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International Monetary Fund. Office of Budget and Planning

by Output and Issue Area 15. FY23 New Budget Allocations by Department 16. FY23 Augmentation Allocation by Department and Issue Area 17. Capital Spending, FY03-25 TABLES 1. FY22 Crisis Funding 2. FY22 Utilization 3. Administrative and Capital Budget Envelopes, FY22-25 4. Budget Envelope, FY22–23 5. Administrative Budget by Major Expense Category, FY23 6. FY23 Budget Space 7. Carryforward—FY23 8. Budget Augmentation: from Strategy to FY23 9. Budget Adjustments by Department, FY22–23 10. FTE Changes by Department, FY22–23 11. Capital

International Monetary Fund. Strategy, Policy, & Review Department

illustrative scenarios discussed in the main paper. 87. Resources and key assumptions are as follows: All additional resources from the December augmentation (four FTEs) are centralized in the Gender and Inclusion Unit in SPR, and resources available to Area Departments reflect pre-augmentation allocations (two FTEs for country work on gender in area departments); The FTE intensity of a deep dive and light touch focus on gender in the steady state is 0.3 and 0.1 FTEs per country respectively; The FTE intensity for both deep dives and light touches is higher

International Monetary Fund. Strategy, Policy, & Review Department
On July 22, 2022, the Executive Board of the International Monetary Fund (IMF) approved the IMF’s first Strategy toward Mainstreaming Gender into the IMF’s core activities. Mainstreaming gender at the IMF starts with the recognition that reducing gender disparities goes hand-in-hand with higher economic growth, greater economic stability and resilience, and lower income inequality. At the same time, economic and financial policies can exacerbate or narrow gender disparities. Well-designed macroeconomic, structural, and financial policies can support efficient and inclusive outcomes and equitably benefit women, girls, and the society in general. The strategy lays out how the IMF can help its member countries address gender disparities in the context of carrying out its core functions—surveillance, lending, and capacity development. The strategy comprises four key pillars: first, gender-disaggregated data collection and development of modeling tools to enable staff to conduct policy analysis; second, a robust governance framework for an evenhanded approach across members based on the macro-criticality of gender; third, strengthening collaboration with external partners to benefit from knowledge sharing and peer learning, leverage complementarities, and maximize the impact on the ground; and fourth, the efficient use of resources allocated to gender by putting in place a central unit for realizing scale economies and supporting country teams.