<p>Gendered Intelligence 
Strategy 2024 - 2029</p>

<p>Contents
Contents	2
Strategy on a Page	3
Welcome from the Chair of the Board of Trustees	4
Welcome from the CEO	6
About Gendered Intelligence	8
Our Aims	8
Our Vision	8
Our Work	8
Our History	8
Our Activities	9
Our Values	9
Needs and Context	10
Planning Triangle	11
Priority 1: Health	12
Priority 2: Equity, Diversity and Inclusion	13
Priority 3: Ensure sustainability	14
Sustainability of impact	14
Sustainability of finance, funding and resource	14
APPENDIX 1 - Stakeholder engagement findings	16
Endnotes	17</p>

<p> 
Strategy on a Page
Our Aims
Gendered Intelligence aims to expand understandings of gender and improve trans lives.</p>

<p>Our Vision
We imagine a world where many different gender identities and expressions are visible and valued and where trans, non binary and gender questioning people live healthy, safe and fulfilled lives.</p>

<p>Our Work
We are a trans-led and trans-involving organisation – we know the needs of the community and have the skills to deliver services that meet them.</p>

<p>We:
•	Offer services, projects and activities to trans, non-binary, and gender questioning people
•	Deliver education, training and consultancy services to help organisations improve their inclusive practices
•	Seek to influence legislation, the media, policy and research at a national level
We believe our work will change cultures, systems and behaviours and lead to an improvement in the quality of life for trans people.</p>

<p>Our Values
Historically, our values have been to be: 
•	Passionate - We care about the work we do and how we do it
•	Professional - We aim for excellence and quality in everything we do
•	Positive - We believe in the possibility of change for the better, and that our work can achieve that change</p>

<p>Our Strategic Priorities
Our focus areas for 2024-29 are:
•	Health - Protecting trans, non-binary and gender questioning people’s health and wellbeing.
•	Equity, Diversity and Inclusion - Centring the most marginalised.
•	Sustainability - Ensuring lasting impact.
 
Welcome from the Chair of the Board of Trustees
As this new strategy launches in July 2024, the country has just elected a new Government – a Government which will be in place for at least the majority of the lifetime of this document. At the time of writing, the mood in the public domain is one of cautious optimism. There is hope of positive change, tempered by concern regarding available resources – statutory services are over-stretched and insolvency has become increasingly common amongst charities. This is in the context of continued national and global uncertainty, including regarding the extent to which trans inclusion will remain inappropriately politicised.</p>

<p>We anticipate the current mental health crisis affecting the wider population, and especially trans, non-binary and gender questioning (TNBQ) people including young people, will continue throughout the lifetime of this strategy.</p>

<p>Whilst making up around 1% of the population, it’s rare for a week to go by without multiple negative stories about trans, non-binary and gender questioning people in the mainstream media. This sustained negative coverage has an enormous impact on trans people and their families. As well as the direct impact on mental health, hostile words lead to hostile actions and, since 2015, instances of transphobic hate crime have increased, leading to further mental (and physical) health issues. We consequently place trans people’s health as a key strategic focus.</p>

<p>We recognise that those within our communities who experience multiple marginalisations, for example, those who are Black trans people or other trans people of colour (TPOC); those who are trans women / trans feminine people, and trans folk who are disabled; are disproportionately affected in every way. We therefore place equity, diversity and inclusion as a key strategic focus, centring the most marginalised.</p>

<p>These are challenging times, and Gendered Intelligence (GI) is uniquely placed to rise to those challenges and work to achieve change.  I am both enthusiastic about the possibilities, and concerned about what the next five years might bring, as we expect them to be tough. I am enthusiastic because I know we have an amazing cohort of people – staff, trustees and volunteers - whose skills, knowledge, commitment and expertise is second to none. Such people make a difference. Such people change the world. Indeed, committed people are the only thing that ever does. 
I am concerned because I know that our people, and the work they do, are not always valued by the wider world, and are even under attack from certain quarters. We have therefore identified sustainability as our third key focus – sustainability of the impact that we can so clearly make, and sustainability of Gendered Intelligence and our people - we have to thrive to continue to deliver that impact.</p>

<p>I am pleased and proud to be Chairing the Board of Trustees as we enter this 5-year period. I very much look forward to the implementation of this strategy, in which the Board will play its part, fulfilling our governance role and leveraging our diverse capabilities to add value to GI and to GI’s continued improvement of the quality of trans, non-binary and gender questioning lives.</p>

<p>Amsel von Spreckelsen
Chair of Trustees, Gendered Intelligence
July 2024</p>

<p> 
Welcome from the CEO
Since co-founding the organisation in 2008, I have seen Gendered Intelligence (GI) grow from a tiny group supporting a few young people, into a substantial organisation with a team of about 40 staff members (of whom currently around 90% are trans, non-binary and gender questioning), delivering a huge range of services to thousands of people each year.</p>

<p>At the time of writing in July 2024, GI is the largest trans-led and trans-involving charity in the UK. We are delivering more services to meet the needs of the community than ever before.</p>

<p>This next strategic phase at GI will be a period of consolidation and focus. We will be purposeful going forward, placing a clear emphasis on the work that we are known for, and which we do well, and on delivering high quality, impactful services.</p>

<p>As expanded on in our Chair’s introduction, and set out in more detail in the following pages, we have identified three key areas of focus: Health; Equity, Diversity and Inclusion; and Sustainability. These are broadly supported across all stakeholder groups, and I feel proud of the high-level engagement and the commitment to the strategy development process that allowed us to arrive at this point.</p>

<p>GI can’t address all the needs of our communities, but we can connect and share with other individuals and organisations that are also addressing these wide-ranging needs. We will work in partnership and collaborate effectively in the wider sector. We will offer support to newer organisations that are just establishing themselves, and share the skills, insights and learnings gained from our experience as a more established organisation, whilst valuing their differences. We will support the talented individuals in the trans movement, helping them to build skills, competencies and knowledge, to establish themselves, play to their strengths and to progress their careers.  We will especially support those from under-represented groups to access career progression and more senior roles.</p>

<p>Included in this support is the development of leadership skills and practice. Five years is a long time, so we anticipate that some change at senior levels will occur within the lifetime of this strategy, presenting opportunities for new leaders to emerge. It is part of our sustainability focus to consider succession planning in a careful and managed way, that secures the future of GI and enables it to thrive.</p>

<p>Our sustainability depends not only on people, but on the funding and resources they need to do their jobs. We value the support of all our funders and donors to date – you have enabled us to become the organisation we are in July 2024. Over the coming five years, we will need ongoing and increased funding to maintain and improve our services.  Continued financial support will play a vital part in GI being able to achieve its aims.</p>

<p>I am excited about embarking on this new strategy, bringing it to life through our people and throughout our operations, and using it as a tool to deliver real change – expanding on understandings of gender and improving the quality of trans, non-binary and gender questioning lives. Whether you’re a staff member, trustee, volunteer, donor, client, sector colleague, partner, funder, young person, parent / carer, trans adult participating in any of our services or any other stakeholder, I hope you will follow us on our journey, and be part of it.</p>

<p>Jay Stewart
CEO, Gendered Intelligence 
July 2024
 
About Gendered Intelligence
Our Aims
Gendered Intelligence’s aims are to expand understandings of gender and to improve trans lives .</p>

<p>Our Vision
We imagine a world where diverse gender identities and expressions are visible and valued and where trans, non binary and gender questioning people live healthy, safe and fulfilled lives.</p>

<p>Our Work
We are a trans-led and trans-involving organisation with unique insight into trans, non-binary and gender questioning lives as well as the broad range of skills, knowledge, and competencies needed to deliver our services.</p>

<p>We:
•	Offer a range of direct services, projects and activities to trans, non-binary, and gender questioning people
•	Deliver education, training and consultancy services to organisations and individuals who are working to better their inclusive practices
•	Engage with public policy and seek to influence legislation, the media, policy and research at a national level
Alongside having life-changing impact on individuals, we also believe that, in time, our work will change cultures, systems and behaviours and lead to an improvement in the quality of life for trans people.</p>

<p>Our History
Gendered Intelligence was formally founded in 2008 and until 2015 was a small organisation. However, the need for our services was enormous and we started to grow. Over the past decade Gendered Intelligence has grown to become the largest trans-led and trans-involving charity in the UK. Our income has increased from £400k in 2018 to £1.4M in 2024 and as at July 2024 we have a team of 40 staff of whom 90% are trans, non-binary and gender-questioning. This growth has enabled us to extend our reach and develop the organisation.
 
Our Activities
Our services support thousands of people each year across the UK. We focus our work across four departments:
•	Youth and Community Services which delivers youth groups; residentials including summer camps; family support; mentoring and one to one support; a national helpline and on-line groups for trans people on the current waiting list to access Gender Identity Clinics in England; community engagement work and adult wellbeing programmes. 
•	Professional and Educational Services which delivers training, consultancy and professional development opportunities for professionals and organisations that are working to improve their trans inclusive practices.
•	Public Engagement which is responsible for carrying out work with the media including TV, press and social media; our public policy work where we influence key decision makers; and research where we work with academic partners to produce knowledge that will benefit trans, non-binary and gender questioning people.
•	Central Support Services which hold our infrastructural functions including finance, office management, HR, ICT, legal and governance.</p>

<p>Our Values
In 2019 we identified 3 key components that underpin our values. These are that GI aims to be:
•	Passionate - We care about the work we do and how we do it
•	Professional - We aim for excellence and quality in everything we do
•	Positive - We believe in the possibility of change for the better, and that our work can achieve that change
(Note: these will be reviewed and updated in the course of this strategy.)</p>

<p>From October 2022 - June 2023, we co-designed a new set of core values with and for the staff.  Over the next 5 years we will revisit our wider organisational values and set out key principles regarding how GI works and what we stand for.</p>

<p> 
Needs and Context
Trans, non-binary and gender questioning people face a number of significant inequalities, including:
●	Higher levels of discrimination, shame, abuse and violence ;
●	Greater inequalities in health and wellbeing, especially mental health ;
●	Higher levels of social isolation, exclusion and loneliness ; and
●	Less opportunity in terms of education, training and employment 
The causes of these inequalities are many and complex, but are ultimately underpinned by poor understandings of gender; the reductive thinking and reinforcement of the “gender binary” and social pressures to conform to gender norms (and the consequences experienced if you don’t).</p>

<p>Since 2008, we have continued with a resolute focus on improving the lives of trans, non-binary and gender questioning people. In recent years our organisation and beneficiaries have been challenged by the cost-of-living crisis, the legacy of the pandemic and, most notably, an increasing hostility towards the trans community by policy makers and in the mainstream media. Our human rights are being eroded and the rhetoric around trans people is dehumanising.  This is being recognised on an international level.</p>

<p>Trans, non-binary and gender questioning people do not have access to the healthcare they need. There are 70,000 people (including 7,000 young people) on the waiting list to access gender services in the NHS . Our service users are presenting with ever-higher levels of need, especially around mental health and we are experiencing increased demand.</p>

<p>As the vast majority of staff are trans, non-binary and gender questioning, our staff and volunteers experience similar challenges to our service users. Our staff also have a diverse range of other life experiences, including those which often result in multiple and intersectional marginalisations. According to our Diversity Monitoring Survey carried out in October 2023 74% of staff said they have a disability or impairment including 61% stating their disability relates to mental health; 16% identified as a person of colour; 33% said they are working class or Precariat; 42% identify as non-binary or gender queer; 97% describe their sexuality as not heterosexual and 45% describe themselves as a person of faith (often or sometimes). 
Planning Triangle</p>

<p>A planning triangle is a simple tool which helps to make connections between the difference we want to make and the work we deliver.</p>

<p>All the departments carry out work that delivers the aims through the lens of the focus areas, and will have specific objectives to achieve.</p>

<p> 
Priority 1: Health
Protecting trans, non-binary and gender questioning people’s health and wellbeing
In the context of the current health crisis and with such limited access to services, resources and support across our communities, the first priority at Gendered Intelligence for the next 5 years will be to protect the health of trans, non-binary and gender questioning people in the UK. We interpret ‘health’ in its widest sense across mental and physical health, and general wellbeing. 
1.	Our Youth and Communities Services (YCS) will continue its current services to improve health outcomes for our service users.  We will adapt to the increase in the complexity of our service users’ circumstances through a multi-disciplinary team who will deliver non-clinical therapeutic services.
2.	GI will become a trauma-informed organisation. We are working in the context where our youth and community service users have in the past, or are experiencing now, different types of trauma . Taking a trauma informed approach has positive health benefits for service users, volunteers and staff. 
3.	Our Professional and Educational Services (PES) will strategically target health and well-being services / health-promoting sectors and services that are looking to better their inclusion practices of trans, non-binary and gender questioning people in their provision .
4.	Our Public Engagement team will prioritise advocating for improvements to health policy and healthcare services . We will continue to work in partnership and through coalition building to advocate collaboratively for system change that will improve health services.
5.	The health and well-being of staff, volunteers and Board members at GI is a priority to our work in Central Support Services. If we do not have a healthy, confident and robust workforce, then we cannot deliver our services and achieve our organisational goals.</p>

<p> 
Priority 2: Equity, Diversity and Inclusion
Centring the most marginalised
It is important to recognise that EDI work is continuous and will never be completed.  At Gendered Intelligence we take an intersectional approach to EDI.  This priority confirms our commitment to centre EDI in our systems, practices and culture at GI.
1.	Our clients in our Professional and Educational Services learn that trans, non-binary and gender questioning experiences are diverse and that increasing understandings about intersectionality is crucial to improving all trans, non-binary and gender questioning lives. We will ensure that our pedagogical approach across all Professional and Educational Services is intersectional. We will target and be more accessible to organisations who work with marginalised people and ensure our client base is diverse. 
2.	Our Public Engagement team understands that public policy, research and the media disproportionately impact members of our communities with multiple marginalised identities. We will collaborate across communities, forming alliances and building coalitions to working within a liberatory framework for all forms of social justice.
3.	Our Youth and Communities Services run tailored groups and activities for our service users who experience multiple marginalisation. We put enhanced focus on these groups and activities as extra support and solidarity spaces are required. Anti-oppressive practices are a cornerstone of youth and community work, and Gendered Intelligence has a strong history of delivering youth work practices that are steeped in anti-oppressive methodologies. These efforts will continue to evolve – i.e. planned, implemented and monitored.
4.	At Gendered Intelligence we have a clear remit of working with those living in the intersections of being trans and young. We are proud of our achievements in establishing a Youth Board - giving real power to the elected Youth Board Representatives who become trustees. Further developmental work with the Youth Board will ensure the voices of our young people are more fully embedded in the organisation.
5.	In order to best service the diversity of lived experiences in our client base, it is integral that we have a diverse and representative workforce and an inclusive culture at Gendered Intelligence. Our EDI and HR function in our Central Support Services will continue to evolve via our Diversity Action Plan and will include a more comprehensive staff development programme and the implementation of inclusion policies, including a trauma-informed management approach.  
Priority 3: Ensure sustainability
Ensuring lasting impact
Gendered Intelligence wishes to deliver long lasting and sustained impact within an ecosystem of service provision and movement building for trans, non-binary and gender questioning people. Our third priority is to ensure that at a community, organisational and individual level there is enough sustenance to deliver on our impact goals to make a long-term meaningful contribution to the trans movement.</p>

<p>Sustainability of impact
We will ensure that our current services are functioning as effectively as possible whilst working within these significantly challenging times. By working in this way, we will sustain hope for the community and for our future.<br />
1.	Quality &amp; Effectiveness - Gendered Intelligence will consolidate our efforts to ensure current services run smoothly and retain the high standard that we have worked so hard to establish .
2.	Information - We will increase our information and resource bank. We will share it widely with the public, and with the growing number of grassroots and small established organisations that are working at a local and national level. We will raise awareness of the range of support and provision that is available to our service user base.
3.	Partnerships &amp; Working Together - Gendered Intelligence will engage with other trans led organisations and collectives (and the talents that are making this happen) sharing our knowledge, expertise, networks, and rich history. 
4.	Values and Ethical Principles - Building on our established Core Values for Staff, we will create a new set of values for the organisation. This process will lead to a set of ethical principles offering clarity on the way we work and what GI stands for.
5.	Measurement – Building on the foundation of our Planning Triangle, we will develop improved, practical tools to measure the success of what we do, both in terms of outcomes and impact, and ensure we focus on what really works.</p>

<p>Sustainability of finance, funding and resource
Any pursuit of substantial changes and new developments to our current services will be carefully scoped, effectively planned for, and GI will ensure that sufficient resource is in place prior to implementation.
1.	Funding and Finance – We will maintain appropriate allocated Reserves in accordance with our Reserves Policy; carry out further developments to our financial systems, processes, controls as well as more regular reporting functions for closer monitoring purposes; improvements to strategic input from the Board. 
The current make-up of our income approximates to: 
•	47% grants from trusts and foundations 
•	10% from service contracts
•	20% from sales of our services (training, consultancy, mentoring) 
•	23% from donations (including Gift Aid)
All these income streams are important to GI. 
Our first official fundraising strategy will aim to respond to changes in the funding landscape, and to anticipated shifts in the above proportions, to secure long term financial sustainability.
2.	People – Gendered Intelligence will aim to be an employer of choice for trans, non-binary and gender questioning people alongside our cis allies. We recognise that as we draw heavily on a minority population for our staff, the pool of potential candidates is relatively small, and we understand our role to develop and support our staff. We will also work alongside other organisations to develop the wider pool of talent.
Gendered Intelligence will continue its commitment to offer good staff benefits to attract and retain our workers. This includes offering good pay and conditions that include issuing permanent contracts where we can; developing outreach strategies and development programmes for underrepresented groups; and ensuring that there is good support for staff well-being. Gendered Intelligence will have a robust, competent, and confident workforce where all staff have realistic workplans. Paying attention to individual sustainability links back to protecting the health of our staff.
3.	ICT - We will strengthen our infrastructure with a significant investment in ICT.
4.	Governance - We will carry out a comprehensive governance review programme, investing in continuous improvement at Board level. Trustees will feel confident in their roles as having strategic oversight, abilities collectively to scrutinise and support, to deliver on their responsibilities and holding those in delegated authority to account.
 
APPENDIX 1 - Stakeholder engagement findings
From April 2023 – September 2023 GI carried out a range of activities to engage our key stakeholders around our new strategy for 2024 – 2029, summarised below:</p>

<p>Staff consultation:
●	A STEEPLE exercise (Social, Technological, Economic, Ethical, Political, Legal and Environmental) - to examine external factors affecting GI and its work, and community need
●	A ‘Stop, Start, Continue’ exercise – to consider our activities. What activities (if any) should we stop doing?  What (new or improved) activities should we start doing?  What is working well and should continue broadly as it is?
●	A prioritisation exercise – to identify what to focus on
●	An intersectionality exercise – to gather practical ideas to improve and embed intersectional approaches, focussed on six key specifics identified as priorities</p>

<p>Wider stakeholder consultation:
●	‘Insights’ day – considering community need; priorities; mapping which other organisations and individuals are already covering what aspects of those needs and priorities; consulting on specific questions
●	Focus group for external consultants
Attendees included members of our current trustees and Youth Board, professionals who act as external consultants to Gendered Intelligence, trans people in the community, parents/carers, clients who use our Professional and Educational Services, grants officers, and LGBT voluntary sector colleagues.  This gave us a wide range of further perspectives and insights, which broadly aligned with what we had heard from staff.
 
Endnotes </p>

<p>Gendered Intelligence:
Expanding understandings of gender to improve trans lives</p>

<p>Get in touch
Call us
020 7155 1302
Visit our website
genderedintelligence.co.uk</p>

<p>Gendered Intelligence is a charity registered in England and Wales: 1182558
Company limited by guarantee: 06617608
Registered office: Voluntary Action Islington (VAI), 
200a Pentonville Road, London  N1 9JP
Copyright © Gendered Intelligence 2024</p>