Session for State Resource Centres for Women to understand and identify entry points for doing Gender Budgeting in the changed fiscal scenario in India

1. Gender Budgeting : Tool for
Gender Responsive
Governance
Dr. Paramita Majumdar
Senior Consultant (UNW), Gender Budgeting
Ministry of Women and Child Development, Govt. of India
17th
November, 2016
NIPCCD, New Delhi
Training Programme for State Resource Centre for Women

2. Understanding Gender
• Gender refers to the socially constructed relationships between men
and women.
• These relationships change over time, space and circumstances.
• Each institution has its own gender culture, that is relationships
between women and men.
• For instance, many Organisations interpret gender issues as issues
only concerning women. This results in only women being sent to
represent the institution at gender forums – resulting in the
marginalisation of gender issues as women’s issues. Thus it is vital to
make sure of male participation.
Activity 1 – What is the gender culture of SRCW?
Compare with any other institution.
List the gender similarities and differences &
Identify the reasons
Activity 1 – What is the gender culture of SRCW?
Compare with any other institution.
List the gender similarities and differences &
Identify the reasons

3. Gender Sensitivity
• Gender sensitivity is the translation of awareness into practices,
which result in changes in the perceptions, plans and activities of
institutions and organizations.
• A gender aware institution is not necessarily a gender
sensitive one because awareness might not necessarily generate any will
or resolve to act on the basis of the gender awareness. In fact, it is possible
for gender awareness to generate resistance, obstruction and other
practices that make gendering an institution difficult.
• In attempting to make institutions more gender sensitive, gender
policies are usually developed in order to guide action and
ensure that the stated objectives of the policy are realised.
WHAT IS THE STATED GENDER POLICY OF YOUR STATE?

4. Gender Policy
• Examines the existing gender gap and addresses the
issue of gender disparity, with the objectives of
strengthening individual and institutional efforts that
enable women’s empowerment.
&
• The mandate of the SRCW is directed at promoting
gender mainstreaming through research, advocacy and
training as well as fostering gender awareness in the
Government, NGOs, community through mass media,
public lectures, workshops and conferences etc.
Has it translated into Gender Mainstreaming?Has it translated into Gender Mainstreaming?

5. Gender Mainstreaming
• Gender mainstreaming is a systematic inclusion of both
women’s and men’s concerns, experiences and needs.
• It is a process of consistently incorporating sensitivity to
gender differences in governance, decision-making, policy,
needs analysis, institutional offices and mechanisms,
planning, budgeting, implementation, monitoring and
evaluation in institutions so as to create an organisation that
is gender equitable
• Mainstreaming gender necessitates that gender perspectives
become part of the normal perspective of an organization
without its having to resort to special vehicles, units or offices
that isolate and marginalize these issues.

6. How to mainstream gender?
• Effective gender mainstreaming should be context-and content-oriented.
This means a much more qualitative analysis over and beyond the
quantitative presentation.
• Pre-requisites for context and content analysis -
 Profiling generally provides a quantitative picture of the status of men
and women in any given sector, e.g. employment at university.
 Gender analysis is an essential first step of collecting and analysing
sex-disaggregated information in order to understand gender differences
and how these differences may have an effect on policies' effectiveness.
 Gender audit is an evaluation process aimed at figuring out whether set
policies or interventions are doing that which they are meant to be doing.
It is an Institution’s self-assessment, monitoring and evaluation of
interventions with the broad aim of diagnosis and transformation.

7. Gender Budgeting
• Gender budget is critical for ensuring that resource allocation takes
place in a gender sensitive manner. Gender budget involves the
examination of all expenditures and revenues from a gender perspective.
This implies that all expenditure is examined for its relevance,
accessibility, impacts and consequences for women and men. For
example, when an institution devotes a percentage of its budget for
provision of accommodation or scholarships, how much of it will benefit
women? When an institution budgets for a crèche for staff children, what
is the impact on the male and female workforce?
• Gendering the budget is a process that allows various stakeholders to
recognize what an institution's /sector’s gender priorities and
commitments are because it tells us how an
institution/organisation/sector spends the revenue collected from both
men and women.

8. Identifying Entry Points
in the
New Framework

9. 15-year Vision Document
• Co-terminus with 2030 Sustainable Development Goals (SDGs)
• Main objective of the vision - Poverty Eradication
• 7-year strategy (2017-18 to 2023-24 )to convert a long-vision
document into implementable policy and
• 3-year action plan (2017-18 to 2019-20) as part of the national
developmental agenda - aligned with the 14th FC
• Focus Areas - Infrastructure, commerce, education and health, also
• internal security and defence, which were not part of the earlier five
year plans.

10. The SDGs

11. 12th
Plan Key Strategies – not over
 Engendering National Policies/Programmes
 Enabling Legislations
 Women’s Participation in Governance
 Social Inclusion of Vulnerable women
 Economic Empowerment
 Social and Physical Infrastructure

12. 14th
FC Recommendations
• Distribution of grants to the States using 2011 population data with weight of 90
per cent and area with weight of 10 per cent. The grant to each state will be divided
into two, to duly constituted gram panchayats and municipalities, on the basis of
urban and rural population of that state using the data of census 2011. (para 9.64)
• Total size of the grant - Rs.2,87,436 crore for the period 2015-20 (para 9.69)
• Grants in two parts - a basic grant and a performance grant. For GPs, 90 % basic
grant and 10 per cent is performance grant. For municipalities, it is 80:20 basis.
(para 9.70)
• Performance grants to GPs address the following issues: (i) making available
reliable data on local bodies' receipt and expenditure through audited accounts;
and (ii) improvement in own revenues. In addition, the ULBs will have to measure
and publish service level benchmarks for basic services. (para 9.75)

13. 14th
FC Recommendations (contd….)
• …….Some of the income from royalties be shared with the local body in whose
jurisdiction the mining is done. This would help the local body ameliorate the effects
of mining on the local population.
• All States to contribute 10% to SDRF during 2015-20, with 90% from the Union
Govt.
• …. strengthen the judicial systems in the States and urge State Governments to use
the additional fiscal space
• ……address the problems and build capacity and bridge the existing gaps with
regard to general administration and police.
• …….. An attempt is being made to link outlays, outputs and outcomes through the
outcome budgets, supported by an ongoing computerisation of accounts, real-time
management information systems (MIS) and performance monitoring and
evaluation systems (PMES).
• ……. States favoured doing away with the Plan and non-Plan classification, as this
would avoid distortions, improve the focus on asset maintenance, enable better
expenditure management and eventually lead to better outcomes.

14. 14th
FC Recommendations (contd….)
• ……………While outputs can generally be measured in quantifiable terms, measuring
outcomes has proved to be a difficult exercise and physical outputs are reported as
outcomes in many instances. In the light of available experience, we reiterate the
importance of linking outlays with outcomes. However, we emphasise that it is essential
to spell out key indicators for outputs and to monitor these within an already defined
accountability framework. (para 17.18)
• ………………the exercise of linking outlays to outcomes would be done more
meaningfully by States and implementing agencies in the case of transfers made to
them. This data could be collated by the Union Government to present a complete
picture. Similarly, State Governments could prepare outcome budgets in respect of the
expenditures directly incurred by them. For transfers made below the State level,
implementing agencies could be required to prepare outcome budgets. Data in this
regard could then be collated by States to prepare outcome budgets on the
expenditures incurred by them. We, therefore, suggest serious consideration of the
issue of assigning primary responsibility for preparing outcome budgets at the level of
actual spending and its consolidation at the relevant level of government. (para 17.20)

15. Devolution formula in 13th and 14th FC
States like Arunachal Pradesh, Chhattisgarh, Madhya Pradesh, Karnataka and
Jharkhand are the major gainers due to change in the horizontal devolution formula
which now gives greater weight to a State’s forest cover.
Variable Weights Accorded
13th
FC 14th
FC
Population (1971) 25 17.5
Demographic Change
(population 2011)
0 10
Fiscal Capacity/ Income Distance 47.5 50
Area 10 15
Forest Cover 0 7.5
Fiscal discipline 17.5 0

16. Recommended Transfers
2014-
15
(BE)
2015-16 2016-17 2017-18 2018-
19
2019-
20
2015-20
(Total)
Total Grants to States
from Finance
Commission (A+B+C)
64675 88865 100646 103101 111063 133678 537354
A. Post Devolution
Revenue Deficit
Grants to States
7550 48906 41308 35820 34581 34206 194821
B. Disaster Relief
Grant to States
5791 9971 10470 10993 11543 12120 55097
C. Grants to Local
Bodies to States
22494 29988 48868 56288 64939 87352 287436
Source: Chapter 6 Annex 6.3; Transfers Recommended by the FC-XIV

17. 14th
FC- The Game Changer?
• Has the expenditure on social services as a proportion of total
state government expenditure gone up ?
• Has the money (additional revenue) been utilised for reduce
budgetary deficits instead of the social sector spending?
• What are the priority social sector expenditure?
• Do the states have the capacities to spend large, untied funds to
reflect better outcomes. What about the administrative and
technical skills among the officials concerned?

18. Participatory Planning
Can the Village Convergence
Coordinators identify entry points
in the GPDP?

23. Way Forward
• Examine the existing institutional statutes and plans of action. What gender
issues and perspectives are already incorporated? How far are they already being
implemented? Are there any possible areas that you can see requiring
improvements or additions or changes?
• What reasons are there for embarking on establishing a gender policy /revisiting
the gender policy? (Are there areas of development or crisis which necessitate
urgent attention, such as growing sexual harassment and violence; increase in
HIV/AIDS rates; high rates of pregnancy among students? Is there a demand from
women's groups? Are there financial incentives from government or from donors?
Does it allow for greater inter-linkages with other institutions?)
• Is there a small number of “champions” within the Governmnet/state level who
are dedicated and willing to undertake the extra work needed to launch such an
important initiative? A small group of committed people needs to be identified.
Which high level persons are already committed to improvement of gender issues
within the government set up?

24. Way Forward
• Construct the organogram of each Department starting with the highest
office (State to District to Block to GP/ULB) to the lowest across
management and administrative grades. Ask questions to address the
gender disparities, if any , for example -
 Access to Jobs - What are the procedures and processes through which men
and women access jobs? Are they fair to women and men equally?
 Employment Returns – Are there any Contractual workers? What job
demands are inherent in different contracts? What are the gender
implications of these contracts?
 Work content and demands – Head of Department often work with Finance
people to prepare and discuss budgets, plan work for diverse groups of
workers beyond office hours. Are men and women similarly placed in
performing such work?

25. Way Forward
• Examine the staff recruitment record over the past 36 months. What
criteria were utilized? How many members of the Selection
Committee were women? How many men and women applied for the
jobs, and how many men and women were appointed? Is the
promotion policy gender sensitive ?
• Review the gender equity and gender equality programmes that are
already in existence in any selected sector. How can they be linked
with the national agenda of e.g., Make in India or Skill India
campaign?
• Is the Communication Policy of the state gender sensitive? How to
ensure that examples, language and symbols used in the
communication are gender aware and diversity appropriate

26. Way Forward: Engendering Data
• Data Collection - gender-sensitive methods of data definition,
collection & processing Census & survey, economic, administrative
data
• Data Analysis
– Individual data disaggregated by sex
– Sex a primary & overall analytical classification e.g. rural/urban &
female/male; age group & female/male
– Need to move beyond crude sex disaggregation
• Data Coverage - national statistical systems provide equal quality
& quantity of data on women’s & men’s roles & concerns
– Requires time use data
– Includes administrative, sectoral & economic data

27. Thank You !!
For queries, if any:
majumdarparamita@gmail.com