oversees the plan and alliance of actions) Budget Staff Implementation and independent monitoring structures/mechanism = implementation and consultation platform Official mandate of every structure

7 III. FROM RHETORIC TO ACTION: Belgian reality INDEPENDENT OFFICE Independent office = 2006: creation of the central co-ordinated body on violence against women within the Institute leading the process ; compiling the inventory and plans; facilitator; observatory support, coordination and evaluation of the action plan creating and coordinating frameworks for information exchange, monitoring, elaborating and implementing NAP s with all stakeholders = the Interdepartmental forum (all governments) + expert forum (all the organisations on the field) and the group of policy makers = multilateral meetings

8 III. STRUCTURES Identifying the administering organisations of departments that are responsible for the implementation of the actions in the plan, official assignment of them in the interdepartmental group Identifying the experts, key persons in the field, women s org, international and national NGO s (AI, Oxfam.) and official assignment of them in expert groups

9 III. CONSULTATIONS Progress-report on the action plan build up consultations with interdepartmental groups NAP Several specialised consultations with expert groups - violence between couples - sexual violence - honour crimes - FGM and force marriages - homo- and transphobia To collect all the gaps, problems and follow up and to include them in recommendations

10 III. STEPS TO ELABORATE Recommendations included in a assessment report Assessment report was discussed in several interdepartmental groups and bilateral reunions with state organisations and ministries project of action plan discussed in group of policy makers action plan will be aligned with cavho

11 III. AND LATER.. Experts and IDG Not just consultation but active involvement in implementing and monitoring Progress reports (every year) (administrative document for policy makers (not open to the public) in collaboration with the interdepartmental group Incorporating these plans in other policy or action plans (1325, nap on HT, security plan, gender mainstreaming, etc )

12 III. ADDITIONAL ASSESMENTS Strong structure and involvement with women s organisations, parliamentarians, commission on equality in senate and parliament Dissemination (press conferences, documents and actions publicly accessible via website)

13 IV. RESULTS Observation and follow-up of all actions by the members of the co-ordinated body improves the exchange of information and reduces the overlaps and contradictions of policies better co-ordinated policy

14 With consultations before NAP IV. RESULTS Identifying gaps Jointly defining problems and common objectives The action plan is the answer to the existing problems and supported by stakeholders

15 IV. RESULTS Consultation meetings during the implementation : Improving integral interventions/policies between governments and departments Improve the mutual responsibility for the final outcomes Better collaboration with all the actors Better development and exchange of expertise Efficient monitoring

16 IV. RESULTS Horizontal coordinating body Improved Transparency : all actions are assembled and visualised, centralised (better press contacts) Long term strategic programs and planning (future governments)

17 V. BUT STILL! More an action plan then a strategic plan = quick wins and no long term actions Every partner is still responsible for its own activities + several fragmented agencies There can still be problems with the information flow between the partners No budget Progress reporting can t be used for the public or stakeholders = real accountability and transparency? No indicators + lack of statistics

18 Conclusion A basic NAP with some of CSF is a beginning It is achievable and the benefits are so gigantic and necessary Political will and leadership from government Participation of civil society Coordination

19 THANK YOU Marijke Weewauters Institute for the equality of women and men