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.