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Technology should be harnessed to improve citizen’s quality of life. Often, public services are focussed exclusively on efficiency rather than effectiveness for citizens - ignoring the chance to improve processes and empower citizens. A focus on increased effectiveness for those who have no meaningful access and have been left out of decision-making, design and implementation processes is often lacking; women and girls sadly remain in this underrepresented group.
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Gender balance in decision-making should be put on the official agenda of all involved with the funding, design, adoption, and evaluation of digital public services.
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❖ Human Resources Gender parity in (digital) teams is essential. Pathways include commitment to gender parity throughout the hiring process from internship programs, to recruitment panels, including all teams. Focus is also needed on equitable distribution of responsibilities within teams and across roles, reaching beyond the important quantitative parity of women on teams to the qualitative approach (i.e., reaching parity in both knowledge management, documentation, secretarial taks and managerial and decision-making jobs).
❖ Transdisciplinary Teams An intersectional approach is considered best practice, and so too is actively engaging and facilitating a transdisciplinary approach. This can be accomplished by including different ministries, departments and disciplines in one team; encouraging perspectives from different disciplines into the decision-making room and digital public service discussion.
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Interviews and Focus Groups. Focus groups are critical to apply human centric design and agile government principles - two methodologies or frameworks that guide best practice for interaction with communities and can result in more useful and robust services as well as ones that are more inclusive and resilient. |
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