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GENDER%20AND%20DISABILITY%20IN%20THE%20PUBLIC%20SERVICE%20%20BUDGET%20PRIORITIES%20FOR%202007/2008

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Title: GENDER%20AND%20DISABILITY%20IN%20THE%20PUBLIC%20SERVICE%20%20BUDGET%20PRIORITIES%20FOR%202007/2008


1
GENDER AND DISABILITY IN THE PUBLIC SERVICE
BUDGET PRIORITIES FOR 2007/2008
  • PRESENTED TO THE
  • PORTFOLIO COMMITTEE
  • 8 AUGUST 2006

2
Presentation Outline
  • INTRODUCTIONS
  • PROJECT HISTORY
  • LESSONS LEARNT
  • THE STRATEGIC DIRECTION FOR GENDER AND DISABILITY
    IN
  • THE PUBLIC SERVICE AND PRIORITIES FOR
    200708
  • JobACCESS 20062010
  • Gender and Governance 20052015
  • DISCUSSION

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

4
Representation of employees with disabilities has
remained relatively stable over the past 5 years
Disability
5
Representation of Women in Management for the
Last Eight Years has Continuously Been
IncreasingSeptember 1996 March 2005
Women and Men
6
LESSONS LEARNT STRATEGY AND POLICY CHALLENGES
AND OPPORTUNITIES
1
Unexpected Failure
  • Unexpected failure to meet ALL equity targets was
    an equally important productive source for
    innovation opportunity.
  • Aim for (DPSAs) leadership, from the beginning.

Caveats
2
  • Incongruity between national targets and economic
    realities of sectors and provinces demography.
  • Incongruity between expectations and results
    between strategy assumptions and stakeholders
    realities.
  • A shift in viewpoint offers opportunity.

7
STRATEGY AND POLICY AND OPPORTUNITIES
3
SA economic growth
  • SAs economics have changed the
    intergovernmental/cluster relationship structures
    have changed. Despite fundamental structural
    changes, traditional leadership will neglect the
    complexities, subtlety and innovations demanded
    from key national departments, such as Health,
    Education and SAPS whom comprise 75 of the
    workforce or the growing

4
Demographic changes
  • DPSA policy makers have neglected workforce and
    labour market demographics changes in the
    numbers of people, and in their employment
    dynamics, education, occupations, and geographic
    location.
  • Workforce and population statistics are reliable
    and rewarding pursuits for setting sustainable
    and effective strategic direction.

8
STRATEGY AND POLICY AND OPPORTUNITIES
5
Changes in perception
  • Opportunity to change perceptions of managers of
    strategy and policy development and HR
    practitioners.
  • All factual evidence indicated that the
    demography of the Public Service workforce is
    changed- and will continue to be more ethnically
    diverse, not necessarily equitably
    representative.
  • HR metrics and demographic data- whether measures
    by ratios of race, occupational groups,
    recruitment rates, provide for emphasizing human
    resource management and diversity.

6
New Knowledge
  • New knowledge systematic analysis of needs and
    capabilities of stakeholders (intended
    beneficiaries and users) is essential.
    Paradoxically, this knowledge-based approach is
    more stakeholder dependent.

9
JobACCESS 20062010RECRUITMENT AND RETENTION
STRATEGY FORPEOPLE WITH DISABILITIES
  • AIMS
  • To meet the 2 equity target by 31 March 2010
  • Achieve 2 equity target for persons with
    disabilities to benefit from Public Service
    Sector Education and Training Authority (PSETA)
    learnerships by 31 March 2008.

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

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

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

13
JobACCESS 2006-2010
14
IMPLEMENTATION STRATEGY
  • The JobACCESS programme intends to work in
    partnership with disabled peoples organizations.
  • The programme links the resources of the
    disability sector network, such as tools for
    assessments, placement and in-work support
    services with-
  • the human resources management and capacity of
    the Public Service
  • the capabilities provided by the Multi-Purpose
    Community Centres and the accessibility portal of
    the CSIR and of
  • the Community Development Workers.

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

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

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

18
Gender and Governance plan of action 20062009
  • AIMS
  • Equal participation of women and men in
    decisionmaking processes
  • STRATEGIC OBJECTIVES
  • Achieve gender parity at all levels of the SMS by
    March 2009
  • Take measures to ensure womens equity, access to
    and full participation in power structures and
    decision-making
  • Increase capacity of women to participate in
    decision-making and leadership

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

20
THE CONCEPT OF GOVERNANCEWHAT MUST CHANGE AND
HOW SHOULD IT BE DONE
INDIVIDUAL CHANGE
WOMENS AND MENS PARADIGM
WOMENS CONDITION
Values, knowledge, beliefs, commitment to change,
empowerment
Resources, access, education, leadership
development
TACIT CHANGE
OBJECTIVE, MEASURABLE CHANGE
ORGANIZATIONAL PRACTICES OF EXCLUSION
FORMAL ORGANIZATION
Policy and procedure
Informal rules
SOCIAL OR INSTITUTIONAL CHANGE
21
Strategic Frameworkplan of action for 20052015
  • The Medium term strategy for 2006-2009 projects a
    new vision and a new profile for the Public
    Service, based on focus and concentration on
    priority areas.
  • Gender and governance is the public sector
    sub-strategy of the overarching National
    Framework for Womens Empowerment and Gender
    Equality 2005-2015.
  • The priority area of equal representation and
    participation in decision-making is quantified by
    the equity target of 50 for women at all levels
    of the SMS.
  • Governance is targeted as the mainstreaming area,
    meaning that departments target interventions in
    operations and socio-economic policy in all
    sectors.
  • Endgame strategy to achieve gender parity in the
    SMS and to address the needs of all women in the
    Public Service.

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

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

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

25

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