PRESIDENZA DEL CONSIGLIO DEI MINISTRI. Organisational and Relational Models for Gender Policies and the Implementation of VISPO Guidelines

Transcription

1 1. PRESIDENZA DEL CONSIGLIO DEI MINISTRI Organisational and Relational Models for Gender Policies and the Implementation of VISPO Guidelines 1

2 Introduction The dissemination of a culture of equality and equal opportunities has become established as a cross-cutting principle of national and local public policies which, through a shift from isolated interventions to targeting specific problems in context, have proved able to achieve the goal of gender equality, in addition to offering opportunities for improvement in society as a whole. The level of development attained in terms of policy completeness, specific goals, types of intervention, methodologies and instruments for evaluating results offers us a glimpse of a system of government for equal opportunities within a process in constant expansion throughout Italy but particularly in Objective 1 areas which has recently undergone radical change at organisational, planning, implementation and monitoring levels. In this context, the role of the Department for Equal Opportunities (DEO) has been to coordinate and manage the complex framework which has been set up at national and local levels to offer guidance and support for managing equal opportunity policies. As the department responsible for gender policy in Structural Fund planning Objective 3 measures, the National Operational Programme (NOP), System Actions, Measure E.1; Objective 1, NOP, Technical Assistance and System Actions, Measure 1.2 and 1.4 and the coordination of the Objective 3 technical group and Objective 1 working group on equal opportunities, the DEO has helped to launch and currently supports a system of governance for equal opportunities at various levels: organisational: the creation of task forces offering a specialist advisory service on the subject of equal opportunities, combined with appropriate assistance to central and regional administrational structures; strategic: the VISPO Guidelines (Evaluation of the strategic impact on equal opportunities) define priorities for gender- and equality-oriented development and have served as a constant reference for all subsequent stages in the implementation of targeted policies; operational: contributing to the definition of the content of programme documents, identifying methodologies shared by all the actors involved in implementing mainstreaming; monitoring and verification of the system, in support of system action undertaken for equal opportunities. As mentioned above, there has recently been a major drive to put into practice equal opportunities and to implement mainstreaming at regional level, in terms of both policies and initiatives at organisational and operational levels. Each region has adapted both EC and DEO guidelines to its own specific characteristics, giving rise to different approaches to equal opportunity in reaction to local difficulties and in response to their own needs. 2

3 Examination of these changes from the point of view of organisation, system and implementation is therefore fundamental. Regarding research and analysis for the contextualisation of system actions, in order to identify whether and in what way the regions have taken action in the field of equal opportunities, In providing an overview of the organisational and institutional aspects of guaranteeing and managing equal opportunities at regional level, Organisational and Relational Models for Gender Policy and the Implementation of VISPO Guidelines has an important contribution to make regarding research and analysis of system actions in context, in order to identify whether and in what ways regions have taken action in the field of equal opportunities. The aim of the study carried out as part of the Formez project System Actions Regarding Social Inclusion and Equal Opportunities for Men and Women, with reference to PON ATAS (National Operational Programme, technical assistance and system actions), Objective 1, Action 5.2, Measure II.2 is to analyse all the administrative and other bodies, including the system of relationships, involved in the planning and management of equal opportunity policies, also examining the implementation of the VISPO model and the role of institutional bodies in the integration of the principle of equal opportunity in local development policy. Work carried out in Objective 1 regions (Basilicata, Calabria, Campania, Molise, Puglia, Sicily and Sardinia) and two Objective 3 regions (Piedmont and Emilia-Romagna) confirms that there is no single model for overseeing and managing equal opportunity issues in the various regional authorities. The aim underpinning the decision by the Department of Equal Opportunities and Formez to extend the field of study to areas outside Objective 1 where there is an established equal opportunities focus was to enhance the study with descriptions of other approaches to governance of these policies and to overcome the traditional disjointed approach to dealing with issues of national importance. As will become clear below, this made it possible to show that the differences between Objective 1 and Objective 3 Regions should not be quantified in terms of divergence from each other, but rather qualified in terms of different approaches and specific solutions for areas with different needs. What emerges from the study is that in recent years there has been a marked proliferation of bodies and actors involved, in different ways and with different characteristics, in the implementation of gender policies. In addition to bodies with an institutional identity, specific bodies have been set up in various regions to provide support for the activities of regional equal-opportunity commissions and generally to reinforce regional policies for the implementation of mainstreaming. As regards relational systems, there is a tendency in Objective 1 regions for more structured relational methods and forms, in view of the fact that multi-fund planning is more complex than in Objective 2 regions. This applies, in particular, to the decision to set up networks of equal-opportunity representatives within individual regional administration offices. Moving on to examine more closely the results of the study, the ways in which equal opportunity policy is shaped at regional level was analysed from two perspectives: 3

4 the organisational structure which, at regional level, reflects the delegation (or non-delegation) of powers regarding equal opportunities; the system of relationships between those involved in equal opportunity policy and, specifically, the creation, alongside institutional appointees provided for in national law, of other bodies concerned with equality. This analysis has been rounded out by a further study area regarding all the activities involved in implementing the VISPO model in the regional settings analysed. Analysis of the organisational models in the regions studied The study has revealed that a single model for how equal opportunity policy is integrated into the institutional structure does not exist for the regions as a whole, but is strongly correlated with the specific and unique characteristics of the local setting. Regional organisational models were analysed from the following perspectives: the political and organisational structure, in particular, verification of the allocation of competences relating to equal opportunities at regional departmental level; the ROP system of government, which has given rise to the modification and strengthening of organisational aspects by creating appropriate technical structures. Of the political-organisational structures of the regions examined, it emerged that in only four cases (Calabria, Campania, Molise and Emilia-Romagna) have equal opportunity competences been delegated to a regional department. In other regions, even where no specific powers have been delegated, equal opportunities are either dealt with by other regional administrative structures (general affairs, departments, coordination areas) or by dedicated technical and operational units and offices, as is the case in Sardinia (Equal Opportunities Sector) and in Sicily (Equal Opportunities Operational Unit). Table 1 Institutional and administrative structures for equal opportunity policy in the regions studied. Region Regional departments with specific responsibility for equal opportunities Structure responsible for equal opportunities Objective 1 Basilicata - Office of the President Calabria Regional Department for Forests, Forestation, Civil Protection, Equal Opportunities Department of Forests, Forestation, Civil Protection, Equal Opportunities General Affairs/Equal Opportunities Sector General Affairs, Equal Opportunities, Communication and Public Information Service. 4

5 Campania Molise Regional department for Human Resources, Regional Administrative Reform, Relations with the Local Autonomous System, Equal Opportunities, Urban Safety. Regional Department for Labour, Vocational Training, Social Policy, Molisani nel Mondo, Policy re Youth, the Family, Equal Opportunities, Education and Cooperation Puglia - Sardinia - Sicily - Coordination Area 07, General Affairs, Personnel Management and Training Sector 02, Study, Organisation and Method Personnel Training Equal Opportunities Service. Directorate General III labour, vocational training, social policy, Molisani nel Mondo and education promotion and regulation of employment and labour policy service office for the promotion of employment and equal opportunities. Managing Authority of the Regional Operational Programme, Puglia , Office of the President of the Regional Council, Community Policy Coordination Area Equal Opportunities Facilitation Group. Office of the President General Affairs Service, Institutional Affairs and Social Interventions Equal Opportunities Sector. General Secretariat of the Regional Presidency Equal Opportunities Operational Unit Emilia- Romagna Regional Department for Schools, Vocational Training, Universities, Labour, and Equal Opportunities. Objective 3 Cultural Affairs, Training and Work- Equal Opportunities Service. Piedmont - Regional Affairs, Vocational Training and Work The political-organisational structure can be summarized as follows: 1. Calabria, Campania, Molise and Emilia-Romagna have been delegated powers to shape their own equal opportunity policies. Such powers are accompanied by the setting up of a dedicated service/office within the regional administration, in some cases supported at technical/operational level by specially created committees (e.g. the steering committee for measure E.1 in Calabria and the technical committee for equal opportunities in Campania). 2. Where no such powers have been delegated, administrative bodies oversee the implementation of mainstreaming (Basilicata, Piedmont, Puglia, Sardinia and Sicily). What emerges from this analysis is that while institutional visibility is not essential in order to effectively apply equal opportunity policies, it nevertheless has a positive influence, in that the service responsible for equal opportunities also has a role to play in coordinating policies in this area and in some cases, such as Emilia-Romagna, has a cross-cutting consultative role to play in reaching decisions about programmes and planned interventions. With regard to the system of government of the Regional Operational Programmes, nearly all the regions in the study were of the opinion that the Structural Fund Programme played a fundamental role in defining the organisational structure. 5

6 The introduction of a cross-cutting concept to equal opportunity policies boosted the setting up of specific operational structures and/or the identification of actors involved mainly in promoting and supporting mainstreaming in all regional policies. Of particular significance are the cases of Sardinia and Campania where the Authority for Gender Policy was set up. Table 2 Offices with responsibility for equal opportunities in the context of Regional Operational Programmes and their overlap with gender policy counterparts in the region. Region Office responsible for equal opportunities under the ROP Overlap with the region s gender policy office Basilicata Calabria Campania Molise Puglia Sardinia Sicily Emilia- Romagna Objective 1 Department of Culture, Training, Work and Sport Department of Strategic Aims, Office of the President Institutional Communication Sector Gender Policy Authority (comes under the Equal Opportunities Service) Directorate General 1 Regional and EC Programming Service Office of the President of the Regional Council EC Policy Coordination Area, supported by the EO Facilitation Group Regional Planning Centre Gender Policy Authority General Secretariat of the Office of the President of the Region Equal Opportunities Operational Unit Objective 3 Directorate General for Training, Culture and Work Project Planning and Evaluation Service Interinstitutional Coordination for Planning ESF Ob. 3 No overlap No overlap Overlap No overlap No overlap No overlap Overlap No overlap Piedmont Work. Regional Office for Vocational Training and Overlap Under Community planning, equal opportunity competences in the majority of regions examined (Table 2) were vested in administrative offices that did not overlap with those responsible for such issues under regional policy for equal opportunities (Basilicata, Calabria, Emilia-Romagna, Molise and Sardegna) Nevertheless, in most cases, forms of collaboration and cooperation existed between the different offices responsible for implementing and managing interventions. In Sicily equal opportunity competences are carried out by the Equal Opportunities Operational Unit (within the General Secretariat of the Office of the President), which works closely with the Planning and Coordination Service for implementing interventions regarding human resources, research, cross-cutting policies (responsible for Strand III Human Resources, ROP). With regard to Puglia Region, competences regarding equal opportunities under the ROP are entrusted to the Community Policy Coordination Area (Office of the President, Regional Council), supported by an Equal Opportunities Facilitation Group. 6

7 The regions have made provision for further bodies to support equal opportunity policies as part of Structural Fund planning: The facilitator for equal opportunities and, in some cases, for the networks (Campania, Puglia, Sardinia and Sicily), whose task it is to support the structures in charge of Structural Fund planning and management. Whereas in the two Objective 3 regions a facilitator is present and active, in some Objective 1 regions there is no uniform approach: in Molise, Basilicata and Calabria no such figure exists, while in the other regions provision has been made for a network of equal opportunity facilitators. Equal opportunity task forces, in the context of Objective 1 ROPs, on the initiative of the Department for Equal Opportunities-system actions, provided for under NOP ATAS Ob These have been appointed in all Objective 1 regions. The teams provide the regional administrations with support directly under the central coordination of the Department for Equal Opportunities, which defines their principal areas of activity, adapting them to the specific requirements of PAs. The role and function of these teams is to focus on promoting, within regional administrations, the cross-cutting nature of equality issues and the application of the principle of equal opportunities, guaranteeing and favouring greater linkage and coordination among the actors who are variously involved in the implementation of equal opportunity policy. Overall, regarding both the mainstream organisational structure and the organisational structure for the implementation of ROPs, there would appear to be no consistent pattern differentiating Objective 1 and Objective 3 regions. Each case has both homogeneous and heterogeneous elements that are not necessarily linked to that particular region. Analysis of relational models in the regions studied In some regions, the introduction of new technical and administrative bodies to oversee equal opportunity policies has given rise to a new system of relationships which, in the majority of cases, has improved the existing network (for example, Emilia-Romagna, Campania); in others it has reinforced the system, (e.g., Basilicata) introducing and promoting an equal opportunity approach to all activities and interventions in the context of regional development strategies. In general, regional equal opportunity bodies are to be found at two levels: Equal Opportunity Commissions (pursuant to law 164/90 and law 125/91) and the Offices of Equality Advisers (Decree Law. 196/00); the different equal-opportunity and gender-mainstreaming bodies that come under the ROP. As regards the first level, all the regions have ensured a considerable degree of involvement of institutional equality bodies (Regional or Provincial Commissions and Equality Advisory Offices) in planning and managing 7

8 development policy, in general, and Community planning, in particular, often over and above the compulsory forms provided for in national and regional law. Examination of single regional contexts revealed that, in the first place, Regional Equal Opportunity Commissions and Equality Advisers have been set up by almost all Objective 1 and Objective 3 administrations. The exceptions are Emilia-Romagna, which only has an Equality Adviser and Sicily where there is no Equal Opportunity Commission. The involvement (formal or informal) of these bodies takes the form of having representatives on Monitoring Committees and participating in the various planning and implementation stages of the operational programmes. With regard to the second level, bodies concerned with equal opportunities and gender approaches have been set up mainly under Community planning to provide operational support in managing Operational Programmes. The regional administrations have developed a three-pronged approach: the institution of specific bodies for coordinating, facilitating and supporting the planning and implementation of equal opportunity policies, structured as networks of representatives within the regional administration (a Facilitation Group in Puglia, a Facilitators Network in Sardinia and a Network of Equal Opportunity Representatives from the Regional Departments in Sicily). In the case of Campania Region, a technical committee has also been set up alongside the Team of Facilitators (external experts) to provide support for the planning and implementation of gender initiatives. the role of the equal opportunities facilitator, which is to mediate between the general instruments for implementing the programmes and the requirements of the equal opportunity approach. This is the case in Piedmont and Emilia- Romagna; in the latter, two coordinating groups have been established, one inter-directional and the other between the region and the province to boost mainstreaming, also at national level; retention of the system of relationships in place prior to the equal opportunity innovations introduced under Community planning. This is the case in Basilicata, Calabria and Molise where no further representative bodies are planned apart from the Equal Opportunities Commission and the Equality Councillor Office. From this outline (Table 3) it becomes clear that Objective 1 and Objective 3 Regional Operational Programmes have been fundamental instruments, enabling and supporting not only the development and improvement of the organisational structure of equal opportunity policy, but also helping to find ways of bringing together and integrating those in charge of equal opportunities who intervene at various stages of the planning, implementation and evaluation of initiatives. Table 3 Equal-opportunity representative bodies in the regions studied Region Institutional equality bodies regulated at national/regional level Mainstreaming support bodies in the ROP Basilicata Objective 1 Regional equal opportunity commission Regional councillor for equality Equal Opportunity Officer 8

9 Calabria Regional equal opportunity commission Regional councillor for equality - Campania Regional equal opportunity commission Regional councillor for equality Technical Committee for Equal Opportunities Equal Opportunity Team of Facilitators Molise Regional equal opportunity commission Regional councillor for equality - Puglia Sardinia Sicily Regional equal opportunity commission Regional councillor for equality Regional equal opportunity commission Regional councillor for equality Regional equality adviser Equal Opportunity Facilitation Group, ROP Puglia Equal Opportunity Network of Facilitators Network of Equal Opportunity Officers from Regional Departments Emilia-Romagna Equal opportunity councillor Objective 3 Interdirectional Coordinating Group Coordinating Group Region-Province EO Facilitator Piedmont Regional equal opportunity commission Regional councillor for equality EO Facilitator There is, however, evidence of some differentiation between the system of relationships in Objective 3 and Objective 1 regions: the relational methods and forms are more structured in the latter, in view of the fact that multi-fund planning is more complex than in Ob. 3 regions. Of particular note is the decision to set up networks of equal-opportunity officers within the individual regional administration offices. What also emerged from the survey is that in recent years, albeit with different methods and characteristics, there has been a marked proliferation of actors and organisations variously involved in the implementation of equal opportunity policies. In addition to the above-mentioned bodies, some specific organisations have been set up to support the activities of the Regional Equal Opportunity Commissions and to generally reinforce regional mainstreaming policies. This is characteristic of Campania, where the role of the bodies that have been set up is mainly advisory, to promote positive action for the application of the equal opportunities principle, which also covers specific contexts (such as, the Forum for Women Administrators, the Equal-Opportunities Consultative Panel for the region, management and labour; the Technical Committee for Mainstreaming and Empowerment in educational and training processes). Other regions do, nonetheless, also have representative bodies such as the Women s Council of Elected Members in Piedmont, Sardinia and Sicily. In conclusion, the presence and impact of various equal opportunity bodies have given rise to complex structured management models for the ROPs, which has impacted positively on their degree of involvement in the decision-making 9

10 process. This has encouraged the progressive institutionalization of the role of such bodies in decision-making processes. The relational and organisational model for regional gender policies The main elements of the relational structures and models in the regions studied were analysed using four descriptors for relational and organisational systems in order to interpret in a uniform way the organisational solutions and relational methods that each region adopted to managed gender policies. Specifically, structured system/simple system descriptors were used for the organisational models, while integrated system/distributed system were adopted for the relational models, and defined as follows: structured system: a system with a range of structures and actors involved in guaranteeing equal opportunities at various levels political, administrative, technical, consultative, etc. and which can also draw on the support of specific technical assistance expertise. simple system: in this context, a simple system refers to an organisational system where the institutional body at national level (Equal opportunity Commission and Equality Councillor) is not flanked by any other political or administrative bodies (technical or advisory), involved in promoting the application of the equal opportunity principle; integrated system: a system is integrated when the relational methods between the various bodies and/or equal-opportunity appointees permit the goals and activities related to the application of the equal opportunity principle to be verified, including through structures designed to provide linkage; distributed system: this descriptor is used to describe relational methods that are not part of a structured and coordinated system, thus limiting the implementation of the equal opportunity principle to specific settings. To summarize the results of the organisational and relational analysis, what emerges from the application of these descriptors is that there is no single shared model for enforcing and managing the equal opportunity principle in regional administrations, although they do have some features in common. In general, there is a prevalence of organisational structures that can adapt to specific needs and, in some cases, to particular circumstances. The dynamics of the relationships often depend on the degree of awareness of gender themes that has developed over time in each region, giving rise to the emergence of different trends in how the various administrations behave. These trends develop independently of any regional differences between Objective 1 and Objective 3 areas, confirming that in choosing its own organisational structure and in defining its own relational methods, each region is a case unto itself. Most of the regions examined (Campania, Emilia-Romagna, Piemonte, Puglia e Sardegna) had an integrated system of relational models, although each region had its own distinguishing features. This model is suitable for explaining systems with relational methods that enable the goals and activities involved in the application of 10

11 the principle of equal opportunity to be verified, also through a structure with a mediation function. What emerged in particular in these regions was the perception that, in giving a high profile role to institutional representative bodies for equal opportunities, Community planning has become integrated into the system of government for equal opportunities inferred by national/regional regulations, determining a higher standard of governance at regional level and permitting improved management and planning capacity of the regional and local administrations, especially at the level of the quality of planning and institutional government. The relational system in Basilicata, Calabria, Molise and Sicily, on the other hand, is characteristic of the distributed model. The survey reveals that in these regions the system of relations and relationships is less intense and less structured and therefore mainstreaming does not reach all levels, being limited to specific areas. Organisational and relational - models for gender policy Integrated Structured Emilia-Romagna Campania Puglia Piemonte Piemonte Sardegna Sicilia Sicilia Puglia Sardegna Basilicata Calabria Molise Simple Basilicata Ripartito Organisational system Calabria Molise Relational system Basilicata and Sicily have been putting a lot of effort into improving this aspect, also by taking advantage of the potential and support offered by the ROP (for example, in Sicily an Operational Unit for Equal Opportunities has been set up with coordinating functions and the Network of Equal Opportunity Representatives in Regional Departments). In Calabria and Molise responsibility for equal opportunities regarding the implementation of the ROP coexists with distinct functions, structures and tasks for the government of national and regional policies: the two systems tend to work as parallel structures. This is clearly problematical, especially considering that weak links between the different actors involved in equal opportunities within the regional administration, and the lack of organisational coordination limit the effectiveness of equal opportunity policies. Although the implementation of equal opportunities through the ROP has had an influence, mainly by stimulating relational methods, the situation is less clear regarding the creation of equality bodies. In this context, of the nine regions in the 11

12 study, three can be traced to a structured model (Campania, Emilia-Romagna and Sicily) and six to a simple model (Basilicata, Calabria, Molise, Piedmont, Puglia and Sardinia). Regions with a structured organisational system, that is with a complex structure characterized by their role of overseeing equality policies at a number of different institutional and administrative levels in a cross-cutting fashion (in particular, the Equal Opportunity Policy Service and the Interdirectional Working Group in Emilia-Romagna; the Operational Unit for Equal Opportunities in Sicily, the Equal Opportunities Service and the Technical Committee for Equal Opportunities in Campania operate within the regional authority and in the region as a whole in a cross-cutting fashion to promote the integration of the principle of equal opportunity in economic and social development policy). The simple model is a feature, on one hand, of administrations that have expressly chosen to concentrate the tasks and functions of awareness-raising, integration and linkage regarding equal opportunities in a few bodies (such as occurs in Piedmont, Puglia and Sardinia), and, on the other, of administrations having a more loosely structured organisation (Basilicata, Calabria and Molise). In the case of this latter group of regions, while the organisational structure has been tightened and partly modified as a result of a knock-on effect of the ROP, it is still undergoing change and as yet relies on few mainly institutional bodies (Equal Opportunities Commission and Equality Councillor), which also provide support and linkage functions. Overall, equal opportunity governance has been strongly impacted by the guidelines and constraints of Community planning which has given real added value to the mainstream model of government. From this point of view, it is considered a valid system, even without European co-financing, and it could, apart from a few exceptions and constraints, be transferred to mainstream equal-opportunity policy in the region. There is agreement among the regions that procedural and relational methods have been adopted through Community planning which have made a decisive contribution to supporting and promoting equal opportunities and gender mainstreaming in regional policies. Nevertheless, while the transferability of the model is considered a possible goal it is bound by objective and subjective conditions that limit and complicate its immediate adoption by mainstream management in regional administrations. The objective conditions include specific Community regulations, financial resources and procedures governing their utilization; the subjective ones include levels of sensitivity, motivation, knowledge and awareness regarding equal opportunities among institutional officers and other equal opportunity representatives. Implementation of VISPO Guidelines Finally, regarding the analysis of activities aimed at the implementation of VISPO guidelines in the regions studied, activities related to the adaptation and transfer of the model to the individual regional settings were analysed in respect of the four operational stages that characterize the implementation of the policies: planning, implementation, monitoring and evaluation (Table 4). 12

13 Analysis revealed that all the regions in the study have adopted the model provided by the Department of Equal Opportunities. This model, initially drawn up for ex-ante evaluation of operational programmes, has steadily evolved through the development of increasingly sophisticated instruments suited to the implementation stages of the programme framework and the management of Community resources. The regions Ob. 1 and Ob. 3 have made use of it mainly in the planning and evaluation stage of the the ROPs, in some cases accompanied by intense activity by the managing authorities to tailor the model to meet the needs and specific requirements of the various regional contexts. 13

14 Table 4 Activities involved in the implementation of the VISPO model, based on the functions carried out by regional administrations where their impact is greatest: planning, implementation, monitoring and evaluation. PLANNING MANAGEMENT/IMPLEMENTATION MONITORING EVALUATION Objective 1 Basilicata Ex-ante evaluation complementary programme: analysis of impact of ROP on Equal Opportunities (ROP Managing Authority) Calabria Preparation of guidelines on how to apply principles of equality in Integrated Regional Planning. (ROP Managing Authority) Introduction of additional scores in the selection criteria, Measure 3.13 activities, in keeping with VISPO methodology (ROP Managing Authority) - - Campania Guidelines for the management, evaluation and replanning of ROP. (Regional department for equal opportunities). Guidelines for the management, evaluation and replanning of ROP (Regional department for equal opportunities). - Guidelines for the management, evaluation and replanning of ROP (Regional department for equal opportunities). Molise Outline and guidance for replanning the ROP and the complementary programme. (ROP Managing Authority) Introduction of additional scores in selection criteria, ESF Measures, in keeping with VISPO methodology - - Puglia Replanning support for the ROP Puglia. (ROP Managing Authority Equal Opportunities Facilitation Group Puglia Task Force) Guidelines for replanning the ROP, introduction of selection criteria and incentives in line with VISPO methodology; introduction of implementation, result and impact indicators in line with VISPO methodology, Guidelines for the application of equal opportunities in the PIT (integrated projects). (ROP Managing Authority Equal Opportunities Facilitation Group Puglia Task Force) Qualitative monitoring in line with VISPO guidelines (ROP Managing Authority Equal Opportunities Facilitation Group Puglia Task Force) In-depth and evaluational analysis of approved projects, in order to assess the impact, effectiveness and efficiency of the action carried out and to set up impact assessment models. Analysis of the probability of achieving the four expected goals through the application of VISPO methodology. (Equal Opportunities Facilitation Group) Sardinia Definition of an analytical interpretative key for the expected impact of planning documents (ROP and Complementary programme). (ROP Managing Authority). Preparation of document on the main policies Sardinia Region intends to follow for the next threeyear period of ROP implementation. (ROP Managing Authority) - Classification of measures according to the four variables/goals set out in the VISPO model and description of the expected impact of the projects and of each measure in terms of potential gender impact (Facilitators with independent assessor). 14

15 PLANNING MANAGEMENT/IMPLEMENTATION MONITORING EVALUATION Sicily Adoption of VISPO Guidelines for mid-term review of ROP and comp. programme. Definition of implementation instruments (calls for tender, announcements, notices, circulars). (ROP Managing Authority). Adaptation of the VISPO model to the Sicilian regional system, currently under way. (Technical group for assessing the impact of ROP Sicily on equal opportunities) - - Emilia-Romagna Application of planning criteria as defined by VISPO. Objective 3 Application of criteria defined by VISPO for the management/implementation of interventions. - Application of evaluation criteria as defined by VISPO. Piedmont Application of criteria defined by VISPO for mid-term ROP replanning in Piedmont (2004/2006). Application of VISPO operational guidelines regarding Measure E.1 and a cross-cutting principle to the other measures; application of VISPO indicators in the following activities: ex-ante, on-going and ex post selection. Application of monitoring criteria as defined by VISPO. - 15

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