1. PRESENTATION TO THE PORTFOLIO COMMITTEE
DEPARTMENT OF WOMEN
STRATEGIC PLAN
APP
PRESENTATION TO THE PORTFOLIO COMMITTEE
03 JULY 2019

2. PRESENTATION OUTLINE DoW Mandate, Vision and Mission Strategic Focus
Situational analysis
Organisational & budget programme structure
Programme and Sub-Programme Plans
Human Resourcing
Financial Management
2019/11/17

3. MANDATE, VISION AND MISSION
STRATEGIC FOCUS
MANDATE, VISION AND MISSION
MANDATE: To champion the advancement of women’s socio-economic empowerment and the promotion of gender equality through mainstreaming, advocacy, monitoring and evaluation
VISION: A non-sexist society that removes patriarchal chains realises the political socio-economic empowerment of women and the advancement of gender equality
MISSION: Accelerate political socio-economic transformation for women empowerment and the advancement of gender equality

4. SITUATIONAL ANALYSIS…
Socio-Economic Empowerment of Women and Gender Equality
Economic Participation
Education
Demographic Trends
Social Protection
Health
Basic Services
2019/11/17

5. SITUATIONAL ANALYSIS S (9) CONSTITUTION
The Constitution defines in detail the vision for the “creation of a united, democratic, non-racial, non-sexist and prosperous South Africa”. The Constitution guarantees equal and inalienable rights to men and women and provides the mandate for both Government and civil society to uphold the values of equality and remedy the heritage of “gender inequality, discrimination and oppression that continue to shape new and old forms of inequality in our society” (Hicks J, 2010).
empowerment,
advancement and development of women and
the achievement of equality and human rights.
Equality refers to:
equal enjoyment of rights and access to opportunities and outcomes including resources, by women, men, girls, boys, and people with disabilities. It implies a fair distribution of resources between men and women, the redistribution of power and care responsibilities, and freedom from violence
2019/11/17

6. SITUATIONAL ANALYSIS…
EQUALITY South Africa has made significant progress in putting in place a comprehensive and multidimensional legislative and policy framework for advancing human rights, equality and the empowerment of women.
There has been a consistent and growing unease with a range of matters regarding the institutionalisation of the transformation agenda for women and the inalienable realisation of their human rights. (Equity)
However, as a country, we are still to realise full de facto equality or substantive (true) equality in practice.
Focus should on a creation of a woman friendly environment- and a society which is capable of eradicating the many practices that constrain the advancement and empowerment of women.
Historically, women have experienced three forms of oppression which are race, class and gender that entrenches patriarchal attitudes and prejudices.
South Africa has ratified international, continental, regional and sub-regional commitments aimed at promoting gender equality, such as the Convention on the Elimination of All Forms of Discrimination Against Women (CEDAW), the Beijing Platform for Action, the SADC protocol on Gender and Development and the Sustainable Development Goals (SDGs).
2019/11/17

7. SITUATIONAL ANALYSIS…
POVERTY AND INEQUALITY ARE IDENTIFIED AS KEY IN ADDRESSING GENDER EQUALITY:
The 2017 Poverty Trends Report -a significant disparity in poverty levels between population groups and sex of individuals. In general, black African females, children (17 years and younger), people from rural areas, and those with no education, are the main victims in the on-going struggle against poverty (Statistics South Africa, 2017) The findings show higher proportion of females (71.7%) living below the Lower Bound Poverty Level compared to males (38.2%). The higher proportion trend for females has been persistent since 2006.
There is a strong link between food security nutrition and gender therefore the land issue becomes critical in ensuring a gender approach to food security.
Data on individual land ownership indicates that only 34% of individual land owners are female and that males own the largest size of farms and agricultural landholdings. Data indicates that males and females own a total of ha farms and agricultural holdings land in the country, with ha or 71% owned by males; followed by females at ha or 13%.
Women and young girls are subjected to persistent patriarchal practices that impacts negatively on their lives including harmful cultural and traditional practices; early and forced marriage; violence against women and girls; and poor or inadequate health reproductive health and rights.
2019/11/17

8. PERFORMANCE ENVIRONMENT
The DoW has undertaken to facilitate, foster and drive the mainstreaming of women, as well as equality considerations for women into Government’s policies, governance processes and programmes.
During the 2019/20 FY the following are key performance areas prioritised:
Sanitary Dignity Framework to be submitted to Cabinet for consideration and approval
Monitor the implementation of Women`s Financial Inclusion Framework (WFIF) and conduct capacity building workshops on the WFIF and facilitate interventions and economic opportunities for women
Collaborate with key strategic partners – DPME on infusing the current monitoring and evaluation framework of Government with indicators responsive to issues of empowerment and equality for women and ensure that before each budget policy speech
Produce a National Gender Machinery (NGM) Framework for Cabinet consideration and possible approval and continue coordination of the National Gender Machinery
2019/11/17

9. PERFORMANCE ENVIRONMENT…
During the 2019/20 FY the following are key performance areas prioritised…
Establish the National Council on Gender Based Violence
National Treasury clear targets will be set to the implementation of gender responsive budgets in the country embedded on the MTSF planning cycle of government
Produce a consultation report on the Country Gender Indicator Framework
Produce reports on performance monitoring review on women’s empowerment and gender equality
PERFORMANCE ENVIRONMENT…
2019/11/17

10. PERFORMANCE ENVIRONMENT
The DoW has undertaken to facilitate, foster and drive the mainstreaming of women, as well as equality considerations for women into Government’s policies, governance processes and programmes…
During the 2019/20 FY the following are key performance areas prioritised:
Social campaigns and community dialogues are critical, especially to raise awareness, lobby and advocate on persisting and emerging issues that continue to keep the women’s sector subjugated, unequal and impoverished.
Engendering the Nine Point Plan and the Jobs Fund, and to ensure that women have equal access to the opportunities created through these instruments.
International Commitments-commitments made by Government through ratification of international instruments advancing the protection, empowerment and equality of are met. In this regard, the Department has facilitated the adoption and ratification of the SADC Protocol on Gender and Development which is an instrument that legally binds the country on meeting the numerous targets contained therein. The Department is also responsible for mainstreaming and coordinating the development and submission of Country Reports on the CEDAW
2019/11/17

11. ORGANISATIONAL ENVIRONMENT
The organisational design of the Department is structured into
3 Divisions reporting directly to the Accounting Officer –
Management,
Financial Management;
Corporate Management.
2 Branches reporting directly to the Accounting Officer –
Social Transformation and Economic Empowerment;
Policy Stakeholder Coordination and Knowledge Management.
The budget programme structure for the 2019/20 FY reports on three programmes:
1. Administration;
2. Social Transformation and Economic Empowerment; and
3. Policy, Stakeholder Coordination and Knowledge Management
2019/11/17

12. PROGRAMME 1: APP 2019/20
The table below provides Programme 1: Annual and Quarterly Targets for 2019/20
Key Performance Indicator
Reporting Period
Annual Target 2019/20
Quarterly Targets Q1 Q2 Q3 Q4
Sub-programme: Departmental Management
Risk
Management
Register and annual risk plan
Annual
Conduct annual
risk assessments
and produce annual
risk plan
Produce risk
register and plan for
the financial year
2019/20 -
Number of quarterly risk mitigation progress report
Quarterly
4 quarterly risk mitigation progress report against the target in the risk plan produced
4th quarter risk
progress report for
2018/19 produced
1st quarter risk
progress report 2019/20
produced
2nd quarter risk
progress report 2019/20 produced
3rd quarter risk
2019/11/17

13. PROGRAMME 1: APP 2019/20
The table below provides Programme 1: Annual and Quarterly Targets for 2019/20
Key Performance Indicator
Reporting Period
Annual Target 2019/20
Quarterly Targets Q1 Q2 Q3 Q4
Sub-programme: Departmental Management
Approved Strategic and Annual Performance Plans
Quarterly
Produce Strategic Plan (SP) and APP 2019/20 and submit to National Treasury and DPME as prescribed by the relevant government planning frameworks
Zero Draft of APP 2020/21 developed for budgeting purposes
1st Draft of APP 2020/21 including reviewed SP as annexure submitted to National Treasury and DPME
2nd Draft of APP 2020/21 inclusive of SP review as annexure submitted to National Treasury and DPME
Produce Strategic Plan and APP 2020/21 and submit to National Treasury and DPME as prescribed by the relevant government planning frameworks
2019/11/17

14. PROGRAMME 1: APP 2019/20
The table below provides Programme 1: Annual and Quarterly Targets for 2019/20
Key Performance Indicator
Reporting Period
Annual Target 2019/20
Quarterly Targets Q1 Q2 Q3 Q4
Sub-programme: Departmental Management
Number of Quarterly performance review reports produced
Quarterly
4 Quarterly performance reviews reports submitted to DPME as prescribed by the relevant planning frameworks
(1) 4th quarter 2018/19 performance report developed and submitted to National Treasury
(2) 1st quarter 2019/20 performance report developed and submitted to National Treasury
(3) 2nd quarter 2019/20 performance report developed and submitted to National Treasury
(4) 3rd quarter 2019/20 performance review report submitted to DPME as prescribed by the relevant planning frameworks
2019/11/17

15. PROGRAMME 1: APP 2019/20
The table below provides Programme 1: Annual and Quarterly Targets for 2019/20
Key Performance Indicator
Reporting Period
Annual Target 2019/20
Quarterly Targets Q1 Q2 Q3 Q4
Sub-programme: Departmental Management
Rolling three-year strategic internal audit and annual Internal audit plans.
Quarterly
One Rolling three-year strategic internal audit plan for 2019/2021 and the annual internal plan for 2019/2020 approved by the Audit and Risk Committee
Rolling three-year strategic internal audit plan for 2019/2021 and the annual internal plan for 2019/2020 approved by the Audit and Risk Committee  -
Number of Internal Audit progress reports against the Annual Internal Audit Coverage Plan produced 
5 Internal Audit reports against the Annual Internal Audit coverage plan produced
One Internal Audit progress report of the 4th quarter against the Annual Internal Audit coverage plan produced
One Annual Internal Audit Progress Report against the Annual Internal Audit Coverage Plan produced.
One Internal Audit progress report of the 1st quarter against the Annual Internal Audit coverage plan produced
One Internal Audit progress report of the 2nd quarter against the Annual Internal Audit coverage plan produced
One Internal Audit progress report of the 3rd quarter against the Annual Internal Audit coverage plan produced
2019/11/17

16. PROGRAMME 1: APP 2019/20
The table below provides Programme 1: Annual and Quarterly Targets for 2019/20
Key Performance Indicator
Reporting Period
Annual Target 2019/20
Quarterly Targets Q1 Q2 Q3 Q4
Sub-programme: Departmental Management
Number of Quarterly reports on gender communications
and information made available on DoW media platforms
Quarterly
4 Quarterly reports on gender communications
1 Quarterly report on gender communications
1 Quarterly report on gender communications
1 Quarterly reports on gender communications .
2019/11/17

17. PROGRAMME 1: APP 2019/20
The table below provides Programme 1: Annual and Quarterly Targets for 2019/20
Key Performance Indicator
Reporting Period
Annual Target 2019/20
Quarterly Targets Q1 Q2 Q3 Q4
Sub-programme: Financial Management
% of invoices paid within 30 days
Quarterly
100% payment of all valid invoices within 30 days
Percentage expenditure in relation to budget allocated
Maintain a less than 2% under spending in expenditure against budget allocation
Maintain a less than 2% under spending against quarterly revised projections
Maintain a less than 2% under spending against annual budget allocation
Percentage of external audit recommendations implemented
95% of external audit recommendations implemented
55% of external audit recommendations implemented
65% of external audit recommendations implemented
75% of external audit recommendations implemented
2019/11/17

18. PROGRAMME 1: APP 2019/20
The table below provides Programme 1: Annual and Quarterly Targets for 2019/20
Key Performance Indicator
Reporting Period
Annual Target 2019/20
Quarterly Targets Q1 Q2 Q3 Q4
Sub-programme: Corporate Management
Percentage Vacancy Rate
Quarterly
Maintain a vacancy
rate of less than
10% annually
<10%
Percentage of disciplinary cases finalised internally within 90 days from date disciplinary case being initiated
100% of all disciplinary cases resolved internally within 90 days of the cases being initiated
100% of all disciplinary cases resolved internally within 90 days
2019/11/17

19. PROGRAMME 1: APP 2019/20
The table below provides Programme 1: Annual and Quarterly Targets for 2019/20
Key Performance Indicator
Reporting Period
Annual Target 2019/20
Quarterly Targets Q1 Q2 Q3 Q4
Sub-programme: Corporate Management
% of achievement
of ICT systems availability
Quarterly
Four quarterly progress report on the planned 95% availability of ICT system produced
(1) Report on planned 95% availability of ICT system produced
(2) Report on planned 95% availability of ICT system produced
(3) Report on planned 95% availability of ICT system produced
(4) Report on planned 95% availability of ICT system produced
Number of progress reports on implementation of DoW Business Systems Implementation Plan
Four progress reports on implementation of Business Systems plan produced
(1) progress reports on implementation of Business Systems plan produced
(2) progress reports on implementation of Business Systems plan produced
(3) progress reports on implementation of Business Systems plan produced
(4) progress reports on implementation of Business Systems plan produced
2019/11/17

20. PROGRAMME 1: RESOURCE CONSIDERATIONS
Expenditure Estimates
Expenditure Outcome
Final Appropriation
Medium-term Expenditure estimates
2015/16
2016/17
2017/18
2018/19
2019/20
2020/21
2021/22
Administration
R`000
Ministry
21 487
21 284
20 240
19 643
16 616
17 667
18 600
Departmental Management
13 998
22 451
16 235
14 567
12 081
14 670
15 605
Corporate Services
28 041
20 458
21 268
24 977
23 509
24 762
26 307
Financial Management
10 002
12 642
13 349
15 987
14 580
15 812
16 763
Office Accommodation
11 374
11 624
11 467
13 248
17 601
18 569
19 590
Total
84 902
88 459
82 559
88 422
84 387
91 480
96 865
Economic Classification
Compensation of employees
48 504
49 028
48 117
46 156
52 001
56 008
59 445
Goods and services
33 485
36 049
31 976
37 914
30 386
33 357
35 188
Transfers and subsidies
452
245
109
1 259 11 17 18
Payments for capital assets
2 461
3 078
2 357
2 491
1 989
2 098
2 214
Payments for Financial Assets - 59
602
Total economic classification
80 559
2019/11/17

21. PROGRAMME 2: APP 2019/20
The table below provides Programme 2: Annual and Quarterly Targets for 2019/20
Key Performance Indicator
Reporting Period
Annual Target 2019/20
Quarterly Targets Q1 Q2 Q3 Q4
Sub-programme: Social Empowerment and Participation
Revised draft sanitary dignity framework approved by Cabinet
Quarterly
Sanitary Dignity Framework submitted to Cabinet for consideration and approval
SEIAS on the Sanitary Dignity Framework consulted
Sanitary dignity Framework submitted to Cabinet for consideration and approval
Sanitary dignity Framework released for public comment
Nine consultative sessions on the Sanitary Dignity Framework
Number of progress reports on national rollout of the Revised Sanitary Dignity implementation Framework in quintiles 1-3 schools produced
4 Progress reports on the national rollout of the Revised Sanitary Dignity Implementation Framework produced
(1) Progress report on national rollout of the Revised Sanitary Dignity Implementation Framework in quintiles 1-3 produced
(2) Progress report on national rollout of the Revised Sanitary Dignity Implementation Framework in quintiles 1-3 produced
(3) Progress report on national rollout of the Revised Sanitary Dignity Implementation Framework in quintiles 1-3 produced
(4) Progress report on national rollout of the Revised Sanitary Dignity Implementation Framework in quintiles 1-3 produced
2019/11/17

22. PROGRAMME 2: APP 2019/20
The table below provides Programme 2: Annual and Quarterly Targets for 2019/20
Key Performance Indicator
Reporting Period
Annual Target 2019/20
Quarterly Targets Q1 Q2 Q3 Q4
Sub-programme: Economic Empowerment and Participation
Number of reports on the implementation of Women`s Financial Inclusion Framework (WFIF) produced
Quarterly
Four reports on the implementation of WFIF (3 quarterly reports and 1 Integrated Report on Capacity Building Workshop/implementation of WFIF) produced
1 Report on Capacity Building Workshop within the Economic Sectors Employment Infrastructure Development (ESEID) Clusters - Technical Implementation Forum (TIF) produced
1 Report on Capacity Building Workshop within the Social Protection & Community Development (SPCD) Clusters - Technical Implementation Forum (TIF) produced
1 Report on Capacity Building Workshop within the Governance & Administration (G&A) Clusters - Technical Implementation Forum (TIF) produced
Four reports on the implementation of WFIF (3 quarterly reports and 1 Integrated Report on Capacity Building Workshop/implementation of WFIF) produced
2019/11/17

23. PROGRAMME 2: APP 2019/20
The table below provides Programme 2: Annual and Quarterly Targets for 2019/20
Key Performance Indicator
Reporting Period
Annual Target 2019/20
Quarterly Targets Q1 Q2 Q3 Q4
Sub-programme: Economic Empowerment and Participation
Number of reports on interventions and economic opportunities for women produced
Quarterly
Four reports on facilitation of interventions and economic opportunities for women produced
Report on facilitation of interventions and economic opportunities in the Manufacturing Sector (Sanitary Dignity Project)
Report on facilitation of interventions and economic opportunities in the Manufacturing Sector (Sanitary Dignity Project)
2019/11/17

24. PROGRAMME 2: APP 2019/20
The table below provides Programme 2: Annual and Quarterly Targets for 2019/20
Key Performance Indicator
Reporting Period
Annual Target 2019/20
Quarterly Targets Q1 Q2 Q3 Q4
Sub-programme: Governance Transformation, Justice and Security
Number of programmes in 365 days PoA coordinated
Quarterly
3 Programmes on the 365 days POA coordinated
1 Programme on the 365 days on Programme of action coordinated -
National Gender Machinery (NGM) Framework approved
National Gender Machinery (NGM) Framework approved by the DG for submission to Cabinet for consideration
Draft National Gender Machinery (NGM) Framework released for public comment
Consultative sessions on the draft National Gender Machinery (NGM) Framework
SEIAS consultation on the National Gender Machinery (NGM) Framework
National Gender Machinery (NGM) Framework approved by the DG for submission to Cabinet for consideration
2019/11/17

25. PROGRAMME 2: APP 2019/20
The table below provides Programme 2: Annual and Quarterly Targets for 2019/20
Key Performance Indicator
Reporting Period
Annual Target 2019/20
Quarterly Targets Q1 Q2 Q3 Q4
Sub-programme: Governance Transformation, Justice and Security
Revised IMC-IPOA) for the establishment of National
Council on Gender Based Violence
Quarterly
National Council on Gender Based Violence established
Stakeholder consultations on National Council on Gender Based Violence convened
Management Plan and monitoring tool on National Council on Gender Based Violence developed
Management Plan on National Council on Gender Based Violence implemented.
2019/11/17

26. PROGRAMME 2: RESOURCE CONSIDERATIONS
Expenditure Estimates
Expenditure Outcome
Final Appropriation
Medium-term Expenditure estimates
2015/16
2016/17
2017/18
2018/19
2019/20
2020/21
2021/22
Social Transformation and Economic Empowerment
R`000
Management: STEE
3 278
3 769
3 536
3 963
7 275
7 962
8 112
Social Empowerment and Transformation
11 948
2 845
3 789
7 828
6 300
6 940
7 381
Governance Transformation, Justice and Security
237
1 744
6 511
6 960
6 359
7 011
7 455
Economic Empowerment and Participation -
1 299
2 113
2 995
4 046
4 325
4 652
Commission for Gender Equality
67 689
69 891
78 266
80 735
85 177
89 861
95 144
Total
83 152
79 548
94 215
Economic Classification
Compensation of employees
4 672
7 306
9 005
15 907
15 123
16 218
17 353
Goods and services
10 723
2 157
6 944
5 792
8 438
9 578
9 780
Transfers and subsidies
69 957
Payments for capital assets 68
128 47
419
442
467
Total economic classification
2019/11/17

27. PROGRAMME 3: APP 2019/20
The table below provides Programme 3: Annual and Quarterly Targets for 2019/20
Key Performance Indicator
Reporting Period
Annual Target 2019/20
Quarterly Targets Q1 Q2 Q3 Q4
Sub-programme: Research, Policy Analysis and Knowledge Management
Number of research reports on women’s empowerment and gender equality produced
Quarterly
One report on gender policy priorities for produced
Concept document developed
Inception Report produced
Draft Report developed
One Report on gender policy priorities for produced
Gender Knowledge Hub established
Report on the establishment of Gender Knowledge Hub produced
TORs developed
Quarterly Progress Report developed
Report on the establishment
of Gender knowledge Hub produced
Number of reports on international reporting obligations
2 reports on compliance with international obligations produced -
1 report on compliance with international obligations produced
2019/11/17

28. PROGRAMME 3: APP 2019/20
The table below provides Programme 3: Annual and Quarterly Targets for 2019/20
Key Performance Indicator
Reporting Period
Annual Target 2019/20
Quarterly Targets Q1 Q2 Q3 Q4
Sub-programme: Stakeholder Coordination and Outreach
Number of public participation / outreach initiatives on women’s empowerment, including girls and young women
Quarterly
10 public participation/ outreach Initiatives on women’s empowerment conducted (including young women)
2 public participation/ outreach initiatives on socio-economic empowerment including young women
3 public participation/ outreach initiatives on socioeconomic empowerment including young women
2 public participation/ outreach initiatives on socioeconomic empowerment including young women
2019/11/17

29. PROGRAMME 3: APP 2019/20
The table below provides Programme 3: Annual and Quarterly Targets for 2019/20
Key Performance Indicator
Reporting Period
Annual Target 2019/20
Quarterly Targets Q1 Q2 Q3 Q4
Sub-programme: Stakeholder Coordination and Outreach
Number of community mobilisation initiatives on issues affecting women
Quarterly
4 community mobilisation initiatives on issues affecting women conducted
1 community mobilisation initiative on issues affecting women conducted
1 community mobilisation initiatives on issues affecting women conducted
Number of reports on Young Women’s Empowerment priorities developed
Four quarterly reports on Young Women’s Empowerment priorities developed
Report on Young Women`s empowerment priorities developed
2019/11/17

30. PROGRAMME 3: APP 2019/20
The table below provides Programme 3: Annual and Quarterly Targets for 2019/20
Key Performance Indicator
Reporting Period
Annual Target 2019/20
Quarterly Targets Q1 Q2 Q3 Q4
Sub programme International Relations
Number of reports on DoW International Relations Strategy on Gender Equality and Women’s Empowerment
Quarterly
1 International Relations Strategy on Gender Equality and Women’s Empowerment produced
Concept document developed
Draft report on International Relations Strategy on Gender Equality and Women’s Empowerment
Stakeholder consultation on Draft International Relations Strategy on Gender Equality and Women’s Empowerment undertaken
Number of reports on DOW participation in international multilateral forums produced
4 reports on DOW participation in international multilateral forums produced
One report on DOW participation in international multilateral forum produced
2019/11/17

31. PROGRAMME 3: APP 2019/20
The table below provides Programme 3: Annual and Quarterly Targets for 2019/20
Key Performance Indicator
Reporting Period
Annual Target 2019/20
Quarterly Targets Q1 Q2 Q3 Q4
Sub-programme: Monitoring and Evaluation
Number of performance monitoring review reports on women’s empowerment and gender equality
Annually
Two performance monitoring review reports on women’s empowerment and gender equality produced -
One performance monitoring review report on women’s empowerment and gender equality
Number of evaluation reports on the promotion of women’s empowerment and gender equality approved
Annual
One draft evaluation report produced
TOR developed
Inception report developed
Draft evaluation report developed
One draft Evaluation Report produced
2019/11/17

32. PROGRAMME 3: APP 2019/20
The table below provides Programme 3: Annual and Quarterly Targets for 2019/20
Key Performance Indicator
Reporting Period
Annual Target 2019/20
Quarterly Targets Q1 Q2 Q3 Q4
Sub-programme: Monitoring and Evaluation
Guidelines on gender-responsive planning, budgeting, monitoring and evaluation developed
Annual
Concept paper on the development of the guidelines developed
Draft Guidelines on gender-responsive planning, budgeting, monitoring and evaluation developed
One consultation report on the Country Gender Indicator Framework -
Draft consultation report on the Country Gender Indicator Framework
Consultation report on the Country Gender Indicator Framework
2019/11/17

33. PROGRAMME 3: RESOURCE CONSIDERATIONS
Expenditure Estimates
Expenditure Outcome
Adjusted Appropriation
Medium-term Expenditure estimates
2015/16
2016/17
2017/18
2018/19
2019/20
2020/21
2021/22
Policy Stakeholder Coordination and Knowledge Management
R`000
Management: PSCKM
4 268
5 356
3 934
4 701
5 006
4 733
5 062
Research, Policy Analysis and Knowledge Management
4 255
4 055
5 515
6 654
9 178
7 976
8 493
International Relations -
4 355
12 857
13 176
14 020
Stakeholder Coordination and Outreach
8 634
13 293
14 488
16 910
15 506
16 330
17 311
Monitoring and Evaluation
3 155
4 028
3 996
6 684
8 307
9 873
10 437
Total
20 312
26 732
27 933
39 304
50 854
52 088
55 323
Economic Classification
Compensation of employees
10 467
14 287
15 448
22 163
24 311
26 066
27 883
Goods and services
9 574
12 321
12 345
16 437
25 747
25 182
26 553
Transfers and subsidies 29 40
100
200
796
840
887
Payments for capital assets
242 84
504
Total economic classification
2019/11/17

34. REFINEMENTS TO THE STRATEGIC PLAN 2015/20
Annexure A outlines refinements that were made in the Strategic Plan The refinements should be read in conjunction with the Strategic Plan as this is not a replacement but an improvement to ensure alignment and compliance. The vision and the mission have been refined. Furthermore, section 5.2 on the organisational environment and Part B on strategic objectives and five year targets are also refined as follows:
Vision
A non-sexist society that removes patriarchal chains realises the political socio-economic empowerment of women and the advancement of gender equality.
Mission
Accelerate political socio-economic transformation for women empowerment and the advancement of gender equality. .
2019/11/17

35. REFINEMENTS TO THE STRATEGIC PLAN 2015/20 Section 5
REFINEMENTS TO THE STRATEGIC PLAN 2015/20 Section 5.2 Organisational Environment: Budget Programme Structure Below is the budget programme structure for DoW:
Programme
Sub-Programmes
Administration
Ministry
Departmental Management
Corporate Services
Financial Management
Office Accommodation
Social Transformation and
Economic Empowerment
Social Empowerment and Transformation
Economic Empowerment and Participation
Governance Transformation, Justice and Security
Commission for Gender Equality
Policy, Stakeholder Coordination
and Knowledge Management
Research, Policy Analysis and Knowledge Management
Information and Knowledge Management
Stakeholder Coordination and Outreach
Monitoring and Evaluation
International Relations
2019/11/17

36. REFINEMENTS TO THE STRATEGIC PLAN 2015/20
Part B: Strategic Objectives
The strategic objectives and five year targets for all programmes have been refined. The DoW has removed the strategic objective indicator in all programmes.
Programme 1
a) Sub-Programme: Departmental Management
Communication unit brought under Departmental Management. In the previous years the communication function was in Programme 3 under the Sub-Programme: Stakeholder Coordination and Outreach.
2019/11/17

37. REFINEMENTS TO THE STRATEGIC PLAN 2015/20 a)Sub-Programme: Stakeholder Coordination and Outreach.
Strategic Objective
Strengthen good governance to ensure the department delivers on its mandate
Five-Year Target
Conduct annual risk assessments and monitor implementation on a quarterly basis
Conduct annual risk assessment/review and produce risk management plan, produce quarterly risk implementation reports and annual implementation
Approved strategic and annual performance plans produced as per Framework for Strategic Plan and APP
12 Quarterly performance reviews reports submitted to DPME as prescribed by the relevant planning frameworks
12 quarterly MPAT compliance reports produced as per standards
Produce a 3 year rolling strategic internal audit plan by June of each year and quarterly audit implementation reports annually
12 Communication Plans and reports of public engagement activities
2019/11/17

38. REFINEMENTS TO THE STRATEGIC PLAN 2015/20
b) Sub-Programme: Financial Management
Strategic Objective
Improved strategic financial management system in the DoW, enabling delivery of its mandate
Five-Year Target
100% payment of all valid invoices within 30 days
100% expenditure
Unqualified audit opinion
c)Sub-Programme:Corporate Management
Strategic Objective
Effective HR and ICT Management to enable DoW to deliver on its mandate and functions
Five-Year Target
Maintain DoW vacancy rate of less than 10%
Improved management of discipline
95% availability of ICT system at all times
Implementation of ICT Business Systems Implementation Plan in three years
2019/11/17

39. REFINEMENTS TO THE STRATEGIC PLAN 2015/20
Programme 2: Social Transformation and Economic Empowerment
b) Sub-Programme: Social Empowerment and Transformation
Strategic Objective
Women’s social empowerment and participation promoted
Five-Year Target
Interventions for women’s social participation and empowerment engendered (in annually identified specific areas)
b)Sub-Programme: Economic Empowerment and Participation
Strategic Objective
Policy and programme implementation for the economic empowerment and participation of women
Five-Year Target
Interventions to ensure women’s access and full participation in the economy (in annually identified specific areas)
2019/11/17

40. REFINEMENTS TO THE STRATEGIC PLAN 2015/20
c) Sub-Programme: Governance Transformation, Justice and Security
d) The sub-programme Governance Transformation, Justice and Security has been refocused and expanded to include three additional targets which are on the 365 day PoA programme, National Gender Machinery and IMC-IPoA VAWC implemented. This is done to assist the department to address the root causes of violence inhibiting the advancement, empowerment and equality of women and girls.
Strategic Objective
Improved Gender Transformation through measures to advance gender equality and through interventions towards a just and safe society
Five-Year Target
Interventions for the promotion of women socio-economic empowerment and gender equality and prevention of violence against women and children developed
15 Programmes on the 365 days PoA coordinated
2019/11/17

41. REFINEMENTS TO THE STRATEGIC PLAN 2015/20
Programme 3: Policy, Stakeholder Coordination and Knowledge Management
Research and Policy Analysis
Changes in the budget programme structure of the DOW were proposed under Programme 3: Policy, Stakeholder Coordination and Knowledge Management and were approved on 6 July 2017 by National Treasury as follows: Research and Policy Analysis and Information and Knowledge Management sub-programmes have been merged to form a new sub-programme
a) Sub-Programme: Research, Policy Analysis and Knowledge Management
Strategic Objective
Engendered research to inform policy development and coordination
Five-Year Target
3 Research Reports on socio-economic empowerment of women produced
2019/11/17

42. REFINEMENTS TO THE STRATEGIC PLAN 2015/20
b) Sub-Programme: Stakeholder Coordination and Outreach
Strategic Objective
Public participation and community mobilisation initiatives to advance women’s empowerment and gender equality
Sub-Programme Objective
Coordination of stakeholders (domestic, regional and international) that promote women’s socio-economic empowerment and gender equality
Outreach initiatives on women’s socio-economic empowerment and gender equality conducted
Five-Year Target
38 public participation outreach initiatives to promote women’s empowerment and gender equality
25 community mobilisation initiatives on socioeconomic issues affecting women conducted
Young Women`s Socio-economic empowerment framework developed
2019/11/17

43. REFINEMENTS TO THE STRATEGIC PLAN 2015/20
c) Sub-Programme: Sub-programme: International Relations
A new sub-programme International Relations has been created. The purpose of the sub-programme is to promote international relations and engagements on women, as well as ensure South Africa’s compliance with international treaties on women.
Strategic Objective
Strengthening of International Relations on women’s socio-economic empowerment and gender equality
Five-Year Target
16 reports on international engagements and commitments on women’s socio-economic empowerment and gender equality produced
2019/11/17

44. REFINEMENTS TO THE STRATEGIC PLAN 2015/20
d) Sub-Programme: Sub-Programme: Monitoring and Evaluation
In the Strategic Plan the sub-programme Monitoring and Evaluation has two strategic objectives which are; monitor progress made on socio-economic empowerment of women and evaluate impact of government programmes developed to change lives of women in the country and analyse, monitor and evaluate programmes developed by justice cluster to eliminate gender based violence. These strategic objectives were refined into one to ensure more focus and impact. The targets for M&E have also been refined.
Strategic Objective
Effective monitoring and evaluation of socio-economic empowerment of women
Five-Year Target
5 monitoring and evaluation reports on socio-economic empowerment of women produced
Four monitoring and evaluation frameworks for the socio-economic empowerment of women developed
Gender responsive planning, budgeting, monitoring and evaluation framework developed
2019/11/17

45. HUMAN RESOURCE
2019/11/17

46. HUMAN RESOURCE MTEF COMPENSATION OF EMPLOYEES BUDGET 2019/20 2020/21
2021/22
Revised allocation
91,435
98,292
104,681
Budget growth/reduction
+6,071
+6,857
+6,389
Funded posts
112
2019/11/17

47. MTEF COMPENSATION OF EMPLOYEES BUDGET…
The approved post establishment has 124 approved posts of which 107 (86,3%) are funded and 17 remain unfunded (13,7%). These positions exclude functions from Youth and Persons with Disabilities respectively
Vacancy rate to be determined on the basis of funded vacancies against funded posts: anticipated vacancy rate to remain at less than 10%.
In line with the new configuration of the Department, the process of organisational redesign will take place to ensure alignment of the organisational structures and post establishment with the strategic direction that the Department will pursue.
The start-up organisational structure will be developed during this period of National Organisation of Government (NMOG) and submitted to Minister of Public Service and Administration before 31 August 2019
2019/11/17

48. FINANCIAL INFORMATION
2019/11/17

49. 2019 MTEF ALLOCATION Programmes 2018/19 Adjusted Appropriation
2019/20 Original Budget
2019/20 increase/ (decrease)
2020/21 Estimates
2020/21 increase/ (decrease)
2021/22
Estimates
increase/
(decrease)
R’000 %
Administration
79 409
84 387
(6.2%)
91 480
8.4%
96 865
5.9%
Social Transformation and
Economic Empowerment
(0.3%)
6.4%
5.7%
Policy Stakeholder, Coordination and Knowledge Management
41 267
50 854
23.2%
52 088
2.4%
55 323
6.2%
Total payments and estimates:

50. 2019 MTEF ALLOCATION Economic Classification
2018/19 Adjusted Appropriation
2019/20 Original Budget
2019/20 increase/ (decrease)
2020/21 Estimates
2020/21 increase/ (decrease)
2021/22
Estimates
increase/
(decrease)
R’000 %
Compensation of employees
91 435
7.0%
98 292
7.5%
6.5%
Goods and services
60 470
64 571
6.8%
68 117
5.5%
71 861
Transfers and subsidies
80 744
85 188
89 878
94 822
Machinery and equipment
3 042
3 204
5.3%
3 380
3 568
5.6%
Total economic classification:
6.2%
5.9%

51. NARRATIVE TO THE 2019 MTEF ALLOCATION
The allocation of the department increases over the 2019 MTEF.
The major area of spending is in compensation of employees (CoE) which constitute 38% of the total budget over the 2019 MTEF period.
The CoE allocation is earmarked for funded and vacant funded posts as at 31 March 2018 in the establishment of the department.
A significant portion of goods and services budget is allocated to property payments and travel and subsistence. This allocation budget represent 26% of the 2019 MTEF allocation.
The allocation of the department include an amount of R270.4 million which is earmarked for transfer to Commission for Gender Equality during the 2019 MTEF. This allocation represent 35% of the total budget of the department.
The allocation on payments for capital assets is set aside for procurement of servers, laptops and departmental vehicles.
The allocation of the department is not adequate for implementation of the departments’ key priority projects over the 2019 MTEF period.
It is recommended that the department request additional funding from National Treasury during the 2020 MTEF budgeting process to address spending pressures linked to implementation of key priority projects for the department.
The department will conduct an analysis of existing budget against emerging priorities (human, operational, programmatic interventions). The department will therefore engage National Treasury on how best to resource spending pressures that may arise from the NMOG process.

52. INKOMU SIYABONGA RE A LEBOGA DANKIE