Considerations for developing a gender equity and inclusion municipal strategy

Gender Based Analysis Plus (GBA+) is an analytical process that policymakers use to examine the potential impacts (both intended and unintended) and opportunities of a policy, plan, program or other initiative on diverse groups of people, taking into account and gender and other identity factors. The plus (+) indicates that gender-based analysis goes beyond considerations of sex and gender to include a range of intersectional identity characteristics, such as: indigenous heritage, age, education, language, religion, culture, ethnicity, etc. GBA+ challenges assumptions and puts the lived experiences of diverse peoples at the forefront of a particular issue. 

It is therefore an important tool for local governments to develop and implement gender-responsive strategies, and has been used in various ways, including as a framework in the development of a diversity, equity and inclusion strategy.

KEY TAKEAWAY Conducting gender-based analyses is more like using a compass, than a roadmap. It is valuable work, and it has impact. There are many resources on GBA+ to help get started.

Municipalities rarely develop gender responsive and inclusive strategies in isolation. It is important to articulate gender equity objectives within the context of other municipal objectives. This facilitates buy-in from municipal departments who may not see the relevance of gender equity for their work.  For example, Montreal’s Action Plan for Solidarity, Equity and Inclusion (2021-2025) is aligned with the overall municipal vision Montreal 2030, as well as the Montreal Charter of Rights & Responsibilities. Similarly, Calgary’s Gender Equity, Diversity and Inclusion Strategy is aligned with the city’s strategies on Social Wellbeing, their Diversity, Equity and Inclusion Framework, and their Healthy Workplace policy.

KEY TAKEAWAY Getting buy-in and building consensus among decision-makers and impacted groups is crucial. Tying gender equity objectives into broader municipal objectives will help to get everyone on the same page.

Some municipalities developed explicit gender and gender diverse strategies, while others embedded gender within a broader DEI strategy. In the latter, gender may be identified as one of the many factors in discrimination (along with race, language, sexual preference, etc.).

The actions in a municipal strategy will likely vary in specificity depending on whether the strategy is explicitly gender-focused, or whether gender is one aspect of a DEI strategy. Importantly, many DEI strategies do not include a gender equity lens, and therefore would not be considered “gender-responsive”.

There are many factors to consider when deciding whether to develop an explicit gender equity strategy, including leadership awareness and commitment, whether a DEI strategy is already underway, and resources available. Ultimately, if a municipality hopes to achieve significant progress on gender equity, the effort and learning from developing and implementing an explicit gender strategy will deliver the most impact; though that should not take away from the effort required to meaningfully integrate gender into a broader DEI strategy and the value derived from it. Every small action can have impact.

KEY TAKEAWAY When feasible, an explicit gender equity strategy will provide the specificity needed for meaningful impact. But integrating gender within a broader equity strategy can also be valuable. Change starts somewhere - every small step is important and can snowball into something bigger.

Engagement with constituencies, experts, people with lived experience and staff is an important aspect in developing a municipal gender strategy that is responsive, feasible and effective. Municipalities engage these groups through various consultative processes, such as surveys, in-person meetings, establishing advisory committees and even pilot projects. For example, the City of Halifax is currently developing its Women and Gender Equity Strategy (WGES) and will be holding community engagement sessions to seek guidance from the broader community on reducing barriers to inclusive municipal services.

Similarly, when municipalities develop evidence-informed strategies, it gives the strategy legitimacy and helps build consensus. Municipalities may use workforce census data, surveys, third party research and data from other organizations to inform strategic objectives. These efforts to gather information to inform the strategy are often led by a Committee or Office who oversees the gender or DEI strategy development, such as a Gender Equity Office or Women’s Committee. In the absence of such a governance body, senior leadership (eg. Deputy City Manager) will often lead the process.

KEY TAKEAWAY Public engagement and input from people with lived experience will help prioritize needs and identify solutions. There are many ways to do so: community engagement sessions, online surveys, panel discussions, workplace census and open-ended feedback.

A S.M.A.R.T goal or action is one that is Specific, Measurable, Achievable, Relevant and Time-based. Defining these parameters for the goals and actions within gender responsive strategies helps ensure that they are attainable within a certain time frame.

Municipal gender strategies may be time bound; for example, Ottawa has a five-year strategy (2021-2025) while Vancouver has a ten year strategy (2018-2028). In some cases, municipal strategies are divided into a phased approach, where phase 1 focuses on compiling data, further consultation, pilot projects or quick wins, and phase 2 focuses on longer term goals, refining strategic objectives, expanding programming and re-assessment. This allows municipalities to put a gender strategy in motion, while acknowledging that more time is needed to develop the specificity, build consensus or prioritize for long term goals.

Many municipalities commit to data-driven initiatives to inform other gender responsive actions. For example, they may commit to disaggregate data based on gender, as part of workplace census or municipal forms, in order to track progress around gender representation in leadership or community programming. These data-focused objectives contribute to an evidence-informed strategy, and enable assessment of the strategy’s progress along the way.

KEY TAKEAWAY Define strategic goals and actions that are Specific, Measurable, Achievable, Relevant and Time-bound. Consider whether a phased approach might be useful, and how to use data to inform and report on progress.

Strategies include both gender responsive actions for change within the municipal government administration (internal), and gender responsive actions in municipal services and programming (external). The following are some examples of internal and external gender responsive actions found in municipal strategies:

KEY TAKEAWAY Change is possible within the municipal administration (internal) and in municipal services and programming (external). Consider actions that address both internal and external barriers simultaneously.

In many cases, gender responsive strategies call for establishing a governance body responsible for overseeing its implementation, such as a Gender Equity Office or a DEI Office, or outline the responsibility of those offices that already exist. Establishing accountability mechanisms within the strategy and aligning it with other performance oversight mechanisms helps ensure the strategy is used and implemented. Many strategies also define metrics by which the strategy will be evaluated and the reporting frequency (eg. annually).

Further, financial commitments may be included in gender responsive strategies. In the eight municipalities reviewed, most included financial commitments in annual budgets, rather than in the strategy themselves. But statements within the strategy about advocating for and tracking of budgets for gender equity initiatives were included in some cases. For example, the Trans, Gender Diverse and Two Spirit Inclusion Strategy at the City of Vancouver includes a budget allocation for their strategy implementation as a “Quick Start”.

KEY TAKEAWAY Identify people and governance bodies who have the power to inspire and lead change. A gender-responsive strategy will have the most impact with effective oversight mechanisms.