This article is written by Christopher K. Scipio, Senior Gender Equality and Diversity Specialist, Canada’s Department of National Defence.

As public servants, we have a suite of tools in our policy toolkit that we draw on to help us respond to the public policy challenges that governments are expected to respond to.

The policy choices we make and programs we deliver, impact people in different ways. Having an appreciation of how these impacts differ and the contributing factors leads to better policy choices.

Knowing this we can seek out information and data that is representative of the variety of lived experiences, which enables us to reduce negative impacts for marginalised groups in our policies and give more people access to positive benefits, especially to those who are often underrepresented recipients of positive benefits.

When this happens, diverse groups of women, men and gender non-binary people are better able to participate fully, contributing to an inclusive democratic society where gender equality is a core value.

A gender lens for policymaking

Here in Canada, we use Gender-Based Analysis Plus (GBA+), an intersectional analytical process for examining how various intersecting identity factors may impact the effectiveness of government initiatives to advance gender equality. We consider the social and power dynamics, examining how gender, sex, ethnicity/race, age, language, geographic location, sexual orientation, culture, education, and other relevant identity factors influence access to government programs.

This consideration of intersecting identity factors is critical to developing responsive and user-centric public services. Imagine delivering a program to help parents with child care costs but the only way to apply is using the internet to download a form that you have to sign, then scan and send back by email. Some might say, being able to apply online makes it easier, since you can complete the form at your convenience, but what if you are a parent who does not have access to a computer or smartphone or a scanner? What if the parent has literacy challenges and needs to speak with a government agent but the only agent is the chat-bot on the website?

Programs that are intended to help parents but are designed without consideration of different lived experiences or ability to access government services are at risk of being less effective. To reduce the risk, public servants can use GBA+ to better understand the intended recipients and then improve the program design to better address diverse user needs. For example, there could be an option for parents to apply for the program by speaking to someone over the telephone or applying at a government kiosk if they do not have access to a computer or scanner at home. By removing barriers to accessing government programs, public servants can help reduce inequality by designing more inclusive programs.

With so many people, doing so many different jobs, in an organisation with a unique culture and legacy of doing things, plus the very nature of defence and national security, you quickly learn that a one-size-fits-all approach will not work

Depending on where you live or work, the term gender mainstreaming or integrating gender perspectives might be used to describe the approach for advancing gender equality and considering the concerns and experiences of all genders in design and implementation policies, programmes and operations. At their core, GBA+, gender mainstreaming and integrating gender perspectives are concerned with reducing inequality and advancing inclusion.

As a Senior Gender Equality and Diversity Specialist, providing strategic policy guidance, training and capacity building to support Canada’s Department of National Defence (DND) integrate GBA+, and having worked on GBA+ in other departments for the past six years, I have seen successes and challenges to integrating GBA+. Challenges include insufficient training and learning opportunities, lack of support from senior leadership and misperceptions about policy areas where GBA+ should be applied. To overcome these challenges here are five best practices that I have found to work well when an organisation is embarking on its GBA+ integration journey.

1. Before you can plot a new course, you first need to know where you are

Start with building a clearer understanding of your organisation. Have there been prior attempts to integrate GBA+? Look for existing research and studies, what worked and what happened along the way? What is the knowledge level and understanding of GBA+? Are there departments with a similar mandate that you could look to for ideas on how to integrate GBA+?

But don’t expect to fully replicate what others are doing. You really need to adapt as you go and appreciate your organisation’s unique context. I work in the largest department in the Canadian government, with over 100,000 military members and civilian public servants working side-by-side all over Canada and globally with a shared yet different work culture, style of learning and operating. So you really also have to be patient, knowing different parts of the organisation might be more ready than others for integrating GBA+, or that the way GBA+ will be integrated can vary greatly.

2. Have several roadmaps for how GBA+ will be integrated

With so many people, doing so many different jobs, in an organisation with a unique culture and legacy of doing things, plus the very nature of defence and national security, you quickly learn that a one-size-fits-all approach will not work.

The overall Department has to have a roadmap. But that roadmap only succeeds if the organisations within the Department also have their own roadmaps for what needs to be done. These roadmaps need to be collaboratively developed between the GBA+ subject matter experts and the various offices of primary interests that exist across the organisations.

Ideally, you need a policy statement describing the importance of gender equality, diversity and inclusion to the organisation’s mandate and signalling senior leadership’s support and willingness to enable GBA+ integration

The GBA+ expert has the understanding of the policy tool, but it is the officers who do the day-to-day work who will have to use the tool. Both perspectives need to be reflected in the roadmaps.

The roadmap, at a minimum should include: the level of GBA+ knowledge amongst individual employees and the organisation overall, opportunities for applying GBA+ including priority areas, and a plan to strategically address challenges to implementing GBA+ when they arise.

For instance, the organisation responsible for infrastructure is applying GBA+ to help design facilities and develop new building standards and processes that better meet the needs of diverse military members and their families.

3. Don’t underestimate the importance of verbal support

Ideally, you need a policy statement describing the importance of gender equality, diversity and inclusion to the organisation’s mandate and signalling senior leadership’s support and willingness to enable GBA+ integration. With the policy statement, you have a mandate to proceed with building supporting structures, updating policies and undertaking a wide range of activities that ensure GBA+ is part of how work is done.

Canada’s Defence Policy, Strong, Secure, Engaged commits to applying GBA+ to inform the implementation of all initiatives undertaken by the Department of National Defence:

“Integrate Gender-Based Analysis Plus (GBA+) in all defence activities across the Canadian Armed Forces and the Department of National Defence, from the design and implementation of programs and services that support our personnel, to equipment procurement and operational planning.”

This bold commitment articulates that GBA+ is important work and that the commitment is going to be monitored, evaluated and won’t fade away. When decisions are being made, you want the decisions-makers to ask GBA+ type questions. Who is going to benefit more? Who does not have access and what can be done to increase who benefits?

Additionally, work with speech writers to ensure senior leadership is talking about GBA+ and the positive value it brings to your organisation’s strategic outcomes and priorities as often as you can. Reinforcing positive messages is important for awareness raising and it also reiterates the commitments in the Policy Statement.

4. Your team needs training

As a policy approach, GBA+ involves examining disaggregated data and research, and considering social, economic, and cultural conditions and norms. For some, this may represent a new approach for policy development or reimagining how they approach policy challenges. As such, it is a good idea to have readily available capacity building resources to help your organisation integrate GBA+.

Our team has dedicated trainers who deliver workshops and develop a wide range of tools to support staff working in areas such as procurement of military equipment and scientific research. Training is done throughout the year in different formats depending on learning needs. The Government of Canada’s course on GBA+ is part of the mandatory learning curriculum.

5. Showcase the added value

The goal of GBA+ is for policymakers to meaningfully consider who benefits and who doesn’t. If you are trying to convince someone that identity factors can affect how beneficial an initiative is, look for case studies and examples that tangibly demonstrate how research and analysis of diverse user groups contributes to improved design, by identifying and addressing deficiencies, leading to programs that are effective and cost efficient.

For example, bias in technology can compromise effectiveness as well as have negative impacts for some groups. GBA+ can also be used to improve the design of military equipment by taking into account differences in female and male body sizes and using that data to inform design specifications. Doing this helps ensure equipment can better accommodate a wide range of body types and sizes.

I hope these tips are useful as you start off on the path towards integrating GBA+/gender-mainstreaming in your department. Depending on the context some approaches may work better than others. It takes time to get everyone on board and there will be push back, so be patient, be resilient and know that working towards a more inclusive and fair society matters. — Christopher K. Scipio. Connect with me on Twitter: @ScipioCk

Christopher K. Scipio is an intersectional feminist and Canadian federal public servant currently works at the Department of National Defence as a senior gender equality and diversity specialist and supports the integration of Gender Based Analysis Plus.

(Picture credit: Unsplash)