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Indraprastha College for Women

Write up for presentation

Topic: Gender sensitivity and Participation in

administration
Submitted by: Anjali (22/BAP/018) (from pg no. 2-10)

Vanshika (22/BAP/267) (from pg no.11-18)

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Write up of Anjali

Gender sensitivity
According to UNESCO (2003)

"Gender sensitivity is the act of being aware of the differences between male and female roles and
responsibilities in society, and acting in a way that is fair and inclusive of all genders."

According to UN Women

"Gender sensitivity means acknowledging and respecting the social, cultural, and political differences in
gender and being deliberate in avoiding discrimination while promoting gender equality."

What is Gender Sensitivity?

Gender sensitivity refers to the awareness and consideration of the differences in needs, roles, and
contributions of people based on their gender. It involves understanding the impact of gender-based
discrimination and making conscious efforts to ensure fairness, equality, and inclusivity.

Key Aspects of Gender Sensitivity in Public

Administration and Governance

1. 🏛️ Representation and Participation

📌 What it Means:

Ensuring fair representation of all genders, especially women and marginalized communities, in
policymaking, decision-making, and administrative roles.

✅ Relevance:

Brings diverse perspectives to governance.

Increases the legitimacy and inclusiveness of public institutions.

Enhances responsiveness to the needs of all citizens.

📍 Example:
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33% reservation for women in Panchayati Raj Institutions has empowered over 1.4 million women at the
grassroots level.

2. 📜 Gender-Responsive Policy and Legislation

📌 What it Means:

Framing laws, policies, and programs that address gender disparities and aim to reduce discrimination.

✅ Relevance:

Helps correct systemic inequities.

Promotes targeted support for vulnerable groups.

Ensures justice and equality under the law.

📍 Example:

The Protection of Women from Domestic Violence Act (2005) ensures civil remedies for abused women.

3. 🛠️ Institutional Mechanisms for Gender Equality

📌 What it Means:

Creating dedicated bodies, rules, and oversight systems to ensure implementation of gender-sensitive
policies.

✅ Relevance:

Encourages inter-departmental coordination.

Monitors progress toward gender equity goals.

Supports grievance redressal and advocacy.

📍 Example:

National Commission for Women (NCW) and Internal Complaints Committees (ICCs) under the POSH Act.

4. 🎓 Training and Sensitization of Public Officials

📌 What it Means:

Educating and training government employees on gender issues, bias reduction, and inclusive service
delivery.
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✅ Relevance:

Promotes behavioral change in administration.

Prevents gender-insensitive practices.

Ensures more empathetic and equitable governance.

📍 Example:

Gender modules are now part of induction programs at LBSNAA and State ATIs (Administrative Training
Institutes).

5.🧱 Workplace Equality and Safety

📌 What it Means:

Creating public sector workplaces that are free from harassment, discrimination, and bias.

✅ Relevance:

Ensures productivity, motivation, and equal opportunity.

Retains talent and builds public trust.

📍 Example:

The Sexual Harassment of Women at Workplace (POSH) Act, 2013 mandates ICCs in all offices.

Importance of Gender Sensitivity in Public

Administration
1.Promotes Equality: Helps eliminate institutionalized discrimination.

2.Enhances Effectiveness: Policies become more relevant and effective when they address the needs of
all citizens.

3.Increases Trust: Citizens are more likely to trust a government that is fair and inclusive.

4.Supports SDGs: Aligns with UN Sustainable Development Goal 5 (Gender Equality).

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Major steps taken by the Indian government from

independence (1947) till now to promote political
participation of women in administration :
1. Constitution of India (1950): Foundation for Equality

- Article 14 : Equality before law for all, including women.

- Article 15(3) : States can make special provisions for women and children.

- Article 16 : Equal opportunity in public employment, enabling women's entry into administration.

- Article 39(a & d) : Directive Principles promote equal rights to livelihood and equal pay for equal work.

2. Early Years: Appointment of Women in Administration

- Post-Independence (1950s-60s): Women like Anna Rajam Malhotra became the first female IAS
officer.

- Women began entering administrative services, but in very small numbers.

3. 73rd and 74th Constitutional Amendments (1992–93): Game-Changer

73rd Amendment – Panchayati Raj Act

- 33% reservation** for women in Gram Panchayats, Block, and Zila Parishads.

- Also applies to SC/ST categories among women.

74th Amendment – Urban Local Bodies

- Similar 33% reservation for women in Municipal Corporations and Nagar Panchayats.

4. National Policy for the Empowerment of Women (2001)

- Emphasized women's participation in decision-making bodies at all levels.

- Focus on training, awareness, and reservation in public offices.

- Promoted gender mainstreaming in governance and administration.

5. Increase in Civil Services Participation (2000s–Present)

- UPSC and state PSCs saw a gradual rise in women candidates and selections.

- Proactive steps like optional women-only coaching programs, relaxation in age limits for
widows/divorcees, and posting preferences were introduced.

Example : By 2022, women accounted for over 25% of IAS officers , compared to less than 10% in the
1980s.
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6. National Mission for Empowerment of Women (2010)

- Aimed to strengthen overall empowerment including political participation.

- Focused on converging schemes related to education, health, skill development, and leadership training
for women

7. 50% Reservation for Women in Local Bodies (State-Level)

- Many states amended their Panchayati Raj Acts to raise reservation for women from 33% to 50% :

• Bihar, Madhya Pradesh, Odisha, Rajasthan, Maharashtra, Chhattisgarh, Himachal Pradesh, etc.

> This further strengthened grassroots women leadership in rural and urban local governments.

8. Election Commission of India Initiatives

- Encouraged political parties to nominate more women candidates.

- Issued guidelines for gender-sensitive campaigning.

- Introduced special voter awareness campaigns targeting women.

9. Women’s Reservation Bill (2023): Nari Shakti Vandan Adhiniyam

- Landmark legislation passed by Parliament in 2023.

- Provides 33% reservation for women in Lok Sabha and State Legislative Assemblies.

- Implementation linked to the next delimitation exercise (post-2026 census).

> This step aims to bring systemic change in national and state-level political participation of women.

10. Training and Leadership Programs for Women in Politics

- Ministry of Panchayati Raj, Women and Child Development, and various state governments:

- Run capacity building programs , workshops, and e-governance training for elected women
representatives.

- NGOs and CSOs also supported these programs post-2010.

11. Appointments of Women in Key Administrative Positions

- Increasing appointment of women as:

- District Magistrates, Collectors, Police Commissioners

- Secretaries and joint secretaries in Ministries

- Heads of commissions (e.g., Rekha Sharma, NCW Chairperson)

- Governors (e.g., Droupadi Murmu, later became President of India)

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12. Supportive Policies for Women Administrators

- Maternity leave, childcare leave, creche facilities in government offices.

- Anti-sexual harassment policies under the Vishaka Guidelines and Sexual Harassment of Women at
Workplace Act (2013).

- Posting policies that allow women to serve near home for family reasons.

Here are some real life and inspiring examples :

1. Chhavi Rajawat – First Woman Sarpanch with an MBA

•She broke stereotypes by combining modern education with traditional rural leadership.

2. Kiran Bedi – First Woman IPS Officer

•She opened doors for thousands of women to join police and administrative services.

3. Women Leaders in Panchayati Raj System

Examples:- Sushila Devi (Bihar),Meira Kumar

4. Political Leaders Breaking Barrier Examples :-

•Mamata Banerjee – Chief Minister of West Bengal; known for her grassroots connect and independent
rise in politics.

•Indira Gandhi – India’s first and only woman Prime Minister (1966–1977, 1980–1984); paved the way
for future women in high political offices.

5. Women in Judiciary & Policy-making

Example:-

•Justice Leila Seth – First woman Chief Justice of a High Court (Himachal Pradesh High Court).

Key limitations and reasons why women’s participation

is still not at the level it should be, despite all the
efforts:

1. Patriarchal Social Structure and Gender Norms**

- Deep-rooted patriarchy still dominates many parts of Indian society.

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- Leadership is often seen as a "male domain" while women are expected to focus on domestic roles—
childcare, household responsibilities, etc.

- Families often discourage women from entering public life, especially in rural areas.

2. Lack of Political Will and Tokenism

- Political parties are reluctant to give election tickets to women.

- Women are often fielded in unwinnable seats or during by-elections as a symbolic gesture.

- Leadership roles within parties (president, general secretary) are still mostly held by men.

3. Security and Mobility Issues

- Women, especially in rural or unsafe urban areas, face safety concerns, harassment, and even violence.

- Late-night meetings, long-distance travel, and remote postings are deterrents for many aspiring women
administrators or leaders.

4. Illiteracy and Lack of Awareness

- Many women, particularly in rural India, still have low literacy levels , which affects their confidence
and capacity to participate in governance.

- Lack of awareness about rights, political processes, and training reduces their active participation even
when seats are reserved.

5. Financial Dependence

- Politics and elections are expensive, and women are often financially dependent on male family
members.

- They lack access to political funding, donations, or wealth networks compared to male counterparts.

6. Limited Role Models and Mentorship

- Although we have some high-profile women leaders , the number is too small to inspire mass change.

- Lack of mentorship, support systems, or political training discourages many young women from
entering this field.

7. Gender Bias in Administration and Bureaucracy

- Women officers in IAS/IPS and other services face subtle and overt gender discrimination—being given
less important posts, slower promotions, or biased evaluations.

- Some are posted in ‘soft’ departments (social welfare, education), while men are given finance, law &
order, infrastructure, etc.

8. Double Burden of Work

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- Even when women take up administrative or political roles, they continue to carry domestic
responsibilities—children, elders, and home management.

- This “double burden” reduces their efficiency, time, and mental bandwidth to pursue a demanding
public career.

9. Lack of Institutional Support

- There is a shortage of creche facilities, flexible work timings , or psychological support for women in
public office.

- Also, gender-sensitive training and orientation programs elected representatives are often absent or
weak.

10. Delayed Implementation of Reforms

- Though the Women’s Reservation Bill was passed in 2023, it will only be implemented after 2029 (after
census and delimitation).

- Meanwhile, in Parliament and state assemblies, there is still no mandatory reservation, keeping overall
numbers low.

Current gender representation in india Political

Representation
1.Parliament (Lok Sabha and Rajya Sabha)

Lok Sabha (Lower House): Women constitute approximately 15.2% of the members.

Rajya Sabha (Upper House): Women's representation stands at 13.9%.

2.State Legislative Assemblies

Across most state assemblies, women's representation is below 10%.

3.Local Governance (Panchayati Raj Institutions)

Women hold over 46% of elected positions in Panchayati Raj Institutions, surpassing the mandated 33%
reservation.

4.Bureaucracy and Civil Services

Indian Administrative Service (IAS)

Women comprise approximately 21% of serving IAS officers.

5.Law Enforcement and Defense : Women forces

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The government has advised states and union territories to increase women's representation to 33% in
police forces.

6.Government workforce

13% women's representation

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Write up of Vanshika:-

Introduction
The operations of the government have a considerable impact on daily living. They dictate how
governments implement political and economic decisions, as well as how money is distributed
and spent. As a result, for inclusive and gender-responsive public administration systems, equal
participation of men and women, particularly at decision-making levels, is an essential
condition. Gender equality, on the other hand, has not always been a guiding factor in public
sector changes. Closing gender gaps in public administration is critical for inclusive development
and democratic governance, as well as restoring trust in public institutions and improving the
long-term viability and responsiveness of public policies, for which the worldwide institutions
are taking several steps some of which are explained here:

# Global Frameworks for Gender Sensitivity

Convention on the Elimination of All Forms of Discrimination Against Women (CEDAW) –
1979 : It was adopted by United Nations General Assembly in 1979 whose purpose was to act
as an international bill of rights for women. It basically calls for the elimination of discrimination
in political, economic, social, and cultural life and requires countries to take concrete steps to
promote equality.

Sustainable Development Goals (SDGs) – 2015: These were adopted by United Nations
Member States in 2015 in which Goal 5 and Goal 16 are relevant to it. Goal 5 talks about
achieving gender equality and empower all women and girls and Goal 16 talks about Peace,
justice and strong institutions. Hence, until women didn’t get their rights equally we can’t say
that they are getting justice and when they are treated equally as compared to men, then
globally we will be able to develop more strong institutions.

Beijing Declaration and Platform for Action – 1995: It was adopted at Fourth World
Conference on Women (Beijing, China) and its purpose was to provide th Blueprint for
advancing women’s rights globally. It includes 12 critical areas of concern, including education,
health, violence, and power sharing.

UN Women’s Gender Equality Framework: Its key nodal agency is UN Women and it seeks to
supports member states in achieving gender equality.

The Nairobi Forward-Looking Strategies (1985):It was adopted at the Third World Conference
on Women in 1995 and it promoted gender equality in law, labor, and political participation.
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# Understanding Gender and Governance:

The statement says that more women in power often leads to better governance — and when
governance is good, more women tend to rise into leadership roles.

Example: Rwanda

After the 1994 genocide, Rwanda rebuilt its government and made a strong push for gender
equality. Today, Rwanda has one of the highest percentages of women in parliament in the
world — over 60%.

• The country saw improvements in education, healthcare, and child welfare — areas that
women leaders often prioritize.

• Anti-corruption efforts strengthened, and institutions became more inclusive.

• As governance improved, it created more space and support for women to participate in
politics, leading to a cycle of more women in leadership and better governance.

# Gender norms and the development of government

administration:
When it comes to the role of gender in government, there are often two competing opinions,
one focused on efficiency and objectivity ("masculine") and the other on problems of social
justice ("feminine" approach). Prior to World War I, both ideas were used in a harmonic
manner, with women and men working together to "highlight the ideals of classical
pragmatism." However, after the onset of the war, there was a change in American
governmental administration. As the public administration system became more reliant on
male-dominated bodies, the system became more tied to the efficient/objective approach.

Sociology, on the other hand, continued to promote social justice by focusing on "specialist
knowledge based on the value-neutral search of abstract generalizations about human
relations." Women were relegated to "more congenial professions such as social work" as a
result of this divide, while men remained leaders in finance and other scientifically-driven
organizations.

# The GEPA Initiative

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The backbone of government and the principal instrument through which national policies and
programmes are implemented is public administration. In an ideal world, public administration
is guided by principles of fairness, accountability, justice, equality, and nondiscrimination, and
the civil service should serve as a model of equality and leadership, including in decision-
making. However, this is not currently the case globally, and despite the fact that the
internationally agreed-upon aim of a minimum of 30% women in leadership roles applies
equally to public administration and politics, women continue to be underrepresented in
decision-making in government.

In response to these challenges, UNDP launched the Global Initiative for Gender Equality in
Public Administration (GEPA), which has two main objectives:

Supporting women's empowerment and expanding participation and leadership in the

executive branch of government; arid
Contributing to the availability of current information on gender equality in government,
as well as evidence and analysis, in order to promote informed policy and decision-
making.

# Roadmap to 50*50 : Power and Parity in Women’s

Leadership
The Women in Public Service Project is pleased to release the first report from the Global
Women's Leadership Initiative Index (the Leadership Index) measuring not only where women
are in government, but also how they got there and the power they hold in these positions
across five sectors of government in 75 countries.

Roadmap to 50x50: Power and Parity in Women's Leadership highlights the key findings and
drivers within the 3-pillar framework of the Leadership Index, or 3 P's to Parity: Pathways,
Positions and Power.

The "50x50 Report" examines where we are today and where we need to go to achieve the goal
of "50x50": women holding 50% of policy and political leadership positions worldwide by
2050.

The "50x50 Report" measures more than just numbers - it also examines where women are
present or absent in decision-making. The report illustrates a roadmap to balanced parity, look
at both glass ceilings (the number of women in leadership) and glass walls (women's leadership
across policy functions).

By taking into account where countries sit in terms of progress toward gender parity, the "50x50
Report" identifies the levers that can increase momentum toward the 50x50 goal. The report
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will serve as a launchpad and a critical tool to shape policy conversations that drive institutional
and systemic changes that will enable more women to lead across the globe.

# Defining 3 pillars

# Explaining charts
Women in Executive Government: Only 28 women serve as Heads of State or Government in
25 countries (as of 2025). Gender equality in top leadership may take another 130 years at the
current pace. Women make up 22.9% of Cabinet Ministers globally. Most female ministers
handle social and family-related issues.

Women in National Parliaments: Women hold 27.2% of parliamentary seats (up from 11% in
1995). Only 6 countries have 50% or more women in parliament (e.g., Rwanda, Cuba). 21
countries have less than 10% women in parliament. Gender parity in parliaments won't be
achieved until 2063 at current rates.

Women in Local Government: Women make up 35.5% of elected local officials (in 145
countries). Only 2 countries have reached 50%, and 26 others exceed 40%. Highest
representation is in Central/Southern Asia (41%), lowest in Western Asia/North Africa (20%).

Expanding Participation: The Beijing Declaration calls for equal power-sharing between
women and men. Gender quotas help—countries with them see 5–7% more women in
leadership. Research shows women leaders improve local services (e.g., clean water, childcare).
Women often lead cross-party work on gender equality issues.
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# Challenges Faced in Gender Participation Equality in

Public Administration
1. Structural and Institutional Barriers

• Male-Dominated Hierarchies: Top bureaucratic and decision-making roles are still

disproportionately occupied by men.
• Lack of Quotas in Higher Administration: Unlike political reservations at local levels,
administrative services have no mandated gender quotas.
• Gender-Blind Policies: Many government schemes and HR practices do not account for
gendered needs, such as flexible working hours or maternity leave extensions.

2. Socio-Cultural Constraints

• Patriarchal Norms: Societal expectations continue to associate leadership and decision-making

with men, discouraging women's participation.
• Role Stereotyping: Women are often confined to “soft” departments like education and welfare,
while “hard” portfolios like finance, defense, or infrastructure are male-dominated.
• Double Burden: Women face a “double shift” of professional work and unpaid care duties at
home.

3. Lack of Gender Sensitization and Training

• Gender bias persists in recruitment, postings, promotions, and evaluations.

• Limited sensitization programs for civil servants on gender equity, unconscious bias, and
inclusive decision-making.

4. Limited Access to Leadership Opportunities

• Glass Ceiling Effect: Women often get stuck in mid-level roles, with slower promotion rates
compared to their male peers.
• Tokenism: When appointed to leadership positions, women may lack real authority or decision-
making power.

5. Workplace Harassment and Safety Concerns

• Sexual harassment at the workplace remains underreported due to stigma and fear of
retaliation.
• Lack of safe work environments and grievance redressal mechanisms in public offices and field
postings.

6. Lack of Supportive Infrastructure

• Inadequate maternity and childcare facilities in public workplaces.

• Scarce field postings for women due to lack of amenities like safe housing, transport, and
sanitation.
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7. Policy Gaps and Weak Implementation

• Slow implementation of gender-responsive budgeting in ministries and departments.

• Policies exist on paper, but enforcement and monitoring are weak or absent in many areas.

8. Digital Divide and Skill Gaps

• In rural or underdeveloped areas, women often have less access to digital tools and education,
reducing their eligibility or comfort in administrative roles requiring tech skills.

9. Intersectional Barriers

• Women from marginalized communities (e.g., Dalit, Adivasi, disabled, LGBTQ+, minorities) face
multiple layers of exclusion.
• These women are severely underrepresented in public institutions.

# Strategies to Enhance Gender Sensitivity in Public

Administration
1. Gender-Sensitive Recruitment and Representation

• Ensure equitable recruitment of women in civil services through affirmative action and inclusive
policies.
• Implement 33% reservation in public offices, including higher levels of decision-making.
• Promote intersectional inclusion of marginalized groups (SC/ST/OBC, LGBTQ+, disabled
women).
Example: The Women’s Reservation Bill (2023) aims to reserve 33% seats in legislatures, which
could eventually influence appointments in the public administration.

2. Gender Budgeting and Policy Mainstreaming

• Integrate gender budgeting into all ministries and state departments.

• Include gender impact assessments in policy design, implementation, and evaluation.
• Ensure disaggregated data by gender, age, location, and vulnerability status.
Example: The Ministry of Finance’s Gender Budget Statement categorizes schemes that
primarily or partially benefit women.

3. Mandatory Gender Sensitization Training

• Introduce mandatory gender awareness modules in training for public servants at all levels.
• Focus on unconscious bias, respectful communication, and inclusive service delivery
Example: Institutions like LBSNAA and ISTM include modules on gender, but these need to be
standardized and updated regularly.
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4. Institutional Mechanisms and Accountability

• Strengthen Internal Complaints Committees (ICCs) under the POSH Act in all public offices.
• Create Gender Cells or Focal Points in each department to monitor and report progress.
• Mandate regular gender audits and reporting.
Example: Some states have Gender Resource Centres that help coordinate gender-focused
governance at district levels.

5. Leadership and Career Development for Women

• Offer mentoring and leadership development programs for women officers.

• Ensure gender-balanced representation in committees, task forces, and top-level
appointments.
• Encourage women to take on strategic roles (finance, infrastructure, policing).
Example: Indian Railways and Ministry of Defence are increasingly appointing women in
operational leadership roles.

6. Inclusive Workplace Environment

• Develop safe, respectful, and supportive workspaces with childcare, flexible hours, and leave
for caregivers.
• Establish zero-tolerance policies for harassment and discrimination.
• Promote work-life balance and emotional well-being.
Example: Government offices with crèche facilities and gender-neutral toilets foster inclusivity.

7. Use of Technology for Gender Equity

• Leverage e-Governance tools to ensure equal access to public services.

• Use mobile apps, portals, and dashboards to track women’s access to entitlements and
services.
Example: SHe-Box portal allows women to report workplace harassment online across
ministries and departments.

8. Gender-Inclusive Public Service Delivery

• Design schemes that recognize the different needs of all genders.

• Incorporate community feedback, especially from women, in planning and monitoring.
• Ensure last-mile delivery to women and marginalized groups.
Example: In the Ujjwala Yojana, LPG connection delivery at home improved rural women’s
health and productivity.

9. Public Awareness and Cultural Change

• Conduct gender awareness campaigns within government and for the public.
• Partner with media, academia, and civil society to promote positive role models and challenge
stereotypes.
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Example: Beti Bachao, Beti Padhao campaigns promote value for the girl child through district-
level initiatives.

10. Monitoring and Evaluation

• Create performance indicators for gender sensitivity at individual, departmental, and national
levels.
• Regularly review progress with transparent reporting and third-party audits.
• Encourage feedback mechanisms for employees and citizens to report gender bias or gaps.
Example: Use of social audits and citizen scorecards to evaluate schemes like MGNREGA or
PMMVY.

# Conclusion:
Hence, we can conclude by saying that promoting women’s participation in administration is not
a one-time step—it is a long-term transformation process. These strategies work best when law,
society, institutions, and families come together to create an environment where women are not
just included, but empowered to lead.