GENDER MAINSTREAMING PROJECT

PROJECT WORK PLAN

YEAR 1- APRIL 2007

 

 

 

 

 

 

 

 

 

EXECUTIVE SUMMARY

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

South Africa’s history was characterised by an unequal society, where the dignity of people were determined by the colour of their skin, and discrimination on the basis of gender designation formed part of the broader picture of discrimination. Socio-culturally, all groups in South Africa defined women to be inferior to men and therefore assigned to them the position of minors in both public and private life. In the private sphere of life women typically did not take the lead or decisions, as men had more power. The historical legacy of a patriarchy manifested in the workplace as well, both in formal and informal relationships. At the heart of gender disparities and disempowerment is the inequalities in the provision of services to the poor who among others are women by virtue of the historical legacy which has seen women irrespective of race as inferior subjects in the society.

 

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, South Africa’s vision of human rights incorporates principles of racial and gender equality. Achieving gender equality is a fundamental tenet under the Bill of Rights in the South African Constitution. The Presidency, in accordance with its jurisdiction over the national gender programme, proposed that Cabinet adopt a policy framework prepared by the Office on the Status on Women. The policy framework was titled: South Africa’s National Policy Framework for Women’s Empowerment and Gender Equality.  It establishes guidelines for South Africa as a nation to take action to remedy the historical legacy by defining new terms for interacting with each other in both the private and public spheres, and by proposing and recommending an institutional framework that facilitates equal access to goods and services for both women and men. 

1.2 Challenges

More than a decade of democracy in South Africa has brought about the fundamental transformation of human rights, governance and economic development. Added to this, the constitutional and legislative framework has created a positive and enabling institutional environment that supports women’s empowerment and gender equality. However, the translation of theory into practice and policies into implementation has presented specific challenges that have hindered progress and delivery of policies; in particular the entrenchment of women’s rights and the empowerment mechanisms that will ensure gender equality. Socio-cultural systems and attitudes inherited from the previous dispensation continue to hinder women from benefiting from policies put in place to advance their status.

 

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 South Africa’s Gender Policy is universally acknowledged to be “a best practice”, the lack of skills and resources is likely to render it ineffectual. Government lacks the capacity and trained human resources to effectively implement the gender policy framework that has been put in place to improve the status of women. A common trend is that governments departments’ core activities do not integrate gender considerations into their planning from the outset, resulting in programmes and service delivery to the public that does not address gender inequalities. By adopting a gender-sensitive approach to service delivery, the Public Service can play a significant role in improving the general status of women.   

1.3  SAMDI’s mandate for public service training and development

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 priorities.  SAMDI focuses on providing customised job related skills training, which provides a market niche through its relevance to micro needs and macro trends. All training and development programmes provided by SAMDI mirror government priorities, amongst which are mainstreaming of gender and gender equality.  During the past decade SAMDI have been able to achieve better coordination of public sector training supported by advice on human resource development policy and organisational transformation support.

1.4      PROJECT RATIONALE

1.4.1           Presidential Priority Programme

The President’s State of the Nation Address 2006 address highlighted the advancement of women as a priority for the South African Government in the second decade of democracy.  In developing the Government’s Programme of Action on Women’s Empowerment and Gender Equality 2005 – 2015, the Office on the Status of Women (OSW) in the Presidency identified the implementation of gender mainstreaming training programmes for Public Sector employees as of high priority. The OSW has developed a gender mainstreaming manual and SAMDI; as a training arm of government, will be responsible for using the manual as a basis for developing an accredited gender mainstreaming training programme. 

1.4.2           Status of Women in South Africa

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 senior positions. Black women filled less than 10 percent of leadership positions, and only 6,6% of directorships in this period (Bennett, 2001; Bennett 2002, Elliot, 2001; Shapiro, 2001; Ntabazalila, 2001, Booysen 2002).  Men still dominated politics, business, the trade union movement and the economy in South Africa. The latest statistics show that in December 2005, 70.4% of management positions in the public service were filled by men, as compared to 29.55% by women.  Capacity building through gender empowerment will enhance efficiency and effectiveness in utilization of resources and achievement of organizational service delivery objectives, which will result in improved standard of living and quality of life for all.

 1.4.3    Transformation of the Public Service

Transformation of the public service will only be effective through capable and committed management who can provide management support and strategic vision for effective implementation and efficient utilisation of resources to maximise development impact. With almost one million employees, the public service constitutes a significant proportion of the formal labour market.  Therefore, the public service should act as a role model for employment equity and gender equality.  As in most other countries, the public sector is the largest single employer of women. As such, it provides important employment opportunities for women.  Although there has been an increase in numbers of female appointees, women are still being discriminated against with regard to progression.  Furthermore, women still tend to occupy the less-skilled, lower-paid and lower-level jobs. 

 
2.  PROJECT AND ADMINISTRATIVE MANAGEMENT STRUCTURE AND FUNCTION

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.

 

 

 

 

 


 3.  KEY MILESTONES

 

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 South Africa and in the region

 

 

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.

 

 

4.       LFA

Narrative Summary

Expected Results

Performance Measurement

Assumptions/Risk Indicators

Project Goal (Program Objective)

Impact

Performance Indicators

Assumptions/Risk Indicators

To improve gender equality in the public sector in line with section 9.1 to 9.4 of the Bill of Rights in the South African Constitution and to have government services be more responsive to the needs of women and men.

The public sector and government services are equally responsive to the needs of women and men, thereby supporting gender equality.

à         % of women and in senior management positions by 2009.

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 sector will not remain a priority of the government.

Project Purpose

Outcomes

Performance Indicators

Assumptions/Risk Indicators

To strengthen the management and leadership capability of public sector personnel to incorporate gender considerations into their planning and programming.

1.       An established mechanism exists within the public sector to provide gender equality training services to government departments.

 

2.       Increase support to gender mainstreaming through the implementation of government policies and programs that support gender equality.

 

3.       Increased implementation and adherence to sexual harassment and gender based violence workplace policies programmes.

 

 

1a.  # of government departments that access/request gender equality training services.

2a.  # of public sector  departments that conduct their own internal gender equality training programmes.

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 workplace based sexual harassment and gender based violence policies.

3b.  % of change in incidence of gender based violence and sexual harassment in the workplace.

3c.  # of departments that have support systems for victims of gender based violence and sexual harassment.

Risks:

à         Trained public servants will not disseminate information throughout the institution and training will not result in the incorporation of gender considerations into governmental internal processes, policy development and service delivery.

à         That the HIV/AIDS epidemic could have negative consequences for SAMDI staff, trainers and trained public servants.

 

 

 

 

 

Resources

Outputs

Performance Indicators

Assumptions/Risk Indicators

Financial Resources

2006 – 2010

 

Human Resources

HQ – PTL, Contracts Officer, FMA

Post – Development Counsellor

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 support.

 

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.

 

 

 

5.  Project BUDGET AND workplan: Year 1

Project Start-Up: November 2006 – March 2007

Results

Activities

Outputs

Timeframe (By)

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

 

à         GTA appointed

 

 

 

à         Meeting minutes

à         Procurement process agreed.

à         2-day RBM training

à         Work plan developed

 

Nov. 06

Dec. 06

Ongoing

 

Dec. 06

Jan. 07

 

Mar. 2007

Mar. 2007

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 US development consultant.

3.6.    Coordinating procurement process for appointing US development service provider.

3.7.    Revising SAQA US development service provider TORs.

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.

 

 

 

Jan. 07

 

Jan. 07

 

Feb. 07

 

 

Feb. 07

 

March 07

 

March 07

 

March 07

 

March 07

 

March 07

 

April 07

 

March 07

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

 

 

 

 

 

 

 

 

 

 

 

 

 

 

6.  PERFORMANCE MEASUREMENT FRAMEWORK: Year 1

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.

1.       Departmental statistics and reports.

2.       Departmental statistics, reports and interviews.

 

Document reviews and

      Interviews.

 

Annually.

 

 

 

SAMDI Team

 

 

SAMDI Team

Outcomes

1.       An established mechanism exists within the public sector to provide gender equality training services to government departments.

 

2.       Increase support to gender mainstreaming through the implementation of government policies and programs that support gender equality.

 

3.       Increased implementation and adherence to sexual harassment and gender based violence workplace policies programmes.

1a.  # of government departments that access/request gender equality training services.

 

2a.  # of public sector  departments that conduct their own internal gender equality training programmes.

 

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 workplace based sexual harassment and gender based violence policies.

 

3b.  % of change in incidence of gender based violence and sexual harassment in the workplace.

 

3c.  # of departments that have support systems for victims of gender based violence and sexual harassment.

1.  Reports of training

       Coordinators.

2.  Statistics of

     training requests

     honoured & PTDs

 

1.  Interviews & document

      review.

2.   Record reviews.

 

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 support.

 

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.

 

 

 

 

3. Quarterly.

SAMDI Team

 

 

SAMDI Team

 

 

 

 

SAMDI Team

Reach

Public Servants

# of Public Servants recruited for training.

Record of Public Servants recruited for training.

Record review.

Quarterly.

SAMDI Team

Resources

 

Financial Resources

2006 – 2007

 

Human Resources

HQ – PTL, Contracts Officer, FMA

 

Financial Resources

2006 – 2007

 

Human Resources

HQ – PTL, Contracts Officer, FMA

 

Financial Resources

2006 – 2007

 

Human Resources

HQ – PTL, Contracts Officer, FMA

 

Financial Resources

2006 – 2007

 

Human Resources

HQ – PTL, Contracts Officer, FMA

Financial Resources

2006 – 2007

 

Human Resources

HQ – PTL, Contracts Officer, FMA