GENDER AND DISABILITY IN THE PUBLIC SERVICE BUDGET PRIORITIES FOR 2007/2008

1. GENDER AND DISABILITY IN THE PUBLIC SERVICEBUDGET PRIORITIES FOR 2007/2008 PRESENTED TO THE PORTFOLIO COMMITTEE 8 AUGUST 2006

2. Presentation Outline INTRODUCTIONS • PROJECT HISTORY • LESSONS LEARNT • THE STRATEGIC DIRECTION FOR GENDER AND DISABILITY IN THE PUBLIC SERVICE AND PRIORITIES FOR 2007–08 JobACCESS 2006–2010 Gender and Governance 2005–2015 DISCUSSION

3. Qualitative performance derived from survey feedback, Reports of the Public Service Commission and the report of the Development Bank of Southern Africa on the Employment of People with Disabilities, etc. Quantitative analysis summarized performance and progress Methodology contained six indicators showing, representation, clustering, recruitment, promotions and terminations, salary gap excluded. Comprehensive, objective measure of quantitative performance. Source: Vulindlela HR Oversight data. PROJECT HISTORYREVIEW OF PROGRESS AGAINST THE TARGETS

4. Dec-99 Dec- 01 Dec-02 Dec-03 Dec 04 0.1 0.25 0.13 0.13 0.15 % in the PS Difference (2%) -1.9 -1.75 - 1.87 - 1.87 -1.85 Disability Representation of employees with disabilities has remained relatively stable over the past 5 years

5. Women and Men Representation of Women in Management for the Last Eight Years has Continuously Been IncreasingSeptember 1996 — March 2005

6. LESSONS LEARNT STRATEGY AND POLICY CHALLENGES … AND OPPORTUNITIES 1 Unexpected Failure • Unexpected failure to meet ALL equity targets was an equally important productive source for innovation opportunity. • Aim for (DPSA’s) leadership, from the beginning. Caveats 2 • Incongruity between national targets and economic realities of sector’s and provinces demography. • Incongruity between expectations and results; between strategy assumptions and stakeholders realities. • A shift in viewpoint offers opportunity.

7. STRATEGY AND POLICY …AND OPPORTUNITIES 3 SA economic growth • SA’s economics have changed the intergovernmental/cluster relationship structures have changed. Despite fundamental structural changes, traditional leadership will neglect the complexities, subtlety and innovations demanded from key national departments, such as Health, Education and SAPS whom comprise 75% of the workforce; or the growing 4 Demographic changes • DPSA policy makers have neglected workforce and labour market demographics – changes in the numbers of people, and in their employment dynamics, education, occupations, and geographic location. • Workforce and population statistics are reliable and rewarding pursuits for setting sustainable and effective strategic direction.

8. STRATEGY AND POLICY …AND OPPORTUNITIES 5 Changes in perception • Opportunity to change perceptions of managers of strategy and policy development and HR practitioners. • All factual evidence indicated that the demography of the Public Service workforce is changed- and will continue to be more ethnically diverse, not necessarily equitably representative. • HR metrics and demographic data- whether measures by ratio’s of race, occupational groups, recruitment rates, provide for emphasizing human resource management and diversity. 6 New Knowledge • New knowledge: systematic analysis of needs and capabilities of stakeholders (intended beneficiaries and users) is essential. Paradoxically, this knowledge-based approach is more stakeholder dependent.

9. JobACCESS 2006–2010RECRUITMENT AND RETENTION STRATEGY FORPEOPLE WITH DISABILITIES • AIMS • To meet the 2% equity target by 31 March 2010 • Achieve 2% equity target for persons with disabilities to benefit from Public Service Sector Education and Training Authority (PSETA) learnerships by 31 March 2008.

10. ISSUES IMPACTING THE PUBLIC SERVICE PERFORMANCE • The Ministers review showed that people with disabilities have fared less well in a wide range of employment indicators and opportunities. • Disabling barriers that negatively influenced the of employment of people with disabilities have been identified from a number of sources, such as: • Attitudes • Practices and policies of departments • Inadequate provision of appropriate education and vocational training • Inaccessible buildings and public transport • Impact of rural and informal settlement environment

11. The critical issues are: • Barriers facing people with disabilities in routes into employment; and • Barriers faced by persons with disabilities in the human resource management and employment practices in the Public Service. • The key drivers for an effective turnaround strategy are: • A comprehensive barriers analysis and a timetable for the reduction and elimination of those barriers. • Addressing ineffective communication and co–ordination compounded by lack of data and failures in local and national planning.

12. STRATEGIC DIRECTION • The Minister has prioritized the following three areas for focus during 2006 to 2010: • Providing access to meaningful work and building employability; • Increasing the rate of recruitment and retention, and ensuring accommodation and employee well-being; • Accessibility through information, communication and technology.

13. VISION: PERSONS WITH A DISABILITY TO BE FULLY INCLUDED IN THE PUBLIC SERVICE BY 2010 EMPOWER THROUGH INFORMATION, COMMUNICATION AND TECHNOLOGY ACCESS TO MEANINGFUL WORK AND EMPLOYABILITY ACCESS TO RECRUITMENT ACCOMMODATION, IN-WORK SUPPORT SKILLS DEVELOPMENT PSETA & other SETA’s HR personnel OSDP coordinators DPSA & DPLG CDW’s, MPCC’s and the NAP DPO’s • Source potential learners through DPO network, specialized recruiters and CDW’s; • Assess learner’s potential; • Learner’s agreement/contract; • Register learners with PSETA and other line function SETA’s; • Introduction to the PS workplace; • Link up with mentors and on-job coaches. • Removing barriers (employment systems review, policy, physical); • Accelerated development; • Job adaptation and support services; • Delivery system needs analysis and preparation: HR,DPO capacity building; • Provide citizens with information; • Provide access to mainstream services; • Addressing barriers to services; • Involving persons with disabilities in service • Delivery improvement and service design. Pre-Learnerships (+/-6 months), if required. Internships with continued development on learnerships (+/- 12 months) leading to Placement (employment), job adaptation, accommodation and support. JobACCESS 2006-2010

14. IMPLEMENTATION STRATEGY • The JobACCESS programme intends to work in partnership with disabled people’s organizations. • The programme links the resources of the disability sector network, such as tools for assessments, placement and in-work support services with- • the human resources management and capacity of the Public Service; • the capabilities provided by the Multi-Purpose Community Centres and the accessibility portal of the CSIR; and of • the Community Development Workers.

15. PRIORITIES FOR 2007-08 • STRATEGY DEVELOPMENT AND PLANNING Support departments self assessments (audit) of barriers and workforce analysis; establishing partnerships with disabled peoples organisations. • AWARENESS AND CAPACITY DEVELOPMENT Build awareness and capacity with recruiters, HR professionals and Community Development Workers in understanding that the placement and recruitment is imperative; and taking the responsibility for making progress in hiring persons with disabilities and making them aware of the flexibility and barriers which exist. • POLICIES AND IMPLEMENTATION SUPPORT Review of employment systems, support services, job adaptation and job accommodation policies, refining approaches and recruitment strategies to meet the department needs and the individual’s needs.

16. IMPLEMENTATION PLAN • A staged approach is envisaged for implementation. • Short-term initiatives will be directed toward using and building existing resources and stakeholder consensus for the way forward by: • Strengthening partnerships with disabled persons’ organizations; • Providing management capacity to assist disabled persons’ organizations to work together and with other partners; and • Advising and supporting departments to enable the necessary adjustments to deliver the goals of the JobACCESS 2006-2010 intervention.

17. MOVING AHEADTAKING ACTION FORWARD Key action points • Strengthening accountability - ensuring that there is leadership commitment to drive action in departments. Robust structures for strengthening accountability for equality and diversity form a key part of this plan. • The importance of strategic links in HR value chain –Department’s initiatives targeted towards bringing on staff from under-represented groups have seen some success in supporting the career development of participants. But it has been less clear whether such strategies are linked to departments’ broader HR development and succession planning. • Data and data quality - the review identified issues affecting diversity data collection and quality that hinder robust measurement of progress modelling future trends. In particular, HR planning demographics and standard sources of data. • HR functions and line managers are key deliverers– “HR” provides the critical link ofaccountability in the constantly reinforcing cycle of policy, planning, capacity building and monitoring needed to make gender mainstreaming work organization-wide.

18. AIMS • Equal participation of women and men in decision–making processes STRATEGIC OBJECTIVES • Achieve gender parity at all levels of the SMS by March 2009 • Take measures to ensure women’s equity, access to and full participation in power structures and decision-making • Increase capacity of women to participate in decision-making and leadership Gender and Governance plan of action 2006–2009

19. STRATEGIC DIRECTION The MPSA is leading integration of the SA Public Service governance and administration policy, with that of the AU, and in this regard, with the declaration on the gender parity principle (AU Declaration 12 & 13 of 2004¹). Operationalize the principles and strategic objectives of the National Policy Framework of the OSW, the Presidency, into a set of concrete actions for the Public Service, with specific measures and time bound indicators to monitor the Public Service accountabilities and performance. Progress the Beijing Platform for Action and the 12 critical areas identified.

20. THE CONCEPT OF GOVERNANCEWHAT MUST CHANGE AND HOW SHOULD IT BE DONE INDIVIDUAL CHANGE WOMEN’S AND MEN’S PARADIGM WOMEN’S CONDITION Values, knowledge, beliefs, commitment to change, empowerment Resources, access, education, leadership development TACIT CHANGE OBJECTIVE, MEASURABLE CHANGE ORGANIZATIONAL PRACTICES OF EXCLUSION FORMAL ORGANIZATION Policy and procedure Informal rules SOCIAL OR INSTITUTIONAL CHANGE

21. Strategic Frameworkplan of action for 2005–2015 • The Medium term strategy for 2006─2009 projects a new vision and a new profile for the Public Service, based on focus and concentration on priority areas. • Gender and governance is the public sector sub-strategy of the overarching National Framework for Women’s Empowerment and Gender Equality 2005─2015. • The priority area of equal representation and participation in decision─making is quantified by the equity target of 50% for women at all levels of the SMS. • Governance is targeted as the mainstreaming area, meaning that departments target interventions in operations and socio-economic policy– in all sectors. • Endgame strategy to achieve gender parity in the SMS and to address the needs of all women in the Public Service.

22. ACTION AREAS AND OBJECTIVES The Plan includes 8 actions in the following areas: The Public Service as Workplace proposes five key results areas: • Policy Statement on Gender Mainstreaming • Gender Mainstreaming in the work of the Department • Gender Mainstreaming the structure of the Department • Capacity building for Gender mainstreaming • Gender–sensitive HR and Operational Policies Programme/Project Management proposes three result areas: • Impact achievement in programme/project cycle • Programme/project manager’s as catalyst for policy and partnerships, learning and innovation • Accountability and monitoring

23. SCOPE OF THE ACTION AREASDRAFT NATIONAL FRAMEWORK FOR WOMEN’S EMPOWERMENT AND GENDER EQUALITY 2005-2015 • Focuses on priorities for improvements to enable socio–economic impact of strategy, policy, development planning and service provision • Establishes a common framework and minimum standard, non-negotiable baseline metrics and milestones. • Sectors, National Departments, Provincial Growth and Development strategies, and Integrated Development Plans, while in line with this framework, will reflect different approaches, strategies and entry points. • Timing and modalities will vary accordingly.

24. PRIORITIES FOR 2007-08 Strategic objectives for the medium term 2006-2009 are: • Develop and launch the strategic framework for gender equality and for equal representation and participation; • Secure MTEF expenditure for gender mainstreaming and gender equality initiatives; • Target selected HR practices and MPSA policy mechanisms for gender parity at all highest levels of the SMS; • Strengthen DPSA’s leadership in Public Service transformation and socio-cultural change for the effective collaboration and innovation with stakeholders.

25. KEY ISSUES AND CHALLENGES FOR GENDER AND DISABILITY STRATEGY IMPLEMENTATION • Turning stakeholder input on gender and disability into project innovation for policy outcomes • Input to define the overall human rights–based governance and socio-economic development approach • Input to refine priorities and objectives (i.e., strategy) into results and performance measures. • Input to define for agreement, targeted programme expenditure • Input to agree and define the macro institutional reform and capacity building needed for implementation. • Input to agree and define management, reporting and accounting arrangements.