How to embed GIAs as business as usual

This factsheet helps health service staff embed gender impact assessments (GIA) into the everyday processes, systems and structures of health services. It builds on the Commission’s GIA toolkit (Embedding gender impact assessments into your organisation(opens in a new window), providing sector-specific examples.

Teams responsible for legislative compliance can review health sector-specific guidance to guide GIA planning and decision-making.Staff can also customise and share key messages in internal communications.

You can download a copy of this factsheet at the bottom of this page.

Creating an enabling environment

Embedding GIAs into everyday operations helps health organisations meet their Gender Equality Act(opens in a new window) obligations. It also supports fair, inclusive decision-making.

In resource-limited environments, health organisations should focus on continuous improvement.

Start by:

• testing tools
• completing model GIAs
• building systems that make gender equality part of routine decision-making.

Use early results to refine your approach and strengthen systems over time.

This guide includes:

• examples to support GIA implementation
• sample messaging for leaders and staff
• practical tips for embedding GIAs into existing processes.

Secure leadership and workforce commitment

Leaders play a critical role in:

• championing GIAs
• allocating resources
• influencing organisational values

Leaders need to provide clear, consistent messaging that GIAs matter – beyond compliance.

In a health organisation, the argument for funding GIAs becomes stronger when tied to other priorities. For example:

• partnering with consumers in their care
• meeting accreditation requirements under the National Health Service Quality Standards. (opens in a new window)

It can be helpful to communicate the benefits of GIAs such as:

• promoting safer care environments – identifying and addressing systemic bias to improve consumer safety.
• better consumer outcomes – partnering with consumers to design inclusive, effective care.
• stronger communication – helping clinicians connect with diverse consumers, carers, and communities.

Clearly emphasise GIA compliance expectations. For example, communicating that:

• the Gender Equality Act 2020(opens in a new window) requires all public health entities in Victoria to complete GIAs
• GIAs are a 4-step risk tool that helps identify and reduce the risk of gendered harm
• GIAs are required on new policies, programs and services that have a direct and significant impact on consumer communities (as well as those under review)
• health organisations must report to the Commission every 2 years on the GIAs they complete and actions taken
• these reports are public (on the Commission’s website(opens in a new window)) and must also be published on each organisation’s website.

Embed GIAs into existing processes

Integrating GIAs into existing workflows makes them sustainable and reduces duplication. Look at the lifecycle of your policies, programs, and services to identify where GIAs can be added.

GIA ‘triggers’ should be early in the policy or program development.

Mapping how GIAs fit into current work helps your team see:

• what to do now
• what to plan for later
• when to talk with leaders or other teams

Over time, this makes GIAs part of normal work and cuts down on extra admin tasks.

For policies, you can:

• Use your policy management system (e.g., PROMPT) to flag where policies may require a GIA.
• Add GIA requirements to templates and policy review committee agendas.

For programs and services, you can:

• Include questions in business case templates like ‘Does this require a GIA?’ and ‘How has gender been considered in the design of this program or service?’
• Add questions into approval and reporting processes like ‘Was a GIA completed?’

Prioritisation and decision-making

Health services often have hundreds of new or reviewed policies, programs and services in each GIA reporting period. Many of these have a direct and significant impact on the community and need GIA.

To help manage this, create a simple plan. Focus on the most important GIAs, but keep working on the smaller ones too.

You can:

• start with high-impact strategies. Focus on major strategies that prioritise gender considerations and shape the strategic directions of the organisation.
• look at consumer engagement. Focus on policies that guide the inclusion of gender across consumer engagement processes.
• review communications. Check policies that inform how gender is included in written, visual, and spoken public communications materials.

Resourcing, training, and guidance

Sustained investment in resources and training is crucial to embedding GIAs. Focus on providing tools that make it easy for staff to understand and apply the process.

Key areas to support include:

Consistent messaging

• Make sure all staff understand the purpose and requirements of GIAs. The Commission’s GIA toolkit chapter Introducing gender impact assessments(opens in a new window) provides useful information to share.

Key resources

• Create a clear intranet page with templates, examples, and step-by-step guidance.
• The Victorian Health Organisation Gender Equity Network (VHOGEN) Community of Practice is great for sharing sample content that can be adapted by other health services.

Demographic or patient experience datasets

• Business Intelligence or Strategy & Planning teams hold local data used for planning and decision-making.
• Primary Health Networks also collect community health data.
• Make these datasets easy to find and understand for staff completing GIAs.

Reporting templates

• Reduce the workload by giving staff simple templates that show what to record and how much detail to include in a GIA.
• You can adapt materials from the Commission’s GIA toolkit or share examples through the VHOGEN Community of Practice 

Accountability and monitoring

Accountability ensures that GIAs are completed, reported, and used to improve decisions.

In all health services, the Board has the ultimate responsibility for compliance. Health services often have many layers of management and departments, so it’s important to set up clear systems. Everyone should know who is responsible for monitoring and accountability.

To clarify roles, consider:

• who will lead GIA resource development?
• who provides advice on diversity, equity and inclusion, or supports specific consumer groups?
• who manages patient intake or health outcome data for GIAs?
• who holds local population or catchment data? Can Primary Health Network data help?
• who champions GIAs in Policy, Consumer Advisory, or Audit and Risk Committees?
• which other committees make GIA-related decisions?
• who oversees compliance frameworks such as Child Safe Standards or NSQHS accreditation?

Include these responsibilities in position descriptions, project control groups, and committee charters.

Prepare for resistance

Resistance to GIAs is normal, especially when systems are changing. Understanding the reasons behind resistance helps address it early.

Common reasons for resistance include:

• Limited understanding. Some health professionals and other health service staff may not know what GIAs are and why they matter. When something feels different from usual clinical practice, staff may doubt its purpose or value.
• Insufficient resources. When there’s not enough time, training, or support, staff may feel overwhelmed. They often see GIAs as just more work.
• Weak connection to goals. If people don’t see how GIAs support their team’s or organisation’s goals, they’re less likely to engage.
• Fear of change. Some view GIAs as a threat to current practices or authority. This can cause anxiety and resistance.
• Cultural resistance. Old habits or work cultures may lead people to resist change. Especially around gender and inclusion.
• Personal bias. A few may view GIAs as unnecessary or politically driven. Personal beliefs or biases can reduce willingness to participate.

To address these challenges, organisations can use materials available on the Commission’s website. or seek guidance through communities of practice like VHOGEN(opens in a new window).

Implementing a plan that includes the following specific steps can also help:

• Provide training: offer training to GIA champions, leaders and specific groups. Work with Primary Health Networks(opens in a new window), regional health networks, or new Local Health Service Networks(opens in a new window) to pool resources for shared e-learning, intranet copy GIA process guides, and training sessions.
• Create communications channels: Set up a Microsoft Teams channel or email inbox for GIA support.
• Share evidence and success stories: Share findings and sample completed GIAs. The VHOGEN network is also an excellent channel for sharing resources.

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