Abstract
Institutionalization is the introduction of new practices for sustained change, and it is a complex and difficult process. This chapter analyses the readiness of the two local governments in Penang to institutionalize GRB within their respective organizational milieus. It points out that lobbying with and sensitizing policy makers as change agents in the early stages of its formulation is an important pre-condition of institutionalization. At the same time, local authorities need to create an enabling and supportive environment to make GRPB a reality in their respective bureaucratic contexts although competing priorities might affect actions and commitment. The chapter argues that both a participatory approach and a commitment towards gender integration into budget structures and processes are the way forward.
Aloyah A. Bakar, Chief Executive Officer, Penang Women’s Development Corporation, Penang, Malaysia. Email: aloyah.bakar@pwdc.org.my.
Patahiyah Binti Ismail, Mayor, City Council of Penang Island, Penang, Malaysia. Email: Datukbandar@mbpp.gov.my.
Maimunah Mohd Sharif, President, Municipal Council of Seberang Perai, Penang, Malaysia. Email: ydp@mpsp.gov.my.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Notes
- 1.
In 2004, the United Nations Development Programme (UNDP) and the Ministry of Women, Family and Community Development (MWFCD) piloted GRB in five ministries in Malaysia. Following this, three Treasury Call Circulars duly encouraged other ministries and agencies to use GRB in their programmes and activities. However, the latest 2014 call circular for 2015 is more strongly worded, requiring various ministries and agencies to prepare their budgets using a gender analysis budget approach (perlu menyediakan perancangan bajet menggunakan pendekatan analisis gender); see: http://www.treasury.gov.my. Thus far, Penang is the only one to initiate GRB at the state level.
- 2.
Registered in November 2011, PWDC only started operating in January 2012.
- 3.
Malaysia is governed by a three-tiered federal system. The federal government is the highest authority followed by the state government and local government.
- 4.
We would like to thank Cecilia Ng and James Lochhead for their valuable inputs to this chapter.
- 5.
Pakatan Rakyat is the People’s Alliance, the opposition coalition consisting of three political parties.
- 6.
While non-governmental in nature, 3Gs, registered in late 2009, was financially supported by the State EXCO of Women, Family and Community Development to facilitate education and awareness on gender equality. The idea then was for 3Gs to morph into a state women’s body once it received sufficient traction and visibility. Thus, the ground work was already laid for cooperation between women leaders from the state government, academia and women activists in Penang.
- 7.
The GRB Task Force at this time comprised a representative (the Finance Director) of the MPSP, councillors from MPSP and MPPP and representatives from KANITA and 3Gs. Visits were made to MPPP and MPSP to learn about their budget cycle and to meet the leaders of the two LAs to brief them about the potential of GRB.
- 8.
After a year of lobbying, this committee was separated into two, with the Gender Committee (a new structure) being set up in January 2013.
- 9.
MMK or Majlis Mesyuarat Kerajaan, the State Executive Council for Women, Family and Community Development.
- 10.
This was later amended to ‘sex-disaggregated data used as an integral tool to better policy analysis and budgeting allocation’. A mapping of available sex-disaggregated data was conducted in July–August 2011. The consultant revealed that not all departments included the sex variable in their data collection. Another concern was the lack of specific and concrete data on the number of women and men using public facilities (e.g. gyms, swimming pools and libraries).
- 11.
The first year saw a three-person PWDC GRB project team of two project officers, headed by a Project Director and supported by two consultants and a GRB Advisor. In 2013, the PWDC team comprised a Project Director, four project staff, a consultant and the GRB Advisor. Contact persons were appointed in the two LAs to support the GRB pilot. There was no dedicated LA GRB staff.
- 12.
As in Fig. 8.3, YDP (Yang di Pertua) is the President of the local council. SU (SetiaUsaha) is the local council Secretary, while HOD is the Head of Department and COB is the Commissioner of Buildings.
- 13.
As of February 2014, the Gender Committee has taken over the responsibilities of the GRB Working Committee in one of the LAs to streamline decisions.
- 14.
As at end 2014 PPR Ampangan had also successfully established a similar community cleaning contract in their low-cost flats.
- 15.
In hindsight, the organizers realized that not all the outcomes were, or indeed could be, achieved in this rather ambitious workshop.
- 16.
See Shariza Kamarudin, this volume, for details of the pilot in the two communities.
- 17.
In 2009, under Article 13(3) of the Constitution, Austria made gender budgeting legally binding (Klatzer et al. 2010).
References
Frey, Regina, 2013: Evaluation Report. PWDC’s Gender Responsive Budgeting Project in Penang (Berlin: Genderbüro).
Helmke, Gretchen; Levitsky, Steven, 2004: “Informal Institutions and Comparative Politics: A Research Agenda”, in: Perspectives on Politics, December, Issue 4: 725–740.
Illo, Jeanne Frances I.; Encinas-Franco, Jean; Villaseñor, Jon Michael R.; Leyesa, Maria Daryl L., de los Trino, Frances Chariza I., 2010: Accounting for Gender Results. A Review of the Philippine GAD Budget Policy (Manila: Women and Gender Institute, Miriam College).
Kelleher, David; Rao, Aruna, 1999: “What is Gender at Work’s Approach to Gender Equality and Institutional Change?”; at: http://www.genderatwork.org/Portals/0/Uploads/Documents/Gender-Equality-and-Institutional-Change.pdf (15 October 2015).
Klatzer, Elisabeth; Schratzenstaller, Margit; Buchinger, Birgit; Schaffer, Nicole, 2010: “Gender Budgeting in the Constitution—A Look at Formal and Real Conditions in Austria”, in: Internationale Politik und Gesellschaft, 2: 48–64.
Levy, Caren, 1996: The Process of Institutionalising Gender in Policy and Planning: The ‘Web’ of Institutionalisation. Working Paper No. 47 (London: University College London).
Lochhead, James, 2011: Scoping Exercise Report. Good Governance and Gender Equality Society (Penang: PWDC).
Ng, Cecilia, 2012a: “Gender and Governance: The Politics of Federalism in Malaysia”, in: Kajian Malaysia, 30,2: 1–26.
Ng, Cecilia, 2012b: “Right Time, Right Place and Some Luck: PWDC in the Making”, in: Penang Monthly, April: 18–20.
Penang Women’s Development Corporation, 2012: “Project Document (PRODOC): Gender Responsive Budgeting for Gender Equality and Good Governance in the Local Government of Penang: Proposal for a Three Year Pilot Project” (Penang: PWDC).
Penang Women’s Development Corporation, 2013: “Report to the GRB Steering Committee”, October (Penang: PWDC).
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2016 The Author(s)
About this chapter
Cite this chapter
Bakar, A.A., Ismail, P.B., Sharif, M.M. (2016). Localizing Gender and Participatory Budgeting: Challenges of Institutionalization in Penang, Malaysia. In: Ng, C. (eds) Gender Responsive and Participatory Budgeting. SpringerBriefs in Environment, Security, Development and Peace, vol 22. Springer, Cham. https://doi.org/10.1007/978-3-319-24496-9_8
Download citation
DOI: https://doi.org/10.1007/978-3-319-24496-9_8
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-319-24494-5
Online ISBN: 978-3-319-24496-9
eBook Packages: Earth and Environmental ScienceEarth and Environmental Science (R0)