GENDER MAINSTREAMING
PROJECT
PROJECT WORK PLAN
YEAR 1- APRIL 2007
1. INTRODUCTION
This
gender mainstreaming project proposes to build capacity within SAMDI to
research, develop and implement a gender mainstreaming programme that will be
administered to Public Service employees in order to lay the foundation for the
systemic integration of gender considerations into its service delivery. The
programme will be implemented over a three-year period and target both senior
and middle managers in national, provincial and local government departments.
Most of the first year will be characterized by consultations with key
stakeholders, research, development of an accredited training programme and creating
awareness of the project. The second year will mainly focus on implementation
of the training and the third year of the project will be characterized by
follow-up support to trained departments and establishing partnerships with
counterparts to expand training to the Southern African region.
1.1 Background
Given the
severity of racial discrimination in the past, much of the effort to create a
democratic society has been focused on racial equality and empowerment.
However, since the democratic elections in 1994,
1.2
Challenges
More than a
decade of democracy in
There
is glaring evidence that gender disparities continue to exist. Women are
under-represented in the economy, earn less than men, experience a higher rate
of unemployment, occupy fewer management positions in the Public Service and
experience a high incidence of rape cases, as well as other forms of physical
and psychological abuse.
Although
1.3 SAMDI’s mandate f
SAMDI is mandated to
provide public service training and development that will ensure increased
capacity of service delivery and implementation of government initiatives
aligned to national pri
1.4 PROJECT RATIONALE
1.4.1 Presidential Pri
The President’s State of
the Nation Address 2006 address highlighted the advancement of women as a pri
1.4.2 Status of Women in
From the needs analysis
submitted by Truida Prekel Consultants to SAMDI on 18 June 2003, it was stated
that despite affirmative action and employment equity legislation, in 2001
white men still held 93% of top management positions, compared to 1998 when
they held 95% of seni
1.4.3
Transf
Transformation of the
public service will only be effective through capable and committed management
who can provide management supp
The Director General of
SAMDI is the Accounting Officer and is supported by the Chief Financial
Officer. The Chief Executive Manager of
Change management & Service Delivery Improvement, as well as the Executive
Manager responsible for Special Projects in the Institutional Development Unit
and the Executive Manager of the strategic Support Team, will play a key role
in the management of the project.
Overall Project Objective: To enhance gender equality in the Public Sector, in line with Sections
9.1 to 9.4 of the Bill of Rights in the South African Constitution and make
government services responsive to the needs of women and men. |
||
Project
Purpose: |
Outcomes |
Assumptions |
To strengthen management and leadership capability of Public Sector
Managers to mainstream gender |
1.
Improved capacity of Public Servants in key government departments to
mainstream gender considerations into service delivery, internal functions,
strategies, program development. 2.
Increased capacity of Public Sector departments to
conduct their own internal gender training programs 3. Enhanced capacity of SAMDI to provide gender mainstreaming training to
Public Servants in |
Availability
of funding and support from the leadership in client departments Approval of proposed implementation plan of the project Buy in of client departments Skilled trainers Approval of strategy for awareness campaigns Buy in and endorsement of the campaign programme by departments. |
Narrative Summary |
Expected Results |
Performance Measurement |
Assumptions/Risk Indicators |
Project Goal
(Program Objective) |
Impact |
Perf |
Assumptions/Risk
Indicat |
The public sect |
à
% of women and in seni à
Demonstrable evidence that policies and
programmes have an equally beneficial impact on women and men. |
Risks: Addressing issues of gender mainstreaming in the public sect |
|
Project
Purpose |
Outcomes |
Perf |
Assumptions/Risk
Indicat |
To strengthen the management and leadership capability of public sect |
1.
An established mechanism exists within the public
sect 2.
Increase supp 3.
Increased implementation and adherence to sexual
harassment and gender based violence w |
1a. # of government departments
that access/request gender equality training services. 2a. # of public sect 2b. # of Heads of Departments
with gender equality action plans. 2c. # of integrated growth and
development plans that include gender equality results and objectives. 2d. # of provincial development
plans that include gender equality results and objectives. 3a. # government departments
who have w 3b. % of change in incidence of
gender based violence and sexual harassment in the w 3c. # of departments that have
supp |
Risks: à
Trained public servants will not disseminate inf à
That the HIV/AIDS epidemic could have negative
consequences f |
Resources
|
Outputs |
Perf |
Assumptions/Risk
Indicat |
Financial Resources Human Resources HQ – PTL, Contracts Officer, FMA Post – Development Counsell |
1.
An effective and sustainable gender mainstreaming
training programme is managed by SAMDI. 2.
Increased institutionalisation of gender equality
analysis in the design and delivery of programmes and services. 3.
Increased awareness and responsibility of public
servants of policies on gender based violence and sexual harassment. |
1a. # of public servants, NGOs
and SAMDI associates who are trained in SAMDI’s gender mainstreaming
programme. 1b. #of public servants, NGOs
and SAMDI associates who are trained in SAMDI’s sexual harassment and gender
based violence programmes. 1c. # of training sessions that
are provided on a cost-recovery basis. 1d. # of trained departments
SAMDI provides with follow up supp 1e. # of regional gender
mainstreaming training programmes that SAMDI implemented. 2a. # of public servants who
receive SAMDI gender mainstreaming training. 2b. # of public servants who
have an improved understanding/awareness of gender mainstreaming issues. 3a. # of public servants who
receive SAMDI’s sexual harassment and gender based violence training. 3b. # of public servants who
have an improved understanding/awareness of sexual harassment and gender
based violence issues. |
Risks: à
That leadership and staff in client departments
will not ‘buy-in’ to gender approaches. à
That selected target groups will not be available
to attend training and development interventions. à
That the trainers who are being trained will not
have acquired the requisite skills necessary to provide adequate training. |
Project Start-Up: November 2006 – March 2007 |
||||
Results |
Activities |
Outputs |
Responsible |
|
|
1.
Project start-up 1.1. Appointment of
Gender Technical Adviser (GTA). 1.2. Request 1st
tranche of funds. 1.3. Consultations
with gender technical advisor OSW, DPSA, PSC and SAQA. 1.4. 1st
internal PSC meeting. 1.5. Internal consultations pertaining to procurement. 1.6. RBM training for SAMDI Team 1.7. Development of project workplan |
SAMDI Team, internal support units & CIDA |
||
Year 1: April 2007 to March 2008 |
||||
Result 1: Develop gender mainstreaming
training programmes based on public service needs. |
2.
Appointment of Project Manager and Financial Manager. 2.1.
Development of job descriptions. 2.2.
Advertising 2.3.
Interviews and recruitment of project and financial manager. |
Project Manager Appointed Financial Manager Appointed. |
Jan. 07 March 07 May 2007 |
SAMDI Team & HR |
|
3.
Development & registration of gender mainstreaming unit
standards (US). 3.1. Consultations with SAQA team and PSETA to fast-track development of
unit-standard 3.2. Preparation of submission for the development and registration of
unit standards (US). 3.3. Further consultative meetings
with SAQA & PSETA to finalise the
process for the development of the unit standard. 3.4. Setting up unit standards development task-team. 3.5. Consultative meetings with SGB members and the 3.6. Coordinating procurement process for appointing 3.7. Revising SAQA 3.8. Liaison with US development service providers and finalising
contracts. 3.9. Task-team
meeting to develop gender mainstreaming US. 3.10. US Narrow Consultation Process. 3.11.
Development of TORs for material development service providers. |
Gender Unit Standard Developed and
registered. |
SAMDI Team, SAQA & PSETA |
|
|
4.
Review gender audit reports to assess gender mainstreaming
training needs in government departments. 4.1.
Literature and data review. 4.2. Analysis. 4.3. Report writing. 4.4. Consultative meetings
with DPSA, PSC and OSW |
Training needs analysis report |
May 2007 |
SAMDI Team |
|
5. Consultations
with Gender Practitioners for input on development of learning framework. |
Learning framework |
June 2007 |
SAMDI Team & GTA |
|
6.
Training material development 6.1. Receipt of final gender mainstreaming
manual from the OSW (Edited version). 6.2 Review of OSW manual. 6.3 Contracting of instructional design
specialist to develop a training kit and
facilitator’s guide. (On- going in year 2 and 3). 6.4 Consultations with Gender Technical Reference group facilitated by OSW 6.5. National and Provincial consultations to
input on the training material 6.6. Preparation of training tool kit and
facilitator’s Guide for Curriculum Review Committee 6.7. Submission of 1st, 2nd
and 3rd drafts of manual to CRC for review. 1.1.
Completion of review of training kit and submission for accreditation. |
à
Training tool kit and facilitators guide
developed and quality assured à
monitoring and evaluation plan |
May 07 Sept. 07 Sept. 07 Sept. 07 Nov. 07 Nov. 07 Nov. 07 |
SAMDI Team, Service Providers, internal & external Support units. |
Budget total |
R1, 521,
000.00
|
|||
|
7. Develop and implement communication
strategy to support
programme on strategic level, with the assistance of SAMDI’s marketing
division, CIDA, OSW and Government Communication and Information System
(GCIS). 7.1 Design and Printing of brochures 7.2. Presentations to
Departments 7.3. Co-ordination of
invitations and 7.4. Logistics for launch
7.5. Launch training
programme |
à
Communication Strategy developed à
Promotional material à
Project launch |
Aug. 07 Aug. 07 Aug. 07 Aug. 07 Aug. 07 |
SAMDI Team, Service Providers, internal & external Support units. |
|
8. Development of a training model and plan 9. Training of trainers 10.Pilot training
session |
à
Training plan |
Jan. 08 Feb. 08 March 08 |
|
Budget total |
R175,
000.00
|
|||
Total Budget for Year 1 |
R1, 696,
000.00
|
Performance Framework |
Performance Indicators |
Data Sources |
Collection Method |
Frequency |
Responsible |
Impact The public sector and government services are equally responsive to
the needs of women and men, thereby supporting gender equality. |
1.
% of women and in senior management positions by
2009. 2.
Demonstrable evidence that policies and
programmes have an equally beneficial impact on women and men. |
Document reviews and Interviews. |
Annually. |
SAMDI Team SAMDI Team |
|
Outcomes 1.
An established mechanism exists within the public
sect 2.
Increase supp 3.
Increased implementation and adherence to sexual
harassment and gender based violence w |
1a. # of government departments
that access/request gender equality training services. 2a. # of public sect 2b. # of Heads of Departments
with gender equality action plans. 2c. # of integrated growth and
development plans that include gender equality results and objectives. 2d. # of provincial development
plans that include gender equality results and objectives. 3a. # government departments
who have w 3b. % of change in incidence of
gender based violence and sexual harassment in the w 3c. # of departments that have
supp |
1. Reports of
training
Coordinators. 2. Statistics
of training
requests honoured
& PTDs |
Annually. |
SAMDI Team |
|
Outputs 1.
An effective and sustainable gender mainstreaming
training programme is managed by SAMDI. 2.
Increased institutionalisation of gender equality
analysis in the design and delivery of programmes and services. 3.
Increased awareness and responsibility of public
servants of policies on gender based violence and sexual harassment. |
1a. # of public servants, NGOs
and SAMDI associates who are trained in SAMDI’s gender mainstreaming
programme. 1b. #of public servants, NGOs
and SAMDI associates who are trained in SAMDI’s sexual harassment and gender
based violence programmes. 1c. # of training sessions that
are provided on a cost-recovery basis. 1d. # of trained departments
SAMDI provides with follow up supp 1e. # of regional gender
mainstreaming training programmes that SAMDI implemented. 2a. # of public servants who
receive SAMDI gender mainstreaming training. 2b. # of public servants who
have an improved understanding/awareness of gender mainstreaming issues. 3a. # of public servants who
receive SAMDI’s sexual harassment and gender based violence training. 3b. # of public servants who
have an improved understanding/awareness of sexual harassment and gender
based violence issues. |
1.
Record of trained trainers. 2.
Record of recruited trainees. 3.
Record of departments in which the
programme was marketed. |
Record review. |
1.
Once. 2.
Annually. |
SAMDI Team SAMDI Team SAMDI Team |
Reach
|
# of Public Servants recruited for training. |
Record of Public Servants recruited for training. |
Record review. |
Quarterly. |
SAMDI Team |
Resources |
Financial Resources Human Resources HQ – PTL, Contracts Officer, FMA |
Financial Resources Human Resources HQ – PTL, Contracts Officer, FMA |
Financial Resources Human Resources HQ – PTL, Contracts Officer, FMA |
Financial Resources Human Resources HQ – PTL, Contracts Officer, FMA |
Financial Resources Human Resources HQ – PTL, Contracts Officer, FMA |