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This chapter discusses the relevance of a community of practice (CoP) for a reflexive gender equality policy and reflects on the different approaches taken within TARGET. It is based on the literature on CoPs and structural change as well as on experiences in transferring this approach to the context of implementing gender equality plans (GEPs) within different types of research organisations. While the notion of the CoP was coined in the 1990s, literature on gender and such communities remained scarce until a recent wealth of research looked at the role played by inter-institutional CoPs in advancing structural change in research organisations. In this chapter, we examine whether and how an institutional CoP approach has been a useful vehicle for gender equality plan development and how the different configurations of internal and external stakeholders within the CoPs have impacted GEP implementation.

This chapter provides the background and relevant policy context information necessary to understand the approach to development and implementation of tailored gender equality plans provided by the TARGET project. It describes the development of European gender equality polices in research and innovation (R&I) since the 1980s and experiences with early structural change projects. TARGET refers to these experiences and aims at providing an innovative approach to overcome challenges towards gender equality, especially for research organisations located in countries that have been classified as rather inactive when it comes to gender equality policies in R&I. The chapter closes with an outline of the structure of the book and its individual chapters.

Creating high quality, liveable urban settings that facilitate a transition to lower carbon living and work environments is central to achieving more sustainable cities and communities. For over two decades, city builders and planners have advocated compact growth to facilitate these transformations. The impact of the COVID-19 pandemic has heralded a conceptual shift in debates on urban density, mobility and accessibility with the idea of the ‘15-minute city’ (Moreno, 2016) gaining increased prominence and traction among policymakers. Popularised by Mayor Anne Hidalgo of Paris, proximity and accessibility, together with density, underpin an ideal that privileges the relocalisation of work, home and leisure activities. Broadly described, the concept centres on the (re)development of urban neighbourhoods where basic services – access to public transport, grocery, social and healthcare, leisure and amenity – can be provided within a 10-, 15- or 20-minute walk or cycle from home. Since the publication of the National Planning Framework in 2018, more compact urban growth has become a core principle underpinning spatial planning at a range of scales in Ireland and the development of low-carbon and vibrant urban centres is now a key objective of Irish policymakers. The Southern Regional Assembly has been promoting the ‘10-minute town’ ideal through its Regional Spatial and Economic Strategy (RPO 176) and pilot projects in 3 medium sized towns (Carlow, Tralee and Ennis). However, scaling up the concept to accommodate the region's larger cities is relatively unexplored. As the smallest of the three cities in the southern region, and with significant redevelopment potential at the heart of the urban core, Waterford is in a dynamic position to accommodate the 15-minute concept. Furthermore, Waterford's more recent population growth suggests the need to cement the 15-minute city concept as a baseline for the design of the city as it develops and evolves in both new and emerging neighbourhoods. This chapter examines the potential and challenges of embracing the 15-minute city concept in Waterford as a way to meet the objectives set out in the National Planning Framework, Regional Spatial and Economic Strategy and by Waterford City Council, and discusses lessons for the Irish context more broadly. The chapter concludes that while the framework conditions for success appear to be largely in place, whether the governance and political system at the metropolitan and local levels is courageous enough to embrace and harness these opportunities remains to be seen.

Gender equality plans (GEPs) are currently the preferred approach to initiate structural change towards gender equality in research organisations. In order to achieve structural change, GEPs have to be more than just a formally adopted institutional policy. Effective GEPs lead to a transformation of gendered practices and thus to structural change. This chapter presents the innovative approach developed for an H2020 structural change project and its theoretical background. We argue that due to the dual logic, which characterises academic organisations, the organisational logic and the academic logic, change is a complex endeavour. To deal with this complexity, one of the main functions of a GEP is to provide space and initiate reflexivity at an individual as well as at an institutional level. A theory of change approach supports reflexivity in all stages of a GEP as it ensures that basic assumptions of the institutional change process are questioned and reflected on by the different stakeholder groups involved in the implementation.

The emergence of Research Management and Administration (RMA) is a result of the pressure on academics to secure research funding from external sources, the increasing competition for these funds, as well as the rising requirements of research funders in terms of reporting and compliance with regulations. This is relevant in the case of the current Horizon Europe Framework Programme for Research and Innovation (HEU) funded by the European Union (EU) which requires important level of professionalisation of the research support staff on behalf of the applicant institutions. Data management, open science, research ethics and integrity, achieving impact beyond academia and the valorisation of project results can be regarded as non-research specific criteria which have to be met by applicant organisations to secure the highly competitive funding. Meeting these non-specific criteria is not always possible in countries whose performance is lagging behind compared to the Western European competitors in EU-funded programmes, such as Hungary.

Our findings reveal two things. First, research support in Hungary is in its early stage of maturity, similary to many countries in Central and Eastern Europe. In several cases, Research Managers and Administrators (RMAs) do not possess the knowledge necessary to meet the non-research specific criteria even if the knowledge is present at the institution or with other colleagues. Second, due to the continuously increasing participation in EU-funded framework programmes (FPs), the state of research support in Hungary is constantly evolving. There is also willingness to learn and improve capacities, which needs strategic planning, studying others’ examples and their adaptability. Such processes can support the capacity building and professionalisation of research offices not only in Hungary, but in countries of the Central and Eastern European region with a similar maturity level of RMA.

Research-funding organisations (RFOs) and research-performing organisations (RPOs) are in a privileged position to significantly reshape the research and innovation landscape – not only by implementing gender equality plans (GEPs) as institutions but also in terms of the relationship and potential impact of these plans on the institutional context in which they are embedded. This paper reflects on the content and methodology of the GEP implementation at two RFOs and one non-university RPOs. Grounded in the knowledge base of each organisation, the analysis provides insights and expert feedback in order to understand to what extent and under which conditions GEPs are a systematic and comprehensive policy in promoting structural change that has a high potential impact on research policy definition and funding. Reviewing the internal assessment phase, the preliminary steps in the design process as well as the implementation and monitoring phase, the analysis detects both the strengths and challenges or resistance connected to external and internal factors as well as the specific strategies that small organisations employ to promote and sustain organisational and cultural change.

The European Union (EU) faces numerous political and socio-economic challenges, both of an external and domestic nature, which must be tackled by this international organization. Universities also have to respond to these challenges by proposing new curricula, including ones related to EU subjects, and new ways of transferring knowledge. This also means that the adopted approach toward teaching about the EU should be modernized and go beyond simple and straightforward teaching about EU institutions and policies. The objective of this chapter is to present an approach toward teaching EU-related subjects concerning entrepreneurship and management of EU funds in Poland based on the example of the University of Economics in Katowice. The following research questions were elaborated: How to boost the acquisition of skills related to entrepreneurship? What are the best practices that can be promoted? How can the discussed university expands its educational offer? Also with the use of EU funds that can be adjusted to the needs of the region and the expectations of the young people.

This chapter provides some concluding reflections on the different experiences of structural change encountered by the TARGET partners. The various TARGET partners had different roles in the structural change processes: seven organisations designed, implemented and monitored gender equality plans (GEPs) for the first time, two organisations provided tailored support to implementing institutions and one organisation evaluated GEP implementation. This edited volume provides an account of these diverse experiences of engaging with and catalysing structural change in very different research organisations operating in extremely different contexts both within the EU and beyond. The volume thus contributes to the growing body of literature generated from structural change projects by offering a specific focus on the TARGET approach. The TARGET process of structural change – undertaken through the development and implementation of tailored, evidence-based GEPs – was found to be strengthened through formal top management commitment and by taking a reflexive approach that was powered by communities of practice and supported by financial resources, gender expertise as well as gender and organisational change competences. Engaged institutions thus managed to overcome unfavourable conditions and implement tailor-made, context-specific interventions, some of them in areas at the cutting edge of topics and issues linked to gender equality in research and innovation such as tackling sexual harassment, sustainability and integrating the gender dimension into research content and curricula.

Traditionally, monetary policy in Latin America followed the recommendations of the missions of the monetary “doctors” who defended an independent central bank and a pro-cyclical monetary policy, adhering to the automatic adjustment of the gold standard. A key function of central banks was to support fiscal stability. The effects of the Great Depression and its aftermath in the periphery countries questioned these recommendations and gave way to a shift in monetary policy. An illustrative example is provided by the creation of the Central Bank of the Argentina Republic (BCRA) under the auspices of Raúl Prebisch, and the technical assistance missions of the United States Federal Reserve to several Latin American countries some of which were led by Robert Triffin. Prebisch actively participated in mission to Paraguay and the Dominican Republic bringing the experience he had acquired as director of the BCRA and the tools devised to adapt monetary policy to a changing external context and circumstances. The use of the discount window and exchange controls, among other instruments, was seen in this new view as necessary to pursue counter-cyclical policies and to provide support for industrialization and full employment in the periphery.