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Assessment of financial resources for  implementation of the National Action Plan (2012-2014) of the Kyrgyz Republic National Strategy to achieve gender equality by 2020
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Assessment of financial resources for implementation of the National Action Plan (2012-2014) of the Kyrgyz Republic National Strategy to achieve gender equality by 2020


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  • 1. KR Ministry of Youth, Labor and Employment Assessment of financial resources for implementation of the National Action Plan (2012-2014) of the Kyrgyz Republic National Strategy to achieve gender equality by 2020 Bishkek, Kyrgyzstan September-October 2012
  • 2. Context of the country and motivation for costing exercise • The NAP (II) 2007-2010 гг. expired • Inter-agency working group was created by the Government order # 267, 6 July 2011 for developing draft of the National Gender Equality Strategy (NGES) of the Kyrgyz Republic till 2020 and draft NAP 2012- 2014. • The National Strategy of the Kyrgyz Republic to achieve gender equality by 2020 – is a first long-term document in Kyrgyzstan in the area of achieving gender equality. (KR Government Order from 27 June 2012, №443 approved KR NGES till 2020 and the National Action Plan 2012-2014). • NWM ( at that time the Ministry of Youth, Labour and Employment) initiated costing exercise and approached the UN Women for TA.
  • 3. Steps and challenges to “narrow” the object of costing • Coordination between the key ministries identified in the NAP as responsible parties. Understanding of the new approach of the NGES and NAP: 3 corner stones- (1)Results Oriented Management, (2)Complex Gender Approach, (3) Prioritization of Goals and Pilot Initiatives. • NAP 2012-2014 was costed =Part of the Policy ( NGES till 2020). • Implementation of interventions costed. • Each intervention envisaged in the NAP 2012-2014 has its respective level, for example plan to create crisis centers in each province ( municipal level), or training module development for all civil servants ( national level) etc.
  • 4. Description of the exercise Partners: • NWM ( MYLE) – initiator of costing NAP 2012-2014 to make it to the working instrument of GE policy; • Ministry of Finance - for consultations with regard to the state budget specifics, creating price-list for calculating NAP activities, discussions of the draft estimate of the NAP budget; • UN Women – Financial support to the independent experts team, Technical assistance, coordination of consultative meetings with national stakeholders; • Independent experts ( gender experts, financial) • Gender focal points and heads of finance & strategic planning departments from other key ministries identified in the NAP as responsible parties ( Ministry of Education, Ministry of Social development, Ministry of Interior, Ministry of Economics, General Prosecutor`s office, others)
  • 5. National Gender Equality Strategy till 2020г. NAP 2012-2014 NAP 2015-2017 NAP 2018-2020 Sectoral programs Local development plans, including on GE Long-term national development strategies Mid-term development programs
  • 6. Tasks Priorities NAP umbrella architecture (2012 – 2014) The expansion of economic opportunities for women Development of the system of functional education: Eradication of discrimination Promotion of gender parity in decision-making Regulatory policy Goals 1. Improvement of working conditions to combine work and family duties 2. Reducing segregation in the labor market through diversification of female and male employment 3. Ensure employment of women through extension of sources for economic empowerment of women 4. Ensure recording of economic contribution of women to public development through optimization of National Accounts. 1. In the field of knowledgeable parentship at pilot territories 2. In the area of reproductive Health at pilot territories 3. In the area of ​​improving life skills in diverse society at pilot areas 4. In the area of ​​gender Equality at pilot territories 5.In the field of computer literacy and ICT training among rural women and PLHP at pilot territories 1. Strengthening legal and institutional mechanisms of access to justice in cases of gender discrimination and gender-based violence. 2.Development of assistance delivery system to victims of gender discrimination and gender violence. 3. Developing a culture of Zero tolerance to discrimination and gender-based violence. 1. Introduction of gender-sensitive principles in personnel policy in Public and Municipal Service 2. Development and introduction of gender balanced approach towards institutional reserves and cadres. 3. Informational promotion of Women's Political participation and leadership 4.Introduction of a mechanism of social order to support women's political leadership at all the levels, and building capacity of Women-Leaders 1. Improvement of NIM* to achieve gender equality at all the levels of management 2. Improvement of by-laws base and law enforcement practices 3. Standardization of National Gender Statistics and harmonization of Indicators with international commitments 11 10 10 6 14 60 measures Goals Goals Goals Goals * national institutional mechanism
  • 7. • The basic formula for calculating measures : • Tasks estimation formula: • Financial gap estimation formula: O – cost of the task (need); Mi –cost of (i)-numbered measure. M – cost of measure (need); Qi – number of involved persons (or units), (i)-numbered budget line of an activity; Pi – unit cost of a consumed resource of the, (i)-numbered budget line of an activity; Ti – number of spent months of the (i)-numbered budget line of an activity (in some cases Ti can mean number of units). Methodology for calculating the NAP budget (2012-2014)
  • 8. • Goals, priorities and financial cost for Implementation of the Plan in general where estimated on the basis of a formula, similar to the formula on estimation of tasks. • Umbrella principle of budgeting: the “goals" = the sum of financial costs of “tasks“, "priorities" = the sum of costs of "goals“, and financial costs of implementing NAP in general = sum of costs for NAP priorities. • Information: Price list for calculating costs of interventions 1. Average monthly salary of employees of the state administration and local self-government system; 2. Payment for international and national consultants; 3. Costs of educational initiatives, including training of civil servants and municipal employees; 4. Cost of Field studies; 5. Information services and products; 6. Purchase of market goods and services; 7. Transportation costs; 8. Travel expenses for public sector employees. Methodology for calculating the NAP budget (2012-2014)
  • 9. NAP budget (2012-2014) in the context by priorities I. Extension of economic opportunities ; 2520,5; 20% II. Development of functional education system; 3252,6; 25% III. Eradication of discrimination ; 4652,4; 37% IV. Promotion of gender parity; 382,9; 3% V. Regulatory policy; 1906,7; 15%
  • 10. Enabling factors & Use of costing exercise • NGES approved with NAP 2012-2014, matrix for monitoring NAP implementation developed and approved by the government decree. • Gender Policy Department with functions of NWM and resources from State budget ( Institutional potential +political will) • First long-term strategic document in GE with new approach: Results oriented, complex approach, multisectoral nature, step- by-step implementation of NGES ( 3 stages till 2020). • Costing of NAP was presented to the Government, to the Development Partners Coordination Committee (DPCC) in 2012, at the High Level Development Conference (July 2013) Sectoral Gender Paper was presented and distributed with information about NAP 2012-2014 and estimated budget (Resource mobilization, Advocating for comprehensive multi-sector program). • Similar costing methodology was used to cost draft Government program based on the National Sustainable Development Strategy 2014-2017 adopted in 2013. Parliament hearings are expected.
  • 11. Obstacles & Lessons learned • Lack of previous costing experience, lack of methodologies of developing programme budgets ( Results oriented), difficulties in defining measurable indicators of performance. (Strategies to address: develop program focused budgeting, developing methodological experience in costing). • Lack of linkage to the national budgeting process. Currently the State Budget is based on the principle of line budget and has conservative structure of budget classification : administrative, economic, functional.(Strategies to solve: reforming public finance management system, advocating for ROB) • Lack of understanding of multisectoral nature of the GE policy. Traditionally GE assumed to be only in Social domain. ( strategies to address: advocacy, improving inter-agency coordination, strengthening NWM).
  • 12. Obstacles & Lessons learned: • According to the results of budgeting, the financial gap of NAP (2012 2014) made 89.8%; • Confirmed volume of resources of the state budget covers exclusively salaries of public servants involved in NAP tasks implementation; • Extra budgetary funding sources have not been identified; • Real opportunities to support the NAP (2012-2014) by international donors’ organizations were not announced; • Sustainability of NPA implementation (2012-2014) is under concern. Two options to reduce NAP financial gap: 1. Revise and reduce the most problematic measures, even whole priority areas, if there will be no possibility to finance. 2. Search for real extra budgetary sources, including international donor organizations, traditionally working with us on promotion of gender equality policy.