Annex. 6 Instructions for the preparation and reporting of Gender Budget Statement

1.Introduction:

To accompany the budget submissionsfor the 2016/17 fiscal year, all Ministries and Districts are required to prepare and submit a Gender Budget Statement (GBS). Whilst a Gender Budget Statement will be required only for high level institutions (Ministriesand Districts), it is also mandatory for all budget agencies to prepare and submit a Gender Distribution of Employment (GDE) table to accompany the 2016/17 budget submission.

The GBS and GDE will form part of the criteria on which budget submission will be evaluated for each Ministry and Agency. The GBS and GDE will besubmitted to Cabinet and Parliament together with the finance law and will be used to monitor the implementation of government activities as well as their impact in addressing gender issues.

2.The Gender Budget Statement:

2.1.Subprograms selection criteria

Gender Budget Statements will not be applied to all sub-programs that’s why there is a need to select a minimum of 4 subprograms from across each Ministry’sand District’s programs which will be analyzed in more details basing on the 5 steps in the table below. The following criteria should be followed while selecting sub-program for the GBS;

  1. Subprograms which are service delivery not institutional support or administrative costs
  2. Size of the budget allocation (preference for biggest budgeton items which are gender focused,otherwise a sub program with a big Gender Equality impact can be selected too.
  3. The impact of the subprogram in addressing gender issues
  4. Alignment of the sub-program which contribute to the achievement of the National Gender Policy and EDPRSII

Selected subprograms of the sector Ministries and Districts are analyzed from a gender perspective with outputs and activities identified to address and monitor gender issues in the sector. The same process can be applied for development projects as long as they are clear activities and outputs for that project.

2.2.Gender Responsive budgeting analysis

The box below outlines the 5-step process for carrying out a gender-responsive budget analysis. The GBS focuses on outputs and activities which can be monitored and evaluated on an annual basis. Outcome/impact is evaluated over the medium term and are outside the scope of the Gender Budget Statement.

Box I - 5-steps for gender responsive budgeting analysis

  1. Describe the situation of women & men, girls & boys in the sector i.e. (Identify the issue that creates Gender Inequality) – Identify the problem.
  2. Check whether policy is gender-sensitive i.e. (Verify whether the existing policy addressesthe problem identified)–Propose activities to address the situation and outputs to be achieved.
  3. Check that adequate budget is allocated to implement gender-sensitive policy i.e.(check whether the proposed activities are funded) – Identify resources for inputs to implement the proposed activities.
  4. Check whether expenditure is spent as planned - ‘Outputs’
  5. Examine impact of policy & expenditure i.e. whether it has promoted gender equity as intended - ‘Outcomes’ or ‘Impact

2.3.Gender Budget Statement Format

Institution: Ministry/District

Program: Name of a Programme
Subprogram: Name of the Sub-Programme
Gender Situational Analysis / Output / Activity / Indicator / Allocated Budget
  • Gender Situational Analysis should describe what problems in the community/population that requires the budget agency to undertake the interventions in the selected subprogram. The description should at least show three key elements:
  • What is the problem;
  • What is the root causes of the problem;
  • Sex disaggregated data to clearly show the extent of the problem
  • Now, identify or defineoutputs to be achieved to address the gender issues identified in the situational analysis. These should be taken directly from the MTEF structure but may be amended to ensure gender sensitivity. It is vital that there is consistency between the outputs in the MTEF and in the Gender Budget Statement. The outputs should be related to the annual activities to be undertaken rather than over-arching objectives. They should not rely on assumptions relating to developments and/or activities which are outside the control of the Ministry and Agencies.
  • Activities should then be identified which will be carried out by the Ministry and its Agencies to achieve the output identified. There may be more than one activity for each output. Again the activities should be taken from the MTEF structure but may be amended.
  • Gender specific indicatorsmust be identified which can be used to measure the achievement of each output. There should be at least one indicator for each output and the indicators should be gender-disaggregated data. For example, the number of people trained should be disaggregated by male and female. These indicators should rely on data which are readily available (or could be made readily available through small changes in the government recording systems) on an annual basis such as administrative data or annually collected survey data. It is likely that data will not be available which are either sex-disaggregated or gender-related. Where this is the case, special note should be taken so that data gaps can be addressed either with National Institute of Statistics, Gender Monitoring Office or improvement to data collected at sector level for future years.
  • In the last column, indicate the budget allocated to the whole sub-program and from that whole budget indicate the budget allocations for only gender specific activities within a subprogram that has importance to gender issues.

2.4.Key elements to consider in preparation of GBS

Ensure that the sub program selected meets the selection criteria. Note that the sub-programs to be selected are service delivery but not institutional support or administrative support subprograms;

Make sure that the situational analysis clearly specifies the problem, its root causes and if possible supported by sex disaggregated data;

Ensure that there is a clear linkage between gender situation analysis, outputs, activities and indicators;

Ensure that there is a direct linkage between the Ministry or Agency annual action plan, MTEF and where possible IMIHIGO outputs, activities and indicators with outputs, activities and indicators in GBS. In other words, this logical flow of outputs, activities and indicators must be trucked across theGBS, annual action plan, MTEF and where possible in IMIHIGO.

In situations where the proposed intervention is not gender sensitive action, ensure that the proposed indicators and targets are disaggregated by sex where possible

3.Civil Service Employment:

An overview of the distribution of employment by the Ministry and its Agencies and Districts between men and women should be completed. This table will serve to show the distribution of civil service employment between men and women in each sector. Information should be gathered from Budget Agencies and consolidated into a single table for the Ministry andDistrict.

Table:Civil Service Employment

Level / Total / Women / Men / Women as % of All Employees
Top Management (Permanent Secretary Level)
Senior Management (Director General level)
Director level
Professional Staff
Support staff (e.g. secretaries)
Total

Prepared by:Signed by:

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