ATC200609: Report of the Portfolio Committee on Women, Youth and Persons With Disabilities on the Strategic Plan (2020-2025) and Annual Performance Plan (Budget Vote 20) of the Department Of Women, Youth And Persons With Disabilities, The Commission for Gender Equality and the National Youth Development Agency for Financial Year 2020/21, Dated 2 June 2020.

Women, Youth and Persons with Disabilities

REPORT OF THE PORTFOLIO COMMITTEE ON WOMEN, YOUTH AND PERSONS WITH DISABILITIES ON THE STRATEGIC PLAN (2020-2025) AND ANNUAL PERFORMANCE PLAN (BUDGET VOTE 20) OF THE DEPARTMENT OF WOMEN, YOUTH AND PERSONS WITH DISABILITIES, THE COMMISSION FOR GENDER EQUALITY AND THE NATIONAL YOUTH DEVELOPMENT AGENCY FOR FINANCIAL YEAR 2020/21, DATED 2 JUNE 2020.

 

The Portfolio Committee on Women, Youth and Persons with Disabilities, having considered the Strategic Plan, Annual Performance Plan and Budget of the Department of Women, Youth and Persons with Disabilities as well as the, National Youth Development Agency and the Commission for Gender Equality’s Annual Performance Plan for 2020/21 on 6, 15 and 26 May 2020 respectively, reports as follows:

 

  1. Introduction

 

As per the Announcement, Tablings and Committees (ATC) of March 2020 the Department of Women, Youth and Persons with Disabilities and the National Youth Development Agency tabled the respective Strategic Plans and Annual Performance Plan’s 2020/21 (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), the National Youth Development Agency (NYDA) and the Commission for Gender Equality (CGE) on their respective Strategic Plans and 2020/21 APPs as per the aforementioned said dates.   This report considers all matters pertaining to the Department thereafter the CGE and NYDA insofar as the tabled documents are concerned.

 

  1. Mandate and strategic objectives of the Department

 

The mandate of the Department is to provide strategic leadership, coordination and oversight to government departments and the country in mainstreaming empowerment programmes on women, youth and persons with disabilities. It maintains that its strategic posture is not as a service delivery institution but rather engaged in the advocacy and mainstreaming, institutional

support and capacity building, and monitoring and evaluation of considerations related to the equality and empowerment of women, youth and persons with disabilities.According to the Estimates of National Expenditure (ENE) for 2020, the Department’s purpose is tolead, coordinate and oversee the transformation agenda for the socioeconomic empowerment, rights and equaltreatment of women, youth and persons with disabilities.

 

The Department noted that its Strategic Plan 2020/21-2024/25 was developed taking into consideration the 7 priorities outlined by the 6th Administration to achieve the National Development Plan namely; economic transformation and job creation, education, skills and health, consolidating the social wage through reliable and quality basic services, spatial integration, human settlements and local government, social cohesion and safe communities, a capable, ethical and developmental state, a better Africa and world. To this end, the Department maintained that these priorities cannot be attained without the inclusion and full participation of women, youth and persons with disabilities.

 

The Department notes in its APP of 2020/21 ithas been structured both organisationally and financially over 5 programmes:

 

  • Programme 1: Administration, with (3) sub-programmes – Departmental Management; Corporate Management; and Finance Management
  • Programme 2: Social Transformation and Economic Empowerment, with 5 sub-programmes which are Management: Social Transformation and Economic Empowerment; Social Empowerment and Transformation; Governance Transformation, Justice and Security; Economic Empowerment and Participation and Commission for Gender Equality.
  • Programme 3: Policy, Stakeholder Coordination and Knowledge Management, with five sub-programmes which are Management: Policy Coordination and Knowledge Management; Research, Policy Analysis and Knowledge Management; International Relations;Stakeholder Coordination and Outreach, and Monitoring and Evaluation.
  • Programme 4: Rights of Persons with Disabilities with one sub-programme, Rights of Persons with Disabilities.
  • Programme 5: National Youth Development with two sub-programmes namely; Management and Youth Development Programmes.

 

  1. Expenditure Trends and Medium-Term Priorities

 

The ENE (2020) indicates that the Department will focus on the following over the medium term:

 

  • reducing gender‐based violence and femicide, and strengthening the national gender machinery;
  • making interventions for economic empowerment;
  • engaging in responsive government‐wide planning, budgeting, monitoring and evaluation;
  • ensuring compliance with international commitments;
  • promoting the rights of people with disabilities; and
  • supporting the development of young people.

 

Table 1 outlines the MTEF Allocation for the next five years.

 

Table 1: Department of Women, Youth and Persons with Disabilities MTEF Allocation[1]

 

Programmes

Audited Outcome

Adj. Appr.

Medium-Term Expenditure Estimate

2016/17

2017/18

2018/19

2019/20

2020/21

2021/22

2022/23

  1. Administration

90.1

84.3

90.0

93.3

93.3

98.6

101.8

  1. Social Transformation and Economic Empowerment

79.5

94.2

102.4

112.9

124.8

132.4

137.4

  1. Policy  Stakeholder, Coordination and Knowledge Management

26.7

27.9

31.9

43.5

49.2

51.6

54.6

  1. Rights of Persons with Disabilities

16.0

15.8

15.3

18.8

19.9

21.5

22.5

  1. National Youth Development

411.1

437.6

484.3

469.5

491.3

517.3

536.8

Total

623.5

659.8

723.9

738.0

778.5

821.5

853.0

 

The total budget for the Department for 2019/20 period was R249.7 million of which R85.2 million was transferred to the Commission for Gender Equality as the funds for Programme 4 and 5 technically were only transferred as of 1 April 2020. Thus the Department’s operational budget for that period was R164.5 million.

 

Based on the Department’s 3rd quarterly report briefing to the Committee, in terms of the financial performance, the Department received an allocation of R244.4 million for 2019/20 of which R85.2 million is transfer to the Commission for Gender Equality. This left the Department with an operating budget of R159.2 million to operate. Table 2 outlines expenditure of the Department as of 31 December 2019.

 

Table 2: Department of Women in the Presidency Programme Expenditure as at 31 December 2019[2]

 

Programme

Adjusted

Actual Expenditure as at 31 December 2019

Available Budget

Expenditure as  % of Budget

R`000

R`000

R`000

%

Administration

86 477

78 301

8 176

     90.5

Social Transformation and Economic Empowerment

22 054

19 163

2 891

     86.9

Commission for Gender Equality

85 177

63 883

21 294

     75.0

Policy Stakeholder Coordination and Knowledge Management

50 690

22 992

57 698

     45.4

Total

244 398

184 338

60 060

75.4

 

The Department indicated at the time it incurred an irregular expenditure to the amount of R1 708 121 million and this was due to the irregular expenditure which related to payment of security contract that was identified as irregular during an audit of the 2017/18 financial year. The Department also incurred a deviation amounting to R358 000 due to an artist appointed to perform at event, catering, ICT restoration services and translations services. 

 

The Department also indicated at the time that the adjusted budget for Programme 1 was R86.5 million with an expenditure of R78.3 million which translated to 90.5% of its budget used in quarter 3. The reasons for over-spending were cited as follows:

 

  • DIRCO claims for international travel.
  • The new function of the office of the Deputy Minister’s office as part of the reconfiguration through the National Macro Organisation of Government.
  • Procurement of Microsoft software licenses
  • Expenditure for the foreign budget which is incurred in this programme whilst the budget is centralised in Programme 3. However, an application to shift funds to from Programme 3 to this programme was submitted to National Treasury during the AENE process and the approval to shift the funds was received on the 16 January 2020.
  • Loss of Office Gratuity due to resignation of the former Minister as Member of Parliament, and ministerial staff linked to the term of office of the former Minister amounting to R1.6 million.
  • Payment for loss of office for former Minister as Member of   Parliament effective from 11 June 2019 after having served more than five years, she was entitled to the once-off payment equal to four months pensionable salary for every five years of service. There were also staff in the office of the former Minister whose contracts were linked to term of office and therefore leave gratuity also needed to be settled.

 

Programme 2’s adjusted budget was R22.0 million (excluding CGE’s allocation) with the actual expenditure of R19.2 million which translate to 86.9% and the reasons for higher percentage was due to the launch of the Sanitary Dignity Framework in Eastern Cape and KwaZulu-Natal that took place during quarter 1.

 

Programme 3’s adjusted budget was R50.7 million with an actual expenditure of R22.9 million and an underspending of R11.9 million. The under-spending was due to the following reasons:

 

  • Vacant posts for the programme that were not filled by the end of 31 December2019 due to the NMOG process. However, savings from vacant posts in this programme was said to be reprioritised to fund additional posts in the Ministry and the Office of the Deputy Ministry.
  • The process for filling of vacant posts would resume upon completion of the NMOG process.
  • The budget for foreign expenditure was centralised in this programme whilst the expenditure incurred in the relevant programmes (i.e. Programme 1 and 2). The Department received an approval to shift funds from National Treasury on 16 January 2020.
  • Outstanding invoices for travel and subsistence which was in the process of being paid at the time.
  • A Service Provider was meant to conduct an evaluation on the “Promotion of Women Empowerment and Gender Equality” but was not appointed yet, however the purchase request for hiring the service provider was forwarded to SCM.

 

 

4. Analysis of Budget 2020/21 for the Department

 

According to the ENE for 2020, the Department received a budgetary allocation ofR778.5 million for 2020/21of which R89.9 million is to be transferred to the Commission for Gender Equality and R478.7 million to the National Youth Development Agency. This amounts to R568.8 million.  Thus leaving the Department with an operating budget of R209.9million in order to undertake its programmes and meet its 33 targets for 2020/21.[3]

 

The ENE indicates that the Department is set to receive additional allocations in the Social Transformation and Economic Empowerment programme (Programme 2) amounting to R15 million over the medium term for the establishment of a National Council on Gender‐Based Violence and Femicide.[4]

 

In terms of the key cost drivers (refer to Table 3 below), 57.7% (R121.2million) of the Department’s operating budget is allocated for the Compensation of Employees (CoE) and 40.4% (R84.8 million) is allocated for Goods and services. In terms of spending under Goods and services, the main cost drivers are Travel and subsistence (R19.5 million), Property payments (R18.8 million) and Consultants: Business and Advisory Services (R15.5m). These three items account for 63.4% of the goods and services budget. Other expenditure items included Venues and facilities (R5.4 million) and expenditure for external audit costs (R4.3 million).

 

The cost drivers have remained fairly consistent between 2019/20 and 2020/21. Compensation of Employees sees an increase by R8.7 million between the two financial years so too with Good and services, seeing an increase by R9.3 million. Travel and subsistence decreased by R4.5 million; Property payments saw a steep increase by R1 million; the allocation for Consultants increased by R8.2 million which more than doubled compared to the previous financial year. Thus the Department will be spending an additional R16.9 million on human resources for the current financial year on both internal personnel and sourcing external capacity. The External audit costs increased by R1.1 million.

 

Table 3: Key costs drivers between 2019/20 and 2020/21

Key Cost Driver

2020/21

2019/20

Compensation of employees

R121.2  million

R112.5 million

Goods and services

R84.8 million

R75.5 million

- Travel & Subsistence

R19.5 million

 R24 million

- Property payments

R18.8 million

 R17.8 million

- Consultants: Business & Advisory Services

R15.5 million

R7.3 million

- External Audit Costs

R4.3 million

 R3.2 million

  • Venue and Facilities

R5.4 million

R3.4 million

 

As noted previously, when removing the CGE and NYDA transfer payment from the allocation, the Department’s is left with an operating budget of onlyR209.9 million – a nominal increase of only R16.7 million compared to the previous financial year. Programme 2 was allocated R7.2 million more than the previous financial year when the CGE transfer allocation is removed from the programme budget. Programme 3 sees a nominal increase by R5.7 million; Programme 4 by R1.1 million and Programme 5 by R2.7 million when the NYDA transfer is removed. Table 4 below provides a synopsis in this regard.

Table 4: Appropriated budget 2020/21 (excluding the CGE& NYDA)

Programme

Budget

R million

2019/20

2020/21

2021/22

2022/23

  1. Administration

93.3

93.3

98.6

101.8

  1. Social Transformation and Economic Empowerment

27.7

(85.2)*

34.9

(89.9)

37.3

(95.1)

38,7

(98.7)

  1. Policy  Stakeholder, Coordination and Knowledge Management

43.5

49.2

51.6

54.6

  1. Rights of Persons with Disabilities

18.8

19.9

21.5

22.5

  1. Youth Development

9.9

(459.6)**

12.6

(478.7)

13.3

(504.0)

14.1

(522.8)

TOTAL

193.2

209.9

222.3

231.7

*CGE, **NYDA

 

In terms of human resources, the 2020ENE indicates that the Department has a planned staff complement of 154 persons for the 2020/21 financial year. This is 2 more than at the end of the 2019/20 financial year. The greatest proportion of personnel is in the Administration programme, which has 76 staff members or 49% of the overall staff complement, amounting to R56 million of the budget for compensation of employees. Programme 2 will have 21employees and Programme 3 -35 employees, Programme 4 – 14 employees and Programme 5 – 8 employees. In terms of expenditure on CoE, the greatest proportion of staff (48) fall within the level 13-16 salary band (senior management), at a combined cost of R58.7 million or a unit cost of R1.2 million per person.[5]

 

In terms of the Department’s Human Resource Capacity, the Department submitted the following table in its presentation to the Committee on the Strategic Plan and APP:

 

Table 5: Detail of Organogram

 

 

The Department indicated that the approved post establishment as per the table above reflects only funded posts as no unfunded posts have been approved. Currently there are 27 vacancies against the start-up organisational structure and post establishment of the Department. However, the Strategic Plan indicates the following:

 

“Currently the Department has 101 funded posts, of which 93 are filled and 8 vacant. This will be augmented through the NMOG 2019 process where 15 funded posts (11 filled and 4 vacant) have been ring-fenced by the DSD, and 8 (7 filled and 1 vacant) by the DPME. Accordingly, the start-up structure of the DWYPD shall have a post establishment of 124 posts (111 filled and 13 vacant).”[6]

 

Hence there is a discrepancy between 130 filled posts in the presentation versus the 93 as stipulated in the Strategic Plan and the 154 posts referred to in the ENE 2020.

 

 

 

 

 

5. Overview of Programmes for the Department of Women, Youth and Persons with Disabilities for 2020/21

 

5.1 Programme 1: Administration

 

The purpose of the Administration programme is to provide strategic leadership, management and support services to the Department.  In terms of the sub-programme, the APP notes as follows:

 

  • Departmental Management: The purpose of the sub-programme is to provide executive

support, strategic leadership and management of the Department.

  • Financial Management: The purpose is to provide and ensure effective, efficient financialmanagement and supply chain services. This includes budget planning and expendituremonitoring; and the management of procurement, acquisition, logistics, asset, and financial transactions.
  • Corporate Management: The purpose of this programme is to provide effective human

capital management, facilities and auxiliary management and ICT systems enablers for theDepartment.

 

The total allocation for this programme is R93.3 million. This allocation has remained the same as compared to the previous financial year 2019/20; however, it still consumes the highest proportion (44%) of the Department’soperational budget. This remains a concern as the Department’s core mandate is carried out in the other four programmes.Expenditure under Programme 1 is tabulated below.

 

Table 6: Sub-programme allocations for 2020/21

Sub-Programme

2020/21

R’ million

2019/20

R’ million

Ministry

18.8

21.2

Departmental Management

17.8

17..5

Corporate Services

23.0

22.5

Financial Management

15.6

14.6

Office Accommodation

18.2

17.6

TOTAL

R93.3 million

R93.3 million

 

5.2 Programme 2: Social Transformation and Economic Empowerment

 

The purposeis to managepolicies and programmes that mainstream the socialtransformation and economic empowerment ofwomen in South Africa.The programme consists of five sub-programmes:

 

  • Management: Social Transformation and Economic Empowerment provides overall strategic leadership and management to the programme.
  • Social Empowerment and Transformation provides intervention mechanisms on policies and programme implementation for mainstreaming the social empowerment and participation of women towards social transformation.
  • Governance Transformation, Justice and Security provides guidance for enhancing existing systems and procedures, addresses barriers to the equal participation of women in the public and private sectors, and contributes to the elimination of gender-based violence.
  • Economic Empowerment and Participation provides intervention mechanisms on policies and programme implementation for mainstreaming the economic empowerment and participation of women towards economic transformation and development.
  • Commission for Gender Equality facilitates transfer payments to the Commission for Gender Equality (CGE), which promotes gender equality and respect for women’s rights.

 

Expenditure under Programme 2 is allocated as follows:

 

Table 7: Sub-programme allocation for 2019/20 and 2020/21 in Programme 2

Sub-Programme

2020/21

R’ million

2019/20

R’ million

Management: Social Transformation and Economic Empowerment

6.7

6.6

Social Empowerment and Transformation

9.2

7.9

Governance Transformation, Justice and Security

14.0

8.5

Economic Empowerment and Participation

5.o

4.7

Commission for Gender Equality

89.9

85.2

TOTAL

R124.8

R112.9

 

Although the total programme allocation as per the APP is R124.8 million, it must be remembered that R89.9 million constitutes the transfer payment to the CGE, leaving the programme with an operating budget of R34.9 million to achieve 6 annual targets. Of this, R16 million (46%) is for compensation of employees and R18.5 million will go towards goods and services. The main cost driver under goods and services is for Consultants: Business and advisory services (R8.5 million) and Travel and subsistence, which is allocated R5.7 million as per the Estimates of National Expenditure 2020. This programme has 19 filled posts and 1 funded vacancy.

 

For the 2020/21 financial year this programme aims to achieve the following targets:

 

  • 4 interventions to support economic empowerment and participation of women, youth and persons with disabilities
  • 4 progress reports from provinces implementing the Sanitary Dignity Implementation Framework produced
  • 1 NSP on GBVF approved
  • NCGBVF established
  • 1 annual report developed on public sector institutions, private sector and civil society organisations Monitored and evaluated on the implementation of the NSP to end gender based violence and femicide
  • Draft NGM Framework developed

 

5.3 Programme 3: Policy, Stakeholder Coordination and Knowledge Management

 

The purpose of Programme 3 as per 2020/21 APP, is is to ensure policyand stakeholder coordination and knowledgemanagement for the social transformation of womenin South Africa.

 

The Programme consists of five sub-programmes:

  • Management: Policy Coordination and Knowledge Management provides overall strategic leadership and management to the programme.
  • Research, Policy Analysis and Knowledge Management promotes the development of

gender-sensitive research and knowledge, and conducts policy analysis to effect transformation for the empowerment of women and gender equality.

  • International Relations promotes international engagements on women and South Africa’s compliance with international treaties on women.
  • Stakeholder Coordination and Outreach conducts public participation and outreach initiatives to promote the empowerment of women and gender equality.
  • Monitoring and Evaluation monitors and evaluates progress on the socioeconomic empowerment of women in line with national laws, and regional, continental and international treaties and commitments.

 

Expenditure under Programme 3 is allocated as follows:

 

Table 8: Sub-programme allocation for 2019/20 and 2020/21 in Programme 3

Sub-Programme

2020/21

R’ million

2019/20

R’ million

Management: Policy, Stakeholder Coordination and Knowledge Management

 

6.6

4.9

Research, Policy Analysis and knowledge management

9.7

9.2

International Relations

6.4

5.6

Stakeholder Coordination and Outreach

16.5

15.5

Monitoring and Evaluation

10.0

8.3

TOTAL

R49.2

R43.5

 

The programme has a total allocation of R49.2 million, of which R30.5 million (62%) is allocated for compensation of employees and R17.9 million is allocated for goods and services. Of the goods and services budget, R5.7 million or nearly 32% is allocated for travel and subsistence and R2.6 million for Consultants: Business and advisory services as per the Estimates of National Expenditure for 2020. This programme has 23 filled posts and 8 funded vacancies. The ENE notes 35 posts for 2020/21. The programme intends achieving the following 10 targets for 2020/21:

 

  • Integrated Knowledge Hub model approved
  • 1 Research Report on government priorities produced
  • 2 periodic reports on international commitments
  • 10 national government Strategic Plans analysed
  • 1 annual performance monitoring reports produced
  • 1 draft evaluation report on empowerment of women
  • 1 partnership and collaborations established
  • 5 multilateral and bilateral engagements on women, youth and persons with disabilities coordinated
  • 12 stakeholders engagement conducted
  • 4 community mobilisation initiatives coordinated

 

5.4 Programme 4: Rights of Persons with Disabilities

 

The purpose of Programme 4 is to oversee theimplementation of programmes pertaining to the

rights of persons with disabilities. It has one sub-programme namely;

 

Rights of Persons with Disabilities maintainsand implements advocacy and mainstreaming

guidelines and frameworks for the rights ofpeople with disabilities.

 

Expenditure under Programme 4 is allocated as follows:

 

Table 9: Sub-programme allocation for 2019/20 and 2020/21 in Programme 4

Sub-Programme

2020/21

R’ million

2019/20

R’ million

Rights of Persons with Disabilities

19.9

18.8

TOTAL

R 19.9

R18.8

 

The programme has a total allocation of R19.9 million, of which R11.4 million (57%) is allocated for compensation of employees and R8 million is allocated for goods and services. Of the goods and services budget, R3.6 million or nearly 45 % is allocated for travel and subsistence and R1.9 million for Consultants: Business andadvisory services as per the ENE for 2020. This programme has a total of 14 posts for 2020/21 as per the ENE 2020. The Department reported to the Committee that this programme had 9 filled posts and 5 funded vacancies. For the current financial year it intends achieving the following five targets:

 

  • Legislative report for the development of Disability Rights Bill produced
  • Disability Inclusion embedded in Government wide institutional arrangements
  • Frameworks on Disability Rights Awareness Campaigns, as well as Frameworkon Self-Representation by Persons with Disabilities releasedfor public comment
  • One status report on Disability Inclusion in Departmental Strategic Plans and APPs for 2021-2024 developed
  • One Annual Performance monitoring report on inclusion of persons with disabilities produced

 

5.5 Programme 5: Youth Development

 

The purpose of Programme 5 is to promote thedevelopment and empowerment of young people

by reviewing the legislative framework and otherinterventions to advance youth rights over the

medium term. It has two sub-programmes namely;

 

Management: National Youth Developmentfacilitates the development and implementation

of national strategies and policies aimed atyoung people.

Youth Development Programmes overseesthe transfer of funds to the National Youth

Development Agency.

 

Expenditure under Programme 5 is allocated as follows:

 

Table 10: Sub-programme allocation for 2019/20 and 2020/21 in Programme 5

Sub-Programme

2020/21

R’ million

2019/20

R’ million

Management: National Youth Development

12.6

9.9

Youth Development Programmes

478.7

459.6

TOTAL

R491.3

R469.5

 

The programme has a total allocation of R491.3 million, of which R478.7 million (97%) is the transfer to the NYDA leaving the programme with an operating budget of R12.6 million. From this operating budgeting, R7.4 million is allocated for compensation of employees (59%) and R5.2 million is allocated for goods and services. Of the goods and services budget, R 1.7 million is allocated for Consultants: Business andadvisory servicesas per the Estimates of National Expenditure for 2020. This programme has a total of 8 posts according to the ENE 2020 and based on the Department’s presentation to the Committee there are 7 filled posts and 1 funded vacancy. For the current financial year, this programme intends achieving the following 5 targets:

 

  • National Youth Policy reviewed
  • 4 NYP Implementation Reports produced
  • NYDA Act amended
  • 4 NYDA quarterly assessments reports produced
  • 4 youth machineries convened

 

6. Commission for Gender Equality (CGE)

 

6.1 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.

 

6.2 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”.

 

6.3 CGE budget for 2020/21

 

For the period 2020/21, the Commission for Gender Equality received a budgetary allocation of R89.9 million. This is a nominalR4.7 million increase from 2019/20 financial year which is not sufficient to cover the growing spending pressures due to inflation and demands for service delivery betterment.  A total of 26targets have been planned for 2020/21. The greatest portion of the budget will be spent on compensation of employees (R64.178 million, 71% of its budget) due to its work is carried out by internal personnel. Thus the main driver of spending is compensation of employees and R25.683 million (29% of its budget) is for goods and services.

 

In terms of human resources, the CGE has a total number of funded positions is 109 (cost of

R64,2 million). The Commissioner programmeincludes 3 support staff members. The CGE indicated to the Committee 17 Vacancies existed as at 31 March 2020 and that the recruitment for a number of these positions havebeen commenced with already thus it isanticipated that these positions will be filledduring Q1-Q2 of the new year (year underbudget).

 

The mandate of the CGE will be realised through the following 4 strategic objectives and sub-strategies:

 

6.3.1 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 R11 million for 2020/21which is approximately 12 % of the overall budget.According to the 2020/21 APP of the CGE, 8 annual Targets are planned for Strategic Objective 1.

 

  • 16 Submissions on new and proposed legislation based on the project plan
  • A report on submissions made and the outcomes of engagements with keystakeholders and parliament on new and proposed legislation
  • A report on investigations, findings and recommendations regarding compliance andimplementation of national gender transformation framework
  • A consolidated report on implementation of findings and recommendations of previous year Gender Transformation report
  • 1 stakeholder engagement on the findings and recommendations of the CEDAW report produced in the previous financial year
  • 2 stakeholder engagement on the findings and recommendations of the SDGsreport produced in the previous financial year
  • 1 stakeholder engagement on the findings and recommendations of the Maputo Protocol report produced in the previous financial year
  • A Report on outcomes of engagements on findings and recommendations regarding compliance with international and regional treaties to advance gender equality

 

6.3.2 Strategic Objective 2

 

The purpose of Strategic Objective 2 to promote and protect gender equality through public awareness, education, investigation and litigation. This Strategic Objective has been allocated R33.2 millionwhich is approximately 37% of the overall budget. According to the 2020/21 APP of the CGE, 8 annual Targets are planned for Strategic Objective 2 these include the following:

 

  • Support materials for education and information programmes
  • 36 gendermainstreaming interventions to lobby and influence decision-makers within public and private institutions
  • 72 community radio slots implemented
  • 2 Social media campaigns
  • 72 outreach, advocacy and legal clinics implemented guided by a project plan
  • 36 strategic engagements withHuman Rights institutions and those organisations sharing common values to promote gender equality
  • 80% of complaints opened timeously attended to in terms of the complaints manual fromregistration to assessment of the complaint
  • 2 monitoring reports on the implementation of findingsand recommendations of systemic investigations conducted in 2019/2020

 

6.3.3 Strategic Objective 3

 

The purpose of the Strategic Objective 3 is to monitor and evaluate issues that undermine the attainment of gender equality. Strategic Objective 3 has been allocated R7.6 millionwhich is approximately 8% of the overall budget. According to the 2020/21 APP of the CGE, 3 Annual Targets are planned for Strategic Objective 3 which includes the following:

 

  • An updated status report on the country’s response to addressing and combatting GBV taking into account new commitments made
  • A report on the implementation of the Gender Responsive Budgeting Framework
  • Two reports on: Traditional Male circumcision and Fatherhood and the rights of fathers

 

6.3.4 Strategic Objective 4

 

Thepurpose of Strategic Objective 4 is build and sustain an efficient organisation, to effectively promote and protect gender equality. It has been allocated R38 million for 2020/21 which is approximately 42 % of the overall budgetand according to the APP 6 annual targets have been identified which includes the following:

 

  • A policy and procedure to regulate interface between Commissioners and Staff
  • Consolidated report on the implementation of the 5-year HR Strategy
  • M & E Plan drafted
  • 2 key strategic partnership agreements
  • A consolidated report on coverage through traditional and digital media
  • Approved ICT and Knowledge Management Plan

 

 

7. National Youth Development Agency

 

7.1 Mandate of the NYDA

 

The mandate of the NYDA is create and promote coordination in youth development matters.The agency derives its mandate from legislative frameworks such as the NYDA Act (54 of 2008), the National Youth Policy (2009-2014) and the draft Integrated Youth Development Strategy asadopted by the Youth Convention of 2006.[7]

 

7.2 Financial overview

 

According to the National Treasury 2020 ENE, over the medium term, the agency will focus on building capacity in its service delivery offices by providing IT infrastructure, furniture and human resources; and providing support services to ensure that young people gain direct access to markets, relevant entrepreneurial skills, and financial and non‐financial support. Expenditure is expected to increase at an average annual rate of 4.9%, from R512.8 million in 2019/20 to R591.2 million in 2022/23, with spending on compensation of employees accounting for an estimated 34.6% (R586.1 million) of the NYDA’s total expenditure over this period. Revenue is expected to increase at an average annual rate of 5%, from R501.1 million in 2019/20 to R580.4 million in 2022/23. The NYDA is set to derive 98.5% (R1.6 billion) of its total budget over the MTEF period through transfers from the Department. Of the total budget for youth development, over 90% of the total allocation is transferred to the NYDA. This leaves the NYDA with R 478.7 million to action and implement outputs and targets set in the APP 2020/21.

 

The programmatic budget breakdown presented in the table below has been derived from the financial information in the APP 2020/21.

 

 

 

Table 11: Programmatic Breakdown NYDA 2020/21

Programme

Budget allocation as per APP 2020/21

Compensation of employees

Number of annual targets

  1. Administration

R 135 169

R 35 151

6

2 Program Design, Development, Delivery

R 293 652

R 112 405

8

3National Youth Service

R 17 041

R 14 292

5

4 Research and Policy

R 22 378

R 10 895

4

Total

R 468 240

R 172 743

23

 

The sum and total budget in the APP 2020/21 does not amount to R 478.7 million as reflected in the 2020 Estimates of National Expenditure.

 

7.3 NYDA Programmes

 

7.3.1 Programme 1: Administration

 

Purpose: to enable effective and efficient capabilities for service delivery and supporting functions

 

Overall outcomes:

  • Improved application of correct financial principles, procedures and executing supply chain management plan.
  • Enable NYDA by producing in-house skills that will promote youth development delivery.
  • Stakeholder relationships established and lobbied for youth development
  • ERP Modules implemented in all Divisions of NYDA

 

Annual targets:

1. 4 quarterly financial management reports produced

2. Implement annual workplace skills plan

3. R 150 million of funds sourced from the public and private sectors to support the youth development programmes

4. 8 funded SETA partnerships established

5. 2 partnerships signed with technology companies

6. ERP modules deployed in all NYDA Divisions

 

This programme is allocated 29% of the overall budget of the NYDA.

 

7.3.2Programme 2: Program Design, Development and Delivery

 

Purpose: to enhance the participation of young people in the economy through targeted and integrated economic programmes

 

Overall outcomes:

  • Increased access to socio-economic opportunities, viable business opportunities and support for young people to participate in the economy.
  • Provide information on youth development programmes for sustainable livelihoods.
  • Increased number of young people entering the job market trained.

 

Annual targets:

1. 1000 youth owned enterprises supported with financial interventions

2. 2000 youth supported with Business Consultancy Services

3. 10 000 youth supported with non-financial business development interventions

4. 5000 jobs created and sustained through supporting entrepreneurs and enterprises

5. 5000 jobs facilitated through placements in Job opportunities

6. 250 outreach activities for providing youth development information

7. 15 000 young people capacitated with skills to enter the job market

8. 20 000 young people capacitated with skills to participate in the economy 63% of the overall

 

This programme is allocated 63% of the overall budget.

 

7.3.3Programme 3: National Youth Service (NYS)

 

Purpose: facilitate and co-ordinate the effective and efficient implementation of the NYS Programmes across all sectors of society. Mobilise public, private sectors and civil society to unlock resources to support NYS programmes. To engage young people in service of their communities to build the spirit of patriotism, solidarity, social cohesion and unity in diversity.

 

Overall outcomes:

  • Increased co-ordination and implementation of NYS programmes across all sectors of society

 

Annual targets:

1. Review and Implement the NYS Communications and Marketing Strategy

2. 100 National Youth Service projects registered

3. 20 partnerships coordinated to deliver on NYS programmes

4. Design a Presidential Youth Service Programme

5. Design a Higher Education Youth Service program

 

This programme is allocated 4% of the overall budget.

 

7.3.4Programme 4: Research and Policy

 

Purpose: to foster a mainstreamed, evidence based, integrated and result oriented youth development approach, through monitoring and evaluation services, lobby and advocacy to bring on board key stake holders to implement youth development programmes

 

Overall outcomes:

  • To produce research and policy which influences change in youth sector and build sustainable relationships

 

Annual targets:

1. 4 customer surveys conducted

2. 3 impact programme evaluations conducted

3. Produce Annual report on government wide priorities

4. 4 Youth status outlook reports produced

 

This programme is allocated 4% of the overall budget

 

8. Observations

 

Having met with the Department of Women, Youth and Persons with Disabilities, the National Youth Development Agency and the Commission for Gender Equality to scrutinise the Strategic Plans and Annual Performance Plan for 2020/21, the Committee made the following observations:

 

8.1 Department

8.1.1 General matters

  • The Committee commended the Department for tabling its reports on time.

 

8.1.2 Mandate

  • The Committee was concerned by the Department’s reference to its oversight role in the mandate and requested clarity in this regard.
  • The Committee also requested the Department to clarify the difference between the current Department compared to the previous Department of Women, Children and Persons with Disabilities and the Department of Women in the Presidency.
  • The Committee was concerned that the Department’s monitoring and evaluation role was not clear in the APP and the Strategic Plan for 2020/21 as the emphasis appeared to be placed more on advocacy.
  • To this end, the Committee also enquired about the manner in which the Department fulfilled its advocacy role.
  • The Committee noted with concern, that the mandate of the Department is “inward” focussed and does not meet the demands of women, youth and persons with disabilities.
  • Furthermore, the Committee was unclear as to how the Department linked with other sectors to be able to effectively deliver on its mandate.

 

 

 

 

 

8.1.3 Department’s Response to Impact of Covid-19

  • Informal traders: The Committee enquired as to what assistance has been provided to informal traders and how many cooperatives have benefitted from Government’s relief packages given the impact of Covid-19.
  • Rural areas: The Committee was concerned that the community in rural areas such as in North West Province do not have access to water during this Covid-19 period and that mine workers do not have personal protective equipment in rural areas.
  • Feeding Schemes: The Committee was also concerned that the most vulnerable within a community was not receiving food parcels in rural areas such as in the North West Province.
  • Hot spots - Western Cape, KwaZulu-Natal, Eastern Cape, Gauteng: The Committee noted that the Department is part of the National Command Council (NCC)e and requested the Department to monitor that women, youth and persons with disabilities access interventions made by Government especially in the Western Cape Province which is now the epicentre of Covid-19. Particular concerns were raised about living conditions of foreign nationals at the Strandfontein camp, homeless people in Cape Town and persons living on farms in the Boland Region. The Department was asked how it had intervened in any of the aforementioned areas of concern raised.
  • National Command Council (NCC):  The Committees questioned what role the Department played in the NCC in ensuring that women, youth and persons with disabilities are not left behind in interventions that the Government has put in place since the outbreak of the pandemic. Role clarity was required.
  • Economic Stimulus Package: The Committee indicated that youth are mostly affected by unemployment and that it was imperative for the Department to assess whether they have been able to benefit from the social relief package that was announced by the Government. Similarly, the economic stimulus package should be monitored and evaluated to determine the extent to which women and persons with disabilities are benefiting as well.
  • Tracking system: The Committee applauded the gender analysis that was developed, which is a tracking system during Covid-19, and indicated that this should not only focus on women, but the same should apply to youth and persons with disabilities.
  • Employee Work Hours: The Committee enquired about the working arrangements of the Department’s employees during the Covid-19 period.
  • State of readiness of Provinces: The Committee enquired as to the readiness of the Provinces to deal with Covid-19 relates issues.
  • Education: The Committee questioned what if any were the interventions made by the Department to assist higher and basic education during this period.

 

8.1.4 Human Resource

  • Staff establishment: More clarity is required regarding the actual number of funded posts within the Department given the discrepancies noted between what appears in the ENE 2020 versus the Strategic Plan and what was presented to the Committee.
  • Vacancies: The Committees wanted to know how many strategic vacancies in the Department and when will these vacancies be filled if these are vacant. 
  • Consultants: The Committee was concerned that the Department has increased the use of consultants. Each programme has an allocation earmarked for Consultants: Business and advisory services.
  • CoE: The Committee noted with concern that the Department had 48 senior managers at an average of cost of R1.2 million but despite this there appeared to be very few tangible outcomes and outputs within its APP. As such, the Committee questioned the value for money the Department was receiving given the history of poor performance and reliance on consultants to deliver on targets within a given year.

 

8.1.5 Drug and substance abuse, HIV/AIDS

  • The Committee queried what the role of the Department was in dealing with drugs and substance abuse as well as HIV/AIDS amongst youth in rural areas.

 

8.1.6 Law Reform

  • The Committee enquired as to what the draft legislation on women, youth and persons with disabilities referred to and why it would take such a considerable amount of time to develop legislation on a Disability Rights Bill. According to the APP, the Department only intended to develop a legislative report in the current financial year and then in the next financial year commence the drafting of a Disability Rights Bill.

 

8.1.7 Co-ordination: Women, Youth, Disability

  • The Committee questioned how the Department has ensured co-ordination and collaboration between the women, disability and youth programs.  The Committee also enquired as to how the Department has advocated for inclusion of youth and persons with disabilities issues in other Departments.

 

8.1.8 Reprioritisation

  • The Committee queried how the Department will be re-prioritising the allocation of human and financial resources under the stakeholder and research programme. The Committee also questioned what has been prioritised in within each programme. 

 

8.1.9 Youth Development

  • The Committee questioned how youth development was implemented by the Department’s programmes.
  • The Committee remains concern about the ability of the Youth Directorate to give effect to its mandate and as such understand its role.

 

8.1.10 Gender-Based Violence (GBV)

  • The Committee noted with concern the lack of reliable and up-to-date statistics on GBV at a national and provincial level. As such the lack of statistics is problematic, as the Department does not have the relevant data particularly when this is a key in terms of its advocacy role.
  • The Committee noted reports that the incidence of GBV has increased amidst the lockdown and impact of Covid-19 period hence requested the Department to provide factual and detailed statistics to understand the prevalence. The Committee also wanted to know what interventions have been implemented by the Department in this regard.
  • The Committee noted that R5 million has been allocated for the current financial year 2020/21 to establish the National Council Against Gender Based Violence and Femicide and R15 million in total over the MTEF period. As such, the Committeeenquired as to what the funds will be used for.
  • The Committee questioned what the role of the Department will be in the Council, what criteria has been used to establish the Council and select members to serve on the Council as well as how the Council will be accounting on its deliverables and to who.
  • The Committee acknowledged the development of the National Strategic Plan on GBVF, the Emergency Response Plan and the National Council on Gender-Based Violence and Femicide but was concerned that the Department has not reported on these issues to Parliament specifically the Committee.

 

8.1.11 NYDA

  • The Committee also noted that the term of office of the Board Members on the National Youth Development Board has ended and enquired about the steps taken by the Department to deal with the matter.

 

8.1.12 Sanitary Dignity Programme

  • The Committee noted with concern not only about the monitoring of this programme but whether in fact it has been adequately executed and implemented.
  • The Committee wanted to know firstly; how does the Department monitor and evaluate the Sanitary Dignity Programme and secondly the SDP allocation as outlined in the abridged ENE (2020) of R209 million within provinces. Thirdly; what the impact has been on the programme since the lockdown.

 

8.1.13 Disability

  • The Committee questioned what the tangible outcomes and recommendations from the Disability Rights Programme were.
  • The Committee noted with concern the limited budget allocated to this programme with no concrete plans to improve the lives of persons with disabilities.

 

8.2 Commission for Gender Equality (CGE)

8.2.1 General matters

  • The Committee acknowledged the fiscal constraints within Government and the CGE’s efforts to manage it finances very prudently. Notwithstanding that, the impact of the Covid-19 pandemic on the work of the CGE as well as the adjusted appropriation which is still forthcoming, the CGE is under-funded which directly affects the magnitude of the services that can be rendered.
  • The Committee noted that outcomes, indicators and targets outlined in the Strategic Plan and APP were not all SMART and needed to be refined.

 

8.2.2 Law & Policy Reform

  • The Committee noted that the CGE’s focus on law reform but questioned which specific Bills it would focus on in the current financial year and whether there would also be a focus on legislation before provincial legislatures. In particular, the Committee indicated that the targets for Quarter 2-4 were broad as the submissions were not specified.
  • The Committee questioned what the submissions were meant to achieve and how the impact will be measured.
  • The Committee questioned whether the attendance of meetings in order to influence policy and law reform was adequate as a target to be achieved, as the Committee was of the view that this would not be sufficient to make an impact. Moreover, the Committee noted that the role of Commissioners needs to be clearly articulated in this regard to indicate how the CGE would advocate, lobby and influence in order to bring about change.
  • The Committee acknowledged the outdated National Gender Policy Framework and the need for an updated policy to guide the implementation of gender equality for the country as noted by the CGE. However, the Committee pointed out that this crucial aspect of work was neither reflected in the Strategic Plan or APP and thus urged the CGE to report back to the Committee on how it intended to address this gap.

 

8.2.3 Role of Commissioners

  • The Committee questioned the role of Commissioners into giving effect to the Strategic Plan and Annual Performance Plan as this was not clearly articulated in relation to Strategic Objectives 1-3 that deals with the core business of the CGE.
  • The Committee noted that Commissioners were only referred to 13 times in the Strategic Plan and then only in reference to Strategic Objective 4 which was concerning. Besides the oversight role that Commissioners played in the various governance committees they chair, there was no indication within the Strategic Plan and APP of the role Commissioners played at a national and provincial level.
  • In terms of the 5 thematic areas which the CGE identified, the Committee enquired as to how the Commissioners were delegated to lead each of these areas.
  • The Committee questioned what the role of Commissioners were in law and policy reform insofar as the submissions to Parliament was concerned.
  • The Committee also acknowledged the availability and support rendered by certain Commissioners when called upon.

 

8.2.4 Gender Mainstreaming

  • The Committee noted the importance of fostering gender mainstreaming and enquired as to how the CGE was working with Parliament in this regard particularly the National Assembly, the National Council of Provinces and the Multi-Party Women’s Caucus that have all identified it as an important issue.
  • The Committee indicated that the indicator and target related to gender mainstreaming was very broad as it was unclear what the interventions entailed or who specifically the CGE would be focussing on in the public and private sector.

 

8.2.5 Gender Responsive Budgeting

  • The Committee noted the importance of gender responsive budgeting and queried how the CGE would be monitoring and evaluating the implementation in Government.

 

8.2.6 Case management

  • The Committee welcomed the CGE’s online systems for case management and requested an update on the implementation in this regard with an overview of the tracking of cases.

 

8.2.7 Investigative hearings

  • The Committee noted the importance of investigative hearings undertaken by the CGE but questioned what systemic issues the CGE hoped to have resolve. To this end, the Committee questioned how the CGE was monitoring and evaluating whether the recommendations were being implemented.

 

 

 

8.2.8 Gender-Based Violence (GBV)

  • The Committee remained concerned about the levels of GBV cases reported during lockdown and questioned how the CGE was responding to these matters. To this end, incidents from member’s constituency revealed victims continue to endure secondary victimisation and were faced with a lack access to services. This was in relation to the reluctance and or refusal by warrant officers to open up a case when a victim reports to a police station.
  • The Committee noted with concern the prevalence of ukuthwala and queried how the CGE was dealing with this problem.
  • The Committee noted the CGE’s previous challenges with the Interim Steering Committee on GBVF in terms of accessing relevant documents and officials to be interviewed as part of the CGE’s monitoring and evaluation work. To this end, the Committee questioned whether the CGE was subsequently granted all the documentation and access to officials to complete the work and produce a report.
  • The Committee queried whether the CGE monitors and evaluates SAPS training as well as the support rendered to GBV victims in rural areas.
  • The Committee remained concerned about the reliability of the GBV statistics and requested the CGE to monitor this closely in addition to tracking the cases before the courts.

 

8.2.9 Shelters

  • Whilst the Committee acknowledged the work of the CGE on shelters, the concern noted was of victims of GBV with history of substance abuse and addiction that are currently not being accommodated within Government shelters. The CGE was asked what are the options for women with substance abuse that require shelter.

 

8.2.10 Out-reach programs

  • The Committee queried what outreach programs the CGE was implementing within institutions of higher learning and in schools via the Department of Basic Education.
  • The Committee was concerned that the CGE’s programs did not reach all rural areas.

 

 

8.2.11 Social Empowerment

  • The Committee questioned what specific role the CGE was playing in advocating for the empowerment of women in the economic sector and with land reform as the President had identified these as priorities within his State of the Nation Address.

 

8.2.12 Men and Boys

  • The Committee noted that the CGE had included a focus on men and boys but questioned how effective the programme was and how this was being rolled out in all 9 provinces.
  • The Committee also enquired as to whether the CGE had mentorship programmes focussed on young boys and men in single headed households.

 

8.2.13 Supportive material

  • The Committee acknowledged the importance of supportive material as noted under Strategic Objective 2 on - GBV, gender mainstreaming, harmful traditional practices but questioned whether the information would be disability friendly and whether these will be available in different languages.
  • The Committee also noted, that information needs to reach rural areas and that billboards should be considered as a mechanism for public education in vernacular languages. In addition, virtual platforms should also be explored given the move towards a paperless system and embracing the 4th Industrial revolution.

 

8.2.14 Strategic partnerships and collaboration

  • Whilst the Committee agreed with the establishment of strategic partnerships and collaboration by the CGE as a means of giving effect to its mandate with limited finances, the Committee indicated that the indicator and target was too broad and that the CGE needed to specify with who it intended to form these partnerships with in the public and private sector.

 

8.2.15 Human Resources

  • The Committee requested an update on the critical vacancies in terms of the key positions and the process for the filling of these posts.
  • In terms of the CEO position, the Committee reiterated that the post be filled timeously as the incumbent’s contract would come to an end on 31 July 2020. As such, the Committee urged the CGE to expedite the process to avoid a gap in service delivery and that external independent mechanisms are in place for the screening and vetting procedures.

 

8.3 National Youth Development Agency

 

8.3.1 General

  • The Committee commended the NYDA for submitting its reports on time as this also assisted Members of the Committee to engage with the reports beforehand.
  • The Committee noted that the term of office of the Members of the Board of the NYDA has lapsed and that the recommendation has been that the Chief Executive Officer (CEO) will be assigned the Executive Authority in the Agency in the interim. As such the Committee, enquired about the CEO’s plan and how he would work with other senior managers in the Agency in the absence of a Board.
  • The Committee enquired about the NYDA views regarding the digital era as a means of assisting the economic growth of youth and how this could be achieved.

 

8.3.2 Covid Response

  • Child Headed Households (CHHs): The Committee questioned what the NYDA plans were to assist CHHs during COVID-19 period and whether it was collaborating with other Departments specifically on plans for implementing the NHI to ensure that health sector empowers youth.
  • Human Resources: The Committee enquired about the NYDAs plans to deal with the filling of critical vacancies.
  • Vacancies: The Committee enquired as to which of the 95 vacancies were critical and also what was the NYDA’s proposed plan to deal with vacancies in light of the impact of Covid-19 on its programmes and budget.
  • Business support: The Committee noted that applications were received for “1000 business in 100 days” project but that disbursement will only be done at level 3 of lockdown. To this end, the Committee enquired about the implications in terms of quarterly targets set. The Committee also queried what criteria was used to assist informal businesses.
  • Youth Micro Enterprise Relief Fund: The Committee noted that 226 businesses were approved for the Youth Micro Enterprise Relief Fund out of 4550 which amounted to approximately 5% which was a low uptake. Hence the Committee, enquired as to what the key challenges were in this regard what was being done to address the challenges.
  • Stimulus packages: The Committee enquired as to whether the NYDA had made contributions to shaping the stimulus packages provided by the Government and questioned to what extent youth benefitted from these packages.
  • Post-Covid: The Committee questioned what the plans of the Agency and the Department of Women, Youth and Persons with Disabilities were to assist unemployed youth post the Covid -19 period.

 

8.3.3 Disability

  • The Committee requested more information on programmes that target young women and youth with disabilities.
  • The Committee enquired as to whether the NYDA achieved the 2% target for the employment of persons with disabilities.

 

8.3.4 Indicators: Administration

  • The Committee enquired as to why there were no specific Key Performance Indicators and Targets related to Financial Management, Supply Chain, Human Resource, Governance, ICT and Facilities Management.

 

8.3.5 Collaboration

  • The Committee was concerned that there is no working relationship between National Youth Development Agency and the Department of Women, Youth and Persons with Disabilities.
  • The Committee enquired about the working relationship between Programme 4 of the NYDA and the Department’s Youth Development Programme.
  • The Committee questioned what measures have been put in place to avoid duplication and optimise the use of resources and funding between the NYDA and the Department’s Youth Development Programme.
  • The Committee questioned how the NYDA liaises with the Fashion Council given the restriction they face.

 

8.3.6 NYS, EPWP

  • The Committee queried the difference between the National Youth Services Programme and the Presidential Services Programme.
  • The Committee questioned what the role of the NYDA was vis-à-vis the Department of Public Works in terms of the Youth Brigades to assist with quarantines sites and whether the NYDA was monitoring and evaluating the programme.
  • The Committee requested more information about what the NYDA envisaged the structure for the Presidential Youth Employment Intervention to be, who will be responsible for the outcomes and what was the budget for the intervention.

 

8.3.7 Programme 2

  • The Committee also enquired as to the difference between the two outcomes indicator number of young people capacitated with skills to enter the job market vs number of young people capacitated with skills to participate in the economy.
  • The Committee queried what the role of the NYDA officials that have been allocated to this programme were and whether the Agency will utilise accredited service providers to capacitate the 15 000 and 20 000 young people with skills.

 

8.3.8 June Month

  • The Committee enquired about the NYDAs plans to host June 16 activities.
  • The Committee also enquired as to whether there will be webinar seminars held to assist young people in order to participate in June 16 activities. 

 

 

 

 

9.  Conclusion

 

The Committee remains committed to ensuring that astute oversight is conducted on the Department, the Commission for Gender Equality and the National Youth Development Agency who all have a significant role to play in improving the lives of women, youth, persons with disabilities and the LBTQIA+ community.

 

10. 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:

 

10.1 General

  • The Committee urged the Department to ensure that issues for women, youth and persons with disabilities are mainstreamed into the work of various government department’s as they participate in the NCC.
  • The Committee agreed that the Department should provide detailed written responses to the questions raised during the meeting that were not addressed.
  • The Department must provide clear time lines and progress reports on key matters raised by the Committee.
  • The Department must ensure that rural communities are included in their outreach initiatives as they are not a service delivery department.
  • The Department must provide a report on its use of consultants for the current financial year and what measures are in place for transfer of skills. The Department must ensure that its current work force is adequately capacitated to achieve the required targets. The Department should consider use of SETA’s.
  • The Department is urged to work closely with LGE portfolio committees on Gender Youth and Persons with Disabilities (GEYODI) in for e.g. Johannesburg, Ekhuruleni etc.

 

10.1.1 Mandate

  • Now that the Department’s mandate is inclusive of women, youth and persons with disabilities, this must be translated into the policies produced and the programmes implemented. More emphasis must be placed on increasing synergy between the Department’s programmes to ensure a more coordinated approach and avoid operating in silos.

 

10.1.2 GBVF

  • The Department was requested to provide statistics on cases of GBV since the lockdown was implemented.
  • The Department to provide a progress report on the establishment of the National Council Against Gender Based Violence and Femicide and indicate what the R5 million will be utilised for.
  • The Department to clearly outline its role in the Council, what criteria will be adopted to establish the Council and select members to serve on the Council and how is the Council going to account on its funding and activities.
  • The Department to table the National Strategic Plan on GBVF, present it to the Committee and report back on the Emergency Response Plan to the Committee as well.

 

10.1.3 Sanitary Dignity Programme

  • The Department must ensure that the programme is not only closely monitored but adequately executed and implemented.
  • The Department should provide the Committee with breakdown information on provinces which received sanitary products.
  • The Department must provide a progress report clearly outlining the roll-out of the sanitary dignity programme prior to lockdown and since the onset.
  • Furthermore, the Department should also indicate how issues/concerns that have been raised by the Committee about the programme have been attended to. The progress report must include a provincial breakdown of budget allocated and expenditure incurred, number of beneficiaries, criteria for selection of beneficiaries, who currently benefitted, M&E mechanisms applied to assess the roll-out, outcomes of value chain for the supply, production of sanitary products and distribution.

 

 

 

10.1.4Law and Policy Reform

  • The Department must prioritise the overarching policies and laws that guides the implementation of mainstreaming, gender, youth and disability. As such, the National Gender Policy Framework must be updated and submitted to the Committee by the next quarter, the Gender Responsive Planning Budgeting MonitoringEvaluation and Auditing Framework must be tabled for consideration, the National Youth Policy must be finalised and submitted to the Committee for consideration, a draft Disability Bill must be tabled before the end of the current financial year.

 

10.1.5 Monitoring and Evaluation

  • The Department’s monitoring and evaluation role must be clearly outlined as it relates to the APP and the Strategic Plan in writing to the Committee at the next quarterly report briefing. It should include what frameworks it intends to utilise and how this will be implemented in Government.
  • The Department must develop an implementation strategy/model for GRPBMEA. This is to ensure that this framework is actually implemented in order to track and monitor this across departments.

 

10.1.6 Advocacy

  • The Department’s advocacy role must be clearly outlined as it relates to the APP and the Strategic Plan in writing to the Committee at the next quarterly report briefing.

 

10.1.7 Youth programme in the Department

  • The Department should conduct an impact assessment on the youth programme.

 

10.1.8 Response to Covid-19

  • The Department must monitor the situation in other emerging hotspots and interventions insofar as the impact on women, youth and persons with disabilities are concerned.
  • The Department is requested to submit its Covid safe plan to the Committee.

 

 

 

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

  • The CGE must ensure that outcomes, indicators and targets are SMART, where these are broad it must be refined and reported back to the Committee.
  • The CGE should report back to the Committee on a clear plan of how it will extend services in rural areas. As such, the CGE needs to increase its visibility and awareness of its services and mandate in rural communities.
  • The Commissioners to report back at a follow-up meeting with the Committee and provide a more detailed report on areas of work they highlighted in the meeting which included but not limited to the following: programmes focussed on men and boys, sexual reproductive health rights, law and policy reform (outline of submissions, National Gender Policy Framework), Recognition of Custom Marriages Campaign, M&E tracking tool including the indices for various sectors, GBV index at provincial level, ukuthwala, M&E of NSP & NCGBVF, mental health and Health Care Professionals, progress report on shelters, tax exemption for widows by SARS for pension pay-outs, disability etc.
  • The Commissioners must have a clear plan of how they would contribute to fulling the CGEs Strategic Plan and APP. This plan must clearly articulate their role at a national and provincial level.
  • The Committee agreed that notwithstanding the current fiscal constraints, the CGE’s finances should be enhanced in order for it to fully give effect to its mandate particularly now with the impact of the Covid-19 pandemic.

 

10.3The Committee also recommends the following to the National Youth Development Agency:

  • The NYDA must ensure that alignment is created between targets and budgetbetween the 2020 ENE, its APP and Strategic Plan.
  • The NYDA should submit the recovery plan post COVID-19 era and its contributions made regarding Government’s economic stimulus packages.
  • The Department of Women, Youth and Persons with Disabilities and together with the NYDA should look at the impact of and undertaken assessment of the stimulus packages to determine the extent to which young people benefit from the packages.
  • The Department of Women, Youth and Persons with Disabilities and the NYDA should ensure that young people benefit from programmes of Government departments and entities such as DTI, NEF etc.

 

10.4The Committee recommends to the Minister of Finance:

  • The Committee recommends that National Treasury consider increasing the allocation to the Commission for Gender Equality in order for the Commission to expand its reach.

 

Report to be considered.

 

 


[1]Adapted from Estimates of National Expenditure (2020), Vote 20

[2]Department of Women, Youth and Persons with Disabilities (2020) Department of Women, Youth and Persons with Disabilities (DWYPD) 3th Quarter Performance, Presentation to Portfolio Committee, 04 February 2020

 

[3] Levendale, C (2020)Overview: Department of Women, Youth and Persons with Disabilities – Strategic Plan 2020-25, Annual Performance Plan 2020/21 and Budget 2020/21: Programmes 1, 2 and 3, 01 May 2020

[4] Ibid

[5] National Treasury (2020) Estimates of National Expenditure, Vote 20 Women, Youth and Persons with Disabilities.

[6] Department of Women, Youth and Persons with Disabilities (2020) Strategic Plan, p. 37

[7] Matthews, T (2020)Overview of The National Youth Development Agency’s (Nyda) Annual Performance Plan (2020/21)

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