| Abstract: | Abstract The awareness of women as a category of development promoted the establishment of Women in Development (WID) organizations but these remain on the peripheries of mainstream development concerns. This research examines the entrepreneurial roles of Indian Administrative officers for gender aware planning and implementation of gender aware development planning. The Indian Administrative Service (IAS) is a critical stakeholder in the innovation process for gender aware development planning. This article reviews the introductory training program of all IAS candidates to establish the institutional culture and organizational procedures describing the audience of the IAS organization. The institutional culture and procedures of the IAS perpetuate a gender bias for WID and not Gender and Development (GAD) programs. Bureaucratic advocates for this type of development planning hold conflicting roles within government agencies as system maintainers and policy advocates. This study reviews the content and implications of three different gender-training frameworks dominate in the field: gender analysis, gender-planning, and social relations. Comparing these frameworks provides insights into the positioning of IAS officers and departments as possible agents of innovation for gender aware planning and policy. The range of innovations vary from acquiring skills for job performance, or creating separate agencies and new institutions to assessment of entrenched attitudes and procedures reinforcing gender inequity within the agency. Implicit in each framework are different views about IAS officers as planners and administrators. |
