Gender at Work (g@w) is a non-profit collective in India striving to advance gender equality through partnerships and action-learning processes. Established in 2003, it has collaborated with various organizations to implement projects addressing issues like violence against women, gender training, and leadership development. Additionally, g@w focuses on enhancing dalit women's livelihoods and advocating for their rights through programs informed by the National Rural Employment Guarantee Act.

1. +
GENDER AT WORK: A GLIMPSE
INTO THE INDIA PROGRAM
27th June 2012

2. +
GENDER AT WORK
G@W is a collective working to strengthen
organizations in order to build cultures of equality
and social justice.
Aims to advance gender equality by supporting socialchange organizations to change their structures,
processes, and programs

3. +
GENDER AT WORK
Registered as a non-profit organization in 2003,
presence in India since 2008.

4. +
AMIED
DOOSRA DASHAK
PARMARTH
MJAS
VANANAGA
SAVARAJ
SSK
LOK SAMITI
NRESWN
THE ANT
GVM
SAATH
YUVA GRAM
ECONET
DSS
G@W-INDIA PARTNERS 2009
onwards

5. +
GENDER AT WORK: ACTION
LEARNING PROCESS
Collaborated with 20 PARTNERS,
across India all participating in
ACTION LEARNING PROCESSES
to bring about a change in their
structures, processes and or
programs, aiming to lessen gender
discrimination therein (2004- 2011)

6. + CHANGE PROJECTS AT A GLANCE: PROGRAMME

GRAM VIKAS (2004-2005): To form men’s groups in selected villages to
specifically address issues of violence against women: not only by direct
intervention but also by sensitizing the male youth to the issue

CHILDREN’S PARLIAMENT (2008-09): To instill among members of
Children’s Parliament an understanding on gender equality, specially
around education of girl children. Gender Minister/Ministry formation to
ensure issues of discrimination highlighted and addressed.

DOOSRA DASHAK (2010-11): Form a gender training team within the
organisaiton with the skills and ability to conduct gender trainings at the
community level as well as at the level of the organisations staff (over 300
staff members)

SAATH (2010-11): To assess and improve the impact of micro finance
support and services to its 12000 members in order to change/improve the
status of beneficiary women at the individual, family as well as at the level
of society.

7. + CHANGE PROJECTS AT A GLANCE: ORGANISATIONAL
DAPU (2004-2005): Building women’s leadership in a dalit union in Andhra Pradesh
To engender the leadership of DAPU at the Block and District level. They had one
woman heading their District-level operations (of 20 District Coordinators) and no
women at the level of State organizational leadership/management.
HUL (2008-09): To embed the principles of gender equality within HUL so that
gender consciousness seeps into the structure, programs, work ethics and culture
of HUL, a newly formed/nascent organization.
The ANT (2010-11): To develop a deep rooted and dynamic gender policy to
promote gender balance within the Ant’s staff and in its programmes.
GRAM VIKAS KENDRA (2010-11): To bring about a change in the existing
inequality within the organisation(gender related) to be done by building the
understanding of GVM’s Board, core team, putting a gender policy in place and
developing a five-year strategic plan on gender in the organisation.
SAVARAJ (2010-11): To build the second line of leadership in the organisation
which is based on a model of collective leadership.

8. + CHANGE PROJECTS AT A GLANCE: COMBINED
UDAAN (2008-09): To understand the change that has occurred since the
inception of the organization: internally within the organization as well as at the
individual level (amongst staff but also amidst the team and teachers). Also to
reflect the change at the community level (school) in terms of the VALUES
promoted by the organisation and its practices.
AMIED (1010-11) : To amend the organization’s staff policy to ensure a greater
number of Muslim women join the organization (even though their beneficiaries
were muslims, representation of muslim women on staff was minimal . To
increase the participation of Muslim women in the community based School
Management Committee (SMC) mandated by a recent Government Law.
MAHILA JAN ADHIKAR SAMITI (2010-11): To put in place a systematic staff
policy which reflect the feminist principles and values of MJAS without
compromising totally on the flexible nature. To document the history of the
organisation in a manner which tells its story from the point of view of the many
women and their myriad perspectives that have shaped this unique women’s
collective.

9. +

10. +
GENDER AT WORK: DALIT
WOMEN AND LIVELIHOODS

Partnering with 4 organisations
from UTTAR PRADESH on an
intensive programme on Dalit
women and livelihood.

Collaborating with 2
organisations from Andhra
Pradesh on the project.

11. +
RATIONALE FOR PROJECT
Political Rights: Dalit
Social Rights: Women
Economic Rights: Right to Work
All three dimentions could be explored in the context of NREGA

12. +
NATIONAL RURAL EMPLOYMENT
GURANTEE ACT (NREGA)
BRIEF HISTORY
The National Rural Employment Guarantee Act was enacted in 2005 after a
long struggle by trade unions, worker’s movements, women’s organizations,
civil society groups and was supported by left parties.
FEATURES:

100 days of work

Unemployment benefits

33% reservation for women

Equal wages for men and women

13. +
PROGRAM DESIGN and EVOLUTION OF
THE PROCESS
Started where organisations/community were at
Built on existing strengths
Inception Meeting in March ‘10: Lead + Colead + Resource Team
Partners Meeting for both States in May 10
Definition of log frame parameters
State-wise program management
G@W playing consolidation role