I think the most important thing is how you're going to weave it into all the phases of the budgetary process. I don't have to tell you folks that it doesn't do much good to have the executive, in the budget that they give to the legislature, say, “Here are my goals”, and then for it to stop there. It doesn't do much good, on the other end of it, to audit for compliance with gender goals if there were no gender goals in the first place.
What's important is looking at each of the phases from the beginning, when the executive formulates the budget and then passes it to the legislature, and then, in turn, the legislature enacts it. That phase, again, needs to have explicit consideration.
And then I think maybe the most important and often forgotten thing is what's going on in the agencies. When the agencies have money to spend, do they take that into account? Do they factor that into their decision-making? They're the ones spending the money, they're the ones who are actually directly writing the cheques, so that's very important.
There has been a lot of progress in other countries on gender audits, and I think that's fairly straightforward. Any good auditor, I think, can look for that, and if an agency isn't giving that information, then they will not be in compliance with the audit and that gets the attention of any agency.