ATC190705: Report of the Portfolio Committee on Women, Youth and Persons with Disabilities on the Annual Performance Plan (Budget Vote 13) of the Department of Women in the Presidency and the Commission for Gender Equality for financial year 2019/2020, dated 5 July 2019.

Women, Youth and Persons with Disabilities

Report of the Portfolio Committee on Women,  Youth and Persons with Disabilities on the Annual Performance Plan (Budget Vote 13) of the Department of Women in the Presidency and the Commission for Gender Equality for  financial  year  2019/2020,  dated 5 July 2019.
 

 

The Portfolio Committee on Women, Youth and Persons with Disabilities, having considered the Annual Performance Plan and Budget  of  the Department of Women in the Presidency for 2019/20 as well as the Commission for Gender Equality’s Annual Performance Plan for 2019/2020   on the 03 July 2019, reports as follows:

 

1. Introduction

 

As per the Announcement, Tablings and Committees (ATC) of 1 and 2 July 2019 the Department of Women, Youth and Persons with Disabilities and the Commission for Gender Equality tabled the respective 2019/2020 Annual Performance Plan’s (APPs).

 

The Portfolio Committee on Women, Youth and Persons with Disabilities, in performing its constitutional oversight mandate, engaged with the Department of Women, Youth and Persons with Disabilities (hereafter referred to as the Department) and the Commission for Gender Equality on 03 July 2019 on the 2019/20 APPs. The Department indicated in its briefing to the Portfolio Committee on Women, Youth and Persons with  Disabilities  (hereafter  referred to as the Committee) that the Annual Performance Plan 2019/20 that was presented was based on the previous Department of Women in the Presidency’s Budget Vote 13. To this end, the Department  was in the process of dealing with the inclusion of youth and disability structures. Furthermore, the Minister Maite Nkoana-Mashabane for Women, Youth and Persons with Disabilities noted that the proclamation by the President regarding all new Ministries was made towards the end of June 2019.

 

1. Mandate and strategic objectives of the Department

 

The purpose of the Department of Women in the Presidency as  stipulated in  the Estimates of National Expenditure for 2019 is to lead, coordinate and oversee the transformation agenda on women’s socioeconomic empowerment, rights and equality.

 

The mandate of the Department of Women was derived from the Constitution and following the 2014 presidential proclamation, as is thus to champion the gender equality, the achievement of women’s empowerment and rights. According to the 2019/20 APP, the Department had prioritised the following strategic objectives as per the revised Strategic Plan 2015-2020 which was tabled in March 2016:

 

• Promotion of strategic leadership; good governance; and the effective, efficient and economical use of public resources for the socio- economic empowerment of women and the promotion of gender equality;
• Promotion of gender mainstreaming of  socio-economic  and governance programmes such that they accelerate a just and equitable society for women;
• Promotion of gender knowledge and analysis of policy and policy

implementation for the socio-economic empowerment of women;

• Promotion of gender-responsive planning, budgeting, monitoring, evaluation and reporting systems as a mechanism for ensuring timely interventions aimed at the socio-economic empowerment of women  and gender equality; and
• Promotion of public participation in the work of the Department of Women in the Presidency through outreach and advocacy work

 

The Department notes in its APP of 2019/20 that as from 2016/17, the Department has been structured both organisationally and financially  over three programmes:

 

• Programme 1: Administration, managed by three (3) organisational divisions – Office of the Director-General; Corporate  Management; and Finance and Supply Chain Management
• Programme 2: Social Transformation and Economic Empowerment,

with three sub-programmes which are Social Empowerment and Transformation, Economic Empowerment and Participation and Governance Transformation, Justice and Security.

• Programme 3: Policy, Stakeholder Coordination and Knowledge

Management, with four sub-programmes which are Research, Policy and Knowledge Management,  Stakeholder  Coordination  and Outreach, International Relations and Monitoring and Evaluation.

1. Expenditure Trends and Medium-Term Priorities

 

 

The total budget for the Department of Women in the Presidency for 2018/2019 period was R230.2 million of which R80.7 million was transferred to the Commission for Gender Equality (refer to Table below). Thus the Department of Women in the Presidency’s operational budget for that period was R149.5 million which only reflected a slight increase from the previous financial year 2017/18.

 

Table 1: Department of Women in the Presidency MTEF Allocation1

 

Programmes	Adjusted Appropriation R’000
	2015/16	2016/17	2017/18	2018/19
1.   Administration	78.9	88.3	84.7	79.4
2.   Social Transformation and Economic Empowerment	86.9	84.4	99.8	109.5
3.   Policy Stakeholder, Coordination and Knowledge Management	23.3	24.2	21.7	41.3
Total payments and estimates:	189.1	196.9	206.2	230.2

 

The Department of Women in the Presidency has to date only presented the first and second quarter reports of 2018/19 to the former Portfolio Committee on Women in the Presidency. To this end, by the end of Quarter 2, the Department’s performance improved as compared to Quarter 1 as it achieved 72.4% of the targets. In  the first quarter, the Department only met 18 (60%)    of the 30  targets it  had set out to achieve. According to National Treasury’s  3rd quarter expenditure report for 2018/19, under Vote 13, the Department spent R157.2 million (68.3%) of its total budget allocation of  R230.2 million as at the end of December 2018. The R157.2 million in actual spending was R8.4 million (5.1%) lower that the project expenditure of R165.6 million for the period under review. This lower than expected spending was reported on mostly in Programme 2 and 3 respectively which is the Social Transformation and Economic Empowerment and the Policy, Stakeholder Coordination and Knowledge Management.

 

 

Of importance to note, which the 3rd quarter  expenditure  report refers to for the Committee to be cognisant of, is the additional funding of R18.3 million allocated to the Department in 2018/19 for the capacitation of its core programmes (2 and 3). Furthermore, the Department reported that at the end

 

1 Adapted from Estimates of National Expenditure, Vote 13

of the 3rd quarter there were  16  funded vacancies  across all  its  programmes (7 vacancies in Programme 2 and 8 vacancies in Programme 3). National Treasury expressed its concern about the slow pace at which the Department was filling vacancies within its core programmes and what the impact would  be on the performance for 2018/19. Table 2 reflects the  Department’s  spending per programme as at 31 December 2018 as contained in National Treasury’s consolidated 3rd quarter expenditure report.2

 

Table 2: Department of Women in the Presidency Programme Expenditure as at 31 December 20183

	Programme 1	Programme 2	Programme 3	Total
Total adjusted allocation	R 79.4m	R109.5m	R41.3 m	R230.2 million
Projected expenditure by 31 Dec 2018	R 61.9m	R77.4m	R26.3m	R165.6million
Actual expenditure	R61.9m	R73.8m (R61.3m = transfer payment to CGE)	R21.5m	R157.2 million
Percentage Expenditure	78.0%	68.5%	49.9%%	68.3%
Reasons for variance		The low expenditure was mainly attributed to funded vacancies, as well as delays in work relating to the development of the sanitary dignity framework due to poor responses from the market to the research work that the department had planned to appoint consultants for.	The low spending recorded by this programme was as a result of funded vacancies, as well as international travel related expenditure which was charged against the Administration programme instead of the Policy, Stakeholder Coordination and Knowledge Management programme.	Overall, the department has underspent by R8.4 million or 5% for the period under review

 

 

As per the Estimates of National Expenditure for 2019, the Department of Women in the Presidency will focus on the following initiatives over the medium term in support of: -

 

• gender     responsive    planning,     budgeting,     and    monitoring      and evaluation;
• mainstreaming women’s socioeconomic empowerment;

 

 

 

2 Levendale, C (2019) Budget Vote 2019/20 – Vote 13: Department of Women, p.3

3 Levendale, C (2019) Budget Vote 2019/20 – Vote 13: Department of Women, p.3

• international engagements on gender equality; and
• stakeholder relations to raise awareness and advance gender equality and women’s rights.

 

The Department of Women in the Presidency prioritised the following key performance areas for 2019/2020 namely;

• Sanitary Dignity Framework to be submitted to Cabinet for consideration and approval.
• Monitor the implementation of Women`s Financial Inclusion Framework (WFIF) and conduct capacity building  workshops  on the WFIF and facilitate interventions and economic opportunities  for women.
• Collaborate with key strategic partners – Department  of Performance Monitoring and Evaluation on infusing the current monitoring and evaluation framework of Government with indicators responsive to issues of empowerment and equality for women and ensure that before each budget policy speech.
• Produce a National Gender Machinery (NGM) Framework for Cabinet consideration and possible approval and continue coordination of the National Gender Machinery.
• Establish the National Council on Gender Based Violence.
• National Treasury clear targets will be set to the implementation of gender responsive budgets in the country embedded on the MTSF planning cycle of government.
• Produce a consultation report on the Country Gender Indicator Framework.
• Produce reports on performance monitoring review on women’s empowerment and gender equality.

 

1. Analysis of Budget 2019/20 for the Department of Women in the Presidency

 

 

According to the Estimates of National Expenditure for 2019, the Department received a budgetary allocation of R244.398 million for 2019/20 of which R85.188 million is to be transferred to the Commission for Gender Equality. Thus leaving the Department with an operating budget of R159.210 million which is an increase of only R9.7 million as compared to 2018/19 (referred to

previously). When comparing the money appropriated to the Department of Women in the Presidency as compared to all other departments/entities, it remains the smallest budget across all votes. Vote 13 constitutes on 1.5% of  the total national budget. The Department also received the smallest increase  in budgetary allocation in 2019/20. On closer examination, the  Department  had a nominal increase of R14.3 million allocation between 2018/19 and 2019/20. However, when inflation is taken into account, the Department has R2.2 million more to spend in 2019/20 than it did  in the previous financial  year 2019/20 but this amounts to less than 1% increase in budget. (Refer to Table 3 below for more details)

 

Table 3: Appropriated Budget 2019/20 (including the CGE transfer)

 

Programme	Budget				Nominal Rand change	Real Rand change	Nominal % change	Real % change
R million	2018/19	2019/20	2020/21	2021/22	2018/19-2019/20		2018/19-2019/20
1. Administration	79.4	84.4	91.5	96.9	5.0	0.8	6.30 %	1.04 %
2.   Social Transformation and Economic Empowerment	109.5	109.2	116.1	122.7	- 0.3	- 5.7	-0.27 %	-5.20 %
3.   Policy Stakeholder, Coordination and Knowledge Management	41.3	50.9	52.1	55.3	9.6	7.1	23.24 %	17.15 %
TOTAL	230.2	244.5	259.7	274.9	14.3	2.2	6.21 %	0.96 %

 

 

In terms of the key cost drivers (refer to Table 4 below), 57%  (R91.435 million) of the Department’s operating budget (R159.210)  million)  is allocated for the Compensation of employees and 40% (R64.571 million) is allocated for Goods and services. In terms of spending under Goods and services, the main cost drivers are Travel and subsistence (R19.738 million), Property payments (R17.813 million), spending on Venues and facilities (R2.095 million) and expenditure for external audit costs (R3.6  million).  These cost drivers have remained fairly consistent between 2018/19 and 2019/20. Compensation of Employees sees an increase by R6.071 million between the two financial years so too with Good and services, seeing an increase by R4.014 million. Travel and subsistence increased by R1.848 million; Property payments saw a steep increase by R3.226 million; the allocation for Consultants increased by R1.482 million; External audit costs increased slightly by R451 000 and Transport costs provided for

Departmental activity was also allocated a significant increase by R2.569 million. The only decrease in allocation noted was for Venue and facilities which was down by R3.883 million. Allocations to these items amount to R50.93 million which is approximately 79% of the Goods and  services  budget.

 

Table 4: Key costs drivers between 2018/19 and 2019/20

 

Key Cost Driver	2018/19	2019/20
Compensation of employees	R85.364 million	R91.435 million
Goods and services	R60.557 million	R64.571 million
- Travel & Subsistence	- R17.890 million	- R19.738 million
- Property payments	- R14.587 million	- R17.813 million
- Consultants: Business & Advisory Services	- R3.347 million	- R4.829 million
- External Audit Costs	- R3.149 million	- R3.6 million
- Transport provided for Departmental activity	- R286 000	- R2.855 million
-     Venue and Facilities	R5.978 million	R2.095 million

 

Table 5: Appropriated budget 2019/20 (excluding the CGE)

 

Programme	Budget				Nominal Rand change	Real Rand Change	Nominal % change	Real% change
R million	2018/19	2019/20	2020/21	2021/22	2018/19-2019/20		2018/19-2019/20
1.   Administration	79.4	84.4	91.5	96.9	5.0	0.8	6.30 %	1.04 %
2.   Social Transformation and Economic Empowerment	28.8	24.0	26.2	27.5	- 4.8	- 6.0	-16.67 %	-20.79 %
3.   Policy Stakeholder, Coordination and Knowledge Management	41.3	50.9	52.1	55.3	9.6	7.1	23.24 %	17.15 %
TOTAL	149.5	159.3	169.8	179.7	9.8	1.9	6.56 %	1.29 %

 

When removing the CGE transfer payment from the allocation, the real rand exchange in the Department’s budget is only R1.9 million more than the previous financial year. Programme 2 was allocated R4.8 million less than the previous financial year when the CGE transfer allocation is removed from the programme budget. Programme 3 sees the most significant increase year on year.

 

In terms of human resources, the 2019 Estimates of National Expenditure indicates that the Department has a planned staff complement of 120 persons for the 2019/20 financial year. This is 16 more than at the end of the 2018/19

financial year. The greatest proportion of personnel is in the Administration programme, which has 72 staff members or 60% of the overall staff complement, amounting to R52.0 million of the budget for compensation of employees. Programme 2 will have 19 employees and Programme 3, 29 employees. In terms of expenditure on compensation of employees,  the  greatest proportion of staff (38) fall within the level 13-16 salary band (senior management), at a combined cost of R46.7 million or a unit cost of  R1.2 million per person.4

 

The 2019/20 APP states that as of 1 October 2014, the Minister for Public Service and Administration approved the organisational structure for the Department of Women in the Presidency in terms of the Public Service Regulation 1/III/B.2 with an establishment of 121 posts of  which  107  are filled posts. Furthermore, the Department in its presentation to the Committee that the “approved post establishment has 124 approved posts of which 107 (86.3%) are funded and 17 remain unfunded (13.7%).” And that these positions excluded the functions from Youth and Persons with Disabilities respectively.

 

1. Overview of Programmes for the Department of Women in the Presidency

 

1. Programme 1: Administration

The purpose of the Administration programme is to provide strategic leadership, management and support services to the Department. The sub- programme objectives are:

 

• Strengthened good governance that ensure the Department of Women in the Presidency delivers on its mandate
• Improved strategic financial management system in the Department of Women in the Presidency, enabling delivery on the mandate
• Effective and appropriate Human and ICT and Physical Resource management, enabling delivery on its mandate

 

The total allocation for this programme is R84.387 million. This allocation is R4.978 million more than in the 2018/19 financial year; however, it still

 

 

 

4 Ibid

consumes the highest proportion of the Department budget. This remains a concern as the Department’s core mandate is carried out in the other two programmes.

 

Expenditure under Programme 1 is allocated to:

 

 

Table 6: Sub-programme allocations for 2019/20

 

Sub-Programme	2018/19	2019/20
Ministry	R16.8	R16.6
Departmental Management	R11.0	R12.1
Corporate Services	24.2	R23.5
Financial Management	12.6	14.6
Office Accommodation	14.6	17.6
TOTAL	R79.4 million	R84.4 million

 

1. Programme 2: Social Transformation and Economic Empowerment

The purpose of the programme is to facilitate and promote the attainment of women’s socioeconomic empowerment and gender equality. The programme consists of three sub-programmes:

 

• Social Empowerment and Transformation: the purpose of the sub- programme is to develop and implement intervention for  mainstreaming the social empowerment and participation of women towards social transformation.
• Economic Empowerment and Participation: the purpose of the sub- programme is to develop and implement intervention for  mainstreaming the economic empowerment and participation  of women towards economic transformation and development.
• Governance Transformation, Justice and Security: the purpose of the sub-programme is to develop and implement interventions to mainstream gender equality and reduce and contribute to eliminating gender based violence.

 

The strategic goal of the programme is  the development and implementation  of interventions to promote gender mainstreaming of socio-economic and governance programmes. The sub-programme objectives are as follows:

 

• Intervention mechanisms on policies and programme implementation for mainstreaming the economic empowerment and participation of women towards economic transformation and development
• Intervention mechanisms for gender mainstreaming for  women’s  social empowerment and participation developed
• Mechanisms for engendered transformation through advancing measures for the empowerment of women towards a just society developed

 

Expenditure under Programme 2 is allocated as follows:

 

 

Table 7: Sub-programme allocation for 2018/19 and 2019/20 in  Programme 2

Sub-Programme	2018/193	2019/20
Management: Social Transformation and Economic Empowerment	R5.6	R7.3
Social Empowerment and Transformation	R9.6	R6.3
Governance Transformation, Justice and Security	R8.9	R6.4
Economic Empowerment and Participation	R4.7	R4.0
TOTAL	R28.8 million	R24.0 million

 

Although the total programme allocation as per the APP is R109.157 million,   it must be remembered that  R85.188 million constitutes the transfer payment  to the CGE, leaving the programme with an operating budget of R23.969 million. Of this, R15.123 million (63%) is for  compensation of  employees  and R8.438 million will go towards goods and services. The main cost driver under goods and services is travel and subsistence, which is allocated R5.3 million as per the Estimates of National Expenditure 2019.

 

1. Programme 3: Policy, Stakeholder Coordination and Knowledge Management

The purpose of programme 3 as per 2019/20 APP, is to undertake research, policy analysis, knowledge management, monitoring,  evaluation,  outreach  and stakeholder coordination for women’s socio-economic empowerment and gender equality.

 

The Programme consists of four sub-programmes:

• Research, Policy Analysis and Knowledge Management:  the purpose of the sub-programme is to promote the  development  of gender sensitive research, position the department as a hub to content relating to the socio-economic empowerment of women, and conduct

policy analysis to intervene in transformation for women’s socio- economic empowerment and gender equality.

• Stakeholder Coordination and Outreach: the purpose of the sub- programme is stakeholder management, and to conduct outreach initiatives which promote women’s socio-economic empowerment and gender equality.
• International Relations: the purpose of the sub-programme is to promote international relations and engagements on  women, as  well  as ensure South Africa’s compliance with international treaties on women.
• Monitoring and evaluation: the purpose of the sub-programme is to coordinate gender-responsive planning and monitor and evaluate progress on the empowerment of women in line with national development goals as well as regional, continental and international treaties and commitments.

 

The strategic goal of the programme is, the promotion of gender-responsive knowledge and research, policy development,  international  relations, planning, monitoring and evaluation, stakeholder engagement, advocacy and outreach campaigns with respect to women's socio-economic empowerment  and gender equality. The sub-programme objectives are as follows:

 

• Engendered research and policies that benefit and empower women socio-economically promoted and gender-responsive knowledge  hub on socio-economic empowerment of women and gender equality established.
• Outreach and public participation initiatives, community mobilisation and advocacy campaigns conducted to advance  women’s empowerment and gender equality.
• Gender-responsive planning facilitated and progress on socio- economic empowerment of women monitored and government programmes to improve the lives of women evaluated
• International relations strengthened and international commitments fulfilled to advance the socio-economic empowerment of women and gender equality.

Expenditure under Programme 3 is allocated as follows:

 

 

Table 8: Sub-programme allocation for 2018/19 and 2019/20 in  Programme 3

Sub-Programme	2018/19	2019/20
Management: Policy, Stakeholder Coordination and Knowledge Management	R5.6	R5.0
Research, Policy Analysis and knowledge management	R8.3	R9.2
International Relations	R5.5	R12.9
Stakeholder Coordination and Outreach	R14.2	R15.5
Monitoring and Evaluation	R7.7	R8.3
TOTAL	R41.3 million	R50.9 million

 

The programme has a total allocation of R50.854 million, of which R24.311 million (47.8%) is allocated for compensation of employees and R25.747 million (50.6%) is allocated for goods and services. Of the goods and services budget, R12.8 million or nearly 50% is allocated for travel and subsistence as per the Estimates of National Expenditure for 2019.

 

1. Commission for Gender Equality (CGE)

 

 

1. Background

 

 

The background and context of CGE’s work emanates from Section 181 of the Constitution (1996) and it is one of the Chapter 9 institutions which are independent entities for strengthening democracy. The CGE is therefore required  to report to the National Assembly at least once a year regarding the progress of carrying out its strategic objectives. Section 187 of the Constitution stipulates that the Commission should promote respect for gender equality, and protect and develop its attainment, as well as monitor, educate, lobby, advise and report on issues related to gender equality.

 

1. Powers Assigned to the CGE

 

 

In line with the CGE’s obligation to strengthen constitutional democracy with a focus on the attainment of gender equality, the CGE has a legislative mandate and functions which include the following:

1. Monitor, evaluate and make recommendations on:

• Policies and practices of organs of state, statutory bodies and functionaries, public bodies or private businesses, to promote gender equality.
• Any existing law including indigenous law and practices.
• Government’s compliance with international conventions with respect to gender equality.

 

1. Propose/recommend on:

• New law that may impact on gender equality or the status of women.

 

1. Develop, conduct or manage

• Educational strategies and programmes that foster understanding about gender equality and the role of the CGE.

 

1. Investigate and resolve conflicts

• On gender matters and complaints through mediation, conciliation and negotiation or referral to other institutions.

 

1. Liaise and interact

• With institutions, bodies or authorities with similar objectives to the Commission.
• With any organisation which actively promotes gender equality and other sectors of civil society to further the objectives of the Commission.

 

1. Prepare and submit reports

• To Parliament on aspects relating to gender equality.

 

In addition, the Commission for Gender Equality may:

 

 

• Conduct or order research to be conducted;
• Consider recommendations, suggestions and request from any source.

 

The Commission is publicly funded and is thus subject to the reporting requirements of the Public Finance Management Act (Act No 1, 1999). The obligations of the PFMA include an audit by the Auditor General. In line with its Constitutional mandate, the vision of the Commission for Gender Equality remains to strive for “a society free from all forms of gender oppression and

inequality”, while its mission includes to “advance, promote, protect, monitor and evaluate gender equality through undertaking research, public education, policy development, legislative initiatives, effective monitoring  and litigation”.

 

 

1. CGE budget for 2019/20

 

 

For the period 2019/20, the Commission for Gender Equality received a budgetary allocation of R85.177 million. This is a R4.442 million increase from 2018/19 financial year which is not sufficient to cover the growing spending pressures due to inflation and demands for service delivery betterment. A total of 44 targets have been planned for 2019/20. The greatest portion of the budget will be spent on compensation of employees (R60.1 million, 70.5% of its budget) due to its work is carried out by internal personnel. Thus the main driver of spending is compensation of employees and R25 million (29.3% of its budget) is for goods and services.

 

In terms of human resources, the CGE has 110 employees distributed at head office and the 9 provincial offices.

 

The mandate of the CGE will be realised through the following 3 strategic objectives and sub-strategies:

 

1. Strategic Objective 1

The purpose of Strategic Objective 1 is to advance an enabling legislative environment for gender equality. Strategic Objective 1 has been allocated R13.319 400 for 2019/20. This will be achieved through the following sub- strategies:

 

• Monitor     compliance    with    international     and   regional    treaties    and conventions.
• Evaluate existing and recommend new legislation
• Investigate, monitor and evaluate organs of state and private sector for gender equality.

According to the 2019/20 APP of the CGE, 12 Targets are planned  for Strategic Objective 1 and R13.3 million of budget is allocated to  achieving SO1 which is approximately 15.6 % of the overall budget.

 

1. Strategic Objective 2

The purpose of Strategic Objective 2 is to promote respect for and protection, development and attainment of gender equality. This Strategic Objective has been allocated R21.794 million. This will be achieved through the following sub-strategies:

 

• Develop,   conduct    and manage public education and information programmes.
• Investigate, resolve any disputes or rectify any act or omission to ensure redress on gender discrimination.
• To liaise and interact with organisations which acts actively and promotes gender equality

 

According to the 2019/20 APP of the CGE, 8 Targets  are  planned  for Strategic Objective 2 and R21.7 million of the budget  is  allocated  to achieving SO2 which is approximately 25.56 % of the overall budget.

 

1. Strategic Objective 3

The purpose of the Strategic Objective 3 is to build and sustain an efficient organisation to effectively promote and protect gender equality. Strategic Objective 3 has been allocated R8.788 400. This will be achieved through the following sub-strategies:

 

• Good governance structure and coordination mechanism.
• To improve Human resource management and development
• To improve financial and Supply Chain Management
• To provide optimal information, communication technology (ICT support for the efficient and effective management of the organisation)
• To develop and implement corporate communication strategy.

 

According to the 2019/20 APP of the CGE, 5 Targets  are  planned  for Strategic Objective 3 and R8.7 million of the budget is allocated to achieving SO3 which is approximately 10 % of the overall budget.

1. Strategic Objective 4

The purpose of Strategic Objective 4 is to build an efficient organisation that protects gender equality. The Strategic outcome is to build an organisational capacity and ensure that the operations have impact on society.

 

According to the 2019/20 APP of the CGE, 19 Targets are planned  for Strategic Objective 4 and R41.6 million of the budget  is  allocated  to achieving SO4 which is approximately 49 % of the overall budget.

 

1. Observations

 

 

Having met with the Department of Women, Youth and Persons with Disabilities and the Commission for Gender Equality to scrutinise the Annual Performance Plan and budget for 2019/2020, the Committee made the following observations:

 

 

1. Department
   1. General matters

• The Committee noted with concern that the Department submitted its presentation in the meeting which disadvantages Members from being adequately prepared.
• The Committee was also concerned that the Department tabled the APP which does not include issues related to youth  and  people  with disabilities yet it intended to present on issues related to its expanded mandate.
• The Committee was not satisfied with the inaccuracies  that  were  reflected in the APP and questioned whether the document was edited before being tabled.
• The Committee noted with concern that the key performance indicators    in the APP for 2019/20 were not SMART and lacked the requisite detail   to effectively hold the Department to account. In addition, the Committee noted that the indicators only measured outputs and not outcomes.
• The Committee noted that certain targets were repeated from the first to the fourth quarter and this was unacceptable.
  1. Mandate of the Department

• The Committee noted with concern that the previous Committees observation that the Department had an overall lack of understanding of  its mandate and this appeared to  still be the case as  the targets identified in the APP would not give full effect to the mandate.
• The Committee noted that certain targets only reflected the production of reports and consultations which was insufficient to give effect to the Department’s mandate.
• The Committee noted with concern that there appeared to be a lack of tangible deliverables outlined in the APP for 2019/20.
• The Committee was not satisfied with Department’s focus merely on policy formulation through the development of frameworks but that more was required to bring about visible changes to women on the ground.

 

1. Policy certainty

• The Committee was concerned about the lack of policy certainty pertaining to women’s empowerment and gender equality given that the National Gender Policy Framework was outdated. This concern was expressed to the Committee by the Commission for Gender Equality as well.
• The Committee was also concerned about the absence of a finalised monitoring and evaluation framework by the Department  which has been a consistent issue of concern that was raised in the 5th Parliament as well by the former Committee.

 

1. Transitional arrangements

• The Committee noted with concern the observations from the previous Committee that the Department of Women in the Presidency took two years to deal with the transitional arrangements since the proclamation   in 2014 which directly impacted on the functioning of the Department. The concern remained that given the recent proclamation how long it would take for the new Department to be functioning optimally.
• The Committee was keen to understand what the mitigating factors the Department had in place to prevent a prolonged transition process and  the repeat of what happened previously in the former Department of Women in the Presidency.
  1. Finances

• The Committee noted with concern that the Department has  allocated more for Programme 1 than the core programmes i.e. Programme 2 & 3.
• The Committee was concerned that the Travel and subsistence costs were too high. The Committee also questioned what the benefit to ordinary women were  when the Department attends international events that costs  a lot.
• The Committee was concerned about the exorbitant allocation for  Property Payments and enquired about the Department’s plan in addressing the issue of leasing office space for long period in a bid to avoid paying high rental fees.
• The Committee maintained that the Department’s budget cannot be increased if it continues to not deliver on its targets and give effect to its mandate.

 

1. Use of consultants

• The Committee noted with concern the Department’s use of consultants   in light of the fact that the Department has allocated  the  largest proportion of its budget for the Compensation of Employees.
• The Committee was concerned about the continued use  of  consultants  and questioned whether there was a transfer of skills to employees of the Department.

 

1. Implementation of deliverables

• The Committee was concerned that the Department would take an entire year to develop policies such as a framework and questioned when these will then be implemented.
• The Committee was concerned that budget was spent and  that  targets were not met in 5th Parliament.
• The Committee noted with concern that several initiatives highlighted in the 2019/20 APP were not new but outstanding, incomplete targets from previous financial years.

 

 

1. Human Resources

• The Committee questioned whether the Department had more employees  in Programme 1 than the core programmes.
• Disciplinary cases: The Committee wanted to know the number of disciplinary cases currently with the Department and the progress  of  these cases if any.
• Skills audit: The Committee wanted to know if the skills audit was conducted and if it was not done, when it will be done.

 

1. Budget Review Recommendations of 2018

• The Committee was concerned that the recommendations made by the Portfolio Committee on Women in the Presidency in 5th Parliament were not adhered to and nor were these incorporated in the Department’s 2019/20 APP.

 

1. Lack of clear targets

• The Department was requested to provide detailed information on Community Outreach Programmes as the indicators and Technical descriptors provided no detail as to the number of intended beneficiaries  to be targeted and where exactly these initiatives will take place. The Committee was also concerned that these  Community  Outreach  initiatives had no corresponding costs attached which made holding the Department to account difficult.
• The Committee was concerned that several targets related to the production of reports but it was unclear what the outcomes of these documents were and whether it would make a difference to the lives of women.

 

1. Draft Frameworks

• The Committee enquired as to when the draft policies will  be finalised  and presented to the Committee i.e. Draft Sanitary Dignity Framework, Draft Women’s Financial Inclusion Framework, Draft Monitoring and Evaluation Framework and Draft Gender Responsive and Budgeting Framework

 

1. Sanitary Dignity

• The Committee was not clear about the status of the Sanitary Dignity Framework which appears in the 2019/20 APP as  work in  progress yet  the project was launched in KwaZulu Natal towards the end of 2018.
• The Committee also noted that the Sanitary Dignity Framework consultative session will only take place in Q4.  Hence  the  Committee was concerned as to what was guiding the roll out of the Sanitary Dignity Project in the absence of a finalised framework.
• The Committee noted with concern what the impact of the expansion of Procter and Gamble would be on the production of sanitary towels by young emerging women entrepreneurs.

 

1. Gender-Based Violence

• The Committee questioned why the Department intends taking so long to establish the National Council on Gender Based Violence.

 

1. National Gender Machinery

• The Committee was unclear as to whether the  National  Gender Machinery was operating when approval by the Cabinet will only take place in Q3.

 

1. Commission for Gender Equality
   1. General matters

• The  Committee thanked the  CGE for the presentation and commended  the Commission on the use of social media platforms for awareness  raising campaigns.

 

1. Provincial offices

• The Committee noted that the CGE’s Provincial offices are located in urban areas/metros and questioned how the Commission renders services to rural areas. The Committee noted that each Provincial office was allocated 5 staff members each and was concerned that other offices are not receiving the same budget. The Committee queried whether the offices are adequately resourced to deliver on the mandate and whether there any vacancies in Provincial offices and if so which positions.

 

1. Finances

• The Committee noted that the Commission was allocated a very small budget and was concerned as to how the CGE would give effect to its mandate and whether the community will be serviced adequately.
  1. Case management

• The Committee was not satisfied with how the key performance indicator and related targets per quarter was conceptualised as it focussed more the on the process as opposed to the outcome.
• The Committee queried as to what the best outcome of cases was when received from the public and whether are any plans to manage cases and avenues to resolve these cases. The Committee also wanted to know whether targets planned by the Commission as indicated in the APP for 2019/20 has an impact on the community.
• The Committee queried whether the Commission had a Monitoring and Evaluation tool to monitor cases in provinces and municipalities, and questioned whether there was any form of audit of cases and finalisation  of the cases.
• The Committee also wanted to know whether all outstanding targets were met in 2018/19 and mitigating measures to deal with outstanding measures.

 

1. Youth

• The Committee required more  information on the involvement of  youth  in programmes of the CGE as this was not apparent in its APP.

 

1. LGBTQIA+

• The Committee noted that programmes of the Commission did  not  include the LGBTQI community and raised this as a concern.

 

1. Sexual Reproductive Health

• The Committee also requested more information on the CGE’s work pertaining to reproductive health and access to safe abortions.

 

1. Gender-based Violence

• The Committee enquired about the relationship between the Commission and the Ministerial Task Team established by the President on gender- based violence. More specifically, the Presidential Interim Steering Committee established following the National Gender-Based  Violence and Femicide Summit held in November 2018.
  1. Collaboration

• The Committee noted the importance of collaboration between the CGE and key stakeholders. To this end, the Committee enquired about the CGE’s relationship with the Department of Social Development with regards to women, youth and persons with disabilities as well as the Department of Women, Youth and Persons with Disabilities.
• The Committee enquired whether the Commission had  a  relationship  with the House of Traditional Leaders with regards to culture, tradition & religion thematic areas.

 

 

1. Gender Mainstreaming

• The Committee noted the importance of gender mainstreaming and questioned how the Commission will ensure that gender mainstreaming is realised in all government departments.

 

1. Treaty compliance – country reports

• The Committee noted that the Commission intends to develop 4 country reports and asked when these reports will be presented to the Committee.

 

1. National Gender Machinery

• The Committee requested the Commission to comment on whether there   is a need to review the National Gender Machinery and the National Gender Policy Framework.

 

1. Conclusion

 

The Committee thanked the Department for the presentation and awaits the outcome of the transition.

 

1. Recommendations

 

 

Having considered the Annual Performance Plan and budget for the Department, the Committee recommends to the Minister for Women, Youth and Persons with Disabilities as follows:

1. General

• The Committee resolved that documentation from the Department should be sent a week in advance prior to a meeting as the late submission of documentation has been an ongoing concern for which the current Committee will not allow.
• The Committee resolved that Department limits its presentation to the  APP of 2019/20 as tabled in Parliament on 1 July 2019.
• The Department was requested to submit its current organogram to the Committee by 4 July 2019.
• The new APP and Strategic Plan must include targets and indicators that are SMART. These targets should not only reflect outputs but  outcomes  as well.

 

1. Transitional arrangements

• The Department of Women, Youth and Persons with Disabilities should present the new draft APP and Strategic Plan within 30 days to the Committee. The Department should also indicate clearly what the mitigating measures it has implemented to deal with the amalgamation.
• The Department of Women, Youth and Persons with Disabilities should incorporate issues/concerns raised by the Committee in its new APP and Strategic Plan.
• The Department’s new APP and Strategic Plan should take into consideration the Fourth Industrial Revolution; the green economy; LGBTQIA+ persons and parents of LGBTQIA+ persons; unemployment  of youth, women and persons with disabilities; homelessness; female headed households; drug abuse; land reform and restitution; agriculture and women, youth and persons with disabilities; the boy child; a focus on programmes targeting men in addressing gender-based-violence; child marriages and the sexual reproductive health of women and youth.

 

1. Finances

• The Department to provide the Committee with a detailed breakdown of the consultants budgeted for in 2019/20 (duration, purpose, cost).
  1. Programmatic issues

• The Department should submit a report to the Committee that clearly outlines its collaboration with Government departments, entities etc. and  in particular the working relationship with the Interim  Steering  Committee following the National Gender-Based Violence and Femicide Summit and the Commission for Gender Equality.
• The Department should have programmes that has a direct impact on the lives of women such as programmes to reduce the number of women dependant on social grants so as to alleviate the burden on the State in terms of Government’s social wage.
• The Department should have programmes dealing with LGBTQIA+ community issues which includes support rendered to parents in this regard.
• The Department should develop programmes related to the boy-child and men with specific reference to gender-based violence.
• The Department should forward to the Committee the break-down of engagements held with LGBTQIA+ community.
• The Department should provide the Committee  with  a  detailed breakdown of all Community Outreach initiatives in terms of cost and the number of beneficiaries it intends targeting at each event.

 

1. The Committee also recommends the following to the Commission for Gender Equality:

• The Committee noted the very small budget allocated to the Commission and resolved to deal with the matter with National Treasury.
• The Commission should submit all outstanding responses to the Committee within 10 working days.

 

1. The Committee recommends to the Minister of Finance:

• The Committee recommends that National Treasury re-examines the funding model for the Commission for Gender Equality to ensure that the Commission receives adequate funding.

 

Report to be considered.