allocation of budget according to the gender

1. GENDER BUDGETING
ISHITA P. GHOSH --B 04
KESHAV NAYAN --B 05
BARIRA PARVEZ --B-06
SUBHANSHI SUMAN -B
23
ADITI PANDEY --B 33
REA SINGH --B-46

2. SYNOPSIS
• INTRODUCTION
• CONCERNS OF GENDER BUDGETING
• 5 STEP FRAMEWORK
• RATIONAL AND NEED
• GENDER BUDGETING IN INDIA
• SHORTCOMINGS AND WAY FORWARD
• CONCLUSION

3. INTRODUCTION
• GB is concerned with gender sensitive formulation of legislation, programmes and schemes;
allocation of resources; implementation and execution; audit and impact assessment of
programmes and schemes; and follow-up corrective action to address gender disparities..
• A powerful tool for achieving gender mainstreaming so as to ensure that benefits of development
reach women as much as men.
• Does not seek to create a separate budget but seeks affirmative action to address specific needs
of women.
• Monitors expenditure and public service delivery from a gender perspective.
• Entails dissection of the Government budgets to establish its gender differential impacts and to
ensure that gender commitments are translated in to budgetary commitments.

4. • GENDER BUDGETING IS CONCERNED WITH
1. Gender-sensitive legislative formula
2. SYSTEMS AND PROGRAMS
3. ALLOCATION OF RESOURCES
4. ENACTMENT AND EXECUTION
5. PROGRAM AND SCHEME AUDIT, EFFECT EVALUATION, AND
FOLLOW-UP CORRECTIVE ACTION TO ADDRESS GENDER
DISPARITIES

6. 5 STEP FRAMEWORK
• THE GOVERNMENT OF INDIA INTRODUCED THE GENDER BUDGET
STATEMENT (GBS) IN THE UNION BUDGET IN 2005-2006 AS PART OF ITS
EFFORT TO INTEGRATE GRB INTO INDIA'S BUDGETING PROCESS. IT HAS
TWO PARTS: PART A REFLECTS PRO-WOMEN SCHEMES, WHERE AT LEAST
30% OF THE ALLOCATION IS FOR WOMEN, AND PART B REFLECTS WOMEN-
SPECIFIC SCHEMES, HAVING 100% ALLOCATION FOR WOMEN.
• THE FOLLOWING FIVE-STEP FRAMEWORK FOR GRB (GENDER
RESPONSIVE BUDGETING) CAN BE TAKEN INTO ACCOUNT WHEN MAKING
MORE EFFECTIVE AND OUTCOME-ORIENTED GENDER BUDGETS:

7.  STEP 1: AN ANALYSIS OF THE SITUATION FOR WOMEN AND MEN
AND GIRLS AND BOYS (AND THE DIFFERENT SUB-GROUPS) IN A
GIVEN SECTOR.
 STEP 2: AN ASSESSMENT OF THE EXTENT TO WHICH THE
SECTOR’S POLICY ADDRESSES THE GENDER ISSUES AND GAPS
DESCRIBED IN THE FIRST STEP.
 STEP 3: AN ASSESSMENT OF THE ADEQUACY OF BUDGET
ALLOCATIONS TO IMPLEMENT THE GENDER-SENSITIVE
POLICIES AND PROGRAMMES IDENTIFIED IN STEP 2.
 STEP 4: MONITORING WHETHER THE MONEY WAS SPENT AS
PLANNED, WHAT WAS DELIVERED AND TO WHOM.
 STEP 5: AN ASSESSMENT OF THE IMPACT OF THE POLICY/
PROGRAMME/SCHEME AND THE EXTENT TO WHICH THE
SITUATION DESCRIBED IN STEP 1 HAS CHANGED.
HENCE, THE FIRST
STEP TO IMPROVING
THE EFFECTIVENESS
OF GRB IS TO TAKE A
NEED-BASED
APPROACH. Therefore,
priority areas that need
targeted spending are
those where gender
inequality is the most
severe. Monitoring the
results
COMPLEMENTS
DEFINING TARGETS.
In order to measure
progress, it is necessary
to set up accountability
systems to conduct
gender audits of
centrally sponsored
schemes and
programmes for women.

8. RATIONAL AND NEED
• RATIONALE FOR GENDER BUDGETING
Women make up 48% of the nation's total population, according to the 2011 Census.
WOMEN FACE DISPARITIES IN ACCESS TO AND CONTROL OVER SERVICES AND
RESOURCES.
• The majority of public spending and policy concerns fall under the umbrella of "gender
neutral sectors.“
• THE ABOVE SECTORS DO NOT REFLECT OR IDENTIFY IMPLICATIONS ON
WOMEN.
• GENDER EQUALITY, HUMAN DEVELOPMENT, AND ECONOMIC EFFICIENCY
OBJECTIVES CAN ALL BE ACHIEVED BY GENDER RESPONSIVE BUDGET
POLICIES.
• By conducting analyses of the budget's varying effects on the sexes, setting goals and
targets for equality, and allocating funds to support these goals, gender-based budgeting

9. GENDER BUDGETING IN INDIA
• STATUS OF GENDER BUDGETING IN INDIA
• Focus on enhancing women's welfare through governmental policies, although there is still
much work to be done to achieve the goal.
• The total budget for gender responsive budgeting (GRB) increased by only 2% from the
revised estimates (RE) of FY 2022–23 for FY 2023–24.
• From its inception, the allocation of funds to gender-based budgets in India as a percentage
of the overall Union budget has remained constant.

10. • Figure 1: Allocation to Gender Budget as a Proportion of the Union Budget
• Source: Gender Budget, Union Budget.

11. SKEWED COMPOSITION
THE GENDER BUDGET IN INDIA COMPRISES TWO PARTS
PART A PART B
o SCHEME THAT ALLOT 100% OF FUNDS SCHEMES THAT ALLOCATE
ATLEAST
FOR WOMEN 30% OF FUNDS FOR
WOMEN
o THE GENDER BUDGET HAS INCREASINGLY BEEN DOMINATED BY PART B.
o IN FY 2021-22, THE SHARE OF PART A IN THE TOTAL GENDER BUDGET PEAKED AT 46 PER
CENT, FOR THE FIRST TIME.

12. Figure 2: Allocations to Part A and Part B as a Proportion of Gender Budget
Source: Gender Budget, Union Budget 2005-06 to 2022-23
THIS IMPLIES WHOLLY-WOMEN-SPECIFIC SCHEMES DO NOT FORM THE
MAJORITY OF THE GENDER BUDGET AS OF NOW

13. KEY CONCERNS
• NON-UTILIZATION OF FUNDS SPECIFICAL TO A Gender
• Absence of devoted and knowledgeable human resources
• THE GENDER BUDGET FOR INDIA HAS STAGNATED
• Never has the gender budget exceeded 1% of India's GDP.
• declining participation of women in the labour force (LFPR)

14. SHORTCOMINGS AND WAY FORWARD
SHORT COMINGS
• Not only has the magnitude of the gender budget as a proportion of the total expenditure of the Union
Budget decreased, the budgetary allocations for promoting gender equality and women’s empowerment have also
shown a decline.
• There are only a few “big budget” women exclusive schemes of the Ministry of Women and Child Development
(MWCD) like the Nirbhaya Fund and the Beti Bachao Beti Padhao campaign.
• Lack of dedicated human resources to implement the interventions identified by the GBCs.
• Monitoring remains one of the weakest links in the GRB work with no designated mechanism for monitoring it
at the national level.
• Assumptions behind reporting allocations under Part B of the GBS remain questionable.

15. WAY FORWARD
•An assessment of gender responsive budgeting in India reveals a mixed picture.
•There are number of positive developments, such as changes in select planning and budgeting
processes and creation of gender budget cells.
•However, restricted reach of GB and stagnant or even declining allocations for the gender
agenda are stumbling blocks.
•The adoption of the GB should be accompanied by multifaceted and interrelated improvements
to budgets in general and the gender sensitivity of budgets.
•There needs to be shift from mere "reporting" of gender allocations to “purposive planning” with
wider participation of women.

16. THANK YOU