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Gender expertise is available to undertake gender analysis in a qualitative manner

 

SELF-ASSESSMENT QUESTIONS

  • Is gender expertise available to government institutions?
  • Are government institutions usually supported by the central gender equality institution or else single institutions – at national and sub-national level – have in-house gender capacity (i.e. gender units, gender advisors)?
  • Are concerned stakeholders and staff targeted with specific capacity development programmes on the use of GIA and other Gender Analysis tools?
  • Are managers and senior officials also targeted by Gender Analysis/ GIA capacity development programmes?

WHY IS IT IMPORTANT?


Involving gender experts in the policy process helps ensure that policy making is based on sound knowledge and understanding of gender-related issues and will have genuine social impact. Capacity should be built in all government institutions (through gender advisors, gender units, etc.), under the co-ordination and support of central gender equality institutions. Special capacity development programmes should also be considered for targeted staff specifically on the use of GIA and other gender analysis tools.

ACTIONS TO CONSIDER

  • Specialized gender expertise is accessible to the broadest spectrum of government organizations and supportive throughout the various stages of the implementation of GIA;
  • Capacity development programmes for the use of GIA – also including managers and senior officials - are regularly implemented;
  • Managers and senior officials are required to report on the implementation of GIA and gender analysis, while being well aware of government gender equality priorities.

PITFALLS TO AVOID

 

  • Gender expertise is not available or adequate within individual institutions, thus failing to provide necessary assistance for the implementation of GIAs – institutions do not fully capitalize on available expertise;
  • Central gender equality institutions have insufficient capacity to assist various government institutions in the implementation of GIAs and other gender analysis processes;
  • Capacity development programmes do not reach out to all concerned staff/institutions – thus capacity across the government is in-homogeneous;
  • Programmes aimed at increasing capacity, awareness and engagement for GIA implementation do not target managers and senior officials.

COUNTRY EXAMPLES

 

Denmark

In Denmark, the Division for Gender Equality has designed the core structure and instruments for GIA. While Gender Impact Assessment is performed by respective ministries, the Division for Gender Equality is consulted throughout the whole process. It also plays a key role in monitoring the process and in identifying initiatives that require GIA. Gender expertise is thus guaranteed within the GIA framework. The Division also provides tools for GIA available on each ministry’s website.

Sweden

In Sweden, all Committees of Enquiry (bodies appointed by the Swedish government for policy proposals requiring extensive analysis and preparation before submission to Parliament) must conduct a gender impact analysis for policy proposals potentially affecting gender equality, on the basis of clear guidelines for gender impact analysis, outlined in a handbook. These guidelines stipulate that, if a policy proposal has gender relevance, its anticipated impact needs to be indicated in a report.

Canada

In Canada, the province of Quebec sought federal assistance through The Canadian Armed Forces in response to severe flooding. The Gender-based Analysis Plus (GBA +) approach was adopted at the launch of the mission by Joint Task Force to identify impacts on vulnerable populations. Data collected on vulnerable populations helped structure the actions of the armed forces and measure their impact. The use of GBA + has increased awareness among Armed Forces of the impact of their actions and enabled mitigation strategies where appropriate.