PPC REPORT ON THE NATIONAL RED

Report by the Joint Monitoring Committee on the Improvement of Quality of Life and Status of Women:
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Evaluation of the Implementation of the National Gender Policy Framework in Offices on the Status of Women and in Local Government Departments - November 2006

CONTENTS

Page(s)
List of Diagrams
List of Tables
Abbreviations and Acronyms

Executive Summary
Introduction
Scope of Report
Findings

3.1. National Sphere
3.1.1. Department of Provincial and Local Government (DPLG)
3.1.2. The South African Local Government Association (SALGA)
3.1.3. The National Office on the Status of Women (National OSW)

3.2. Provincial Sphere
3.2.1. Assessment of Departmental Programmes, Implementation of Legislation and Policies and an Overview of Different Practices
3.2.1.1. Province of the Eastern Cape
3.2.1.2. Free State Province

Gauteng Province

3.2.1.4. Province of KwaZulu-Natal
3.2.1.5. Limpopo Province
3.2.1.6. Mpumalanga Province
3.2.1.7. Northern Cape Province
3.2.1.8. North West Province
3.2.1.9. Western Cape Province

3.2.2. Identification of Areas of Concern, Weaknesses and Challenges
3.2.2.1. Province of the Eastern Cape

Gauteng Province

3.2.2.3. Province of Kwazulu-Natal
3.2.2.4. Limpopo Province

Mpumalanga Province
3.2.2.6. Northern Cape Province
3.2.2.7. Western Cape Province

Specific Concerns Noted by the Joint Monitoring Committee on the Improvement of Quality of Life and Status of Women during the Hearings Held on 12 August 2005

3.2.3. Recommendations for Improvements

3.2.3.1. Province of the Eastern Cape
3.2.3.2. Free State Province
3.2.3.3. Northern Cape Province

3.2.3.4. North West Province
3.2.3.5. Western Cape Province

References

LIST OF DIAGRAMS

Diagram 1: Free State Province – OSW structure
Diagram 2: Western Cape Province – Department of Local Government and Housing, gender structure

LIST OF TABLES

Table 1: Number of employees in the DPLG as at 30 June 2005
Table 2: Summary of DPLG SMS employment equity representativeness status in comparison with the public service targets as at 30 June 2005
Table 3: Number of female mayors according to the DPLG
Table 4: Number of female councillors according to the DPLG
Table 5: Number of female municipal managers according to the DPLG
Table 6: The SALGA staff breakdown
Table 7: Female representation in local government posts according to the SALGA
Table 8: National OSW programme activities (2006)
Table 9: Provincial compliance with the National Gender Policy Framework (2006/2007)
Table 10: Appointment and assessment of GFPs for 2002, 2003 and 2006 (national departments)
Table 11: Rank of GFPs and supervisors in departments for 2006 (national departments)
Table 12: Free State Province – Institutional mechanisms
Table 13: Gauteng Province – Women’s Dialogue
Table 14: Gauteng Province – 2003 Gender Policy Framework highlights for provincial employees
Table 15: Gauteng Province – Provincial employees 2005 gender breakdown
Table 16: Province of KwaZulu-Natal – Gender-related activities
Table 17: Province of KwaZulu-Natal – Women in management (senior, middle and junior).
Table 18: Province of KwaZulu-Natal – EAP activities
Table 19: Province of KwaZulu-Natal – Gender related programmes per department
Table 20: Limpopo Province – Department of Local Government and Housing statistics
Table 21: Limpopo Province – OSW activity monitoring for 2004/2005
Table 22: Limpopo Province – Provincial gender situation
Table 23: Mpumalanga Province – Operations of gender equality and women’s empowerment
Table 24: Northern Cape Province – Employment projects
Table 25: Northern Cape Province – Activities
Table 26: North West Province – Progress made on gender equity and women’s empowerment in the different programmes of the Department
Table 27: Western Cape Province – Overview of gender
Table 28: Western Cape Province – Department of Local Government and Housing, Human Rights Mainstreaming Business Plan (2005 – 2006)
Table 29: Western Cape Province – Department of the Premier, Department specific actions of the Siyabulela Deliverable Campaign with an emphasis on women
ABBREVIATIONS AND ACRONYMS

ABET Adult Basic Education and Training
AU African Union
BPFA Beijing Platform of Action
BEE Black Economic Empowerment
CCB Change Control Board
CGE Commission on Gender Equality
CDWs Community Development Workers
CDWP Community Development Worker Programme
CMIP Consolidated Municipal Infrastructure Programme
CF Consultative Forum
CEDAW Convention on the Elimination of all forms of Discrimination
DFUs Departmental Focal Units
DGES Departmental Gender Equality Strategy
DMCs Departmental Management Committees
DPLG Department of Provincial and Local Government
DWAF Department of Water Affairs and Forestry
EAP Employee Assistance Programme
EE Employment Equity
EPWP Expanded Public Works Programme
GFPs Gender Focal Points
GFU Gender Focal Unit
GUs Gender Units
GPG Gauteng Provincial Government
GCIS Government Communications and Information Systems
HODs Head of Departments
HRC Human Rights Committee
HRFPs Human Rights Focal Persons
IDPs Integrated Development Plans
IPGS Integrated Provincial Gender Strategy
ISRDP Integrated Sustainable Rural Development Programme
IGGF Inter-Governmental Gender Forum
JMCIQLSW Joint Monitoring Committee on the Improvement of Quality of Life and Status of Women
KPI Key performance indicator
LED Local Economic Development
MEC Member of the Executive Committee
MOU Memorandum of Understanding
MDG Millennium Development Goals
MINMEC Minister and the Members of Executive Committees
MIG Municipal Infrastructure Grant
MIT3 Municipal Infrastructure Technical Task Team
National OSW National Office on the Status of Women
OSDP Office for the Status of Disabled People
OSWs Offices on the Status of Women
OSY Office for the Status of Youth
PCF Premier’s Coordinating Forum
POA Programme of Action
PPASA Planned Parenthood Association of South Africa
Provincial GFPs for LG Provincial gender focal points for local government
Provincial OSWs Provincial Offices on the Status of Women
SMS Senior management service
SMMEs Small Medium and Micro Enterprises
SALGA South African Local Government Association
SANDF South African National Defence Force
SAPS South African Police Services
SADC Southern African Development Cooperation
SPUs Special Programmes Units
URP Urban Renewal Programme
VCT voluntary counselling and testing
WSSLG Water Services Sector Leadership Group

EXECUTIVE SUMMARY

Background

The South African Government committed itself to both the Convention on the Elimination of all forms of Discrimination (CEDAW) and the Beijing Platform of Action (BPFA) with the objective of improving the quality of life and status of women. In addition, world leaders, including South Africa, have agreed to take these commitments forward in the form of the Millennium Development Goals (MDG).

It therefore becomes imperative to evaluate and review how the government has worked towards the goal of gender equality, examining the stated aims of government departments and Offices on the Status of Women (OSWs), the budgets they are allocated, relevant policy and legislation that has been processed and the extent to which transformation has taken place, for example in relation to representativeness at different levels. South Africa is one of fourteen countries chosen to pilot gender mainstreaming. As a result, national departments, other government role-players and provinces are expected to report regularly on progress. The 2005 hearings of the Joint Monitoring Committee on the Improvement of Quality of Life and Status of Women (JMCIQLSW) formed part of this continued monitoring process.

This report provides, first and foremost, an account of the August 2005 hearings held by the JMCIQLSW to which the Department of Provincial and Local Government (DPLG), the South African Local Government Association (SALGA), provincial Offices on the Status of Women (provincial OSWs) and provincial gender focal points for local government (Provincial GFPs for LG) were invited. The hearing focused on four main aspects:
An assessment of departmental programmes nationally, provincially and locally aimed at achieving the objectives of CEDAW and the BPFA.
An overview of the different practices in each local government department or Office on the Status of Women with reference to government policy, international commitments and the Constitution.
Identification of areas of concern.
An assessment of the implementation of legislation and policies, identification of weaknesses and blockages, and recommendations for improvements.

Apart from the National Office on the Status of Women, the Department of Provincial and Local Government and the SA Local Government Association (SALGA), all Provincial Offices on the Status of Women – with the exception of the Eastern Cape Province – made presentations to the JMCIQLSW. In addition, Provincial Gender Focal Points for Local Government of the following eight provinces also made presentations to the Committee:
Eastern Cape, Department of Housing, Local Government and Traditional Affairs.
Gauteng, Department of Social Development.
KwaZulu-Natal, Department of Local Government and Traditional Affairs.
Limpopo, Department of Local Government and Housing.
Mpumalanga, Department of Local Government and Housing.
Northern Cape, Department of Local Government and Housing.
North West, Department of Developmental Local Government and Housing.
Western Cape, Department of Local Government and Housing.
In addition, the report takes into account information provided by the National OSW to the JMCIQLSW during a meeting held in June 2006. Additional information provided by the Western Cape Province to the Committee in 2006 is also reflected.

Overview of main findings

The August 2006 JMCIQLSW hearings and the June 2006 meeting between the Committee and the National OSW drew attention to the following findings:

The DPLG has an Equity and Development Unit that deals specifically with the coordination of sector wide policies and programmes such as gender, HIV/AIDS, disability and youth. It has both an external and internal gender focus.
The DPLG established a Women’s Forum that seeks to promote internal dialogue around women issues and provide overall support to female employees in the Department.
In terms of black people (African, Coloured and Asian) the target that was set for all public service departments is 75% and the DPLG has by June 2005 achieved 84.4%. It represents 9.4% more than required.
With regard to women, the public service target is 30%. The DPLG achieved 36.4% by June 2005 – 4% more than required.

The SALGA has a Gender and Women Empowerment Programme that falls under the Directorate: Strategic Affairs headed by the Executive Director. The political champions of the programme are political representatives and officials from all provinces. They constitute the Social Development Working Group, chaired by a member of the National Executive Committee.

The SALGA has only one woman out of nine Deputy CEOs and three women out of 14 members of the Executive Management Team.
The 2004 Local Government Gender Audit, undertaken by the SALGA, revealed that there are 54 (or 19.01%) women mayors, 77 (or 27.11%) women speakers and 18 (or 6.34%) women municipal mangers in the country.

With the exception of the Western Cape Province, the other eight provinces have OSW structures of varying kinds, situated in the Premiers’ Offices.
Gauteng Province does not have an OSW. OSW functions are carried out by the Gender and HIV/AIDS Sub-Directorate which reports to the Director: Social Development within the Office on the Premier.

The explanation given by the provinces of Gauteng and the Western Cape to the JMCIQLSW was that to them the name of the structure was not important, but rather its functions.
All Provincial OSWs are located in the Premiers’ Offices. They mostly report to the Director: Programmes, except for KwaZulu-Natal’s OSW, which reports to Chief Director: Human Rights and North West’s OWS, which that reports to the Chief Director: Governance.

All Provincial OSWs are headed by Deputy Directors, except KwaZulu-Natal (headed by a Director) and Limpopo (the post has been advertised at a Director level).
According to the National OSW June 2006 survey conducted amongst national departments –
All 30 responding departments/government agencies appointed GFPs.
13 of the 30 departments have appointed persons responsible for gender-related issues at a Director level or higher.
Of the 30 GFPs, 9 (30%) focus only on gender issues, while 21 GFPs (70%) have responsibilities that include gender, disability, youth, child rights, HIV/AIDS, employment equity, human resource management and/or employee assistance in various combinations.

None of the GFPs report directly to Directors-General in the departments.
The National OSW Audit Report of 2003 indicated that 31.03% (i.e. 9) departments had appointed GFPs at the mandated levels in 2003. There was thus a 7.7% drop (from 31.03% to 23.33%) in the number of government departments complying with the mandate of the gender policy document and Cabinet Memo of 1997.

According to the Province of the Eastern Cape, Department of Housing, Local Government and Traditional Affairs, there is not a single female municipal manager in the Province (2005).
The Department of Social Development in Gauteng Province reported that, in line with the provincial government’s planning cycle, the provincial departments’ strategic plans are analysed to assess if gender issues are incorporated and mainstreamed in the plans. Comments are forwarded to the departments and the Premier in the event of gaps being identified for a one-on-one follow up session with the Premier and the MECs.

Gauteng Province has had much success with the Women’s Dialogue initiative.
Gauteng Province indicated that although management representativeness in respect of gender is already in line with minimum national targets (i.e. 30%), there is a drastic decline in representativeness of females from low level to Senior Management Service (SMS), with the majority of female employees at lower levels (e.g. nursing, teaching, clerical, etc.).

The OSW of the Province of KwaZulu-Natal has a draft gender policy and is currently working on an implementation strategy as well as a gender monitoring tool.
The Limpopo Province, Department of Local Government and Housing, indicated that there were no GFPs in most municipalities, except for Mopani Municipality that had appointed a GFP at administrative clerk level.

The Mpumalanga Province, Department of Local Government and Housing, reported that a resolution had been taken at the Premier’s Coordinating Forum that youth units should be established in all municipalities and that these units would also address gender and disability concerns. The OSW indicated that the resolution did not say anything about gender.

The Mpumalanga Province OSW reported that GFP coordinators had been appointed in all 10 departments of the Province. Some departments had approved structures and others were in the process of advertising posts.

The Western Cape Province, Department of Local Government and Housing have an approved Human Rights Mainstreaming Business Plan (2005 – 2006).
The Western Cape Province had an OSW until 1 April 2006. Since then, the OSW had been restructured, although it is still situated in the Department of the Premier, but now under the Branch: Operations. The Office reports to the Deputy Director General who in return reports to the Premier. The Premier made the office a "priority-issue office". The new Directorate: Social Dialogue and Human Rights (that incorporated the previous OSW) is divided into four sub-directorates with an overall budget of R8 million. At least R3.8 million had been put aside for the women’s programme.

Following a road show to five district municipalities during November 2004, the Western Cape OSW transferred an amount of R70 000 in the 2004/2005 financial years to each of the district councils of Eden, Central Karoo and Overberg for the establishment of integrated offices for youth, gender and disability or to re-train existing individuals involved in the above portfolios.

Most of the Provincial OSWs and Provincial GFPs for Local Government identified certain areas of concern, weaknesses and challenges, as well as recommendations that are outlined in the full report.

General observations

The overall quality of information provided by Provincial OSWs and Provincial GFPs for Local Government to the JMCIQLSW is not of a very high standard. For example, it seems as if some reports were "padded" with what is in fact irrelevant information or information of peripheral importance to the Committee. In order to improve future information-gathering it is recommended that the Committee be more specific, perhaps even prescriptive, with regards to format, layout, content etc. Consequently, it may be necessary for the Committee to request additional information from the role-players concerned to fill the gaps in order to make possible a comprehensive, more accurate assessment of the national and provincial situation as it pertains to gender.

INTRODUCTION

The South African Government committed itself to both the Convention on the Elimination of all forms of Discrimination (CEDAW) and the Beijing Platform of Action (BPFA) with the objective of improving the quality of life and status of women. In addition, world leaders, including South Africa, have agreed to take these commitments forward in the form of the Millennium Development Goals (MDG).

The BPFA, adopted in 1995, is a comprehensive plan of action to enhance the social, economic and political empowerment of women, and is premised on the need for the sharing of power and responsibility in the home, workplace and in wider society. The BPFA calls for the integration of gender perspectives in all policies and programmes and focuses on concrete measures to address critical areas such as poverty and the economy, human rights, peace, violence against women, people-centred sustainable development, health, and the equitable sharing of family responsibilities. The BPFA links strategic objectives to actions to be taken by government, the private sector, the mass media, NGOs and international bodies.

It therefore becomes imperative to evaluate and review how the government has worked towards the goal of gender equality, examining the stated aim of government departments and OSWs, the budget they are allocated, relevant policy, legislation that has been processed and the extent to which transformation has taken place, for example in relation to representativeness at different levels.

Evaluation is necessary to assess the actual implementation and impact of government's policies on women. This process is therefore important for Parliament in its role of monitoring government and evaluating whether it is achieving gender equality. The review process coincided with the MDG +5 review, offering an opportunity for greater coherence and focus on equality and empowerment of women across all the MDG. Similarly, the Beijing +10 process is about accountability for the delivery of existing commitments to ensure gender equality and women’s empowerment.

The challenge to transform society to improve the quality of life and status of women is not compartmentalised but requires a coherent, co-ordinated approach between different levels of government in terms of programmes and priorities to which are allocated sufficient human and material resources.

In so doing, the African Union (AU) is committed to the principle of gender equality, provides opportunities for institutionalising gender mainstreaming and increased participation of women in regional decision-making. The AU commission agreed on 50/50 gender parity, something that was supported by the President of South Africa when he committed our country to 50/50 parity on gender equality.

Finally, South Africa is one of fourteen countries chosen for piloting gender mainstreaming. As a result, provinces are expected to report on the following issues:
Challenges of mainstreaming gender equality in provinces.
Gender mainstreaming at all levels of governance, national, provincial and local.
The level of private sector engagement by the public sector.
The need to develop a strong women’s movement in South Africa.
Coordination of issues in terms of reporting in the region, nationally and internationally.
Women in leadership positions especially in senior management positions.
Implementation of and compliance with of Acts of Parliament, including Acts addressing gender mainstreaming.
Coordination on gender mainstreaming.
Evaluation and monitoring of Acts.

SCOPE OF REPORT

The information in this report emanates from mainly three sources:

Firstly, in August 2005 the JMCIQLSW invited the Department of Provincial and Local Government, the SA Local Government Association (SALGA), Provincial Offices on the Status of Women (OSWs) and Provincial Gender Focal Points (GFPs) for Local Government to make presentations to the Committee. The hearing focused on:
An assessment of departmental programmes nationally, provincially and locally aimed at achieving the objectives of Convention on the Elimination of Discrimination Against Women (CEDAW) and the Beijing Platform for Action (BPFA);
An overview of the different practices in each local government department or OSW with reference to Government policy, international commitments and the Constitution and ;
Identification of areas of concern;
An assessment of the implementation of legislation and policies, identification of weaknesses and blockages, and recommendations for improvements.

Secondly, almost a year later, in June 2006 the JMCIQLSW met with the National OSW to discuss various aspects related to gender and women’s empowerment.

Thirdly, in 2006 the Western Cape Province provided some additional information to the JMCIQLSW.

FINDINGS

3.1. National Sphere

3.1.1. Department of Provincial and Local Government (DPLG)

Gender matters and implementation of National Gender Policy

The DPLG implement the National Gender Policy through different units and programmes. The Equity and Development unit deals specifically with the coordination of sector-wide policies and programmes such as gender, HIV/AIDS, disability and youth. The Chief Directorate: Human Resource Management and Development is responsible for the internal coordination of these programmes and the monitoring of relevant legislation.

The external programme focus of the DPLG includes:
Integrated Development Plans (IDPs) – The IDPs are usually developed through the process of community participation in local government, and that process is attended by all the community members. One of the issues of emphasis here is that the municipal plans should highlight the responsibility or commitment that a municipality is making towards gender mainstreaming.
Local Economic Development (LED) – LED deals mainly with projects particularly in small, medium and micro enterprises and introducing people from previously disadvantaged communities to small business ventures.
Integrated Sustainable Rural Development Programme
Urban Renewal Programme
Municipal Infrastructure Grant (MIG) – The MIG deals with mainly the allocation of grants to municipalities that are focused on improving the infrastructure within a municipal area.
Annual Women in Local Government Conference – This conference gives a platform to women councillors, municipal managers and officials in local government to share ideas and raise issues collectively.

The main objectives of the external unit in relation to gender are to:
Develop strategies aimed at the promotion of women empowerment and gender equality in local government.
Coordinate awareness programmes on gender issues within municipalities.
Liaise with Sector Departments, DPLG-associated organisations and local government in conceptualising, initiating and coordinating programmes for enhancing the number and quality of women in local government.
Develop preferential funding mechanisms for grants aimed at empowering women.
Develop a comprehensive intergrated model of capacity development that addresses the issue of quality versus quantity.
Play a leading role in addressing cultural and environmental barriers to women’s role in local government.
Monitor and evaluate departmental projects and programmes emanating from DPLG to assess compliance.

As far as gender is concerned, the internal focus of the DPLG is on:
The establishment of a Women’s Forum that seeks to promote the internal dialogue around women issues and provide overall support to female employees in the Department. The forum caters for all female employees irrespective of their position and must:
Ensure an enabling environment that acknowledges the social issues such as division of labour, stereotypes, prejudices and assumptions about women.
Facilitate gender sensitive training to promote non-discriminatory working relationships, and respect for diversity.
Raise awareness on existing legislation.
Acknowledge women’s professional achievements.
Coordinate activities to observe national and international events, and facilitate dialogue.

The Employment Equity (EE) Plan and monitoring thereof. The EE Plan is monitored through the Department’s recruitment and our human resource development processes. In addition, the Departmental Bargaining Council and Employment Equity Committee have a role in monitoring the equity plan.
Gender profiles at senior management service (SMS) level. The Department provides quarterly reports to the Director General and the Minister on the progress that the Department is making in achieving equity. The current status in terms of gender at SMS level is as follows:
In terms of Black people (African, Coloured and Asian) the target that was set for all public service departments is 75% and the Department has by June this year achieved 84.4% - 9.4% more than required.
With regard to women, the public service target is 30%. The Department achieved 36.4% by June 2005 – 4% more than required. DPLG is continuing to place emphasis in terms of these targets and the monitoring deals not only with achieving the required numbers, but it also deals with the development of women in the Department.

TABLE 1: Number of employees in the DPLG as at 30 June 2005

NUMBER OF EMPLOYEES IN THE DEPARTMENT AS AT 30 JUNE 2005
Salary level	Number of females in employment							Number of males in employment				TOTAL
	African		Coloured		Asian		White	African	Coloured	Asian	White
1	0		0		0		0	0	0	0	0	0
2	16		0		0		0	10	0	0	1	27
3	5		0		0		0	7	0	0	1	13
4	4		0		0		1	2	1	0	1	9
5	49		0		1		3	15	0	0	0	68
6	5		0		0		4	2	0	0	1	12
7	10		0		0		7	2	1	0	0	23
8	8		0		0		5	7	0	0	1	21
9	16		1		1		2	19	0	0	1	40
10.	1		0		0		1	2	1	0	3	8
11.	22		3		0		9	22	2	2	2	62
12.	1		1		0		2	1	0	0	4	9
13.	13		3		0		2	19	4	3	5	49
14.	7		1		0		0	9	1	1	5	24
Salary level	Number of females in employment							Number of males in employment				TOTAL
	African		Coloured		Asian		White	African	Coloured	Asian	White
15.	1		0		0		0	0	2	0	0	3
16.	1		0		0		0	1	0	0	0	2
Total Permanent Employees	145		8		2		36	108	11	9	24	343
Total Contract Employees	14	1		0		1		1	0	0	0	17
Total Staff	159	9		2		37		109	11	9	24	360

TABLE 2 Summary of DPLG SMS employment equity representativeness status in comparison with the public service targets as at 30 June 2005

CATEGORY	PUBLIC SERVICE AND DPLG TARGESTS	STATUS AS AT 31.03. 2005	STATUS AS AT 30.06.2005	GAP AS AT 30.06.2005
Black People (African, Coloured and Asian) at SMS level	75%	81.1%	84.4%	+9.4%
Women at SMS level	30%	35.1%	36.4%	+6.4%

MIG (Municipal Infrastructure Grant) monitoring system

There are various institutional arrangements that have been put into place to ensure that the MIG-MIS is co-owned by the DPLG, sector departments, municipalities and other key stakeholders. Co-ownership is achieved via participation of key stakeholders in the various working groups of the Municipal Infrastructure Technical Task Team (MIT3) and the Change Control Board (CCB). Increasing levels of ownership of the system by sector departments, municipalities and other entities will grow over time as usage increases with concomitant reliance on the system.

Some of the institutional arrangements to support co-ownership of the system include the following:

The CCB (Change Control Board) composed of senior management who will manage and prioritise the requests for changes to the system. Requests for changes to the system will emanate from the MIG-MIS working group, which has sector participation. These requests for change will be listed in a report that is tabled at the CCB.

The MIG-MIS Working Group is responsible for providing technical support towards the development and further enhancement of the MIG-MIS. This includes all sector departments’ requirements to report on the impact of the Municipal Infrastructure Grant.

The MIG-MIS User Group attends to the challenges faced by the MIG (Municipal Infrastructure Grant) unit in utilising the MIG-MIS, coordinating and pulling together resources, and looking at other mechanisms that may add value to the MIG-MIS and ensure the accessibility of the MIG-MIS.

The centralised MIG-MIS Call Centre assists with technical queries, comments, information or suggestions relating to the MIG-MIS.

The key performance indicators specific to MIG-funding include the following:
Job creation, including Extended Public Works Programme (EPWP), women and youth
Training, including EPWP, women and youth
Small Medium and Micro Enterprises (SMMEs) and Black Economic Empowerment (BEE) utilised
Households serviced
Value of all registered MIG Projects
Counter funding (Public and Private)
Actual expenditure by implementing agents
Performance in Nodal Areas
Performance on SMIF Projects
Performance on EPWP Projects
Performance on all labour intensive projects
Projects forming part of MSPs

Selected projects must to adhere to the conditions and selection criteria of the MIG, only then may a registered project be implemented to deliver sustainable infrastructure. Compliance is ensured within the existing administrative and legal framework of MIG. Compliance is enforced via:
Implementing control mechanisms and guidelines.
Procurement procedures.
Memorandum of Understanding (MOU) conditions in alignment with grant conditions.
Obligation to provide information and report in terms of legal requirements.

Impact of MIG on lives of women

The vision of the municipal infrastructure grant programme is aimed to provide all South Africans with at least a basic level of service by the year 2013 through the provision of grant finance aimed at covering the capital cost of basic infrastructure for the poor.
The MIG programme is part of government’s overall strategy to eradicate poverty and create conditions for local economic development. The programme will therefore maximise opportunities for employment creation and enterprise development. MIG is based on a demand-driven approach where service delivery is decentralised to municipalities. Municipalities play a central role in co-ordinating development activity and the delivery of municipal infrastructure in their jurisdictions.

It is important for the economic spin-offs of infrastructure delivery to be maximised. This relates primarily to temporary and permanent job creation arising for municipal infrastructure investments. This condition of the MIG will be associated with national Government’s EPWP. The gender provisions of this programme are adhered to.

The MIG is monitoring the progress on employment and training with regard to women on a quarterly basis as part of the quarterly key performance indicator (KPI) report.

In the 2004/05 financial year, 5 287 655 person days of employment have been created through all implemented MIG projects. (Person days are calculated as the number of persons multiplied by the average length of employment - days.) It is more accurate to report in person days on infrastructure as some employees only work for hours and others for a whole day.

Implementation of the Traditional Leadership and Governance Framework Act of 2003

On 11 December 2003 the President assented to the Traditional Leadership and Governance Framework (Act no 41 of 2003), and it was subsequently published in the Government Gazette on 19 December 2003. Provinces are currently finalising their province-specific legislation as required by the Framework Act. KwaZulu-Natal, Eastern Cape, Free State, North West, Mpumalanga, Limpopo, have all drafted their Provincial Legislation.

Provisions of the Traditional Leadership and Governance Framework Act of 2003

The Act seeks to set national norms and standards for the enactment of provincial legislation. It further seeks to define the place and role of the institution within the new system of democratic governance. For the first time in history, the institution will play a significant role in uplifting the standards of living of an estimated 14 million people in the rural areas. It is a fact that during the era of colonialism and apartheid, the institution became a tool of the government strategy of extending its control over Africans. In the process the institution was distorted.

Recognition of categories of traditional leaders

One of the effects of the interference in the institution by the colonialists and successive governments was the deliberate non-recognition of African kings. Significantly the Act seeks to restore this status to those who, by custom and tradition, are entitled to it. National guidelines on the role and functions of kings will be developed once the Bill has been passed into law.

Functions of Traditional Councils

During the apartheid era, traditional structures of governance were abolished. In their place, structures such as tribal and regional authorities were created. These structures were allocated insignificant functions. Such structures will now be abolished. Traditional Councils blended with elements of democracy will be established. These structures will perform visible and important functions such as:
Supporting municipalities in the identification of community needs.
Participating in development programmes of municipalities and of the provincial and national spheres of government.
Promoting indigenous knowledge systems for sustainable development.
Assisting, supporting and guiding traditional leaders in the exercise of their powers and the performance of their functions.
Administering the affairs of the traditional community in accordance with custom and tradition.
Promoting the ideals of cooperative governance, integrated development planning, sustainable development and service delivery.

These direct functions will be complimented by additional roles to be allocated by different government departments. For the Traditional Councils to perform these functions effectively, Government must plough in enough resources in order to strengthen and capacitate these structures.

Partnerships between traditional councils and municipalities

The absence of legislation governing the institution of traditional leadership created an atmosphere of uncertainty regarding the relationship between democratically elected municipalities and traditional leadership structures. This impacted negatively on the basic delivery of services to the majority of people who live in conditions of extreme poverty in the rural areas. The Act has opened a window of opportunity for municipalities and traditional councils to co-operate with each other in the spirit of cooperative governance. Traditional Councils have now been given a strong voice in matters of development. Government believes that the envisaged partnerships will go a long way in accelerating service delivery in the rural areas.

Houses of Traditional Leaders

The Act retains the existing national and provincial Houses with an emphasis on capacitating members of the Houses to perform their functions much more effectively. In addition, Local Houses of Traditional Leaders will be established. This is intended to deepen and cement the relationship between municipalities and traditional leaders.

Commission on Traditional Leadership Disputes and Claims

The apartheid government bestowed unto themselves the power to appoint and depose traditional leaders. Those who resisted encroachment on the institution were harassed, deposed or forced into exile. As a result, many legitimate traditional leaders found themselves in the cold, and isolated from their communities. Government is set on closing this embarrassing chapter. A commission, chaired by Professor Thandabantu Nhlapo, has been appointed by the President to investigate all disputes and claims dating from 1927 – the year in which the notorious Native Administration Act found its way onto the Statute books.

Implementing the Framework Act

The technical processes pertaining to the drafting of Bills are by and large complete. What remains now is engagement at political level to facilitate finalisation, especially at the legislature stage. MINMEC set a deadline of January 2005 for the passing of all provincial legislation.

The commencement of the Framework Act with effect from 24 September 2004 means, among other things, that:
The transitional periods in the Framework Act are now in operation.
The Traditional Authorities must be converted into Traditional Councils by 24 September 2005.
Community authorities that have no claims to make to the Commission on Traditional Leadership Disputes and Claims must be disestablished within two years after the commencement of the Traditional Leadership and Governance Framework Act.
The member of the Executive Council of a province responsible for traditional affairs must, within one year of the commencement of the Traditional Leadership and Governance Framework Act, disestablish any regional authority, Ibandla Lamakhosi, Council of Chiefs and ward authority functioning under tribal authorities that have been established in terms of applicable legislation before the commencement of the Act.

The Framework Act provides for a partnership with municipalities. This provision must be aligned with section 81 of Municipal Structures Act, which provides for ex-officio participation in municipal councils. There are a number of amendments that must be made to the Framework Act. Most of them are of a technical nature. Provinces have complied with the Framework Act, but they have also called for the amendment of the Framework Act in a number of areas.

The location of the function of traditional leadership within various provincial administrations has had a tendency to hinder coordination. For example, there are instances where, politically, traditional leadership resides within the Premier’s office while it resides within a department in terms of administration (e.g. Local Government and Housing, etc).

The basis on which the Commission will address disputes from Gauteng, Western Cape and Northern Cape is not clear, in view of the fact that these provinces have so far not been involved in the legislation process.

The Framework Act recognises headmen/headwomen. This implies that headmen/headwomen are now entitled to remuneration, even in those provinces where historically they were not paid. With the finalisation of the White Paper and the Framework Act, this means that policy is now in place to allow for the determination of pension and medical aid benefits for traditional leaders.

The Determination of the Traditional Leadership role of the Khoisan will be finalised by end of 2005.

Provincial poverty projects, local government projects and provincial self-empowerment projects

The DPLG is working with sector departments on a number of poverty and self-empowerment projects, and some of the reported projects are as follows:

Mother-to-mothers-to-be programme

This project started in 2002 in Khayelitsha and has been extended to other areas in the Province. The objective of this project is to support HIV-positive women in income generating projects, training and healthy living. It does not only concentrate on treatment, but also on training mothers to be volunteers, mentors and training coordinators in their communities. Some of the skills acquired are beading skills and the promotion of products that are sold both locally and internationally. The Cape Craft and Design Institute has partnered with the City of Cape Town to offer skills training in this regard.

Motherwell celebrates 16 days of activism

The Urban Renewal Programme team visited the Motherwell node in the Easter Cape during December 2004 whereby the Premier of the Eastern Cape launched the 16 days of Activism Campaign against Women and Child abuse. The theme was 16 houses in 16 days, whereby the victims of abuse were given houses and pledges were signed to help raise funds.

Implementation strategy for gender mainstream in the water services sector

The implementation strategy was developed by the Water Services Sector Leadership Group (WSSLG). The purpose of the strategy is to ensure that appropriate planning and execution of gender mainstreaming programmes, projects are undertaken in a consistent and sustainable manner. The WSSLG is represented by: the Department of Water Affairs and Forestry (DWAF), SALGA, Water Services Sector (Masibambane Coordinators, National Water and Sanitation Training Institute and civil society organisations in the water services sector.

Implementation of Local Government Municipal Systems Act of 2000 and Local Government Municipal Structures Act of 1998

Neither the Local Government: Municipal Structures Act (Act No. 117 of 1998) nor the Local Government: Municipal Systems Act (Act No. 32 of 2000) is elaborate on promoting the welfare and interests of women in local government.

In the case of local government elections, the Structures Act states that when parties compile their proportional representation lists, "every party must seek to ensure that 50% of the candidates on the party list are women and that women and men candidates are evenly distributed throughout the list." As illustrated on the next page, a recent exercise conducted by the DPLG (with data provided by the Municipal Demarcation Board) provides figures of female mayors, councillors and municipal managers in the country.

TABLE 3 Number of female mayors according to the DPLG

PROVINCE	NO. OF FEMALE MAYORS	NO. OF MAYORS	PERCENTAGE OF FEMALE MAYORS
Gauteng	4	15	26.6%
Limpopo	6	32	18.8%
Mpumalanga	5	20	25%
KwaZulu-Natal	7	61	11.48%
Western Cape	7	30	23%
North West	7	25	28%
Northern Cape	10	31	32%
Free State	5	25	20%
Eastern Cape	4	45	9%
TOTAL	54	284	17.25%

TABLE 4 Number of female councillors according to the DPLG

PROVINCE	NO. OF FEMALE COUNCILLORS	NO. OF MAYORS	PERCENTAGE OF FEMALE COUNCILLORS
Gauteng	301	982	30,65%
Limpopo	328	1056	31,06%
Mpumalanga	207	954	21,70%
KwaZulu-Natal	421	1782	23,63%
Western Cape	221	781	28,30%
North West	297	820	36,22%
Northern Cape	142	404	35,15%
Free State	210	732	28,69%
Eastern Cape	394	1440	27,36%
TOTAL	2521	8951	28,16%

TABLE 5 Number of female municipal managers according to the DPLG

PROVINCE	NO. OF FEMALE MMS	NO. OF MMS	PERCENTAGE OF FEMALE MMS
Gauteng	1	15	6,67%
Limpopo	6	32	18,75%
Mpumalanga	4	20	20,00%
KwaZulu-Natal	3	61	4,92%
Western Cape	0	30	0%
North West	0	25	0%
Northern Cape	1	31	3,23%
Free State	3	25	12,00%
Eastern Cape	0	45	0%
TOTAL	18	284	6,34%

Section 16(3) of the Systems Act, stipulates that when a municipality is in the process of establishing mechanisms, processes and procedures to enable the local community to participate in the affairs of the municipality, the municipality must take into account the special needs of—
people who cannot read or write;
people with disabilities;
women; and
other disadvantaged groups.

In terms of section 73 of the Structures Act, if a metro or local council decides to have ward committees, it must establish a ward committee for each ward in the municipality.
A ward committee consists of—
(a) the councillor representing that ward in the council, who must also be the chairperson of the committee; and
(b) not more than 10 other persons.
A metro or local council must make rules regulating—
(a) the procedure to elect the subsection (2) (b) members of a ward committee, taking into account the need—
(i) for women to be equitably represented in a ward committee; and
(ii) for a diversity of interests in the ward to be represented;
the circumstances under which those members must vacate office;
and
(c) the frequency of meetings of ward committees.
A metro or local council may make administrative arrangements to enable ward committees to perform their functions and exercise their powers effectively.

In 2003, the DPLG hosted a conference on ward committees and the Minister presented draft guidelines on the subject at the conference. On 24 June 2005, these guidelines were finalized and published in the Government Gazette.

3.1.2. The South African Local Government Association (SALGA)

The SALGA is a body endorsed by the South African Constitution and is the recognized voice of local government. It is a voluntary organisation and obtains its funding from membership levies, government grant and donor funding. The Association has nine provincial associations led politically by the provincial chairperson and administratively by the deputy CEO. The SALGA has a total membership of all 284 municipalities and is the employer body and represents 8 824 councillors and +120 000 municipal employees.

Internal empowerment programme for women

The Gender and Women Empowerment Programme falls under the Directorate: Strategic Affairs headed by the Executive Director and has the Social Development Unit. The political champions of the programme are political representatives and officials from all provinces and they constitute the Social Development Working Group which is chaired by a member of the National Executive Committee. The Working Group has a staff compliment of four people at national office and one at each province.

TABLE 6: The SALGA staff breakdown

POSITION	TOTAL	WOMEN	MEN
Deputy CEOs	9	1 (Mpumalanga)	8
Executive Management Team	14	3	11
National Executive Committee	10	7	3
National Working Group Chairpersons
Provincial Chairpersons	9	3	6

TABLE 7 Female representation in local government posts according to the SALGA

CATEGORY	TOTAL	WOMEN	MEN	N/CLASS	NONE
National gender representation in Council	8 828	2 565 (29.06%)	6 263 (70.94%)
Mayors		54 (19.01%)	229 (80.63%)	1 (1.6%)
Deputy Mayors		24 (8.45%)	74 (26.05%)	4 (1.40%)	182 (64.08%)
Speakers		77 (27.11%)	186 (65.49%)	10 (3.52%)	13 (4.58%)
Chief Whips		27 (9.51%)	163 (57.39%)	9 (3.17%)	85 (29.93%)
Municipal Managers		18 (6.34%)	264 (93.31%)	1 (0.35%)
Election type: PR	5 075	1 910 (37.63%)	3 165 (62.36%)
Election type: Ward	3 753	655 (17.45%)	3 098 (82.54%)

Successes and challenges

Successes:
The Local Government Gender Audit.
Development of the Local Government Gender Policy Framework in partnership with DPLG.
The incorporation of gender empowerment in the SALGA constitution.
The annual Women in Local Government Conferences held in partnership with DPLG.
The Benoni Declaration of 2005.

Challenges:
Partnerships sometimes undermined common cause of women empowerment.
No common programmes by government that adequately address roles and responsibilities and take into consideration mandate of different spheres of government.
Number of women political representatives improved, less achieved on administration side of municipalities.

3.1.3. The National Office on the Status of Women (National OSW)

Vision and mission

The vision for the National OSWs is keeping the promise of a better life for women through excellence in governance, while their mission statement is to mainstream and advance gender equality in leading, developing and managing the strategic agenda of Government.

Strategic objectives

Currently (2006) the National OSW is working towards the achievement of seven strategic objectives:

Internal: To strengthen the internal OSW management and leadership capacity to achieve internal organizational cohesion as part of the Presidency.
External: To strengthen management and leadership capability of public service managers to mainstream gender to enable/contribute to organisational (government) cohesion.
To improve:
Access to OSW, gender-based analysis, information, its management and dissemination internally and externally.
Coordination and integration within the Presidency through participation in PCAS and GDCY Programmes.
To coordinate, monitor, evaluate and communicate the national policy framework for women’s empowerment and gender equality, and the National Gender Action Plan.
To mainstream gender equality in nation building and in emphasising women's empowerment priorities in the peoples contract.
To mainstream gender in the integrated approach (i.e. the cluster system) to governance, for accelerated service delivery.
To support and strengthen government participation through gender mainstreaming initiatives aimed at building a better Africa and better world.
To ensure the centrality of gender equality goals in the advancement of the development (women’s empowerment) state with emphasis on economic growth, integration of the second economy, creation of jobs and eradication of poverty.

TABLE 8 National OSW programme activities (2006)

ACTIVITY	WHAT DOES IT INVOLVE?	BUDGET
Internal Presidency involvement and integration	Strategic Planning Performance Management Change Management GDCY Involvement PCAS Involvement OSW Management Practice Financial Management Improving "Basics"	R2 403 000
Gender mainstreaming	Local Government Strategy ASGISA Strategy Transfer of Gender Training Manual National Gender Programme of Action Cluster Mainstreaming Gender Mainstreaming Best-Practice National Commemoration Strategy	R640 000
Strengthening the National Gender Machinery	High level NGM Review Provincial legislatures – review and best practice strategy Gender Focal Point Review NGM Coordination Strategy POSW Capacity Providing Strategy Contributing to Strengthening the women's movement	R235 000
Monitoring, evaluation and reporting	GWM & EF Analysis and Trending NGPoA Implementation Monitoring Annual National Gender Audit Reporting Obligations at Sub-regional, Regional and international levels	R155 000
International obligations	4th World Conference on Rural Women in South Africa Participation in 51st Session of the UN Commission on Status of Women Regional and Sub-Regional Meetings	R223 000
Advocacy	Commemoration of National Celebratory events: Women’s month – 50^th anniversary of the women’s march 16 Days Campaign	R1 000 000
TOTAL BUDGET		R2 403 000

Provincial compliance with the National Gender Policy Framework (2006/2007) and the budgets for Provincial OSWs in the Premiers’ Offices

The provincial OSWs in all nine provinces were requested to provide information on their location, structure, reporting lines and budgets. All provinces responded to the request and the findings of the survey are as follows:
With the exception of the Western Cape, the other eight provinces have OSW structures of varying kinds, situated in the Premiers’ Offices. The Western Cape has had an OSW until 1 April 2006. Since then, the office has been transformed. (Please refer to point 3.2.1.9 that follows.)
Gauteng does not have an OSW. OSW functions in this Province are carried out by the Gender and HIV/AIDS Sub-directorate which reports to the Director: Social Development, within the Office on the Premier. One of the difficulties that the Premier of Gauteng raised was that there were three critical cross cutting areas namely women, youth and people with disabilities. The empowerment of women cannot be separated from that of youth and people with disabilities. Gauteng wished to approach these issues in a way in which they could pay attention to these issues.
The explanation given by Gauteng and the Western Cape to the JMCIQLSW was that to them the name of the structure was not important, but rather its functions.
All Provincial OSWs are located in the Premiers’ Offices and mostly reports to the Director: Programmes, except for KwaZulu-Natal that reports to Chief Director: Human Rights and North West that reports to the Chief Director: Governance.
All Provincial OSWs are headed by Deputy Directors, except KwaZulu-Natal, which is headed by a Director, and Limpopo, whose head-of-OSW position had been advertised at Director level.

TABLE 9 : Provincial compliance with the National Gender Policy Framework (2006/2007)

PROVINCE	LOCATION	REPORTING TO	BUDGET	STRUCTURE
Eastern Cape	Premier’s Office	Director: Programmes	R1 248 000	1 Deputy Director 1 Assistant Director 1 Administrative Officer 1 Sign language interpreter
Free State	Premier’s Office	Director: Programmes	R837 500	1 Deputy Director 2 Assistant Director 1 Senior Administrative Officer
Gauteng	Premier’s Office	Director: Social Development	R2 330 000	1 Deputy Director 1 Senior Administrative Officer
KwaZulu-Natal	Premier’s Office	Chief Director: Human Rights	R3 991 000	1 Director 1 Assistant Director 1 Administrative Assistant
Limpopo	Premier’s Office	Director: Programmes	R1 824 000	1 Deputy Director 3 Assistant Directors
Mpumalanga	Premier’s Office	Director: Target Groups	R870 000	1 Deputy Director 4 Assistant Directors 1 Senior Administrative Officer 3 Administrative Officer 1 Administrative Clerk
Northern Cape	Premier’s Office	Director: Programmes	R2 983 000	1 Deputy Director 3 Assistant Directors 1 Administrative Officer 2 Administrative Clerks
North West	Premier’s Office	Chief Director: Governance	R4 694 000	1 Deputy Director 1 Senior Administrative Officer 1 Secretary
Western Cape	Please refer to point 3.2.1.9 for information.

The level of GFPs in national departments and compliance with the Beijing Platform for Action and the National Gender Policy Framework

The obligations of national departments in terms of the appointments of GFPs are defined by:
Cabinet Memorandum 3 of 1996
The South African National Policy Framework for Women’s Empowerment and Gender Equality
The Beijing Platform for Action

The National OSW conducted a survey on 6 June 2006 to assess the extent to which government departments are complying with the provisions of the National Policy Framework, and thereby Strategic Objective H of the BPFA, as far as it refers to the human resource capacity dedicated to gender mainstreaming. The survey did not assess the skills levels of GFPs since the focus at this stage is on the systems in place and the premise is that the National Gender Policy Framework for Women’s Empowerment and Gender Equality is very clear about the requisite skills and expected outputs. It should be noted therefore that an important gap in this survey is that it did not assess the financial resources available for the GFPs for their coordination tasks, nor did it assess overall departmental spending on identified gender priorities or women specific programmes.

South Africa is signatory to the BPFA. Strategic Objective H of the BPFA recognises the obligation of state parties to create or strengthen, as appropriate, national machineries for the advancement of women. The BPFA recognises the role of gender machineries as that of supporting government wide mainstreaming of a gender equality perspective in all policies and programmes.

The BPFA identifies the necessary conditions for effective functioning of national machineries as follows:
Location in the highest level of government.
Sufficient resources in terms of budget and professional capacity.
Opportunity to influence development of all government policies.
Institutional mechanisms or processes to facilitate decentralised planning, implementation and monitoring involving NGOs and CBOs.

The Cabinet Memorandum of 1996 (number 3 of 1996, dated 27 June 1996, file number 13/1/1/1) provided for the establishment of the National OSW in The Presidency. Additionally, it provided for the establishment of GFPs in national departments

In 1998 the OSW completed an audit of systems in place in national departments to facilitate effective gender mainstreaming. Based on the findings of the audit, the National Gender Policy Framework on Gender Equality and Women’s Empowerment made specific recommendations on the requisite status and location of GFPs in national departments.

An analysis of the survey indicates the following:

Of the 32 national departments/government agencies that were provided with the survey questionnaire, 30 responded.
The National OSW was unable to obtain information from the departments of Home Affairs and Agriculture, as well as the Government Communications and Information Systems (GCIS), the National Prosecuting Authority, the SA Revenue Services, the SA Secret Services and Stats SA. These departments and government agencies are not reflected within this audit report due to the absence of GFPs or a contact point that the OSW could work with given the tight time-frame in which this audit was conducted. In some instances, some GFPs failed to respond timeously to the questionnaire and therefore are not included within the audit report.
All 30 responding departments/government agencies have indicated that GFPs are appointed within their institutions.
Overall, 13 of the 30 departments have appointed persons responsible for gender-related issues at a Director level or higher.
9 out of the 30 departments (26.66%) have GFPs responsible for gender-related issues alone, of which 7 (23.33%) have GFPs appointed at the mandated level, i.e. at the Director level. While the GFPs in the South African Police Services (SAPS) and the South African National Defence Force (SANDF) are responsible for gender-related issues only, they are however appointed at the Deputy Director level.
The Departments of Foreign Affairs and the DPLG have indicated that they are currently in the process of appointing GFPs at the Chief Director level.
Gender Units (GUs) or Special Programmes Units (SPUs) have been established in 18 of the 30 responding government institutions. Of this figure, only 7 have dedicated gender units which are headed by a Director or, as in the case of the Department of Trade and Industry, a Chief Director.
Of the 30 GFPs surveyed, 9 (30%) focus only on gender issues, while 21 GFPs (70%) have responsibilities that include gender, disability, youth, child rights, HIV/AIDS, employment equity, human resource management and/or employee assistance in various combinations.
None of the GFPs report directly to Directors-General in the departments. Of the 9 GFPs solely responsible for gender-related issues, most report to a Chief Director in the Director-General’s Office. 21 of the 30 GFPs are reporting to a Director: Special Programmes or Director: Human Resource Management or to an official not in Senior Management.
21 GFPs (i.e. 70%) have responsibilities that include other issues such as disability, child rights, HIV/AIDS, youth, elderly, EE, Employee Assistance Programmes and or human resource matters in various combinations.
No GFP in any of the 30 departments reports directly to the Director-General.
Of the 9 GFPs solely responsible for gender-related issues, most report to a Chief Director in the Director-General’s Office.
21 of the 30 GFPs are reporting to a Director: Special Programmes or Director: Human Resource Management or to an official not in senior management.
The National OSW Audit Report of 2003 indicated that 31.03% (i.e. 9) departments had appointed GFPs at the mandated levels in 2003. There was thus a 7.7% drop (from 31.03% to 23.33%) in the number of government departments complying with the mandate of the gender policy document and Cabinet Memo of 1997.

TABLE 10 Appointment and assessment of GFPs for 2002, 2003 and 2006 (national departments)

DEPARTMENT

2002

2003

2006

GFP

PERSON

UNIT

FORMAL
APPOINTMENT

ASSESSED ONLY
ON GENDER WORK

GFP

PERSON

UNIT

FORMAL
APPOINTMENT

ASSESSED ONLY
ON GENDER WORK

GFP

PERSON

UNIT

FORMAL
APPOINTMENT

AREAS OF WORK
ASSESSED

Arts and Culture

GDCY/HIV/EAP

Communication

GDCY

Correctional Services

Education

Environmental Affairs and Tourism

GDCY

Foreign Affairs

G/D/EE/OD

GCIS

Health

Home Affairs

Housing

GDCY/HIV/etc

ICD

GDCY/HIV/EAP

Justice and Constitutional
Development

Labour

GDCY

Land Affairs

G/C

Minerals and Energy

National Intelligence Agency

G/EE/D

DEPARTMENT

2002

2003

2006

GFP

PERSON

UNIT

FORMAL
APPOINTMENT

ASSESSED ONLY
ON GENDER WORK

GFP

PERSON

UNIT

FORMAL
APPOINTMENT

ASSESSED ONLY
ON GENDER WORK

GFP

PERSON

UNIT

FORMAL
APPOINTMENT

AREAS OF WORK
ASSESSED

National Treasury

CEO/G

Provincial and Local Government

GDC/HIV/EAP

Public Enterprises

GDC/HIV/HRD

Public Service and Administration

G/EE/HRD

Public Service Commission

GDCY/Labour Rel

Public Works

GDCY/EE/HIV

SALGA

G/D/Y/HIV

SAMDI

G training

SANDF

SAPS

Science and Technology

GDCY/EE/HIV

Social Development

Sport and Recreation

G/Sports Coord

Stats SA

Transport

GCDY/HIV

Trade and Industry

DEPARTMENT

2002

2003

2006

GFP

PERSON

UNIT

FORMAL
APPOINTMENT

ASSESSED ONLY
ON GENDER WORK

GFP

PERSON

UNIT

FORMAL
APPOINTMENT

ASSESSED ONLY
ON GENDER WORK

GFP

PERSON

UNIT

FORMAL
APPOINTMENT

AREAS OF WORK
ASSESSED

Water Affairs and Forestry

G/D

TOTAL

TABLE 11 Rank of GFPs and supervisors in departments for 2006 (national departments)

DEPARTMENT	GFP RANK	NO OF PERSONS IN UNIT	RANK OF SUPERVISOR
Arts and Culture	Deputy Director	1	Director: HR
Communications	Director	5	Chief Director Special Projects
Correctional Services	Director	5	Deputy Commissioner
Education	Director	7	Chief Director
Environmental Affairs and Tourism	Assistant Director (vacant)	2	Deputy Director: Transformation and Special Projects
Foreign Affairs	Deputy Director	1	DDG: Human Capital Management to the DG
Health	Director	5	DDG: Human Resources to DG
Housing	Deputy Director	2 units of 2 persons each	Director: HRM and Director: Human Settlement and Policy Integration
Independent Complaints Directorate	Assistant Director	2	Senior Manager: HRM
Justice and Constitutional Development	Director	3	Chief Director in DG’s Office
Labour	Contract person at salary level 11	1	Executive Manager HRM (Director)
Land Affairs	Deputy Director	5	Chief Director (COO)
Minerals and Energy	Director	4	Chief Director: Special Programmes in the DG’s Office
National Intelligence Agency	Deputy Director	1	Director (Unit Head)
National Prosecuting Authority
National Treasury	DDG (COO)	(currently vacant)	DG
Office of the Public Services Commission	Ass. Director	2	Deputy Director: HRM
Provincial and Local Government	Deputy Director:	1	Chief Director: HIV /AIDS /Youth /Gender / Disability
Public Enterprises	Deputy Director	2	Director: Human Resources
Public Services and Administration	Director: HR	1	CFO
Public Works	Deputy Director	1	Director: HR recruitment and planning
SALGA	Manager: Head of Unit	3	Senior Manager
SA Management Development Institute	Executive Manager (Director)	1	Chief Director
DEPARTMENT	GFP RANK	NO OF PERSONS IN UNIT	RANK OF SUPERVISOR
Science and Technology	Deputy Director	1	Manager: HRM
Sport and Recreation	Sport Officer (Level 8)	1	Acting Senior Manager who reports to Chief Director
Social Development	Director	2	COO to DG
South African National Defence Force	Deputy Director (Colonel)	4	Major General: Chief Director Equal Opportunities
South African Police Services	Deputy Director	1	Director: Equity
Transport	Deputy Director	1	Director: Capacity Development
Trade and Industry	Chief Director	6	DDG: Enterprise and Industry Development Division
Water Affairs and Forestry	Director	3	DDG: Corporate Services

3.2. Provincial Sphere

3.2.1. Assessment of departmental programmes, implementation of legislation and policies and an overview of different practices

3.2.1.1. Province of the Eastern Cape

Department of Housing, Local Government and Traditional Affairs

Municipalities in the province are at various levels of compliance. This varies according to size and resource base of the various entities. Bigger municipalities and those in erstwhile Cape Provincial Administration areas are generally better off than the newly created municipalities which form the majority. Issues of capacity both in terms of empowerment and human resources (numbers) also add to these variations. The rural –urban divide is a contributing factor as well. There are low levels of compliance with relevant legislation due to weak structural arrangements to support initiatives both at the local and provincial levels in particular gender related programmes and initiatives.

Human resource issues/gender equity

The majority of municipalities in the province have employment equity targets in place but the big challenge is implementation resulting in a situation where there is not a single Municipal Manager in the province who is a woman. Recruitment processes continue to show gender disparities notably in top management positions. Very few women councillors are chairpersons of portfolio committees and this has an impact on the municipal projects and programmes in terms of gender mainstreaming and more importantly on the IDPs of the various municipalities.

Integrated Development Plans (IDPs)

The original integrated development documents and subsequent reviews have not managed to bridge the gap in terms of gender inclusiveness of plans. IDPs have shown glaring omissions and lack of participation by women and other vulnerable groups in the entire IDP process. This reflects the absence of a gender lens on the side of municipalities due to the absence of relevant desks to monitor and ensure mainstreaming.

Development programmes

In the past two years efforts have been made by the provincial gender focal person to make as part of the criteria for funding quotas for women involvement in projects. This has happened notably in the ISRDP and LED initiatives. This has paid off as projects now show a remarkable difference in reports and budgets earmarked for women at the provincial level, which in turn has influenced local allocations. While this intervention is not enough, it presents a breakthrough.

Housing

In terms of the housing code, 20% of approved housing projects should be awarded to women in construction. A success story in this regard is Women in Construction group in the Ukhahlamba District Municipality area where women have been allocated projects worth ±R12 million. Compliance levels are minimal as this varies from municipality to municipality. Municipalities still do not have confidence in female contractors and this thinking influences the allocations given to women. In the entire province less than half of municipalities have reached the 30% quota. The challenge facing these women is that municipalities still have no support structures in place to assist emerging women contractors, and women themselves are in most instances not organised, as they still battle with organisational issues. There are also weak monitoring mechanisms at the provincial level to assist the local level.

3.2.1.2. Free State Province

Office on the Status of Women

Diagram 1: Free State Province – OSW structure

Key areas of concern

Monitoring
Research
Advocacy
Liaison and network
Capacity building
Coordination

Achievements

Shift from calendar activities to programme based activities.
Established Inter-departmental Gender Committee.
Established and coordinated the Provincial Gender Forum.
Created awareness of the Gender Policy Framework at municipalities.
Taking the girl-child to work.
Budget analysis.
Pilot project with GETNET.
Establishment of Men’s Forum.
Assisted municipalities in the establishment of gender desks.
Launched the provincial SA Women in Dialogue.
Members of the Inter-departmental Disability Committee.
Created awareness on sexual orientation (gays and lesbians).
Launched Girl-child Summit in partnership with departments.
Completed Gender Audit 2005.

Outstanding and ongoing programmes

Women in business.
Women with disabilities.
HIV/AIDS.
Resource library of Directorate: Special Programmes.
Establish partnership with Provincial House of Traditional Leaders.
Awareness campaigns on DVA in rural areas.
Educate women, young women and girls on legislation e.g. Customary Marriages Act, Termination of Pregnancy Act and other relevant legislation targeting rural areas.
Gender mainstreaming (September/October 2005).

Partnerships with NGOs

Commission on Gender Equality
Thusanang Advice Centre
Network on Violence Against Women
Young Women’s Network
Youth Commission
Tertiary institutions
Women’s fund raising societies
Planned Parenthood Association of South Africa (PPASA)
Victim empowerment and gender
Partnership with all Chapter 9 institutions
Partnership with SA Women in Dialogue (SAWID)

Gender mainstreaming training

Botshabelo (2004)
Limpopo (2004)
Canada (2004)
Bloemfontein (2005)

Municipal achievements

30% quota for women in Executive Mayor’s position.
Employment and correct placement of GFPs in district mayor’s office.

Liaison and networking

Partnership with CGE
Partnership with social partners e.g. ABSA, First National Bank
VODACOM, ESKOM, SPOORNET, CELL-C, MTN
Media – Lesedi Stereo, Radio Oranje, OFM

Inter-sectoral outreach programme

Taking services to communities in partnership with departments.

TABLE 12 Free State Province – Institutional mechanisms

DEPARTMENT	STATUS	LEVEL	CHALLENGES	RECOMMENDATIONS
Environmental Affairs & Tourism and Agriculture	GFP + Unit SPO	Deputy Director	Not fully compliant, the Policy Framework recommends that GFPs be at Director level. The location of the Deputy Directors at these departments is also not according to recommendations, i.e. should be at MEC or HOD’s office. The OSW Coordinator is also at Deputy Director level and reports to the Chief Director: Special Programmes. Because of this level she cannot monitor the relevant departments as both are on the same level.	The Office of Chief Director: Special Programmes is in the process of lobbying for equality at the levels and location of GFPs and SPOs in departments. The Chief Director has also engaged GFPs and SPOs to prepare a consolidated report to the Executive Council, making recommendations about levels and location. These two departments are currently the only ones that have partly complied by placing their GFP and SPO at Deputy Director level.
Health, Social Development, Local Government & Housing, Safety & Security, Provincial Treasury, Public Works, Roads & Transport, Sports, Arts & Culture and Office of the Premier	SPO	Assistant Director	The level of the officials in these departments is not compliant with the Gender Policy. Officials are at Assistant Director level and are located in different Directorates and/or sub-directorates. Currently, none of them are either at MECs’ or HODs’ offices. Since the SPOs and GFPs are not strategically placed, either at MEC or HOD office, this means that they cannot influence departments’ programmes on	The GFP focuses only on gender based programmes, whist SPOs have a basket of functions and responsibilities e.g. women, HIV/AIDS, children, girl-child, disabled people and the elderly. The other problem is how to integrate GFP functions to run parallel with SPOs to bring about uniformity, as this is currently creating problems. The process of bringing equality between GFPs and SPOs has already started by the Chief Director: Special
DEPARTMENT	STATUS	LEVEL	CHALLENGES	RECOMMENDATIONS
			women’s development. Access to information from within departments is also a problem due to their placements, ranks, location and levels.	Programmes. This aims to address levels, ranks and location of both GFPs and SPOs.
Gender Focal Persons in municipalities	GFPs. There are 5 district municipal GFPs appointed, all accept one are placed in the Executive Mayor’s Office.	There is no uniformity with regard to levels, location and rank. Two district municipalities (Fezile Dabi and Thabo Mofutsanyana) each have a GFP in all their local municipalities. Lejweleputswa has indicated that the process of employing a GFP at the local municipality is in the pipeline.	Some municipalities have not to date employed GFPs, some citing lack of resources etc. Few of those employed are at different levels and location. Some are correctly placed i.e. in the Mayor’s Office as Administrative Officers, whilst others are at Administrative Clerk level, and strategically they are unable to engage management on issues of recruitment processes, budget and other gender policy issues.	All municipalities should employ GFPs at Assistant Director level Their location should be at the office of the Executive Mayor or Mayor of local municipality. An adequate budget should also be allocated to the GFPs to enable them to address women’s development programmes. GFPs should also be visible in the HR recruitment employment process i.e. from short-listing up to the level of interviews. This will give the GFP an opportunity to influence the appointment based on the gender policy.

3.2.1.3. Gauteng Province
Department of Social Development

Gender forum

A gender forum is in place, comprising of GFPs from each department. The forum meets twice per quarter for a period of two days. The first day is used for discussion of programme/projects implementation progress and the second day is meant for capacity building of GFPs. A capacity building programme comprising of 5 modules was developed, and all the GFPs were trained. Aspects of the training modules focus primarily on gender mainstreaming and developing IDPs for each GFP. This eased the process of translating the training to practice - in mainstreaming gender issues within departments.

Policy advice on departmental gender budgets

A gender budget format developed with the Provincial Treasury is provided to departments to assist them in developing their gender budget statements in line with the provincial government’s budget cycle. Almost all the departments have gender budget statements in place.

Gender mainstreaming

In line with the provincial government’s planning cycle, the provincial department’s strategic plans are analysed to assess if gender issues are incorporated and mainstreamed in the plans of the departments. Comments are forwarded to the departments and the Premier in the event of gaps being identified for a one-on-one follow up session with the Premier and the MECs.

Transversal programmes

Strategic support is provided to Sports, Recreation, Arts and Culture (SRAC) with regard to the commemoration of Women’s Day. Women’s awards were a key feature of the commemoration event, profiled as part of the Premier’s Flagship Project – the Imbokodo Awards. The activities of Women’s Month that are department specific were successfully coordinated with GCIS provincially. A highlight of the activities of Women’s Month was the regional dialogues held in all municipalities within Gauteng.

Institutional framework

The institutional framework seeks to (a) foster collaboration between the provincial and local government, (b) fulfil the goals of Gauteng as a Globally Competitive City Region that upholds issues of social inclusion beyond strengthening economic growth and (c) acknowledge the Premier as the champion of gender issues to drive the mainstreaming of gender provincially and at local government level.

Women’s Dialogue

On 2 and 3 December 2003, Women’s Dialogue met to review the last ten years and to identify a Framework Programme of Action (POA) for the future that identified what Government, the private sector, nongovernmental organisations and women themselves should do. The Dialogue agreed that there should be annual meetings to monitor the implementation of the Plan Of Action. After December 2003, Women’s Dialogue inputs were included in the Five-Year Strategic Programme of the Gauteng Provincial Government (GPG). Departments used this programme to develop their detailed five-year strategic plans. Key mainstreaming issues for women were identified and all plans where checked to ensure these issues were included. All of the Five-Year Strategic Priorities for GPG address women and gender issues. These are:
Enabling faster economic growth and job creation
Fighting poverty and building safe, secure and sustainable communities
Developing healthy, skilled and productive people
Deepening democracy and nation building and realising the constitutional rights of our people
Building an effective and caring government

TABLE 13 Gauteng Province – Women’s Dialogue

WOMEN’S DIALOGUE SAID GPG SHOULD DO –	WHAT Gauteng Provincial Government DID –
Ensure that laws protect women and children from abuse Raise awareness about women’s rights Make criminal justice system more sensitive	Monitor handling by SAPS of domestic violence cases Continue to implement our victim empowerment services Established 99 VEP centres at SAPS. Another 28 will be completed by March 2005 Fund 13 shelters Opening of iKhaya Le Themba as one stop centre for abused women and children Victim-friendly services are offered at all clinical medico-legal sites ARV PEP (Post Exposure Prophylaxis) provided at 51 sites 16 days of activism campaign Built 16 houses for women with special needs in Ivory Park Seminar for women in the Criminal Justice System
Educate boys and girls to change stereotypes Raise awareness of women’s rights Address cultural and religious issues Encourage openness on sexuality at schools	Life skills programmes exist in almost 90% of schools including training of peer educators and SGBs. Evaluated in 2005 In partnership with NGOs like NICRO conducted gender sensitivity training and addressed violence among adolescent learners at all places of safety and secure care centres Together with local government provide education materials, training in respect of circumcision practices
Host Men’s Dialogues Women’s rights must be regarded as human rights which must be addressed by men as well	Men’s March in March 2004 to raise awareness on HIV/Aids Gauteng Men’s Forum is up and running Men’s Dialogue held Men Against Abuse pilot project in Eldorado Park Adverts addressing men including on HIV-related gender issues reached a listenership of 12 million people. Research shows that 70% of Gauteng men say they use condoms for sex with "a non-regular partner"
Roll-out Antiretrovirals (ARV) with support and education Ongoing prevention campaign promoting behavioural change Increase availability of female condoms Capacitate NGOs Support for workplace programmes	ARV roll-out is ahead of target at 20 sites to more than 10 000 people (60% female) ART will be offered to pregnant women with AIDS from 05/6. NGO partners assist with education, mobilisation and counselling Shoshanguve Clinic won Premier’s Service Excellence Award for high quality ARV service Supply of female condoms increased from March 2005 World Aids Day (respect women and protect children) reached 2.1 million people
Programmes for support and development Ensure barrier free access and accessible transport Increase employment Housing for people with disabilities (5% of housing stock)	All people with disabilities have free health care 95% of hospitals and clinics have ramps and lifts. Some have parking bays 25% increase in number of hearing aids and 15% increase in battery-operated wheel chairs Housing Dept exceeded 5% of housing stock target. Project at Lakeside focusing on people with disabilities GPG to target 2% of staff to be people with disabilities Will be increasing no of GPG buildings that comply with national building regulations for people with disabilities
Promote job creation and income generation projects and women co-operatives Provide training and infrastructure to develop and support women in business Enable removal of barriers to access to financial institutions Set up women’s fund Have procurement policies that prefer women Support the Proudly South African Campaign Information sharing and coordination of services Market places which are safe Career guidance for girls to enter male dominated professions Entrepreneurship training for young girls and women Improved maths and science education	EPWP has: 9262 women in waste management project 136 women in grass cutting project 323 women in curtain making Women in construction In housing: Supports 35 black women owned companies In public works: being awarded projects to value of R14 million Women in buses programme 33 women owned companies employing 166 people Women in craft 73% women participation in Provincial Craft Summit (220 women) 83% women participation in craft training. GPG to set up SMME Agency in April which will provide financial and non-financial support to SMMEs GPG joined Proudly SA Campaign last year Between 40 – 50% of GPG procurement to BEE companies in 2004 GPG working on BBBEE strategy but has committed to procure 60 – 70% of services from BBBEE companies by 2009. This will include women owned and controlled companits Continuing to roll out MPCCs in communities to provide information Deploying 204 community development workers in 108 wards from April 2005.
	Upgrading market places as part of EPWP Improving FET colleges On maths and science: 90% of schools offer mathematics; 56% of learners will write maths and science on higher grade this year Have set improvement targets Next year: Ophrah Winfrey School for Girls
Provide basic and affordable services Build houses which are close to economic opportunities, can provide privacy and a healthy environment Help women become involved in housing delivery process Provide affordable safe transport	Increased access to basic services and a certain amount free 2005/6 target is 95% residents to receive basic water free & 82% free basic electricity Bucket system on its way out. New housing settlements are take into account need for sustainable communities e.g. Brickfields, Cosmo City, Kliptown and Lotus Gardens Increasing women involvement in housing through provision of security of tenure, increasing women contractors Government has plans in place to improve transport
Give all women grants at 55 years of age Support the most vulnerable families Extend feeding scheme to secondary schools	Continued to ensure grants are provided as administration is taken over by national Government Reduced fraud and corruption in the grant system Bana Pele programme to be launched in June providing school fee exemptions, free health care, child support grants and school uniforms for grade 1 to the province’s poorest children We continue to roll out food gardens
Promote Batho Pele in health services Ensure better treatment of patients Health literacy programmes Train volunteers	90% of subdistricts have extended hours of service 90% of clinics will offer all primary health care services by March 2006 Target a 10% reduction in waiting times. Put in place plan to address nonperformance by senior hospital managers Will increase the number of trained community health workers from 700 to 2000 by March 2006
Promote sport, recreation for women	40% women participate in SRAC dance programme There is increasing women participation in jazz programme 20% women participation in theatre programme with shows directed by women and 2 shows dealt specifically with women’s issues. 15% of bursaries for art and culture go to women. 15 000 of 40 000 of participants in Masekhane Games were women. 35% of coaches trained were women Putting in place recreation programmes in township recreation centres catering for all ages, sexes etc.
Make education accessible and available to all Promote early childhood education Provide adult education and training More effective access to training of Dept of Labour and SETAs Bursaries to needy students Implement Gauteng online Provide more libraries	No school fees for children living in the poorest 10% of areas Building more classrooms in areas where needed and planning better for future Implementing strategy to improve ECD services Relooking at ABET to provide more relevant training Ongoing bursary fund Learnership target of 8% of GPG employees Gauteng online implemented by end 2006 in all schools Born to Read Programmes launched in 9 libraries and 1 hospital
Involve communities in law enforcement Provide rehabilitation programmes Have stricter regulation of liquor drinking	Continue to train, monitor and support the SAPS Introduced the Liquor Act which more effectively regulates liquor stores, shebeens etc.
	Celebrated August 9^th at Union Buildings Presented Women’s Awards on Aug 9^th to women who have made significant contribution in our communities Hosted a dinner to honour women councillors and plan to introduce awards for women councillors Had award ceremony for SAPS units dealing with families and children where VEP volunteers were also recognised
	We have also sought to advance women officials in government Over 50% of MECs are women 29.3% of senior management positions held by women We have set a target of 50% women in senior management by 2009. The national target is 30% Women’s Dialogue for health workers was held in Dec 2004 Departments hold internal commemorations for Women’s Month and 16 days of activism.

During Women’s Month, a series of regional dialogues were held in all 6 regions of the province, i.e. the 3 Metros and 3 District Councils. This was a process of localising the previous Provincial Women’s Dialogue held in December 2003. A collated report of the 6 regions was compiled, highlighting common strategic issues for follow up by municipalities. The Office of the Premier is acknowledged as the lead agency that provides strategic leadership in coordinating, facilitating, advocating and advising the Premier as well as the Inter-Governmental Gender Forum (IGGF) regarding the mainstreaming of gender in government. The IGGF responsible for the mainstreaming of gender issues is a coordinating forum for both levels of government (provincial and local). It is also ensured that the DPLG works closely with the SALGA in providing strategic support. The IGGF will assume a monitoring and evaluation role by providing a platform where provincial and local government would table their progress reports on a quarterly basis regarding the implementation of the POA. The Sub–Directorate will use the Premier’s Coordinating Forum (PCF) to present a progress report on a six monthly basis regarding the implementation of the POA at provincial and local government levels. Provincial and local government are tasked with the responsibility to become the implementing agencies that are responsible for delivery of services to all citizens particularly women, in line with their core business.

GPG Gender Workplace Programmes

The legislative framework for the Gender Workplace Programmes is provided by:
SA Constitution, 1996
Public Service Act, 1994
Public Service Regulations
Collective Agreements
Departmental Policies, Procedures, Practices and Directives
Employment Equity Act, 1998
Basic Conditions of Employment Act, 1997
Labour Relations Act, 1995
Occupational Health and Safety Act, 1993
Skills Development Act, 1998
GPG Gender Policy Framework
National Policy Framework for Women’s Empowerment and Gender Equality

TABLE 14 Gauteng Province – 2003 Gender Policy Framework highlights for provincial employees

OUTCOME	OUTPUT
Eradication of Gender discrimination within GPG and promotion of human rights culture.	Gender sensitization (workshops/training and awareness campaigns). Dissemination of gender relevant information. National Women’s Day/Month. Gender Forum. Transversal Policy Framework on Sexual Harassment Policy and/or Violence Against Women. Departmental budgets to implementation of the Policy.
Gender Representation at all levels (demographics).	Implementation of Affirmative Action Policies with targets (HRD Strategy). Recruitment Policies are free of discrimination. Retention Strategy for female employees.
Ensuring that GPG is a gender-friendly place to work.	Provision of Health Care Facilities. Gender sensitive Employee Assistance Programme. Conditions of employment.

TABLE 15 Gauteng Province – Provincial employees - gender breakdown 2005

CATEGORY	WOMEN	MEN
Total employees = 111 752	68%	32%
Senior management (post levels 13 – 16)	30%	70%
Middle management (post levels 9 – 12)	44%	56%
Junior management (post levels 7 – 8)	67%	33%
Low level (post levels 1 – 6)	73%	27%

Management representativeness in respect of gender is already in line with minimum national targets (i.e. 30%). There is a drastic decline in representativeness of females from low level to Senior Management Service, with the majority of female employees at lower levels (e.g. in nursing, teaching, clerical, etc.).

The GPG is trying to close the gap between women on lower levels and men on higher levels by doing the following:
Reviewing the employment equity (EE) targets (including numerical targets, Human Resource Planning and monitoring).
Skills development, including –
Equitable distribution of Training and Development Budget (monitoring)
Accelerated Development Programmes
Mentorship Programmes
Learnership Programmes
ABET Programmes
Succession Planning
3. Retention strategy – how to retain existing employees.
4. Scarce skills – how to attract potential female employees into scarce skills occupations e.g. learnership and internship programmes (targets), external bursary scheme and participation in Take a Girl Child to Work Campaign (Cell C).
5. Addressing the barriers/discriminatory practices and shortcomings in policies, procedures and practices –
Part of EE Plan (Striving towards HR Best Practice);
Do we recognize diversity in personal circumstances, e.g. working mothers, single parents?
Does the work environment provide for child care facilities, flexible working hours etc?

In addition, it is also important to check if departments have the following in place and how effective it is:
EE Plans (numerical and non-numerical targets)
Workplace Skills Plans (targets)
Learnership and Internship Programmes (targets)
Gender Policy and Gender Awareness Programmes
Gender Workplace Forums/Gender Desk
HIV/AIDS Workplace Policy
Nondiscriminatory HR policies, practices and procedures (audited)
Employee Wellness Programme, including Employee Assistance Programme (EAP)
Diversity Management Programmes
Gender Workplace Budgets
Reliable and accurate HR Information
Monitoring and Evaluation tools

3.2.1.4. Province of KwaZulu-Natal

Department of Local Government and Traditional Affairs

The Department of Local Government and Traditional Affairs commits itself to adopting measures to make gender equality a reality through:
Co-ordinating gender equality training and education of all staff within the Department so that gender equality is integrated in all aspects of the work from the outset, including policies.
Planning and implementing effective and innovative strategies for the promotion of women’s empowerment and gender equality.
Creating an enabling policy environment for translating the departmental commitment to gender equality into reality through reviewing departmental policies and planning in line with National Gender Policy Framework.
Establishing a Departmental Forum for the advancement of the status of women as well as the achievement of gender equality.
Advocating for the promotion of new attitudes, values and behaviour, and culture of respect for all human beings in line with the policy.
Monitoring and evaluating projects and programmes.
Establishing mechanisms to liaise with civil society to utilise the experience, skills and support provided by NGOs.

(As summarised in the table, the Department is involved in a number of activities aimed at achieving the objectives of the National Policy Framework on Women’s Empowerment and Gender Equality.)

Table 16: Province of KwaZulu-Natal – Gender-related activities

DATE	PROJECT
April 2003	Distributed e-mail to all staff in respect of the World Health Day. Health issues and children’s rights were highlighted in the e-mail.
May 2003	Workshops were conducted in the 3 centres where staff were addressed by a dietician about nutrition and diet issues. This was in respect of International Day of Action for Women’s Health. Distributed e-mail highlighting children’s issues to all staff for Child Protection Week.
July 2003	Distributed e-mail to all staff in respect of Men’s Health Month. Issues pertaining to impotence addressed.
August 2003	Workshops were conducted in the 3 centres where staff were addressed by women in the department about personal freedom. A speaker also addressed staff on women’s rights in terms of the law. Their rights in terms of maintenance, inheritance, etc were addressed. Booklets containing the information, printed in English and Zulu were distributed to all staff. The MEC attended all the workshops. These workshops also formed part of the celebration of the 16 Days of Activism of No Violence Against Women and Children.
September 2003	During Cancer month a circular was distributed addressing issues pertaining to cervical, prostate and testicular cancer. Tips were also given to staff on lifestyle changes that could prevent cancer and lead to a healthy life.
November 2003	Distributed e-mail to all staff in respect of the 16 Days of Activism Against Women and Children Abuse. Issues pertaining to the campaign were highlighted. White ribbons were distributed to all staff at the World Aids Day workshops to show support for the campaign against violence against women and children.
February 2004	Workshops were conducted in the 3 centres where staff were addressed by speakers from Lifeline and the Domestic Violence Assistance Programme, who provided information pertaining to rape, pregnancy and abortion. They were also addressed by a dietician in respect of nutrition issues and free cholesterol and blood glucose testing was offered to staff.
March 2004	A circular was distributed in respect of Human Rights Day, highlighting the significance for women.
October 2004	Workshops were conducted in the 3 centres and staff were addressed by speakers from Maphanga Consultants on: Gender and the shape of society; Government and Politics; Role of women in development and the economy and where to start looking for help and finance etc.
2004	Activities were arranged to highlight the following : International Day of Action for Women’s Health Cervical Health month Breast Health Month International Women’s Day Activism on No Violence Against Women and Children
2005-2006	These will be the same as those of 2004, but more emphasis will be on training all staff including management on gender and to ensure awareness of these days. Focus will also be placed on a theme for each year e.g. Women and their Health Women and their Families Women and their Careers. Three workshops have been scheduled for the 23-26 August 2005, to celebrate National Women’s Day in all three regions. This year the focus will be on the following topics: Women, Sex and Relationships How to succeed in a Man`s World and; Making a career move, corporate dressing and beauty tips etc
Departmental Gender Policy Statement	The Department has developed an internal policy that addresses its specific needs in terms of Gender Equality. This policy was approved by the newly appointed Head of Department in March 2005.

The Department has a dedicated budget for staff gender awareness programmes. In 2005 the budget was R75 000 (excluding training, development and staff wellbeing), with planned increases in the next 2 financial years, depending on the needs and new strategies.

Employment equity

TABLE 17 Province of KwaZulu-Natal – Women in management (senior, middle and junior)

	SENIOR MANAGEMENT (LEVELS 13 – 16)				MIDDLE MANAGEMENT (LEVELS 9 – 12)				JUNIOR MANAGEMENT (LEVELS 7 & 8)
	A	C	I	W	A	C	I	W	A	C	I	W
2002/2003	12	0	6	4	25	1	11	10	16	3	7	22
2003/2004	15	0	6	3	15	1	9	11	24	3	8	20
To 31.05.2005	19	0	6	3	16	1	10	10	24	3	8	19

The Department has embarked on target advertising so that the gaps in terms of employment equity can be addressed. This involved a complete review of the status quo of the Department’s workforce profile, per salary level and identifying the gaps per level.

Human resource development

Bursaries

The Department is committed to the empowerment of women especially with regard to affording them opportunities to improve their knowledge, skills and competencies so that they are more competitive in the labour market. To this end, the Department has awarded 26 women with bursaries for the 2004 academic year, of which 24 are from within the Department and 2 are external students.

Training

The total number of women trained by the Department during the 2003/2004 financial year is 630 and among those, nine opportunities were granted to the disabled.

Employee Assistance Programme (EAP)

The Department has an EAP which is accessible to all employees. This confidential programme and assistance and support which are offered by the Department have resulted in improved mental and physical wellbeing for many staff members. During the 2003/2004 financial year 47 women utilised the services of the Employee Assistance Programme (EAP). To date a total of 21 women have utilized the services during this financial year.

TABLE 18 Province of KwaZulu-Natal – EAP activities

WHEN	WHAT
HIV/AIDS Education (May 2003)	Joint presentation conducted with Disability, Gender and HIV/ AIDS Viewed videos on AIDS against the Family, Sex and the Positive Person and HIV and Nutrition.
Induction Training (August 2003)	Presentation on EAP and HIV/AIDS.
Substance Abuse Workshop (August – September 2003)	SANCA PMB and Durban conducted an educational workshop. Mr. S Hamilton performed an Industrial Theatre.
Obtain male and female condoms (August 2003)	50 femidoms obtained from Lifeline and 4 boxes of male condoms from ATTIC for distribution.
Distribution of Information Pamphlets (October 2003 – March 2004)	Pamphlets were distributed at Substance Abuse Workshops, World AIDS Day, during STI Week throughout the Department, during the Peer Educator training and Management Training on Managing HIV/AIDS in the workplace and at the Induction Workshop.
Promotional Items ordered for substance Abuse Workshops and World Aids Day 2003 (October & November 2003, January 2004)	The order was placed for the e-Pap (a nutritional supplement). Copies of the pamphlets on e-Pap were distributed. Calendars were distributed to all staff members. First Aid Kits were distributed to all staff members who had not received one previously.
Subscribed to Kalahari Publishing for the Informer Newspaper (January – March 2004)	Annual subscription of the Informer, distributed to staff.
Stress Management Workshop (October & November 2003)
Induction Training (March 2004)
Substance Abuse Workshop October 2003)	Approximately 280 staff members attended.
Financial Management (November 2003 & February 2004)	Utilized Free to Grow for the training.
Distribute male and female condoms (March 2004)	32 femidoms distributed and a supply of male condoms to the HIV Peer Educators for demonstration purposes and to distribute among staff
World Aids Day 2003 (December 2003)	The speakers were Mr D Spohr, Miss Cele, Mr Brophy Arts and Craft exhibition and an Industrial Theatre by Arleys. Mrs Badul prepared a presentation on the rights to Privacy and Confidentiality in the Workplace.
Peer Educator Training with Mentorship Programme and Management training on Managing HIV/AIDS in the Workplace (March 2004)
Stress Management Workshop (May 2004)	Conducted 3 Stress Management Sessions

Urban and Rural Development Programme

As part of its transformation agenda the Department has created a new programme in its 2004/2005 budget called Urban and Rural Development. Key areas of focus for this programme are:
Enhancing the institutional management of the Integrated Sustainable Rural Development Programme (ISRDP) and Urban Renewal Programme (URP) to optimise integrated and sustainable development.
Facilitation of a rural connectivity programme to improve rural communities’ access to government services.
Managing rural development partnerships to promote development initiatives.

In its pledge to support institutions of local governance with efficient and effective institutionalised support in urban and rural development programmes a budget of R25 million for the 2004/2005 financial year was allocated. In effecting its commitment to the development of women within the Province of KwaZulu-Natal the Department is implementing various strategic initiatives to ensure that women are mainstreamed into accessing development opportunities to fulfil the provincial goal of creating work and fighting poverty.

With the Integrated Sustainable Rural Development Programme (ISRDP) and URP now at the implementation phase in the four rural nodes, viz. Umzinyathi, Umkhanyakude, Ugu, Zululand and the one urban node, viz Inanda, Ntuzuma and KwaMashu as declared by the President, the Department is currently reviewing and repositioning the provincial ISRDP/URP implementation strategies. Strong emphasis is being placed on establishing a functional interface framework between government and the private sector, including women-owned enterprises, State-owned enterprises and organizations for particularly rural women. This functional interface will be used as a catalyst to ensure direct involvement of women in participating in identified anchor projects that have been prioritized within the municipal Integrated Development Plan (IDP).

An information management system is being developed to monitor the target of contracting at least 30% of infrastructure-related anchor projects to women owned businesses. The Department is also developing resource mobilization strategies such as unblocking barriers to accessing finance in order to assist women in unlocking development opportunities within the nodes. The anchor projects will be used to create learning networks through opening up dialogue with women to share their project management skills and replicate best practices to access further development opportunities. A strategy is currently being developed to facilitate the involvement of National & Provincial champions to ensure the advocacy of women’s involvement in nodal projects.

In accordance with the President’s State of the Nation Address, a target was set to implement the Community Development Worker Programme (CDWP) in all nodes within the Province by December 2004. An assessment of the skills and expertise required for optimal functionality of this programme reveals that women, who in any event are the majority in this province, should be the principal beneficiaries of this learnership programme. This has compelled the Department to set a target for municipalities as the implementers of this programme to ensure that at least 60% of deployed community development workers (CDWs) should be women.

A target of 30% of its R14.120 million capital formation budget has been ringfenced by the Department within its Rural Connectivity programme for women to access direct financial benefit from contracts. This process is being monitored closely to ensure that existing procurement procedures do not hinder the achievement of this target.

Women have historically been marginalized from the science and technology field, but now the ICT element of the Rural Connectivity Programme, comprising the integration of community development centres with the Gateway programmes, provides an opportunity for women to enter the mainstream of e-development. It offers professional business plans, online financial and business management advice and applying for grant funding etc at the click of a button.

The Department is developing a maintenance policy for Integrated Service Delivery Centres. In meeting the provincial goal of creating work and fighting poverty, the policy will have a strong bias towards labour-intensive methodologies and will set performance targets that will include ring-fencing maintenance contractual opportunities for female contractors. This premise is also being purported in supporting municipalities to implement the EPWP.

A focused rural development partnerships programme is being rolled out to facilitate integrated development initiatives. Particular emphasis is being placed on directing Corporate Social Investment programmes to complement existing grassroots partners (such as women’s co-operatives) to access development opportunities as being implemented at municipal level within the IDP framework. Twenty-one such projects amounting to R11.353 million are currently being implemented in municipalities throughout KwaZulu-Natal.

Office on the Status of Women

Structure

The KwaZulu-Natal OSW is situated in the Office of the Premier, Chief Directorate: Human Rights – with a Manager, Assistant Manager and Administrative Assistant.
Policy and Gender Action Plan

The OSW has a draft gender policy and is currently working on an implementation strategy as well as a gender monitoring tool. The OSW undertook a statistical audit of women in senior management in the province as part of assessing the first 10 years of democracy.

TABLE 19 Province of KwaZulu-Natal – Gender related programmes per department

DEPARTMENT	PROGRAMME CONTENTS
Legislature	Women’s Parliament and celebration of significant events.
Social Welfare and Population Development	Flagship programme: Poverty issues of women. Aims to assist poor unemployed women with young children to escape the
	poverty trap through social and economic development. 15 programmes targeting 1 052 women. Other programmes include victim empowerment, a domestic violence programme and a domestic violence resource directory.
Safety and Security	A Women’s Safety Audit is designed to assist communities and government in identifying women’s safety issues e.g. identifying ways of addressing the issues though integrated development planning. Training on the use of the toolkit will be rolledout to all municipal areas over the next year.
South African Police Service	Established a Victim Support Unit in 2005 to capacitate Trauma Centres both in police stations and in communities to prevent secondary victimization after reporting crimes. It includes feedback on investigations being conducted.
Education	The Women Empowerment Programme capacitated women in senior management teams in three Presidential Nodal Areas (Nongoma, Inanda and KwaMashu) about HIV/AIDS management and policy formulation. In the same areas, high school girls attended workshops about teenage pregnancy, responsible sexuality and healthy relationships.
Water Affairs and Forestry	In partnership with the MIG programme – water and sanitation projects in all district municipalities managed by the Department of Traditional and Local Government Affairs.
Housing	Establishment of housing components and providing housing consumer education. Objective: to strengthen and support municipalities to establish the components and provide the education. A train-the-trainer course aims to develop a cadre of consumer education trainers – well-represented by women – to educate housing consumers on housing.
Health	28 fully operational Health Crisis Care Centres for abused women have been established in the districts to manage the victims of abuse and rape in a patient-friendly environment; to give appropriate treatments to patients when needed and to provide voluntary counseling and testing for HIV/AIDS. A Workplace Gender Forum has also been launched and the Department adopted a holistic approach to health. It responded to the challenges of poverty by opening up markets for the targeted groups e.g. cooperatives.
Transport	Zibambele Road Maintenance Contract, Women for Road Safety, employment for female traffic officers, Vukuzakhe and labour construction programmes as well as the celebration of significant days.

OSW achievements

GFPs have been permanently established in some departments and municipalities. The location of GFPs differs across departments but places them outside key decision-making structures and thus limits the impact in gender mainstreaming.
Undertook research on women in senior management. There has been an increase of women in the most critical decision-making positions e.g. Head of Departments (HODs) from 0 to 5 out of 13 in one year.
The Women and Indigenous Knowledge Project explores indigenous knowledge as a means to alleviate poverty and promote rural development.
KwaZulu-Natal Implementation Strategy for Gender Equality and Women Empowerment Workshop. The gender machinery will be workshopped on the legal imperatives related to gender mainstreaming.
The OSW, in partnership with the Department of Economic Development, initiated the Women Entrepreneur Empowerment Programme (lead by the department’s BEE Unit) with the aim to provide productivity awareness for women entrepreneurs, audit of businesses and hold women entrepreneurs productivity conferences/seminars on showcasing of achievements, businesses owned and managed by women, providing information about access to finance and markets, providing government support and coaching.
The Enhancing Adult Basic Education Project, in partnership with the Department of Education and the Rural Women’s Movement, uses statistics to provide information about ABET accessibility to rural women, their progression and the dispersion of ABET centres. A campaign to encourage women to register is also under way.
Through the Enhancing the Girl Guide Movement, the OSW facilitates the enhancement of both the provincial Girl Guide and Scout movements towards moral regeneration, focusing on the needs of the girl-child. The Premier has set aside a budget for the Girl Guide movement.
The Take a Girl-child to the Workplace initiative is gaining momentum in the Province. It exposes girl learners to various careers. Ohlange High School at Ethekwini Region and Sthabile at Umgungundlovu District participated in the 2005 event in Durban.
Information sessions in rural areas. To reach out to rural communities the OSW collaborated with the Rural Women’s Movement (across the Province) consisting of 499 organisations of rural women ranging from dressmaking, HIV/AIDS intervention organisations to agriculture.
Campaign against women and child abuse. Through collaboration with civil society organisations the OSW reaches out to communities to show solidarity to women in need.
The OSW is able to reach out to disabled women in communities by working in collaboration with the Quality of Life and Status of Women, Children and People with Disability by joining the Committee’s "Taking Parliament to the People" campaign.
The OSW works closely with the Commission on Gender Equality in investigating complaints. Complainants are visited at home to witness their social conditions and the CGE helps complainants with filing restraining orders.

3.2.1.5. Limpopo Province

Department of Local Government and Housing

Gender policy framework

A gender policy has been drafted and has been sent to municipalities and SBUs. It is intended to have strong tools for monitoring. The department ensures that all 26 local municipalities and 6 district municipalities have been visited for data collection. There are no GFPs in most municipalities, except for Mopani municipality which appointed a GFP, but not in line with the gender policy framework – e.g. the GFP is at an administrative clerk level. Most municipalities have no budget for GFPs. Those who have a budget have limited budgets e.g. R100 000. There is a need to increase the representation and participation of women in local government on both a political and administrative level. The strongest communication strategy for the 50/50 campaign has been done to politicians through the MEC for Local Government and Housing. Currently, the Department is addressing the issue of gender through a recruitment strategy aimed at women. Women’s caucuses have been established and strengthened as a platform for women to support each other. The department mobilized political parties through the MEC to be gender sensitive.

Development and monitoring

Mechanisms have been developed to ensure and maximize sharing and transferring information, e.g. summits, hearing meetings and women in local government conferences which is held annually. There is a need to strengthen and co-ordinate the role of municipality as outlined in the Constitution. Municipalities established ward committees and their roles have been clarified. The department makes sure that women are represented. The ward committees have been profiled as a tool for government and public participation and communication strategy. The department encourages all women structures to monitor the budget process through the Integrated Development Plan (IDP) process to make sure that the issues of women are budgeted for, e.g. women projects. The department works hand in hand with the SALGA to monitor the strength of gender issues. Access to information and statutory provisions to help women in their development effort of communication has been improved. In addition, the department makes sure that IDPs inform the budgets to ensure that projects identified are prioritised for tendering purposes.

Women and tenders

Women are given tenders as priority, but most of them are "window dressing" and being used by male businesses because they have skills and money.

Table 20: Limpopo Province – Department of Local Government and Housing statistics

LEVEL	FEMALE	MALE	TOTAL
14	2	3	5
13	2	4	6
11 – 12	7	18	25
1 – 10	175	462	640
TOTAL	186	487	676

Office on the Status of Women

The OSW was first established as a Women’s Commission in 1994 until it was fully established as an OSW with the strategic objective of improving the quality of life and status of women in the Limpopo Province in 1997. The strategic objectives of the OSW can be summarized as follows:
Create an enabling policy environment for translating government commitment to gender equality into reality.
Establish policies, programs, structures and mechanisms to empower women and to transform gender relations in all aspects of life.
Advocate for the promotion of new attitudes, values and behavior, and a culture of respect for all human beings.

Achievements in improving the quality of life and status of women in the past year (i.e. 2004) include:

The development of a management system for gender mainstreaming programme coordination and the monitoring and evaluation of the implementation of programmes in line function departments.
The coordination of public education and awareness raising through advocacy programmes for nation building.
The coordination of capacity building programmes in both civil society and the provincial government.
The effective coordination, facilitation and monitoring of HIV/AIDS in line function departments.

Local government

The statistics on gender in the economy painted a grim and an unequal picture between men and women. In October 1999, 26% of African women compared to 41% of African men were gainfully employed in the open labour market. This picture has since changed drastically within the Public Service. At present, within the senior management echelon, 32.2 % are women – a dramatic increase from the previous year’s 29%. However, this cannot be said about the local government structures in the province. In early 2004 the OSW requested municipalities to submit their equity status reports and 11 municipalities out of 32 complied – 10 local municipalities and one district municipality. At present the total senior management component is 124. Of that, 33 (22.6%) managers are women. Five municipalities of those mentioned had reached the 30% equity target. All six district and 26 local municipalities have councillors dealing with gender issues. These are people who have to see that gender programmes are integrated in all the programmess of municipalities including the appointment of GFPs in municipalities, but currently only one district municipality has a GFP albeit at a very low level.

A gender audit conducted in one district municipality with four local municipalities under it revealed the following:
Policy: The four municipalities under this district municipality had gender policies.
Representation: They did not have records of the registration of women for local government elections in 2000 and the up-coming ones, which shows a gap in the capacity of gender forums to monitor this aspect for gender impact. It makes it difficult to assess whether there is an increase or decrease in figures so that even if they had to come up with strategies to encourage women to register to vote and as candidates, there is no baseline to use for increased targets.
There is only 10% of female representation in council.
No mentoring programmes to ensure continuity.
Line departments do not include gender equity considerations in their business plans.
Budget and procurement processes: Only the district municipality has about 0.01 % budget targeted at promotion of gender equality.
There is no information on procurement policies and processes to ensure that women get a fair share of municipal tenders.
Basic services: No statistics on the number of women who are benefiting from low-cost housing, electricity and water.
Violence against women and children: No information on statistics and relationship with the local police.

Table 21: Limpopo Province – OSW activity monitoring for 2004/2005

KEY OUTPUT	SERVICE DELIVERY INDICATORS	ACTUAL PERFORMANCE/ ACHIEVE-MENTS	GAPS AND INTERVEN-TIONS	RECOMMEN-DED ACTIONS
Management of Office on the Status of Women.	Development of management system for gender mainstreaming in line function departments.	Economic Empowerment Of 690 tenders awarded in the last quarter of the year in Public Works, 582 and 14 were awarded to women and disabled people respectively. 237 out of 506 houses were sold to women. Gender based analyses (GBA) program Evaluation workshop held with Canadian International Development Agency. Six departments submitted audit profiles. Identified special projects in line function departments for evaluation. Review of special projects on GBA reveals –	All departments to develop a comprehensive database for entrepreneurs. All women business owners will be consulted to submit profiles in order to trace fronting women.	Departments to submit sex-disaggregated data to facilitate. monitoring. Programs and projects to be identified on a quarterly basis. Audits to be done on a three-year basis.
	Sakhasonke	In this infrastructure development program, more than 200 people were trained of which 50, (25%) were women.	To determine the impact by indicating the number of direct and indirect job opportunities created by the program. Give the contribution and align it with our PDGS.
	Indigent policy	Instituted a GBA pilot project at Thulamela municipality. Findings: of 52 000 inhabitants of municipality, 30 000 benefited from the policy.	The pilot fell short on unpacking the statistics in terms of gender-disaggregated methodology. A strategy to be developed with the municipality to introduce the GBA-tool.
	Bicycle project	150 bicycles distributed in three districts.		Distribution in remaining districts with 50% going to women.
	Food security	Vegetable project at Driekop since 2003 with 7 ha of land. 52 people are employed with 80% being women. Within a year R800 568 was generated.
	Analyse equity status in departments.	Only two departments have not yet reached the 30% target.		Pressurise two departments to reach target.
	Analyse and monitor social security services.	Child support grant (CSG): 1 068 909 (March 2004) vs. 986 762 (July 2005). Foster care grant (FCG): 23 535 (March 2004) vs. 39 414 (July2005). Improvement on FCG and CSG. Monitoring based on success of anti-fraud campaign where there is a great decline – 82 147.	Abuse of CSG – intensify general awareness around the use of social grants.	Recommend strategy to deal with loss of schooling when young women collect children’s grants.
	Monitoring of violence against women and children.	Provincial crime prevention strategy emphasized need to implement strategies dealing with violence against women and children. Provincial SAPS report showed 7% decrease in cases of violence, but with increased reporting of cases in two districts.		Establish working relationship with SAPS to monitor statistics. Implement Provincial Strategy.
Skill development program looking at women and education.	Development of capacity building strategies to empower women	Monitored skills training of SMS for 2004/2005: Transport – Training trends indicate more men trained at ratio of 3:1. Local Government & Housing – More men trained than women – can also be attributed to lower equity status for women.	Skill development not aligned to skills plan, particularly rare skills in province.	Pressurise departments to comply with 54% quota ofcSkills Development Act.
		Health & Social Development – 3:1 ratio. Sport, Arts &. Culture – Did not provide sex-disaggregated data. Infrastructure cluster – 511 adult learners (190 women) enrolled for program. Monitoring registration of girls in mathematics and science in grades 10 – 12: Numbers drop sharply from grades 11 and 12. Monitoring will be done in terms of strategies of departmental management drop out plan.
	Girl-child.	Programs identified in this financial year for monitoring: Girl education Movement Dropout rates Learning materials Safety in schools Violence
	Coordination of advocacy programs for nation building.	Launch of "Women’s caravan" in Casteel. More than 5 000 people serviced during 2 days.		Have program of providing services at every provincial event.
	Caravan stops.	Services rendered during stops at Casteel, Makuya, Makhuvha, Eldorado and Kgautswane
		– Birth certificates: 218, Identity documents: 256 new & 43 reissued, SAPS certification ID 350 & Affidavit 250, Welfare 53, Health 238 and 8 000 condoms distributed.
	National women’s Day celebration.	15 000 people attended. Departments of Home Affairs, Local Government & Housing, Office of the Premier and Health & Social Development rendered services and provided information. Four women’s projects exhibited and sold products.
	Candlelight ceremony.	7 000 people sensitized about HIV/AIDS. 19 birth and 42 ID registrations were also undertaken.
	16 Days of Activism.	6 district summits were held. The Office of the Premier (OSW) and departments of Justice & Constitutional Development, SAPS and Health & Social Development made presentations on strategies to deal with violence.	Attitudes of police, social and health workers and infrastructure identified as stumbling blocks for women to get help.
	Women’s Parley.	Coordinated together with Youth commission, the young women in dialogue process. Platform created discussion on achievements of ten years of freedom.	Engage youth sector on issues of democracy.
	Coordinated a media strategy.	Coordinated media program on SABC electronic media. Discussed different media topics on gender issues on Thobela, MLFM and Phalaphala FM.
Management of HIV/AIDS program.	Development of provincial HIV/AIDS strategy.	Plan developed and finalized. 53 projects funded from Premier’s Trust Fund with quarterly monitoring. SAPS reached 400 community members and 2 790 learners on HIV/AIDS awareness and prevention while they also distributed 71 965 condoms in the last three months. Agriculture established one farm committee in Vhembe district and formed partnership with Department of Education to target farm schools. Facilitated partnership day at Ga-Madisha-Ditoro and made presentation on respecting women and protecting children.	Follow-up on PMTCT program is not satisfactory.

Provincial government

TABLE 22 Limpopo Province – Provincial gender situation

ITEM	PUBLIC WORKS	HEALTH AND WELFARE	LOCAL GOVERN-MENT AND HOUSING	EDUCATION	SAFETY SECURITY AND LIAISON
Gender Policy	Yes	National policy	No	Yes	No
Gender committee	Headed by GM	None	Headed by manager	Headed by personnel officer	None
GFP Focus	Deals with gender only	Deals with gender only	Deals with gender only	Deals with gender only	Has other programmes
Programmes and projects	CBPWP with a R2 million budget, Sakhasonke with a R28 million budget, Gundu Lashu	None provided	None provided	Girl Education Movement and Life Skills education	Crime prevention
Budget	Rose from R200 000 in 2002 to R440 000 in 2004	Rose from R100 000 in 2002 to R300 000 in 2004	Rose from nil in 2002 to R2 568 000 in 2004	Rose from R78 000 to R104 000 in 2004	Nil budget to R50 000 in 2004
Procurement	Tenders for women rose from R291 in 2002 to R346 in 2004	No information	Decreased from R130 in 2002 to R26 in 2004	No information	No information

Five other departments did not submit their audit report, although there are structures dealing with gender in those departments.

3.2.1.6. Mpumalanga Province

Department of Local Government and Housing

Gender structure
In October 2004 a GFP, who reports to the HOD, was appointed at Assistant Director level. The GFP started with awareness raising to all officials about gender equality and mainstreaming through a series of training sessions for managers and all employees of the Department. The Head of Department supports the programme, but further awareness raising is still necessary to get wider support.

Gender policy

The Department has a draft gender policy and awaits input from senior managers in order to complete the policy process. As soon as the policy has been adopted, employees will be workshopped at provincial and regional level so that they may understand the policy contents and implications for implementation. A Committee on Transversal Services was formed comprising representatives of all directorates. The committee was trained to understand its function for gender mainstreaming. The amalgamation of the former Department of Local Government and the former Department of Housing meant that the GFP also had to consider bringing municipalities on board and extended the Committee on Transversal Issues to include local government. The GFP liaised with district municipal managers to get an understanding of progress with gender issues. The discussions resulted in the identification of the need for a workshop on gender mainstreaming which was not very well attended. Consequently, the GFP and the OSW requested to table the issue of GFPs in municipalities at the municipal managers’ meeting.

Presentation at the municipal managers’ meeting

The head of the OSW and the GFP for the Department attended the municipal managers’ meeting on 2 August 2005 and tabled the matter of the appointment of GFPs at municipalities. The result was that a resolution was taken at the Premier’s Coordinating Forum that a Youth Unit should be established in all municipalities and this these units will also address gender and disability concerns. The OSW indicated that the resolution did not indicate anything about gender and that it would be more acceptable if the name of the unit also reflected gender e.g. if it were called a "Special Programmes Unit". It was decided that the matter will be discussed at the next Premier’s Coordinating Meeting scheduled for 11 August 2005. The Department’s GFP submitted information in this regard to the HOD for tabling at said meeting. In the meanwhile, the GFP will follow up on the establishment of GFPs at municipal level and would continue with the idea of regional committees that would include municipalities.

Office on the Status of Women

Vision of the Office of the Premier

Towards a strategic centre for cooperative and good governance in Mpumalanga.

Mission of the Office of the Premier

To ensure equitable transformation and enhancement of the image of the Mpumalanga Provincial Government through the provision of advice and information, coordination, monitoring and support services.

OSW organogram

The organisational structure of the OSW, situated in the Office of the Premier, has changed due to reorganisation in the Office of the Premier. The OSW no longer has regional offices and staff work from head office since 1 April 2005. New roles and amended job descriptions have not yet been finalised. Currently the OSW has six officials:
1 x Deputy Director
1 x Assistant Director
1 x Chief Community Liaison Officer
2 x Community Liaison Officers
1 x Administrative Clerk

The OSW forms part of the Targeted Group that reports to a Director and not directly to the Premier and Director General. The workshops held on the National Gender Policy Framework did not bear positive results since provinces and departments still did not want to comply by correcting the location and post levels of OSW officials.

Status of Provincial Departmental GFPs

GFP coordinators had been appointed in all 10 departments. Although they did not have proper structures, some departments approved structures and were in the process of advertising posts. The departments of Health, Education and Public Works appointed GFPs at Deputy Director level. The rest of the departments appointed their GFPs at Assistant Director level. Most departments called this unit the "Transversal Services Unit", but the Department of Education called it the "Transformation Unit" and the Department of Health called it the "Gender and Transformation Unit". The location of GFPs were still a problem since most departments still maintained that GFPs had to be located in the Human Resource Directorates. It was only in the departments of Economic Development and Planning, Health and Safety and Security that GFPs reported to the Head of Department (HOD).

Gender Focal Points (GFPs) in municipalities

It was highlighted by the Office on the Status of Women (OSW) and the HOD of the Department of Local Government and Housing that the by-laws that govern municipalities are silent on the matter of GFPs. In the past, only Emalahleni Municipality had an official responsible for gender matters, but since the person left the employ of the Municipality the post had been vacant. The point of departure for the OSW was that since there were people at SALGA and within the Council responsible for gender issues, all municipalities had to employ officials who would ensure that on all municipal programmes would take gender issues on board a day-to-day basis. As a follow-up, the OSW head made a presentation to the Municipal Managers Forum which resolved that a memorandum with recommendations would be submitted to the Premier’s Coordinated Forum, so that this Forum could influence the political obligation within municipalities to comply with the gender equality recommendations. Such a memorandum was submitted to the Forum and a response was awaited. Once the Provincial Gender Policy had been promulgated, it might influence compliance. The second draft of the Policy was ready for circulation and it was envisaged that it would come into effect by March 2006. Co-operation with municipalities in the past took place through women councillors who were responsible for gender matters.

Operations of gender equality and women’s empowerment

The OSW, together with departments, were committed to advancing gender equality and women’s empowerment in the Province. Programmes were planned to take into consideration the twelve critical areas outlined in the BPFA.

DEPARTMENT	PROGRAMME
Agriculture	The Department had programmes empowering women to participate in commercial farming and through MADC small farmers were able to get financial assistance and training which enabled them to run their own businesses. The programme enhanced participation in economic growth and assisted in the provision of fresh vegetables. Women were also encouraged to grow vegetables as part of the food security programme.
Public Works	The Department embarked on the process of creating awareness about the Extended Public Works Programme and how it could benefit women. They developed a database of service providers and awarded work to the companies so that they all could benefit. They encouraged big companies to have joint ventures with small companies with the aim of developing their capacity. It assisted the smaller companies to build a good profile and gain experience that would enable them to handle bigger projects.
Economic Development and Planning	One of the directorates promotes SMME and assists small businesses by developing capacity on business and financial management and other related skills through the Department of Labour. Through parastatals such as Mpumalanga Investment Initiatives and Mpumalanga Economic Empowerment Corporation they assist companies with funds to run their businesses.
Local Government and Housing	The Department has a programme that awards 30% of housing construction work to women.
Education	The Department initiated an association of Women in and Into Management that enabled women in management to exchange ideas and share experiences. It also took a lead in programmes such as taking the girl-child to work.
Roads and Transport	The Departments conducts workshops for women in the transport and construction industry to encourage them to participate in road construction and to provide information on requirements.

TABLE 23 Mpumalanga Province – Operations of gender equality and women’s empowerment

3.2.1.7. Northern Cape Province

Local Government and Housing

Gender, HIV/AIDS and Target Groups Unit – Aim of unit

To mainstream gender, transversal issues and provide an effective HIV/AIDS response to the Department.
To mainstream gender into all the departments’ and municipalities’ plans, programmes and projects.
To improve/promote the rights of women, children, people with disabilities and youth.

Legislative mandate

The Constitution of South Africa, 1996
South Africa’s National Policy Framework for Women’s Empowerment and Gender Equality (2000)
Draft National Women’s Empowerment Policy (1995)
Empowerment Equity Act (1998)
Housing Act (1997)
White Paper on Affirmative Action in the Public Service (1998)
White Paper on the Transformation of the Public Service (1995)
Beijing Platform for Action – adopted by South Africa in 1995
Municipal Structures Act (1998)
White Paper on an Integrated National Disability Strategy (1997)

Key focus areas

To ensure that departments and municipalities support gender equality and integrate service delivery to target groups.

Functions

Ensure consideration of gender issues in departmental strategic planning exercises.
Ensure implementation of National Gender Policy.
Ensure reflection of gender consideration in departmental business plans.
Review departmental policy and planning in line with National Gender Policy Framework as outlined in the Framework.
Review all policies, projects and programmes for their gender implications.
Ensure the department provides and uses gender disaggregated data in their work.
Establish mechanisms to link and liaise with civil society.
Coordinate gender training and education of all staff of departments to ensure that gender is integrated into all the aspects of work.
Monitor and evaluate departmental projects and programmes to assess whether they are consistent with the gender policy.

Gender mainstreaming activities

Department strategic plan/business plan activities –
Provide input on gender considerations to strategic plan.
Review of department plans and policies –
Employment Equity (EE) Plan – provide input to EE Forum.
Respond to gender queries in EE Forum.
Human Resources (HR) Plan – provide input.
Respond to gender queries.
Department policies – provide input to departmental policy review projects.
Municipal Infrastructure Grant, infrastructure, Local Economic Development (LED), housing –
Ensure 30% women as laborers on projects.
Identify and analyse roles of women in MIG projects.
Capture stories of women’s experiences before and after (newsletter items).
Capacity-building and training workshops.
Ensure use of aggregated data.

TABLE 24 Northern Cape Province – Employment projects

PROGRAMME	TOTAL EMPLOYMENT	WOMEN EMPLOYED		PERCENTAGE WOMEN
EPWP	2 603	1 157		44%
Sanitation	744	209		28%
	TOTAL PERSON DAYS		WOMAN PERSON DAYS
MIG	13 842		3 299

Training (departmental)

Skills development and bursaries biased to women –

Staff component: 258
Total trained: 136
Total women: 62
Percentage: 46%

Networking

Liaise with OSW and form part of the provincial gender machinery.
Support integrated departmental programmes.
Establish mechanisms to link with civil society and municipalities.

Office on the Status of Women

In advancing a provincial gender programme the OSW’s approach has been to mainstream gender equality goals into existing government priorities and in governance processes. A successful coordination framework is one that ensures that government programmes and priorities reflect a consideration of the impact of such programmes on the lives of both men and women. It must be noted that in the evaluation of the programmes, roles and functions of the Office, it is imperative to distinguish between the perceived roles (that is, community and other expectations) versus the actual roles of the Office as stipulated in the National Gender Policy Framework.

In terms of the perceived roles great demands have been placed on the Office to embark upon developmental programmes. Although the Office incorporated some of these issues into our strategic plan, limited allocation (both budgetary and human) was made to the office to enhance its ability to achieve the perceived roles. All developmental programmes incorporated in the strategic plan of the office thus arose from the initiative and creativity of the staff to mobilise, network and raise funds from other stakeholders. The mandate of the office is to ensure that gender is mainstreamed into the programmes of government departments, thereby ensuring that Social, Economic and Political programmes with necessary resources impact positively on the lives of women. Furthermore, the Office also ensured that the international agreements adopted and ratified by the Government pertaining to the advancement of women (such as the BPFA and the CEDAW) are adhered to and implemented.

Due to the Office consisting of a small human resource component with a limited budget, a partnership was established with government departments through GFPs and NGOs. This report reflects on the Government programmes on gender transformation and its impact on the lives of women, with special emphasis on empowerment of women.

Organogram

The OSW has an approved organogram of six staff members:
1 x Deputy Director (Vacant since October 2004)
3 x Assistant Directors
1 x Admin Officer (Vacant since 2004)
1 x Admin Clerk
1 x General Assistant

TABLE 25 Northern Cape Province – Activities

FUNCTIONS	ACTIVITIES	ACHIEVEMENTS
Policy formulation	Consultations with all stakeholders throughout the Province. Consultation with gender activists for completion and printing.	Draft is available.
Provincial Gender Action Plan	Consultation with stakeholders to formulate plan.	Plan of Action is available and is being implemented.
Gender audit	Audit conducted in all government departments from levels 1 – 12.	Audit levels 1 – 12 completed. Outstanding – completion and compilation of report. Progress noted in the number of women in decision-making positions, e.g. 1 DDG 3 Chief Directors 16 Directors
Capacity building	Community information dissemination sessions on: legislative Acts, accessibility of resources and ID campaigns. Staff /GFPs: gender sensitization, policy, budget, OSW/UNDP training and management training.	Sessions held for women in all regions especially in rural and farm areas. Workshops conducted to capacitate GFPs to analyse policies.
Advocacy	Awareness campaigns on issues affecting women and girls, linked to commemorative days: No Violence Against Women, 16 Days of Activism, HIV/AIDS, Women’s Month Programme and Women In Dialogue.	Mobilised communities to participate in all programmes at provincial and regional levels. Staff serves on various committees to give strategic direction and influence.
Monitoring and Evaluation	Undertook research, audits and assessments of service delivery by government departments and the status of gender machinery.	Research Comprehensive status report available with summary of findings including percentage to education, poverty, violence against women, poverty etc. Audit Northern Cape government has 10 departments. Only one department has not appointed a GFP. Most departments in process of establishing Gender Forums.

3.2.1.8. North West Province

The Department of Developmental Local Government and Housing

The Department has completed its process of restructuring, and gender and women’s empowerment played a central part in the transformation of the Department. The EE Plan was a central part of the strategic planning process. The process ensured prioritisation and the allocation of resources towards attaining gender balance in the Province and within the ambit of the Province’s service delivery programmes.

Developmental Local Government as a programme focuses on supporting, monitoring and building the capacity of municipalities. The first implementation quarter of the new developmental system concentrated mainly on assistance to municipalities to allow them to be fully established and operational. The period from the end of 2002 was typified as the consolidation phase. During this period, municipalities were assisted with projects related to revenue enhancement and service delivery improvement. During this phase the focus shifted significantly, and gender issues and empowerment focus prominently on service delivery.

In the housing programme, the period from 2003/2004 has featured the Women in Housing Programme as a strategic objective, with a steady increase in the participation of women.

TABLE 26 North West Province – Progress made on gender equity and women’s empowerment in the different programmes of the Department

PROGRAMME	DETAILS
Local government	Local government in the Province has made enormous strides over the past two years with the upliftment and empowerment of women in councils and wards. Local government cannot claim to be representative if women are underrepresented in council and in the administration and if their needs are not adequately met.
Local economic development (LED)	Women’s involvement in LED strategies in municipalities are important so that their needs can be catered for in an efficient way and so that they can be part of municipalities’ development. The participation of women in LED projects has shown a marked increase between 2000 – 2004 and a deliberate effort was made by the sub-directorate to maintain the status of women’s participation in projects. The latest statistics show that women comprise 60% of all projects. Capacity building The qualitative role women can play in municipal councils needs to be enhanced. Councillors should be provided with opportunities for training and confidence building. There is an extensive capacity building strategy in place that has been implemented. Ward committees Ward committees provide an opportunity to build women’s capacity and self confidence. They serve as a formal communication channel between the community and council, enabling municipalities to translate women’s representation into active participation to ensure that gender-specific needs are met. MULTA and a consortium signed an agreement according to which more than 3 000 ward committee members will be trained – 50% of which will be women. Community participation The special needs of women should be taken into account when municipal councils have special meetings and the Department realised that this is a particular gap that needed to be filled. In terms of the Department’s restructuring process, dedicated people will be allocated to specifically deal with this part of the capacitating process and the Special Programmes Unit/person will have to play a decisive role.
Housing	Women’s participation over the years has been categorized in terms of their relationship with housing. To measure women’s participation in housing delivery, the Department catalogues women as "professionals", "women entrepreneurs", "emerging contractors" and "housing subsidy beneficiaries". The Department is currently working on a strategy, to be finalized to enhance women’s participation in housing that will enable the Department to measure women’s involvement according to the abovementioned categories.
Administration	The Department has an EE Forum that meets on a regular basis. It reported that: the job evaluation process is almost complete, resignation of employees left the Department with gaps re composition, statistics on appointments do not balance – especially at top-management level, affirmative action is not reaching its intended purpose and a policy on sexual harassment has been drawn up and forwarded for comments.

Office on the Status of Women

Gender mainstreaming and institutional mechanisms

The Integrated Provincial Gender Strategy (IPGS) outlines the need for the departments to have appointed GFPs, at Deputy Director level. It also outlines the roles of all stakeholders. The role of the OSW is to coordinate and monitor compliance of the departments to the IPGS, while GFPs have the implementing role within their respective departments. The departments are expected to complete the matrix in the IPGS, and that is used as a yardstick to compliance.

Of all provincial departments, only two have appointed GFPs at Assistant Director level. This level is very low and does not add value to what the departments are supposed to achieve with regard to integrating gender. The remaining departments have seconded officers as GFPs, although they do not attend to gender requirements as stipulated in Government policies. The situation is that the GFPs maintain that they are not assessed on gender, and as result, they only want to give attention to what they are assessed on.

Mechanisms are supposed to be in place at different levels in order to mainstream gender in the formulation of policies, planning, programmes, policy advocacy and monitoring and evaluating of the implementation of international and national commitments. In this regard, GFPs are the link between the OSW and line departments. Line departments have to formulate their gender sector specific policies and implementation plans according to the matrix outlined in the IPGS. These plans have to inform the clusters and, at the end, the province has to have a Provincial Gender Action Plan.

Mechanisms for the integration of gender equality and women’s empowerment remain disadvantaged at all levels within the North West Province. There is no capacity within the OSW and line departments. Gender concerns continue to be treated rhetorically and separate from the departmental projects and programmes, and yet both specific projects and programmes for women’s empowerment and effective gender mainstreaming in all sectors are necessary.

Provincial policy

There is an Integrated Provincial Gender Strategy (IPGS). This strategy was adopted by Executive Committee on Governance and Administration (ECGA) during November 2003. Their mandate was very clear in terms of profiling the IPGS in Departmental Management Committees (DMCs). They also mandated the departments to appoint proper structures of GFPs, allowing them to attend the DMCs.

Governance, power and decision making

The province is expected to report to SADC (Southern African Development Co-operation) annually through the National OSW on the progression of women in decision-making positions. Because mechanisms are not in place within the departments, it is the third year that the province did not report on this issue. The issue of non-functional equity managers in most departments is also a problem.

The girl-child

The Department of Education has never communicated with the OSW in the past, but that is now being addressed. As a result, the issue of the girl-child within the province has never been reported on to the National OSW. Specific efforts are expected from the province against discrimination, stereotypes, violence, genital mutilation, early and forced marriages, exploitation through domestic work and trafficking. All attempts to work with the Department of Social Services are in line.

Partnership with men

The OSW has mandated Mr T Sehole to coordinate this programme. He has successfully engaged the South African Man Action Group, Man for Change, Khulumane Ndoda and the Commission on Gender Equality (CGE). The international commitments in terms of accelerating the implementation of the BPFA in the context of the Millennium Development Goals requires that gender equality is no longer seen as only women’s agenda. Men’s full commitment, accountability and partnership with women are crucial. The requirement is such that government decision-making, institutional and organizational culture must be transformed to embrace gender equality and women’s rights in behaviors, attitudes and norms, through gender sensitive projects on capacity building and monitoring at all levels. Programmes that address families should be developed to integrate the culture of equality and human rights processes in all aspects of the social process, including sharing of domestic work and child care. In this regard the Department of Social Services is vital.

Gender and the media

The OSW has been assisted by Gender Links in terms of sensitizing the media in the North West Province. Gender Links trained people, at their own cost, before the start of 16 Days on No Violence Against Women and Children in order to sensitise stakeholders on how respond in terms of offensive articles or statements by the media during the programme of 16 Days, and for the rest of the year.

Capacity building

There is a need that Government should provide adequate human and financial resources to manage structures dealing with gender issues (and provide training on practical and theoretical gender mainsteaming). This should be done so that a more gender- specific database will be available to support national statistics with reliable data. GFPs need to be capacitated in order to perform well. Currently, their levels, ad hoc nature of work and non-delivery in terms of the needs of the OSW hamper their intensive training. There is also a need to build the capacity of civil society in the interest of public-private partnerships.

Coordination

During February 2005, the Provincial Gender Machinery was established, consisting of the Provincial JMCIQLSW, the CGE, the OSW, GFPs and civil society. This is an effective coordinating mechanism within the North West Province. The machinery does not have scheduled meetings. As a result, it has not met as expected. There is a need to develop effective coordinating mechanisms with clear lines of communication, roles, responsibilities, accountability and levels of authority. Coordinating frameworks must define specific terms for collaboration and partnership between the government sector, development partners and the private sector for the effective coordination of gender mainstreaming at all levels.

OSW priority areas for 2005

Capacity building
Poverty alleviation
Economic empowerment of women
Gender based violence
Integration of municipalities on gender issues within the Office

3.2.1.9. Western Cape Province

The Department of Local Government and Housing

The Department of the Premier (Directorate: Human Rights Programmes) has in terms of its strategic mandate the responsibility to mainstream the issues of gender, youth and disability into the core business of all line function departments. This in essence means a more integrated and coordinated working methodology within a single planning framework. Gender, youth and disability have similar core functions and responsibilities as it all relates to the promotion, protection and enhancement of equality. Thus, in order to ensure inclusiveness of the issues as mentioned into the core business of the Department’s line functions, the Department adopted a mainstreaming approach. (Mainstreaming refers to that which has to be integrated into existing planning and service delivery frameworks) The practical implications of mainstreaming therefore suggest certain functional and structural changes, that is, the development, organisation and re-organisation of strategies, mechanisms, structures, policies and departmental projects.

TABLE 27 Western Cape Province – Overview of gender

RANK OF GFP & SUPERVISOR	CORE FUNCTION OF GFP	GENDER BUDGET	GENDER POLICY / STRATEGY	REMARKS
GFP : Assistant Director (External Focus) b) Supervisor: Director GFP: Officer (Internal Focus) Supervisor: Assistant Director	External Focus (Service Delivery): Gender: 40% Youth: 40% Disability: 20% Internal Focus (Creating a conducive internal environment for gender mainstreaming): Gender: 15% Youth: 5% Disability: 5%	One amount is allocated for all the core areas as mentioned in the previous column – both internal and external. The Gender Programme is not separately budgeted for.	Draft Gender Equality and Women’s Empowerment Implementation Strategy is available.	A major concern is that the internal and external focus of the Gender Programme have been separated and are now located at two different Directorates, namely the Directorate: Human Resource Management and the Directorate: Customer Relations and Communication.
	HIV & EAP Manage: 30% Employment Equity: 15% OHS: 30%			The % time spent on the internal and external focus also varies.

Structures and mechanisms

Focal Units have been established in both national and provincial departments. Certain provincial departments of the Western Cape, as well as the Department of the Premier have initiated the formation of Departmental Focal Units (DFUs) to form a link between the Western Cape OSW, the Office for the Status of Disabled People (OSDP), the Office for the Status of Youth (OSY) and various departments of the Province. The Department of Local Government and Housing incorporated the functions of the Gender Focal Unit (GFU) into the following structure:

Diagram 2: Western Cape Province – Department of Local Government and Housing gender structure

The Directorate: Customer Relations and Communications is responsible for mainstreaming all gender functions with an emphasis on departmental service delivery (external focus). The Directorate: Human Resource Management is responsible for mainstreaming all gender functions within the organisation (internal focus).

The following mechanism and structures are in place to mainstream gender:
The Human Rights Focal Persons (HRFPs) for the department.
The department is in the process of establishing a Human Rights and HIV Forum that will deal with the following with regard to gender issues:
Information sharing/communication
Training/capacity building
Audit/analysis/recommendations
Consultation

The broad aims of the Human Rights Focal Persons (HRFPs) are to:
See to it that gender issues are taken into account when dealing with routine strategic planning or any other form of planning that may take place within the department.
See to it that gender issues are reflected in business plans, service delivery plans and the MTEF budget.
Take responsibility for the revision of all departmental policy planning, projects and programmes of action, in line with national and provincial policy and guidelines regarding gender.
See to it that the department produces data that is broken down in terms of gender, race and disability (e.g. the employment equity plan).
Ensure the sensitising of staff regarding gender.
See to it that specific international, national and provincial gender conventions, policies, programmes and actions are carried out within the department.
Take responsibility for future gender audits.
Take responsibility for the development of a specific departmental action plan regarding gender that is in line with national and provincial policy and guidelines.

The Human Rights Committee (HRC) has both an external and internal approach. The Committee’s key objectives are:
Mainstreaming of human rights (i.e. gender, youth and disability) into the core business of the department.
Institutional analysis/audits (all departmental policies/procedures) / recommendations.
Training/capacity building/raising awareness.
Networking/partnerships/coordination of resources.
Implementation of Departmental Human Rights Action Plan.
Monitoring/evaluation/reporting.
Development and implementation of effective gender monitoring and evaluation tools during 2005.

Review of progress made in 2004

Training

The HRFPs attended various training sessions organised by the OSW, OSDP and various related NGOs. The aim of these training sessions was to build the capacity of the officials and in so doing, equip them with the necessary skills and knowledge to fulfill the aims of gender, youth and disability mainstreaming. The HRFPs are currently participating in the training programme on Mainstreaming Gender, Youth and Disability, conducted by the Directorate: Human Rights Programmes in conjunction with a service provider – Dynamic Developments CC. The training programme aims to capacitate participants in mainstreaming gender, youth and disability into the core business of the Department and it is envisaged that through workplace based projects and line function projects/programmes, participants will be in a position to draft a mainstreaming implementation plan upon completion of the programme.
The consultative forum identified the need for managers to be sensitized and capacitated in terms of human rights issues and as a result the Human Resource Development component is in the process of organising a workshop aimed at sensitising and capacitating managers on human rights issues.
The Department nominated four male staff members who participated in the ‘Men and masculinities’ training offered by the Department of the Premier: Directorate Human Rights.
The Department initiated training programmes in its line functions with a focus on women in local government.

Women in Local Government (2004/09)

The Directorate: Local Government Development organised and facilitated a workshop for women in Local Government with the theme: "Ensuring equality through empowerment". Selected female municipal officials and relevant stakeholders were invited. Participants brainstormed the issues which hampers female empowerment in local government and discussed resolutions/strategies to address them. The workshop enjoyed high-level commitment as it was opened by the MEC for Local Government and attended by the HOD. The primary purpose was to build on an existing base of knowledge and expertise and to stimulate the desire and will for future personal development amongst participants on the programme. The group represented 10 district and local municipalities in the Western Cape and was diverse in nature in terms of race, experience, functional specialisation and previous exposure to formal and informal training and development.

Participation in related committees

The HRFPs represented the department on the following committees:
Provincial Inter-Departmental Gender Committee (internal)
Provincial Integrated Disability Forum (external/internal)
Provincial Moral Regeneration Movement
Women in Construction Forum (external)
Provincial HIV/AIDS Committees
Network on Violence against Women

Departmental Gender Equality Strategy (DGES)

The department was one of the first departments in the Western Cape Province to have compiled a DGES. This strategy was consulted with management, clients and union representatives of the department. The strategy is already at implementation phase.

Distribution of gender awareness raising material/information sessions/presentations

The Component Labour Relations and Special Projects distributed pamphlets, posters and e-mail pertaining to gender issues. The purpose of this material was both to inform personnel and to raise awareness around issues of gender, youth and disability. Examples include:
Pamphlets, fliers, e-mail messages on human rights issues are distributed regularly.
Hosted discussion forums/information sessions/presentations on human rights issues.
On the departmental website relevant information is available on human rights issues.
Arranged HIV/AIDS education and voluntary counseling and testing (VCT) sessions.
A minimum of two human rights training interventions are offered to all staff per year.
Presented a calendar of events in response to the "16 Days of Activism against Gender Violence".
Participated and assisted with the national closing event on 16 Days of Activism against Gender Violence.

Human rights budget

The department has a budget of R180 000 for internal gender, youth or disability issues. There was no dedicated gender budget for the external focus. This will be addressed in the 2005/2006 financial year.

Evaluation/monitoring of departmental projects and statistics

The Consultative Forum (CF) regularly monitors and evaluates statistics regarding the gender and race distribution of the department. The department has been successful with the appointment of women in decision-making/management positions. A total of 32% women fill top management positions and the acting HOD is a woman. The department makes the necessary efforts to attract individuals from specific target groups by advertising in the appropriate media. The advertisements specify that it is the intention to achieve equity in the workplace with the filling of posts through the promotion of equal opportunities and fair employment in accordance with the EE Plan of the department. The fact that targeted candidates (gender and disability) do not necessarily apply for all advertised positions, is a barrier for which the CF must still design a strategy. Women do, however, receive equal opportunities for training and development and are well represented on various departmental committees. Departmental projects such as the Consolidated Municipal Infrastructure Programme (CMIP) are also monitored on a quarterly basis regarding the appointment and training of women and youth on these community development projects. In general, more women than men receive housing subsidies for low-cost housing. The reason is that more women than men qualify for subsidies in terms of the salary income criteria. More women than men earn an income of less than R3 500 per month. In addition, quarterly monitoring of representative statistics of the department by the Employment Equity (EE) forum and of departmental projects is done. The future use of Community Development Workers (CDWs) for monitoring/evaluation is also receiving attention.

Partnerships/networking

The following gender partnerships were formed/maintained during 2004:
Gender Advocacy Program.
Provincial Departments of Community Safety and Social Services.
Gender Equality Committee of the City of Cape Town.
Western Cape CGE, the Western Cape Network on Violence against Women, City of Cape Town, Provincial Department of Social Services and the Western Cape OSW. Through this partnership a Western Cape Gender Violence Strategy – a first for South Africa – will be developed.
OSW and Men as Partners.
Western Cape CGE, the Western Cape Network on Violence against Women, City of Cape Town, Provincial Department of Social Services and the Western Cape OSW on the establishment of Provincial Gender Machinery.

Conferences/workshops

Gender-related conferences and workshops attended/organised/facilitated by the focal persons during 2004 include:
A provincial strategic gender workshop was attended (12 and 13 March 2004). Strategic goals were prioritized for the year 2004/2005.
A Women in Local Government Conference was hosted by the department (17 September 2004), resulting in the compilation of a Gender Equality Policy Framework to be developed for local government. The purpose of the conference was to build on the existing knowledge base and expertise and to stimulate future development amongst participants. The workshop brainstormed barriers to female empowerment in local government and discussed strategies/resolutions.
No excuse for abuse presentation (19 November 2004).
A Women in Construction Conference was hosted by the department (7 December 2004), resulting in the establishment of a Western Cape Women in Construction Forum. The purpose of the conference was capacity building/networking/empowerment. The outcome of the conference was the establishment of the Western Cape Women in Construction Forum.
Three staff members, including the focal person, attended the ACCESS conference on disability.

Human rights road show (consultative workshops)

During September 2004 the Directorate: Human Rights Programmes (Department of the Premier) in collaboration with the department undertook follow-up consultative workshops with the five district municipalities in Caledon, Worcester, George, Oudtshoorn, Beaufort West, Vredenburg, and Moorreesburg. The aim of the above was to consult and engage local government, communities, civil society and the NGO sector on the following issues:
To facilitate the establishment of integrated structures or to strengthen existing structures on district level to advance the issues of gender equality, disability and youth development.
To raise awareness and determine priorities.
To assist with and determine funding needs.

The feedback of the consultative sessions had been processed and was compiled in report format.

Special events

The department was specifically involved with special women events such as:
9 August 2004: Women’s Day – Awareness raising and various presentations to staff.
25 November – 10 December: 16 Days of Activism Against Gender Violence – Exhibitions at national event.

Special projects

A haven for Beaufort West street children.

Input regarding the objectives of the HRFU for 2005

Structures

Ensuring effective internal communication and external liaison by making use of the necessary departmental structures: The integration and coordination of mainstreaming human rights issues will be done in consultation with members of a Human Rights and HIV steering committee.

Capacity building/training

The department is in the process of ensuring that the necessary capacity building and sensitising of personnel by offering presentations at departmental personnel meetings and informing staff about human rights issues at presentations/information sessions/workshops. The department will also ensure the capacity building of local authorities and their officials on human rights issues.

Budget

An amount of R180 000 was budgeted for human rights activities (gender, youth and disability) and R200 000 for HIV/AIDS activities.

Departmental Human Rights Policy and Implementation Action Plan

The focal persons will develop an Integrated Departmental Human Rights (gender, disability and youth) Policy and Action Plan and this will be tabled for consultation during June 2005.

Evaluation/monitoring

The HRFU will continue with effective ongoing evaluation/monitoring of line function projects in order to promote equality. This will also include statistics on the employment and empowerment of women in decision-making positions. The implementation of effective gender monitoring and evaluation tools will commence from May 2005.

Special events

The department will this year be once again involved with special events such as Women’s Day, World AIDS Day and the 16 Days of Activism on Gender Violence.

Special projects

The department will be involved with the following special projects:
A Haven for Beaufort West Street Children
Possible shelters in Worcester, Vredenburg and Bredasdorp in partnership with the Department of Social Services and Poverty Alleviation and ABSA bank.

Human Rights Mainstreaming Business Plan (2005 – 2006)

Vision: A society in which women and men are able to participate as equal partners in realising their full potential through mainstreaming human rights into the core business of the Department.
Mission: To create an enabling environment through development of policies, procedures and practices that promote and enhance equal enjoyment of rights and opportunities for women and men.

TABLE 28 Western Cape Province, Department of Local Government and Housing – Human Rights Mainstreaming Business Plan (2005 – 2006)

KEY PERFORMANCE AREA	KEY PERFORMANCE INDICATOR			RESPONSIBILITY		TIME FRAME	RESOUR-CES
Governance of mainstreaming Human Rights	Establishment of a Departmental Human Rights and HIV/AIDS committee Ensure integrated and co-ordinated approach to Human Rights activities within the Department Implementation of Departmental Human Rights policy/strategies and implementation plan			Directorate: Human Resources, Sub Component Transformation Management Component Human Rights & Special Projects		Operational by the end of September 2005	Organisational Human Rights structures/ role-players
Awareness & Education To ensure effective Internal Communication and External Liaison regarding all Human Rights issues (gender, youth, disability, HIV & AIDS, and Moral Regeneration	Internal Director: HRM to give advice and information at Executive Management Meetings; Attend Personnel Meetings within the various Directorates in order to give advice and information on request; Gather and distribute information e.g. electronically and on the website for special events e.g. National Youth Day, National Women’s Day, Disability day, HIV/AIDS Day.			Directorate: Human Resources, Sub Component Transformation Management Component Human Rights & Special Projects Component Communication Directorate: Human Resources, Sub Component Transformation		Ongoing	Policies/Strategies/Programmes Human Rights & HIV & AIDS Committee Equipment (Lap Top, Digital Camera, projector, TV, Video, DVD machine, Scanner, colour printer, Photostat machine, Laminator)
	Newsletters, workshops and events for awareness-raising to the staff of the Department on issues of gender, youth, disability and HIV/AIDS External Ensure integrated and co-ordinated approach to Human Rights activities within the Department Director: Customer Relations & Communications to give advice and information at Executive Management Meetings Establish links with other Departments’ Human Rights Focal Units; Maintain links with the Directorate Human Rights Programme. Exhibitions and events for awareness-raising to the clients of the Department of Local Government & Housing on issues of gender, youth, disability and HIV/AIDS			Management Component Human Rights & Special Projects Component Communication		Ongoing process	Facilitators & Human Rights Specialists
Capacity Building & Training To ensure the necessary capacity building of the unit and Local Authorities, and sensitising personnel by way of training and workshops.		Internal Determine training needs (KAP survey, etc.) and facilitate training for relevant role-players, Provide training for CDWs in conjunction with other line departments Advice and assistance to Line function managers / EE Forum on mainstreaming Human Rights policies/strategies External Determine training needs and assist with the provision of training to Local Authorities Provide training for councillors and officials at municipal level	Directorate: Human Resources, Sub Component Transformation Management Component Human Rights & Special Projects Component Communication Directorate Service Delivery & Community Empowerment Directorate: Planning & Research		Training to be provided as need arises.		Ditto
Research and Policy development		Conduct research in order to determine the impact and gaps of line function programmes and projects for its gender, youth, disability and HIV & AIDS implications. Departmental (sectoral) policy/strategies development on issues of gender, youth, disability and HIV & AIDS, Develop Departmental Human Rights policy and related gender, youth, disability and HIV & AIDS strategies	Directorate Planning & Research Directorate: Human Resources, Sub Component Transformation Management Component Human Rights & Special Projects		When need arises		Ditto
Special Programmes /Projects		To develop, implement and sustain special projects in conjunction with partners, clients and civil society on issues of gender, youth, disability and HIV & AIDS. Assist the National and Provincial machinery on ad-hoc Human Rights task teams	Directorate: Human Resources, Sub Component Transformation Management Component Human Rights & Special Projects		Ongoing process		Ditto
Monitoring		Monitor implementation of EE Plan Monitor and interpret human rights statistics in line function projects/ programmes. Monitor Departmental Programmes and Projects (Internal/External)	Directorate: Human Resources, Sub Component Transformation Management Component Human Rights & Special Projects		Quarterly and/or when need arises.		Ditto
Evaluation		Evaluate all Departmental policies, programmes and projects for their human rights implications (internal/ external). Investigation and Evaluation of Organisational Human Rights Structures Equality tools to be implemented such as: Mainstreaming Equality Analysis Impact Assessment Mainstreaming checklists Surveys	Directorate: Human Resources, Sub Component Transformation Management Component Human Rights & Special Projects Directorate: Organisational Development		Quarterly and /or when need arises.		Ditto
Reporting / Auditing		Report to the: Gender Equality Commissioner (Western Cape)	Directorate: Human Resources, Sub Component Transformation Management (Internal)		Quarterly and /or when need arises.		Ditto
		Office for Disabled People (Western Cape) Office for Youth Affairs (Western Cape) Office for the Status of Woman (Western Cape) Human Rights Commission Public Service Commissioner Departmental Human Rights and HIV & AIDS Committee	Component Human Rights & Special Projects (External)
Coordination and Partnership formation.		Participate in international, national and provincial dialogues with social partners on human rights issues Networking with NGOs, CBOs and Local Authorities on Human Rights Issues (Gender, youth & disability) Networking with National Departments and International organisations Maintain links with specialists on gender, youth and disability issues	Directorate: Human Resources, Sub Component Transformation Management (Internal) Component Human Rights & Special Projects (External)		As need arises		Ditto

Office on the Status of Women and Gender Equality (Western Cape Province)

The Western Cape had an OSW up to 1 April 2006. After that the office was restructured. The new Director: Social Dialogue and Human Rights in the Department of the Premier is Mr Sifiso Mbuyisa. In terms of structure the OSW is still situated in the Department of the Premier, but now under the Branch: Operations. The Office reports to the Deputy Director General (the Chief
Executive Officer) who in return reports to the Premier. The Western Cape Premier had made the office a "priority-issue office". The Directorate: Social Dialogue and Human Rights is divided into four sub directorates with an overall budget of R8 million. At least R3.8 million had been put aside for the women’s programme.

The rationale for the restructuring of the office was better integration. In the past the work was divided along OSW/OSDP lines, but henceforth the Directorate: Social Dialogue and Human Rights would be divided into four sub directorates focusing on all vulnerable groups. In practice, a team approach would be followed, with a team of people working on an issue, not just one person working on all issues.

Specific initiatives of the OSW to replicate gender desks or integrated desks for gender, youth and disability on district and local government levels

The Directorate: Human Rights Programmes (Department of the Premier) where the OSW was located, undertook a Road Show to five District Municipalities during November 2004. The aim of the Road Show was to engage district and local councils on establishing or replicating integrated offices or enhancing existing portfolios for gender, youth and disability at local level.
Four of the five district councils have indicated a possible structure to accommodate and integrate gender, youth and disability in their IDPs.
Based on business proposals received from Eden, Central Karoo and Overberg district councils, the Directorate: Human Rights Programmes transferred an amount of R70 000 in the 2004/2005 financial years to each district council. The district council must ensure that the funds are spent in line with the proposal submitted, namely the establishment of integrated offices for youth, gender and disability or to re-train existing individuals who are currently involved in the above portfolios. Based on progress, a further amount of R70 000 would be transferred to the district councils for the 2005/2006 and 2006/2007 periods.
The OSW is assisting the West Coast Municipality and Winelands Municipality to refine their business proposals whereafter funds would also be transferred to said municipalities for the purpose as set out above.
A follow-up road show was planned for September 2005 to the district councils to further assist them with the process.
Attempts had been made to liaise with SALGA (national) on the project as the need to synergise processes was acknowledged, however, all attempts were fruitless. The OSW would continue to pursue this matter.

Department of the Premier (Western Cape Province)

Siyabulela Deliverable Campaign with an emphasis on women

The Department of the Premier identified five transversal themes according to which specific activity programmes were developed with a specific emphasis on women and youth. These include:
Safety
Promotion of social cohesion
Job creation and growth (2^nd economy intervention)
Comprehensive health care
Access to education

TABLE 29 Western Cape Province, Department of the Premier – Department-specific actions of the Siyabulela Deliverable Campaign with an emphasis on women

THEME	DEPARTMENT	PROGRESS	CHALLENGES	COMMUNICATION PLAN
Promotion of social cohesion Women Leadership Programme: Part of the general councillor training programme; strengthen the 50% entry of women into local government with special leadership development training programmes and recruitment of women in senior management councils.	Community Safety	3 x Victim Support Rooms set up in the first quarter at Lwandle, Melkbos and Kwanonquaba (February 2006). 100 volunteers were trained as women councillors, including monthly one-day workshops with volunteers and coordinators to highlight issues of victim counseling and support. The Department in partnership with SAPS publicised the importance of Victim Support Rooms through mini-workshops.	Limited budget and poor commitment from some role-players in the establishment of the rooms. Recruitment of volunteers must be stricter and based on full commitment.	Pamphlets, posters, banners, radio talks and quarterly reports.
	Local Government and Housing	GETNET to develop and roll out a development programme for all 252 women councillors in the Province. Implementation, per district, planned for July – October 2006.	The identification of suitable municipal venues by district municipalities. Monitoring and evaluation.	No communication plan was identified.

THEME	DEPARTMENT	PROGRESS	CHALLENGES	COMMUNICATION PLAN
Promotion of social cohesion Coordinated the celebrations and commemorations of the 50^th anniversary of the Women’s March Ensure that proportion of women procuring from government will increase significantly across departments.	Cultural Affairs, Sport and Recreation	March successfully completed and the National Communication Plan implemented. Four arts and culture projects targeting women will be rolled out in August 2006. Netball tournament (in Khayelitsha), club tournament and self-defense for women rolled out from August 2006. Games to take place on Provincial Sports Day on 11 & 12 June 2006.	Coordination and co-operation of all stakeholders in arts and culture projects.	Communication via media for arts and culture projects. Communication plan for Sports Day and tournaments via regional offices, sports councils and federations.
	Provincial Treasury	The Department would facilitate and promote the BEE policy and strategy developed by the Department of Economic Development and Tourism, and a project plan was developed. The project plan identified the following initiatives to adopts and implement BEE: (a) a Procurement Programme relating to provincial procurement, (b) a Supplier Development Programme and (c) a match-maker programme.	Issues of fronting, corruption and interference. Consideration must be given to the limited resources of the Department as well as some problems with the implementation of the BEE policy. Mobilising third party capital, skills and other resources are critical components of the programme.	Communicate requisite information to provincial departments via circular, in the form of policy documents, workshops, the development of forums as well as placing information on the Provincial Treasury Intranet Website. As a long-term goal: to combine all provincial departments’ databases to have one comprehensive and integrated database for the Province.
Job creation and economic growth (2^nd economy interventions) Recruit 500 women from Langa, Nyanga, Athlone, Gugulethu and Mitchell’s Plain into the Afro-chic garment industry. Hosting the Women in Agriculture Dialogue. To set aside R4 million for women’s enterprises.	Social Services and Poverty Alleviation	A programme manager was been appointed. Initial trainees: 200 women. In co-operation with Department of Economic Development and Tourism.	Costing, refurbishment and positioning of venue (in partnership with the City of Cape Town). Workers’ Unions to provide database of retrenched members. Acquiring financial assistance from the Unions’ trust fund to assist in development of their members.	Launch of the programme on Women’s Day 2006.
	Agriculture	Host the dialogue with a focus on the promotion of agriculture as a career option possibly in August 2006. 200 women to be invited to discuss problems, opportunities, possibilities and actions.	A significant contribution to the development of the Human Capital Development Strategy as an outcome of the event.	Radio interviews, attendees to include media representatives, after-event press release and publication of article in AgriPROBE etc.
	Economic Development and Tourism	Assist 120 suitable women-owned businesses. Average spending per enterprise = R30 000. Emerging finance via banks, organised women business.	Difficulty in determining criteria for selecting sustainable women enterprises. Short time-frames.	Advertising though local newspapers and information provided via Red Door Offices.
Job creation and economic growth (2^nd economy interventions) By August 2006, ensure coordination of Apex, Mafiso, Umsobomvu and Khula in the Province to support youth and women entrepreneurs better. Reserve 60% of road maintenance EPWP jobs for women.	Economic Development and Tourism	Ongoing relationships with Umsobovu and Khula. Working closely with Apex to plan roll-out in the Province. Establishing contact with Mafiso.	Lack of information and delivery in the Province. Delivery of some programmes still in conceptual stages nationally and not ready for roll-out in the provinces. Meetings scheduled with relevant role-players to fast-track implementation. Budget from operation expenses.	Plan to be finalised after consultation with relevant role-players by mid-June 2006.
	Transport and Public Works	Road maintenance EPWP projects all identified/in implementation by August 2006. Projects to be highlighted as part of the Women in Construction Summit in August 2006.
Comprehensive health care Cervical cancer screening: 24 508 women aged 30 – 59 to undergo PAP smears by August 2006. Upgrade Mowbray Maternity Hospital to the value of R20 million.	Health	From January – June 2006, 12 254 screening tests were done. By September 2006, another 12 254 tests to be completed.
	Transport and Public Works	The Department to hand over the completed project to the Department of Health by September 2006.
Access to education Training of 900 ECD practitioners, mostly women, to drive campaign to get children learning from an early age.	Education	Substantial discussions with Department of Social Services and Poverty Alleviation as partner who will provide the people to be trained. The Department presented the approach to the respective cluster partners.

3.2.2. Identification of areas of concern, weaknesses and challenges

3.2.2.1. Province of the Eastern Cape

Department of Housing, Local Government and Traditional Affairs

Lack of women in strategic positions at the local level to influence processes and programmes.
Influence of women councillors is minimal as they lack support-focused empowerment in terms of gender to tackle issues.
Absence of Special Programmes Units to facilitate mainstreaming and monitor accordingly resulting in no gender lens applied to programmes.
Lack of management support at the local level to cause programmes and projects to be inclusive in their approach.
Special Programmes Units in all municipalities (summit planned for 8 and 9 September 2005).
Slow pace of transformation.
Weak monitoring at the provincial level due to capacity challenges.
Bridging of gaps in relation to gender disparities in Traditional Leadership as an institution.

Gauteng Province

Department of Social Development

a.) Challenges in respect of women’s rights:
Ongoing challenge to –
Sensitise SAPS on domestic violence
Strengthen Community Police Relations
b.) Need to consider how to introduce programmes to support and empower women with disability.
c.) Challenges in respect of economic empowerment of women –
In the next period, the GPG will:
Launch our growth and development strategy
Implement steps to build Gauteng as a globally competitive city region
Finalise a comprehensive broad-based black economic empowerment strategy
We need to make sure that measures to support and empower WOMEN are central to the implementation of these strategies.
d.) Challenges in respect of social development of women –
While government provides a lot of services, our challenge is to make sure that they are ACCESSIBLE and AVAILABLE to ALL women, especially those who are most disadvantaged and vulnerable
We need to make sure that all government officials are ‘gender sensitive’ and that our programmes are ‘women friendly’...talking to the circumstances that women find themselves in.

3.2.2.3. Province of KwaZulu-Natal

Department of Local Government and Traditional Affairs

There is no gender unit in place and gender is still regarded as a special project under the Directorate: Human Resource Management.
The GFPs were appointed, though their level is far below the director level as recommended by the National Framework and they are located in the Directorate: Human Resource Management and not in the office of the CFO/Director General.
The inclusion of all strategic areas of intervention and the engagement of all Chief Directorates in devising strategies and encouraging full participation in addressing those areas of concern, as well as the engagement of local government and its structures.

Office on the Status of Women

Establishment of permanent GFPs and resourcing them.
Establishing an integrated approach to gender issues and political buy-in. There is a need for an integrated approach to deal with gender issues.

3.2.2.4. Limpopo Province

Department of Local Government and Housing

Post levels do not have decision making power.
The name "gender" has been changed to Programme of Diversity.
No budget for gender issues.
Municipal managers’ understanding of the gender programme.
Lack of resources.
The report of gender issues does not reach the highest office.

Mpumalanga Province

Office on the Status of Women

The rank and location of GFPs still remain a challenge that hinders the effectiveness of their operations.
Departments are still failing to provide disaggregated data on progress made on gender equality and women’s empowerment.
Departments still do not mainstream their budgets or provide adequate budgets for GFPs.
Capacity both in terms of human and physical resources and the fact that GFPs need to be developed so that they operate in a uniform way.

3.2.2.6. Northern Cape Province

Department of Local Government and Housing

Lack of capacity (manpower and skills).
Noncompliance to EE Plan.
Difficulty in accessing information.
Vastness of Province.

Office on the Status of Women

Due to the fact that gender programmes were put in place since 1994 the Office had to initiate all programmes and structures to advance gender equality. The focus of the Office was to ensure that the mechanisms to advance gender programmes within departments was established. This proved to be an extremely challenging process as it involved dealing with attitudinal change, organisational power and structural changes to the organogram. These changes impacted on departmental budgets forcing political decision by Cabinet to pass a resolution to compel departments to appoint GFPs. However, only the Department of Education appointed the GFP at a Deputy Director level. The GFPs of the other 9 Departments are at Assistant Director level.
The OSW head is still at Deputy Director level, excluded from decision making structures.
No regional structures.
Lack of skills.
GFPs are not responsible for gender issues only, but all special programmes – Disability, Youth, Aged and Children.
Lack of liaison with gender desks within local government.
The critical challenges in gender mainstreaming includes the need for more advocacy and concerned work at provincial and local level participating in the area of raising awareness on citizen rights, including existing information, available resources, grants and who qualifies for those.

3.2.2.7. Western Cape Province

Department of Local Government and Housing

Sustained equitable service delivery by the Department.
Assisting and guiding municipalities to ensure gender mainstreaming.
Finalisation and implementation of gender monitoring and evaluation tools.
Improving service delivery to ensure that women benefit from services rendered by the department.
Sustain the partnerships to ensure that service provision and service delivery take human rights issues into account (e.g. local authorities, NGOs).
A comprehensive human rights budget for the department for the financial year 2005/2006.

Office on the Status of Women and Gender Equality

The gender programme in the Western Cape Department of Local Government and Housing has been separated into two, namely an external environment, which speaks to service delivery to our clients and an internal environment, which speaks to creating a conducive environment within the Department for gender mainstreaming. If one separated the gender programme into two, if the two individuals dealing with the gender programme were not speaking to one another, if they worked in silence, one would definitely have a problem, because the one would not know what the other one was doing. According to the organogram, the two individuals are also located in two different directorates, namely Human Resources and Communications, which makes it even more problematic, because they report to different senior managers.
The percentage of time that the GFPs spend on the gender programme is problematic. The one individual spends 15% and the other one spends 40%. This is a major concern, because the rest of the time is allocated to youth, disability, HIV/AIDS and some of the other programmes. So once again gender almost becomes an add-on, because the individual only spends a percentage of his/her time on the gender programme.
The Department’s budget allocation for gender is problematic. There is one budget for gender, youth, disability, HIV/AIDS, EAP etc.
The National Gender Policy Framework is silent on local government and how to engage with them. Having said that, it does not mean that the office cannot engage with Local Government on their level.
The SALGA Gender Policy is not speaking to the policy of the Western Cape Department of Local Government and Housing. The two policies are not addressing one another.

3.2.2.8. Specific concerns noted by the JMCIQLSW during the hearings held on 12 August 2005

Concerns specific to GFPs:

Since the Gender Policy Framework was put in place something happened that was not intended: GFPs are becoming catch-alls. Officers are made responsible for work on HIV, disability, children and the elderly. This is not in keeping with the National Gender Policy. GFPs are also expected to do different things in different departments. There is no uniformity in terms of job description. This undermines the progress that the OSW makes.
There is a need to create a process or mechanism through which the National OSW, nine provincial OSWs, the JMCIQLSW, the DPLG and the SALGA can communicate.
Provincial OSWs must be given clarity on what is expected of them.

Concerns specific to local government:

Reporting by local government is haphazard.
Gender-disaggregated data (about the people benefiting from programmes) must be included in reporting by municipalities.
Local government structures that do not submit gender equity reports must be held accountable and inquiries must be done about what is holding up the process of reporting.
Certain partnerships in local government have undermined women’s empowerment when women are seen as suitable to organize and mobilize communities, but not to be leaders.
The committee requests disaggregated data from national government departments, because local government follows what national Government does.
Bylaws must be audited to identify those bylaws not in line with national government laws.
Local government election registration records must be kept accurately for gender auditing purposes.
There should be a mentoring programme for counsellors in local government to ensure that there will be continuity in work, even if counsellors do not return after elections.
Departments and local government must allocate adequate funds for the programmes that GFPs are expected to manage. These must not be funded from mayors’ discretional funds.
SALGA must distribute the Benoni Declaration to all municipalities.
Premiers must send a strong message to municipalities that the National Gender Policy must be adhered to.

3.2.3. Recommendations for improvements

3.2.3.1. Province of the Eastern Cape

Department of Housing, Local Government and Traditional Affairs

Implementation of Employment Equity Plans to target preferred candidates at strategic positions.
Support programmes for women (both councillors and top managers) to empower them to make a difference.
Accelerating and strengthening the initiative to establish SPUs in all municipalities (a summit was planned for the 8^th and 9^th September 2005 to address this issue).
Serious efforts to reach the 50% target for women representations in municipal elections would make a considerable difference.
IDP reviews to be used to correct imbalances and bridge gaps in representativeness.
Support from institutions involved in economic development i.e. Integrated Development Trust , Eastern Cape Development Corporation, Department of Trade and Industry etc should be mobilised to assist women projects to move into business entities.
Integrated planning for Special Programme Units at the local level.
Consolidation of Human Resource Plans at the provincial and local levels to be a joint effort between the two spheres.
Provincial monitoring mechanisms to be strengthened and consolidated.
Increased political support.
Structural changes currently underway in the department will assist the department to be more focused.
Close monitoring of the implementation of the new Traditional Leadership Framework Act.

3.2.3.2. Free State Province

Office on the Status of Women

OSW take a visible role in the EPWP to ascertain employment of women.
OSW, through the municipal GPPs, actively participate in the recruitment processes.
GFPs located in the district and local mayors’ offices.
Hold quarterly gender mainstreaming training for municipal GFPs.
Inputs and representation in the Executive Council clusters.
Lobby for adequate budget.

3.2.3.3. Northern Cape Province

Department of Local Government and Housing

Appointment of skilled staff.
Adhere to EE targets.
Establish dedicated gender desks at municipalities.
Monitoring and evaluation.

3.2.3.4. North West Province

Department of Developmental Local Government and Housing

The gender and women’s empowerment problems are structural and need a strategic approach for purposes of medium to long-term effectiveness and sustainability.
A mandatory quota system is necessary to achieve the equal distribution of women and men in the Department.
Women’s participation can be further enhanced by dedicated people championing the process and making sure that regular feedback mechanisms are in place.

Office on the Status of Women

The issue of the departmental non-compliance to gender mainstreaming is very serious. There is a need to comply with the requirements of Acts in order to address gender equality in a befitting manner. It is proposed that the contracts of Heads of Departments include gender, so that they can be held accountable on behalf of departments.
The policies on gender mainstreaming are very clear on the location of GFPs within departments as well as the nature of the work. This should receive serious attention.

3.2.3.5. Western Cape Province

Department of Local Government and Housing

Development of minimum standards for reporting on representative statistics for all projects/services.
Implement gender machinery for municipalities to ensure gender mainstreaming at local level.
Implementation of gender monitoring and evaluation tools.
Strategic placement of gender structures within Department to ensure effective mainstreaming.

Office on the Status of Women and Gender Equality

An opportunity be created between all Provincial OSWs, the National OSW, the JMCIQLSW and SALGA to engage on SALGA’s Gender Policy for Local Government. Whilst the National Gender Policy Framework is silent on how to engage local government we need to address the gap and we need to create a process or a mechanism where Provincial OSWs, the National OSW, the JMCIQLSW and the SALGA actually start to engage in the process.
In the absence of direction via the National Policy Framework for Women’s Empowerment and Gender Equality on the role of local government in the gender machinery, and to assist Provincial OSWs to engage in a structured way with local government, it is recommended that a working session be held with local government. Said working session to be spearheaded by SALGA. The aim of the working session should be to clarify the role and responsibility of SALGA and OSWs (national and provincial) to set up gender structures on local government level, as well as the monitoring role of the JMCIQLSW over SALGA, if any.
The need to re-visit the National Policy Framework for Women’s Empowerment and Gender Equality is further explored. It is crucial that the above working session takes place if synergy between processes and policies are to be achieved.
The creation of a space where the various stakeholders engage in addressing how to take the process forward. When it is said that it is necessary to replicate gender desks at district and local level, what is expected of Provincial OSWs, what is expected of the DPLG and what is expected of SALGA?

REFERENCES

Department of Provincial and Local Government, Presentation to the Joint Monitoring Committee on the Improvement of Quality of Life and Status of Women, KC Mketi (12 August 2005).

Department of Provincial and Local Government, Report on Monitoring Compliance on Gender Policy and Programmes of the Department (12 August 2005).

Free State Province, Chief Directorate: Special Programmes, Office on the Status of Women, M Nakedi (12 August 2005).

Gauteng Provincial Government, Department of Social Development, Progress Report on Outputs for 2004/2005.

Gauteng Provincial Government, Department of Social Development, Report Back on Framework Programme of Action. Second Provincial Women’s Dialogue. 8 – 9 March 2005.

Gauteng Provincial Government, Gender Workplace Programmes. 19 April 2005.

Joint Monitoring Committee on Improvement of Quality of Life and Status of Women, Draft Minutes of Proceedings (9 June 2006).

Joint Monitoring Committee on Improvement of Quality of Life and Status of Women, Minutes of Proceedings (12 August 2005).

Joint Monitoring Committee on the Improvement of the Quality of Life and Status of Women, Transcription of audio tape recording of proceedings (tapes 1 – 3), 12 August 2005.

Limpopo Province, Local Government and Housing, National Report, Gender Focal Point.

Limpopo Province, Office on the Status of Women, Presentation to the Joint Monitoring Committee on the Improvement of Quality of Life and Status of Women, FJ Manugu (12 August 2005).

Mpumalanga Province, Mpumalanga Provincial Government’s Report to the Joint Monitoring Committee on Improvement of Quality of Life and Status of Women.

Mpumalanga Province, Report: Local Government and Housing Gender Focal Point Mpumalanga.

National Office on the Status of Women, Provincial OSWs Compliance with the National Gender Policy Framework.

Northern Cape Province, Department of Local Government and Housing, Gender, HIV/AIDS and Target Groups Unit, Gender Mainstreaming (11 August 2005).

Northern Cape Province, Office on the Status of Women, Progress Report to the Joint Monitoring Committee on Improvement of Quality of Life and Status of Women. August 2005.
North West Province, The Department of Developmental Local Government and Housing, Chief Directorate: Monitoring and Interventions.

North West Province, Office on the Status of Women, Status Report on Gender Mainstreaming in the North West Province.

Presentation by Minister Pahad, Minister in the Presidency to the Joint Monitoring Committee on Improvement of Quality of Life and Status of Women (9 June 2006).

Province of KwaZulu-Natal, Department of Local Government and Traditional Affairs, Report on Gender Activities, LN Khuzwayo.

Province of KwaZulu-Natal, KwaZulu-Natal Office on the Status of Women.

Province of the Eastern Cape, Department of Housing, Local Government and Traditional Affairs, Report on Local Government Compliance, NN Somfongo (11 August 2005).

SALGA, Equal Gender Representation and Participation in Local Government (12 August 2005).

The Presidency, National Office on the Status of Women, Presentation to the JMCIQLSW on 9 June 2006.

The Presidency, Office on the Status of Women, June 2006 Audit of the Status of Gender Focal Points in National Departments to Determine Compliance with the South African National Policy Framework for Women’s Empowerment and Gender Equality and the Beijing Platform For Action. Presentation by Minister Essop Pahad, Minister in the Presidency, to The Joint Monitoring Committee on the Improvement of the Quality of Life and Status of Women, 9 June 2006.

Western Cape Province, Department of the Premier, Office on the Status of Women and Gender Equality, Presentation to: Joint Monitoring Committee on the Improvement of the Quality of Life and Status of Women, P September (12 August 2005).

Western Cape Province, Department of Local Government and Housing, Institutionalisation of gender. Report 1 April 2004 – 31 March 2005.

Western Cape Province, Department of Local Government and Housing, Status Report: Institutionalisation of Gender Mainstreaming: 1 April 2004 to 31 March 2005, S Majiet.

Western Cape Province, Department of the Premier, Chief Directorate: Monitoring, Evaluation, Review and Reporting, Siyabulela Deliverable Campaign: Progress Report (June 2006).