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Gender Budgeting in India
Dr. Paramita MajumdarSenior Consultant, Gender Budgeting
Ministry of Women and Child DevelopmentGovt. of India, New Delhi
Innovations in Gender Responsive Budgeting: Sharing Experiences from Asia Pacific,
8-9 December, 2016, Jaipur
Gender Budgeting – 10 Years & …..
May 1, 2023 2
2005-06
2006-07
2007-08
2009-10
2011-122013-14
2015-16
GB Statement
Charter for GBC
GB Scheme for Cap.Bldg.
Revised Guidelines for Outcome Budget issued
• Guidelines issued to states• Gender Audit - WG
EFC
Nodal CentresGA pilot as part of Internal Audit
2004 - Expert Group constituted
14th FC Devolution – flexibility & autonomy to the states
Gender Budgeting :What has Worked
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1. Structures and Mechanisms• Introduction of the GB Statement (Statement 20) in 2005-06• Setting up of Gender Budgeting Cells (GBCs) across all
Ministries and Departments - GBCs set up in 57 Ministries/ Department
• Gender Budgeting Charter Finance outlining the composition and functions of Gender Budgeting Cells issued in 2007
• Checklists prepared for gender-specific and so-called gender mainstream sector
• Reporting in the Gender Budget Statement as part of the annual budget by Ministries and Departments
• Integration of gender in the Outcome Budget Guidelines in 2005-06 by the Ministry of Finance.
• Integration of gender perspective at the design stage itself of all programs and schemes of Government of India through Expenditure Finance Committee Memorandum, Ministry of Finance
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1. Structures and Mechanisms• Inclusion of a Gender Chapter as part of the Annual Report by Ministries/Departments• Introduction of formats for preparing Annual Action Plans by Ministries/Departments
• GB Guidelines prepared by the Ministry of Women and Child Development and issued to all states (sub-national governments) to comply with the approach. Regular training programs organized.
• Parliament Questions
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Expected Outcome
Activities Indicator Responsibility Timeline Budget proposed/Allocated
2. Strengthening Capacities • Training of Government and other stakeholders• Introduction of a Gender Budgeting Scheme in
2007-08 to support training and research, evaluation, impact assessment, gender audit. Intensive capacity building programmes across sectors
• Development of GB Handbook and Manual and wide dissemination
• Strengthening apex training institutes at the national and sub-national level to train civil servants and resource persons
• Engaging with Line Departments - One-to-one interactions with Ministries/ Departments
• Post Budget Analysis and Gender Audit of the GB Statement by Civil Society Organisations
3. Gender Auditing
• Constituted a Working Group for developing Gender Audit guidelines
• Preparation of Gender Audit Guidelines
• Pilot testing of the Gender Audit Guideline
• Gender Audit in process by the Internal Audit Division of CGA, MOF in Six Ministries (pilot)
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What next?
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Central & State Govt. Ministries/Departments in process of Identifying
Entry Points in the New Framework
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.
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
Way Forward• Bigger Role envisaged for the Rural and Urban Local
Bodies• Focus on participatory planning though Gram Panchayat
Development Plan (GPDP)• Focus on outcome budgets in respect of the
expenditures directly incurred by the states or at the level of actual spending
• Attempt 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).
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