Achieving gender equality remains a significant challenge, that has only deepened with the on-set of the COVID-19 pandemic. Gender budgeting (GB) can help promote gender equality by applying a gender perspective to fiscal policies and the budget process. This paper takes stock of GB practices in G20 countries and benchmarks country performance using a GB index and data gathered from an IMF survey. All G20 countries have enacted gender focused fiscal policies but the public financial management (PFM) tools to operationalize these policies are far less established. We find that notwithstanding heterogeneity across countries, the average G20 level of GB practice is relatively low. More progress has been made establishing GB frameworks and budget preparation tools than with budget execution, monitoring and auditing. Too few countries assess the upfront impact of policies on gender and/or evaluate ex-post the effectiveness of policies and programs. Where GB features are in place, they tend to operate as an ‘add-on’, rather than a strategic and integral part of resource allocation decisions. Progress with GB does not appear to be dependent on the level of country development. Key to future efforts will be harnessing opportunities for integrating GB tools into existing PFM systems and more closely linking GB initiatives with PFM reforms.
Despite the increase in female labor force participation over the past three decades, women still do not have the same opportunities as men to participate in economic activities in most countries. The average female labor force participation rate across countries is still 20 percentage points lower than the male rate, and gender gaps in wages and access to education persist. As shown by earlier work, including by the IMF, greater gender equality boosts economic growth and leads to better development and social outcomes. Gender equality is also one of the 17 United Nations Sustainable Development Goals that 193 countries committed to achieve by 2030.
Public financial management reforms in the Government of South Sudan are proceeding within a challenging environment as the post-civil war recovery remains fragile. As a result, the Ministry of Finance and Planning faces significant challenges in preparing realistic budgets and enforcing disciplined budget execution. To strengthen budget execution, the key areas requiring reform include strengthening processes for the management of expenditure and controlling commitments; improving fiscal reporting to ensure it is timely, accurate, and comprehensive; and improved cash management, particularly through implementing a Treasury Single Account. The Government has requested the assistance of a Fiscal Affairs Department Resident Public Financial Management Advisor who has been appointed and will support several reforms to budget execution, cash management, and fiscal reporting.
Despite the increase in female labor force participation over the past three decades, women still do not have the same opportunities as men to participate in economic activities in most countries. The average female labor force participation rate across countries is still 20 percentage points lower than the male rate, and gender gaps in wages and access to education persist. As shown by earlier work, including by the IMF, greater gender equality boosts economic growth and leads to better development and social outcomes. Gender equality is also one of the 17 United Nations Sustainable Development Goals that 193 countries committed to achieve by 2030.
Achieving gender equality remains a significant challenge, that has only deepened with the on-set of the COVID-19 pandemic. Gender budgeting (GB) can help promote gender equality by applying a gender perspective to fiscal policies and the budget process. This paper takes stock of GB practices in G20 countries and benchmarks country performance using a GB index and data gathered from an IMF survey. All G20 countries have enacted gender focused fiscal policies but the public financial management (PFM) tools to operationalize these policies are far less established. We find that notwithstanding heterogeneity across countries, the average G20 level of GB practice is relatively low. More progress has been made establishing GB frameworks and budget preparation tools than with budget execution, monitoring and auditing. Too few countries assess the upfront impact of policies on gender and/or evaluate ex-post the effectiveness of policies and programs. Where GB features are in place, they tend to operate as an ‘add-on’, rather than a strategic and integral part of resource allocation decisions. Progress with GB does not appear to be dependent on the level of country development. Key to future efforts will be harnessing opportunities for integrating GB tools into existing PFM systems and more closely linking GB initiatives with PFM reforms.
Public financial management reforms in the Government of South Sudan are proceeding within a challenging environment as the post-civil war recovery remains fragile. As a result, the Ministry of Finance and Planning faces significant challenges in preparing realistic budgets and enforcing disciplined budget execution. To strengthen budget execution, the key areas requiring reform include strengthening processes for the management of expenditure and controlling commitments; improving fiscal reporting to ensure it is timely, accurate, and comprehensive; and improved cash management, particularly through implementing a Treasury Single Account. The Government has requested the assistance of a Fiscal Affairs Department Resident Public Financial Management Advisor who has been appointed and will support several reforms to budget execution, cash management, and fiscal reporting.
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