1. Monitoring report on employment equity
01 March 2017

2. Outline of presentation
Introduction
Reporting requirements
Submission of plans and reports for the implementation of the JobACCESS Strategic Framework for the Recruitment, Appointment and Retention of People with Disabilities in the Public Service
Submission of the Public Service Women Management Week Reports
Submission of Sexual Harassment reports
Support given to departments
Provision of reasonable accommodation and assistive devices
Status in the representation of persons with disabilities in the Public Service
National and provincial status
Compliance with meeting the 2% equity target per province as at 31 December 2016
Status in the representation of women at SMS
Compliance with meeting the 50% target per province as at 31 December 2016
What DPSA has done to support meeting of equity targets

3. Introduction
After the democratic elections in 1994, South Africa inherited an Administration that was fragmented as under apartheid they had been structured as Homelands (Lebowa, QwaQwa, Bophuthatswana, KwaZulu, KaNgwane, Transkei, Ciskei, Gazankulu, Venda and KwaNdebele) with 638 599 employees (Picard, 2005:293) and Apartheid South Africa’s official four provinces (the Transvaal, the Orange Free State, Natal and the Cape) with 60 352 to bring the whole number to 698 951 (Picard 2005:301). In 1992, a survey of senior public servants in South Africa showed that 80% of them were Afrikaans- speaking and 77% supported the National Party (Picard, 2005:302). There were only two black persons in senior management albeit, at the lowest level in the Department of Finance.
Fitzgerald described the apartheid state as a ‘bureaucratic, law-driven, hierarchical, multi-layered, departmentally fragmented, inward-oriented, racial oligarchy’ (1995:514). There was lack of representativity, accountability and transparency; staff was inadequately skilled and thus poorly paid and demotivated; conflicting labour relations and centralized control and top down management (1995: ). Further to that, employment, progression and salaries were marked by inequalities along racial and sexual lines (White Paper on the Transformation of the Public Service of 1995, 1995). Therefore the Public Service lacked credibility in the eyes of the majority of the people that it served. The first step that the new democratic government took was to introduce the Public Service Act of 1994 in order to create a unified national public service.
The White Paper on the Transformation of the Public Service of 1995 identified a need to “create a genuinely representative public service which reflects the major characteristics of the South African demography, without eroding efficiency and competence.” This was translated by the commitment made by the Government of National Unity to “continually improve the lives of the people of South Africa through a transformed public service which is representative, coherent, transparent, efficient, effective, accountable and responsive to the needs of all” (WPTPS 1995: 6).

4. Introduction cont…
Restoring legitimacy and credibility was done through a broadly representative Public Service which from the outset became a key to the transformation process.
Demands by blacks and women for inclusion in decision making and sharing of wealth in the workplace became a reality (Smith & Cronje, 2002: 237). However, the dilemma that the new Public Service faced was how to facilitate the entry of Black people, women and people with disabilities, who were excluded from many jobs on the basis of apartheid, into jobs that were occupied by other people (who have felt they were entitled for a long time)? What could the new government do to satisfy the Black people whose majority vote put it into power? On the other hand, whatever the new government did it had to be careful not to create the feeling among other racial groups that they have fallen out of favour with the new government (Adams, 2000). It was a catch 22 situation.
The premise of dealing with this challenge was anchored in the understanding that the basic concept of Diversity Management accepts that the workforce consists of a diverse population of people who have visible and non-visible differences which include factors such as age, sex, background, race, disability, personality and work style. It is founded on the premise that harnessing these differences will create a productive environment in which everyone feels valued, where their talents are being fully utilised and in which organisational goals are met (Kandola & Fullerton, 1998).
Lastly, the provisions of Chapter 10 (s 195[1]) of the Constitution of the Republic, called for Public Administration to be governed by the democratic values and principles enshrined in the constitution, including the following principles:
Public administration must be broadly representative of the South African people, with employment and personnel management practices based on ability, objectivity, fairness, and the need to redress the imbalances of the past to achieve broad representation

5. Annual DPSA reporting requirements from departments
Departments submit JobAccess Strategic Framework Implementation Plan annually to the DPSA (28 February)
Departments submit JobAccess Strategic Framework Implementation Report annually to the DPSA (28 February)
Departments submit Gender Equality Strategic Framework Implementation Plan annually to the DPSA (28 February)
Departments submit Gender Equality Strategic Framework Implementation Plan Report annually to the DPSA (28 February)
Departments submit the annual PSWMW Report by 31 October
Departments submit the annual sexual harassment report to DPSA by 30 April

6. Reporting requirements based on the GESF
Annually on the 28th of February departments submit plans and reports on the implementation of the GESF framework. The template is based on the following indicators:
Strategic Objective 1: Adopt a wide set of options for capacity development in order to achieve women’s empowerment and gender equality for the creation of a non-sexist state
Sub-Objective 1: Develop knowledge of legal and strategic framework & mandates at a national & global level with regard to gender:
National Development Plan: Vision for 2030
South African National Policy Framework for Women’s Empowerment and Gender Equality of 2000.
The SADC Gender protocol
Beijing Platform for Action
The African Union Agenda 2063
CEDAW
Sub-Objective 2: Develop knowledge of policies related to women’s empowerment & gender equality
Sub-Objective 3: Create a leadership pipeline through which women can be capacitated & developed for upward mobility, including through the establishment of programmes for leadership development such as bursaries, mentorships, internships and ADP

7. Reporting requirements based on the GESF
Strategic Objective 2: Adopt a wide set of options for organizational support in order to promote women’s empowerment and gender equality
Sub-Objective 1: Create an organizational culture which is gender sensitive and which also ensures attitudes and mind-shifts
Sub-Objective 2: Provide adequate resources to deal with issues of gender particularly women with disabilities
Sub-Objective 3: : Mainstreaming of gender in strategic plans, MTEF, cluster & sector plans & gender responsive budgeting
Sub-Objective 4: Focus on sexual harassment, workplace gender based violence, work-life balance, provision of child care facilities:
In addition to the progress made on planned activities, please also provide the following:
Existence of child care policies, transport policies, etc

8. Reporting requirements based on the GESF
Strategic Objective 3: Adopt a wide set of options for governance and institutional development in order to promote women’s empowerment and gender equality
Sub-Objective 1: Institutionalize the HODs 8-Principle action plan
Sub-Objective 2: Establish gender management systems and institutional mechanisms:
In addition to the progress made on planned activities, please also provide the following:
Is there a Unit coordinating gender management in the department?
How many staff member in the Unit? PLEASE INDICATE THEIR LEVELS!
Please give their primary responsibilities according to their job descriptions?
How much is the budget allocated to the Unit?
Sub-Objective 3: Affirmative Action, special measures and women manager’s forum to achieve 50% representation of women at all levels of SMS:
What Affirmative Action/special measures exist?
Sub-Objective 4:M&E, reporting, gender audits, disaggregated data, gender analysis:
Are gender indicators in the department included in the M&E process? PLEASE EXPLAIN!
Has the department conducted any gender analysis? WHAT WERE THE FINDINGS!
Do you have disaggregated information?

9. Reporting requirements based on the GESF
Strategic Objective 4: Adopt a wide set of options for economic growth and development in order to promote women’s empowerment and gender equality:
Sub-Objective 1: Focus on women’s economic empowerment in various policies and economic development programmes:
In addition to the progress made on planned activities, please also provide the following:
Give information in a disaggregated manner according to youth, rural and urban women and older women and women with disabilities.
Sub-Objective 2: Partnerships:
What kind of partnerships have been successfully established?
Sub-Objective 3: Programmes for poverty alleviation for women, including women in rural areas, young and older women and girl children & women with disabilities:
Please indicate the programmes identified.

10. Reporting requirements based on the JA
Annually on the 28th of February departments submit plans and reports on the implementation of the JA framework. The template is based on the following indicators:
Strategic Objective 1: Capacity development initiatives in order to achieve the empowerment of persons with disabilities and representation at all levels;
Sub-Objective 1: Develop knowledge of legal, strategic framework & mandates at a national & global level: Specific focus on: The White Paper on the Rights of Persons with Disabilities; Continental Plan of Action for the African Decade of Persons with Disabilities; The United Nations Convention on the Rights of Persons with Disabilities etc.
Sub-Objective 2: Develop knowledge of policies related to disability management.
Sub-Objective 3: Create a leadership pipeline through which persons with disabilities can be capacitated & developed for upward mobility, including through the establishment of programmes for leadership development.
Sub-Objective 4: To ensure that all officials are trained on disability management through National School of Government driven programmes
Sub-Objective 5: Build capacity in all disability focal points on disability mainstreaming, situational analysis, accessibility audits and budgeting to help drive the disability management agenda in the organization.

11. Reporting requirements based on the JA
Strategic Objective 2: Adopt a wide set of options for organizational support in order to promote the empowerment of persons with disabilities;
Sub-Objective 1: Create an organizational culture which is responsive to disability management and which also addresses attitudes and mind-shifts.
Sub-Objective 2: Provide adequate resources to deal with issues pertaining to disability management particularly women with disabilities
Sub-Objective 3: Integration of disability management in strategic plans, MTEF, cluster & sector plans & disability responsive budgeting
Sub-Objective 4: Focus on provision of reasonable accommodation and assistive devices: In addition to the progress made on planned activities, please also provide the following:
Number of persons with disabilities employed by the department receiving reasonable accommodation, nature of disability and the cost of each device.
Percentage of employees with disabilities receiving reasonable accommodation and assistive devices in the department.
Number of consultative forums held or planned with persons with disabilities in the department; and
How the environment has been adapted to accommodate the needs of employees with disabilities

12. Reporting requirements based on the JA
Strategic Objective 3: Adopt a wide set of options for governance and institutional development in order to promote representation and empowerment of persons with disabilities.
Sub-Objective 1: Establish disability management systems and institutional mechanisms: In addition to the progress made on planned activities, please also provide the following:
Is there a Unit coordinating disability management in the department?
How many staff members are in the Unit? PLEASE INDICATE THEIR LEVELS!
Please give their primary responsibilities according to their job descriptions?
How much is the budget allocated to the Unit?
Sub-Objective 2: Affirmative Action, special measures and forums for persons with disabilities in order to achieve 2% representation of persons with disabilities at all levels: : In addition to the progress made on planned activities, please also provide the following:
What Affirmative Action/special measures exist?
What forums have been established?
Sub-Objective 3: M&E, reporting, disability audits, disaggregated data: In addition to the progress made on planned activities, please also provide the following:
Are disability indicators in the department included in the M&E process? PLEASE EXPLAIN!
Has the department conducted any disability audit? WHAT WERE THE FINDINGS!
Do you have disaggregated information?

13. Reporting requirements based on the JA
Strategic Objective 4: Adopt a wide set of options for economic growth and development in order to promote empowerment of persons with disabilities.
Sub-Objective 1: Focus on economic empowerment of persons with disabilities in various policies and economic development programmes: In addition to the progress made on planned activities, please also provide the following:
Give information in a disaggregated manner reflecting youth, rural and urban women and older persons with disabilities.
Sub-Objective 2: Partnerships: In addition to the progress made on planned activities, please also provide the following:
What kind of partnerships has been successfully established?
Sub-Objective 3: Programmes for poverty alleviation for persons with disabilities, including youth, older persons and women in rural areas: : In addition to the progress made on planned activities, please also provide the following
Please indicate the programmes identified.

14. Number of departments that submitted plans and reports on frameworks in 2015 and 2016
Province
Year
GESF Plans
GESF Reports
JASF Plans
JASF Reports
Eastern Cape
2015/16 9
2016/17 2 7 8
Free State 6 5
Gauteng 11
Kwa-Zulu Natal 10 4
Limpopo 3
Mpumalanga
North West
10  7 
Northern Cape
Western Cape 13 2 
National Departments 23 27 26 24
TOTAL
101 78 99 71

15. Submission of the Public Service Women Management Week Reports
The Public Service Women Management Week was launched at the first Public Service Gender Indaba in 2008 by the Minister for Public Service and Administration. Each year, every Department has to arrange a meeting for women Senior Managers during the last week of August to discuss the Head of Department (HOD) 8-Principle Plan of Action for Promoting Women’s Empowerment and Gender Equality within the Public Service Workplace. The meeting has to be chaired by the Head of Department. The purpose of the programme is to bring together women managers to discuss pertinent issues such as barriers to advancement, advances made by women and challenges that hinder them; Working towards providing growth and development on issues that affect women in the world of work today; Strengthening the management/leadership capacity of women and promote economic development; Building strategic alliances, coalitions and affiliations that are empowering.
This meeting is used to monitor the implementation of the HODs 8-Principle Plan of Action for Promoting Women’s Empowerment and Gender Equality within the Public Service Workplace.
The HODs 8-Principle Plan of Action for Promoting Women’s Empowerment and Gender Equality within the Public Service Workplace, 2007: The Minister for Public Service and Administration, hosted senior managers at a roundtable discussion on gender mainstreaming in the public service in Pretoria on the 27 August 2007 to launch Head of Department (HOD) 8-Principle Plan of Action for Promoting Women’s Empowerment and Gender Equality within the Public Service Workplace. She also presented to each head of department a framed copy that would serve as a sign of commitment by the departmental head to the advancement of women in the workplace. The principles were aimed at placing the responsibility of implementing the gender programme in the office of the DG/HOD as provided for in South Africa’s National Policy Framework for Women’s Empowerment and Gender Equality, The principles impress on the DG/HOD to establish policy mechanisms, provide adequate resources, implement capacity development, mainstream gender, ensure the achievement of equity targets and monitor the gender programmes in the department.

16. Submission of the Public Service Women Management Week Reports from 2012-2016

17. Submission of Sexual Harassment reports
A joint global poll by Reuters/Ipsos conducted in 2010 has found that sexual harassment in the workplace affects one in ten workers worldwide.
The discovery that senior employers pester up to one worker in ten for sex has shocked employment experts.
12,000 people from 24 countries took part in the survey and results varied widely depending on what country the workers came from.
Workers in India reported the most sexual harassment where 26% of workers said that they had been sexually harassed. They were followed by workers in China with 18% reporting sexual harassment, Saudi Arabia 16%, Mexico 13% and South Africa 10%.
The countries where workers are least likely to be sexually harassed at work are France and Sweden where only 3% of workers said that they had been sexually harassed by a boss.
A 2007 study by the Public Service Commission found that there was a need for a Public Service wide policy on the management of Sexual Harassment to ensure a systematic approach to handle such cases.
The policy was approved in 2013 and it was accompanied by a reporting template that is submitted to the DPSA on the 31st of April annually.
Analysis of reports show that there are not many cases reported in departments; those that are reported are resolved within 90 days; some of the sanctions were as serious as dismissal and in some cases the perpetrators resigned before the cases were finalised (see attached report).

18. Submission of Sexual Harassment reports in 2015 and 2016
Province
Number that submitted reports in 2015
Number that submitted reports in 2016
Eastern Cape
6/13
1/13
Free State
10/12
9/12
Gauteng
6/14
9/14
KwaZulu- Natal
5/14
11/14
Limpopo
0/12
4/12
Mpumalanga
2/12
6/12
North West
11/12
Northern Cape
Western Cape
13/13
12/13
National Departments
15/44
11/44
Total
70/158
69/158

19. Support given to departments
PROVINCE
DATES OF WORKSHOP
NUMBER THAT ATTENDED
NO OF SMS THAT ATTENDED
KwaZulu Natal
8,9 & 10 June 2016 51 7
Gauteng
04 & 05 July 2016 25 5
Limpopo
25 & 26 July 2016 8
Western Cape
15 August 2016 2
Eastern Cape
29 & 30 August 2016 27
Northern Cape
12 & 13 September 2016 59
Free State
03 & 04 October 2016 39
Mpumalanga
24 & 25 October 2016 24
2 Acting Directors
North West
14 & 15 November 2016
National Departments
06 February 2017 89 14

20. Provision of reasonable accommodation and assistive devices
Research by the National Institute of Vocational Rehabilitation in March 2008 in EU Countries found that for persons with disabilities to demonstrate their abilities at work, it is necessary to adjust their working conditions to carry out their profession.
As a signatory of the UN Convention on the Rights of Persons with Disabilities, South Africa has to comply with the provision of:
ARTICLE 9 – ACCESSIBILITY: This article establishes the obligation of States Parties to take appropriate measures to enable persons with disabilities to live independently as possible and to participate fully in all aspects of life and;
ARTICLE 20-PERSONAL MOBILITY: establishes that State Parties shall take effective measures to ensure personal mobility with the greatest possible independence for persons with disabilities, including by (b)facilitating access to quality mobility aids, devices, assistive technologies and forms of live assistance and intermediaries, including by making them available at affordable cost;
ARTICLE 27-WORK AND EMPLOYMENT: State Parties recognize the right of persons with disabilities to work, on an equal basis with others (i) ensure that reasonable accommodation is provided to persons with disabilities in the workplace.
The White Paper on the Rights of Persons with Disabilities provides for this in Strategic Pillar 1: Removing Barriers to Access and Participation, The following six dimensions have to be addressed in order to remove barriers to access and participation:
Changing attitudes and behaviour;
Access to the built environment;
Access to transport;
Access to information and communication;
Universal design and access; and
Reasonable accommodation measures.

21. Provision of reasonable accommodation and assistive devices
Monitoring of the provision of reasonable accommodation and assistive devices (RAAD) is institutionalised in the Policy on the Provision of Reasonable Accommodation and Assistive Devices for Employees with Disabilities in the Public Service which was accompanied by a directive in 2015.
Departments submit information on this through the JA monitoring template under Strategic Objective 2: Adopt a wide set of options for organizational support in order to promote the empowerment of persons with disabilities focusing specifically on Sub-Objective 4: Provision of reasonable accommodation and assistive devices. The following questions need to be responded to:
Number of persons with disabilities employed by the department receiving reasonable accommodation, nature of disability and the cost of each device.
Percentage of employees with disabilities receiving reasonable accommodation and assistive devices in the department.
Number of consultative forums held or planned with persons with disabilities in the department; and
How the environment has been adapted to accommodate the needs of employees with disabilities
In the past two years the information provided in the reports was not adequate and departments were requested to submit additional information relating to RAAD.

22. Provision of reasonable accommodation and assistive devices 2016/2017 financial year
Province
No of Departments that submitted reports
No of departments that provided information on RAAD
Number of employees that received RAAD
Cost of RAAD
Eastern Cape
9/13 4 2 R
Free State
6/12 3 R
Gauteng
12/14 12
279 R
KwaZulu Natal
10/14 5
136 R
Limpopo
7/12 6 26 R
Mpumalanga
5/12
North West
8/12 R
Northern Cape
11/12 8 R
Western Cape
13/13 36 R
National Departments
25/46 16
264 R
Total
106 59
890 R

23. Status in the representation of persons with disabilities in the Public Service as at 31 December 2016
As at 31 December 2016 there were 1  posts in the Public Service of which (0.72%) were filled with employees with disabilities.
5 172 (49.4%) of this number were female and (50.6%) were males;
There were 1 373 (13.14%) persons with disabilities below the age of 34;
There were between the ages of 35-39;
There were between the ages of 40-44;
2 165 between the ages of 45-49;
2 009 between the ages of 50-54;
1 446 between the ages of 55-59;
531 between the ages 60-64;
17 between the ages of 65-69;
1 between 70-74;
144 persons with disabilities at Senior Management Services (SMS) level;
255 persons with disabilities at Middle Management Services (MMS) level; and
9 772 persons with disabilities at levels 1-10.
officials using GEMS were on chronic medication from mental health issues and this translates to 3.07%

24. National and provincial status
Province
December 2015 (0.69%)
December 2016 (0.72%)
Gauteng
1.59%
1.72%
National departments
0.84%
1.03%
Mpumalanga
0.52%
0.51%
North West
0.56%
0.49%
Eastern Cape
0.45%
0.41%
Limpopo
0.43%
Western Cape
0.42%
Free State
0.34%
0.35%
Northern Cape
0.30%
0.28%
KwaZulu Natal
0.24%

25. Compliance with meeting the 2% equity target per province
Status EC FS GP
KZN
LMP
MPU
NAT NW NC WC
TOTAL
DECEMBER 2015
Number of departments that met the 2% target 2 4 1 3 5 10 32
Number of departments between 1-1.9% 6 7 22 68
Number of departments below 1% 9 55
DECEMBER 2016 31 20 64 8 13 62

26. Status in the representation of women at SMS as at 31 December 2016
As at 31 December 2016 there were SMS positions filled in the Public Service
There were women (41.2%) and men (59.8%)
Africans were (72.23%) women (41.4%) and men (58.6%)
Asian were 663 (6.49%), women 280 (42.2%) and men 383 (57.8%)
Coloured were 841 (8.23%),women 336 (39.9%) and men 505 (60.1%)
White were (13.03%), women 546 (41%) and men 785 (59%)
Young people at SMS levels were 370 (3.62%), young women were 195 (52.7%) and young men 175 (47.3%)
At level 13 of SMS there were employees, (42.1%) women and (57.9%) men
At level 14 of SMS there were employees, 966 (43.4%) women and (56.6%) men
At level 15 there were 619 employees, 235 (38%) women and 384 (62%) men
At level 16 there were 45 (27.3%) women and 120 (72.7%) men
At level 17 there was 1 man

27. National and provincial status
Province
December 2015
December 2016
Gauteng
44.6%
44.7%
KwaZulu Natal
41.5%
42.5%
National departments
41.6%
42.2%
Eastern Cape
40.9%
41.2%
Western Cape
37.6%
39.3%
Limpopo
37.4%
37.3%
North West
36.8%
Free State
34.1%
36.3%
Mpumalanga
36.6%
35.7%
Northern Cape
34.9%

28. Compliance with meeting the 50% equity target per province
Status EC FS GP
KZN
LMP
MPU
NAT NW NC WC
TOTAL
December 2016
Number of departments that met the 50% target 3 1 2 6 22
Number of departments between 40-49% 11 4 19 50
Number of departments between 30-39% 5 16 7 59
Number of departments below 30%
March 2015 9 26 62
Number of departments between 30-39 17 57 20

29. What DPSA has done to support meeting of equity targets
The Gender Equality Strategic Framework became operational in April 2009 and during that year sensitisation workshops on the framework were held for provincial and national departments
The Gender Equality Strategic Framework in the Public Service has as one of its points of focus women’s increased access to management and leadership.
The DPSA in the financial years produced a Gender Mainstreaming Report which helped to gain insight into the extent to which the Public Service has gone to mainstream gender.
The Gender Equality Framework has institutionalised the Head of Department’s 8-Principle Action Plan for Promoting Women’s Empowerment and Gender Equality within the Public Service Workplace which were launched in To track the implementation of the Principles, the Public Service Women Management Week offers departments an opportunity to monitor themselves by observing the Public Service Women Management Week at the end of August each year. Departments were expected to start observing the Women Management Week in August 2008 and report upon progress to the DPSA.

30. What DPSA has done to support meeting of equity targets
The policy on Reasonable Accommodation and Assistive Devices which is set to create uniformity in approach has been approved; it is now accompanied by a Directive which gives it more authority.
DPSA is still giving support to departments with regard to compliance to legislation promoting mainstreaming of disability and gender (see slide 5).
The strengthening of the implementation of the two frameworks, namely the Gender Equality Strategic Framework (GESF) and the JobAccess Strategic Framework for the Recruitment, Appointment and Retention of People with Disabilities (JA)has resulted in improvements by departments. Departments submit plans and reports annually on the 28th of February.
Departments that have not yet met the 2% and the 50% targets are required to develop remedial plans to show how they will address the gaps.
Departments that have met both targets are required to develop retention and maintenance plans to guard against losing the targets.
The Public Service Women Management Week programme holds meetings once a year that is chaired by the HOD to monitor the implementation of the HODs 8-Principle Plan of Action for Promoting Women’s Empowerment and Gender Equality within the Public Service Workplace, 2007 and come up with ways that departments can strengthen gender mainstreaming and equality.
PERSAL clean up-DPSA has worked with the National Treasury to amend the health profile on the PERSAL system relating to disability disclosure.
Accredited training courses based on the GESF and the JA developed with the National School of Government in 2008 and respectively.