Agency analysis of the Swedish Gender Equality Agency

The Swedish Agency for Public Management (Statskontoret) has been assigned by the Government to carry out an agency analysis of the Swedish Gender Equality Agency. This assignment also included analysing the Agency's grant allocation in particular.

We have analysed and assessed how the Swedish Gender Equality Agency carries out its tasks as well as how internal and external factors impact its results. Among other things, we have analysed the Swedish Gender Equality Agency's internal governance, management and follow-up, as well as how the Agency cooperates with other actors. We have also analysed how the Government governs the Swedish Gender Equality Agency.

The Swedish Agency for Public Management's overall assessment is that the Swedish Gender Equality Agency essentially performs its assignment and implements the tasks specified in the Agency's instruction. We consider the Swedish Gender Equality Agency to be skilled at managing its cross-sectoral assignment, which involves working through other actors by supporting and coordinating them. The Swedish Gender Equality Agency's partners and target groups are satisfied with the Agency's work and describe the Agency as competent and responsive to the needs of different organisations. On the other hand, the Swedish Gender Equality Agency has not lived up to the task set out in its instruction, which involves contributing to the strategic, coherent and sustainable governance of gender-equality policy, to the same extent.

The Government's governance of the Swedish Gender Equality Agency is characterised by numerous assignments with linked funds from special appropriations. These assignments are in line with the Swedish Gender Equality Agency's instruction and entail that the Government, in practice, controls which perspectives the Agency will work with in a specific area and specifies which initiatives the Agency will implement. In total, more than half of the Agency's revenue consists of specific funds in the form of special appropriations linked to specific assignments. This financing impairs the Agency's ability to carry out its activities efficiently and is not in line with the current principles of Government financing for agencies.

Our analysis shows that the internal management and follow-up within the Swedish Gender Equality Agency are generally satisfactory. The Agency carries out its assignments and tasks, despite challenging financial conditions. The Swedish Gender Equality Agency employs a program theory which provides an overview of the Agency’s activities and results as a whole, which works both internally and externally. But the Agency must improve its working environment and work to increase trust within the organisation. The Agency could also use its collective expertise more efficiently.

During the period in which we carried out the agency analysis, The Swedish Gender Equality Agency has been working to develop its processes for grant allocation. The Agency has conducted an intensive development work, which has resulted in new procedures, working methods and risk analyses. We conclude that the Swedish Gender Equality Agency therefore have improved their conditions for more effective controls in connection with future calls for grants. However, challenges remain, particularly when it comes to securing the long-term competence required to process grants within the Agency. The Swedish Gender Equality Agency also needs to monitor that the increased controls provide benefits that correspond to the costs.