Gender

United Nations Development Programme
FINAL
Special service Agreement No: 461/2003
Mainstreaming Gender into the

Provincial Growth and Development Plan (PGDP) 2004-2014
Eastern Cape Province
Compiled by:
Imelda Diouf
Development Consultant and Gender Specialist
ID Development Consultancy
Associate: Institute of Women’s and Gender Studies
University of Pretoria
Mainstreaming Gender into the PGDP 1

ID Development Consultancy/The Institute of Women’s and Gender Studies
CONTENT PAGE
I. Abbreviations and acronyms 4

II. Acknowledgements 5
III. Executive Summary 6
CHAPTER ONE: BACKGROUND 8

1.1 Provincial Growth and Development Plan (PGDP) 2004-2014 8
1.2 Gender and the Provincial Growth and Development Plan 13
CHAPTER TWO: METHODOLOGY 16

2.1 The Gender Practitioners Support Model 17
CHAPTER THREE: MAINSTREAMING GENDER INTO THE PROVINCIAL

GROWTH AND DEVELOPMENT PLAN 18
3.1 Support Initiative 1 Developing Gender Sensitive Departmental Plans 21
3.2 Support Initiative 2 Gender Advocacy to Institutions 25
3.3 Support Initiative 3 Awareness Raising of PGDP with GFPs 28
3.4 Support Initiative 4 Gender Training Programmes 31
3.5 Support Initiative 5 Gender Support to the PGDP PMU 34
3.6 Support Initiative 6 Gender Advocacy Mainstreamed into PGDP Advocacy 36
3.7 Support Initiative 7 Formation of a Think-Tank on Gender 38
CHAPTER 4: KEY RECOMMENDATIONS AND CONCLUSION 40
Diagrams Page
Diagram 1 Strategy Framework for Growth and Development 2004-2014 8
Appendices Page
Appendix 1 Gender Practitioner Support Model (GPSM) 47
Appendix 2 DOH Gender Analysis 48
Appendix 3 Treasury Gender Analysis 49
Appendix 4 DEAET Gender Recommendations 50
Appendix 5 DOH Gender Recommendations 51
Appendix 6 DRPW Gender Recommendations 52
Appendix 7 PGDP Workshop Programme 53
Appendix 8 PGDP Workshop Programme 55
Appendix 9 PGDP Workshop Notes 56

Appendix 10 Workshop Notes (extract - Training Needs) 58

Appendix 11 Terms of Reference of Think-Tank 59
Appendix 12 Terms of Reference Gender Consultant 60

I. Abbreviations and Acronyms
CGE Commission for Gender Equality

DEEAT Department of Environment, Economic Affairs and Tourism
DOE Department of Education
DOH Department of Health
DRPW Department of Roads and Public Works
DSRAC Department of Sports, Recreation, Arts and Culture
GAD Gender and Development
GFP Gender Focal Point
HOD Head of Department
MDGs Millennium Development Goals
OSW Office on the Status of Women
PGDP Provincial Growth and Development Plan
PMU Project Management Unit
SAPS South African Police Services
SPO Special Programmes Officer
SPU Special Programmes Unit
SURF Southern Africa Sub-regional Facility
UNDP United Nations Development Programme
WID Women in Development

II. Acknowledgements
Mainstreaming gender into the Provincial Growth and Development Strategy (PGDP) 2004-2014 has
been and will continue to be a multi-faceted and complex process that will require energy, knowledge,
skill, innovation and the constant formation of development partners. Despite the time constraints,
limited human capacity and the enormity of the task; the support received over the last few months in
for the gender mainstreaming process has been tremendous.
At the start of a gender journey to mainstream gender into the PGDP, special thanks go to the
following institutions and people for their time, commitment and support:
Office of the Premier of Eastern Cape Province, the Programme Management Unit; Office of the
Status of Women - Eastern Cape; the entire staff of the PGDP Project Management Unit; Departments
of Agriculture; Safety, Security and Liaison; Social Development; Health; SAPS; Roads & Public
Works; Correctional Services; Economic Affairs, Environment and Tourism; Education; Treasury;
Sport, Recreation, Arts & Culture; Housing, Local Government & Traditional Affairs. All the Gender
Focal Points in the respective departments; members of the Gender Think Tank – Ms Bea Hackula, Dr
Sibongile Muthwa; Dr C. Macleod, Ms T. Mpumlwana, Ms P. Badi and Ms Zukelwa Mkalaka.
UNDP also wishes to acknowledge the support from the head of the OSW Ms Zukelwa Mkalaka, Ms
Imelda Diouf , Gender Specialist who worked tirelessly with the departments and Gender Focal Points
in gendering the PGDP process and Ms Janet Kabeberi Macharia, Gender and Development Policy
Advisor, Southern Africa SURF for spearheading the process of gendering the PGDP.

III. Executive Summary
The document has been structured in such a way as to afford the reader both a sense of the
background to the Provincial Growth and Development Plan (PGDP) 2004-2014 of the Eastern Cape
Province, as well as an understanding of the initiatives that have been undertaken to mainstream
gender into the PGDP process. Within the context of the Millennium Development Goals (MDGs) and
the National Gender Policy Framework of South Africa; gender mainstreaming and social
development find a fertile ground for discussion and debate, advocacy and lobbying, as well as action.
As with so many marginalised development initiatives though, there is often the cry of "why didn't
this process start much sooner?" and "shouldn't these initiatives should have been undertaken during
an earlier phase?" Pragmatically we can reflect and concur that the very nature of marginalised issues
is that they are placed at the periphery of strategic objectives and goals; and are thus afforded less
time, space, personnel, budget and commitment. Marginalised issues often experience a number of
starts before they gain critical status and are then afforded a space on the agenda.
Despite the above mentioned challenges the United Nations Development Programme (UNDP)
undertook to support the process of mainstreaming gender into the Provincial Growth and
Development Plan (PGDP) of the Eastern Cape provincial government. This support was carried out
in two phases. The first phase, January to August 2003, focussed on ensuring that gender was fully
integrated into the Strategy Framework of the PGDP and that the ensuing programme priorities of the
PGDP were engendered. In the initial stages a detailed gender analysis of the strategy framework was
undertaken and recommendations were made as to what needed to be done to ensure that gender
concerns were fully mainstreamed. Initial discussions were held with the PMU as well as technical
stakeholders all of whom gave their views as to how best to engender the PGDP. Activities in the
phase were undertaken jointly by the UNDP Gender and Development {Policy Advisor) and the Head
of the Provincial Office of the Status of Women. The second phase, September to December 2003,
involved contracting the services of a Gender Specialist to work closely with the various departments
on ensuring that the departmental plans were fully engendered as well as building the capacity of the
respective Gender Focal points to enable them to analyse departmental plans through a gender lens
and make the necessary recommendations. The consultant worked closely with the Head of the Office
of the Status of Women as well as the UNDP Gender and Development (Policy Advisor).
Between September to December 2003 a number of support initiatives were considered, discussed and
undertaken to mainstream gender into the PGDP. These multi-disciplinary support initiatives are
detailed in this report and include aspects of challenges experienced, support received, progress to
date and specific recommendations. Over the three-month period stakeholders were constantly putting

forward ideas and making suggestions about the gender mainstreaming process; these have also been
consolidated and are detailed as key recommendations and should add to both strategic and
operational future planning of the PGDP.
The twenty-four key recommendations have been categorised into focus areas; namely strategic
planning, institutional arrangements, monitoring and evaluation, stakeholder base, training needs and
communications. They have short, medium and long-term implications for mainstreaming gender into
the PGDP and require further appraisal of methodology and timing. Because the recommendations
have both strategic and operational components; it is vital that both managers and implementers
support an approach that is holistic and integrated into every phase of the PGDP; this includes,
contextualisation, programming, identification, assessment, formulation, financing, implementation
and evaluation. The recommendations have equal importance for planning and budgeting processes,
as for programming and activities; and come together in strategic, operational and business plans.
While the detailed key recommendations may be considered vital for gendering of the PGDP; they are
by no means comprehensive and should be understood in the context of the three-month consultancy
period of developing this report on how to engender the PGDP. Gendering is a transformation process
that often requires a mental shift, changing of attitudes and ways of operating within communities and
the broader society; any one initiative can therefor never bring about the desired vision of gender
equality. By the same token gender transformation requires action and interaction at every level of the
society, many initiatives that will ultimately lead to building a critical mass of action. The work of the
last few months in "gendering" the PGDP has been part of building the critical mass of action.

CHAPTER ONE: BACKGROUND
1.1 Provincial Growth and Development Plan (PGDP) 2004-2014
The Provincial Growth and Development Plan (PGDP) 2004-2014, of the Eastern Cape Provincial
Government sets out the provincial vision, targets and programmes aimed at economic growth,
employment creation, poverty eradication and income redistribution; with a focus on achieving
improvement in the quality of life for the poorest people in the province. This ten-year plan is
currently being further revised and developed by the Eastern Cape Provincial Government and its
social partners, as it takes cognisance of the socio-economic realities of the province, the needs of
stakeholders, the methodological considerations of clustering approaches, as well as the broad growth
and development criteria of the South African government.
The Strategy Framework for Growth and Development 2004-2014, the product of phase 1 of the
PGDP process, was adopted by the Executive Council, Province of the Eastern Cape, on 4 June 2003.
Currently, the focus is on the development of programmes and projects to give the Strategy
Framework concrete form. Six PGDP Strategic Objectives are identified in the framework; these can
be represented in terms of Diagram 1:
Co of m
rit omy
ns a n
oli uf
se con
y
da ac
e
cu
tio tu
oo n
n, rin
f f aria
d
de g b
g o agr
ve as
Public Sector
lo p e
en he
& Institutional
m & to
th f t
in
Transformation
en
ng n o
t a uris
tre atio
m re
nd m
t
lop ctu
en
an form
De
Hu our ent
div pot
Re lo p
ve ru
ve
ds
m ce
s
e r en
De rast
s
an
an
sif tia
f
Tr
ica l
In
m
t io
n
Systematic poverty eradication through a holistic,

integrated and multi-dimensional approach to pro-poor planning
Diagram 1: Strategy Framework for Growth and Development, 2004-2014

The PGDP Strategic Objectives that form the sides of the triangle have been referred to as the “key
objectives”, with the objectives in the centre of the triangle referred to as the “foundation objectives”.
These PGDP Strategic Objectives are clearly related, with work towards one necessarily impacting on
the others. Although the “super goal” of the PGDP is poverty eradication, poverty eradication has also
been identified as one of the six PGDP Strategic Objectives to emphasise that poverty eradication is
not merely a by-product of growth, but requires particular developmental interventions.
The PGDP programmes and projects that are being developed in support of these PGDP Strategic
Objectives have been categorised as follows:
• Short-term, “flagship” projects.

• Medium-term programmes and projects (2004/05 to 2006/07).
• Long-term programmes and projects (2006/07 to 2013/14).
These categories are clearly not independent of each other, as the short- and medium-term
programmes and projects will lay the foundations for the long-term programmes and projects. They all
derive their logic and justification from the PGDP Strategic Objectives themselves. Clearly,
knowledge of the PGDP Strategic Objectives and the three categories of programmes and projects is
not sufficient. What is also required is an understanding of what, in measurable terms, these are aimed
at achieving. At a broad level, the PGDP is aimed at achieving the quantified vision contained in the
Strategy Framework for Growth and Development 2004-2014.
Section 5 of the Strategy Framework for Growth and Development 2004-2014, contains a section
entitled “Principles underlying the PGDP” and, as its name implies, highlights key principles that
should inform planning and implementation. These principles relate to gender, youth, disability,
socio-economic rights and environmental management, amongst others. In terms of a gender
responsive PGDP, the following statement lays the foundation for a gendered PGDP process:
We commit ourselves to ensure that at all stages of planning, designing, implementation,

monitoring and evaluation of the PGDP, gender perspectives will be mainstreamed so as to
ensure the development of gender responsive programmes."
This quantified vision consists of the following 14 broad targets, which, collectively, will constitute
the measure of success in achieving growth and development in the province:

1. To maintain an economic growth rate of between 5% and 8% per annum.
2. To halve the unemployment rate by 2014.
3. To reduce by between 60% and 80% the number of households living below the
poverty line by 2014.
4. To reduce by between 60% and 80% the proportion of people suffering from hunger
by 2014.
5. To establish food self-sufficiency in the Province by 2014.
6. To ensure universal primary education (UPE) by 2014, with all children proceeding
to the first exit point in a secondary education.
7. To improve the literacy rate in the Province by 50% by 2014.
8. To eliminate gender disparity in education and employment by 2014.
9. To reduce by two-thirds the under-five mortality rate by 2014.
10. To reduce by three-quarters the maternal mortality rate by 2014.
11. To halt and begin to reverse the spread of HIV/AIDS by 2014.
12. To halt and begin to reverse the spread of tuberculosis by 2014.
13. To provide clean water to all in the Province by 2014.
14. To eliminate sanitation problems by 2014.
While some of these targets are "woman and gender focussed", and so clearly meet the requirement of
gendering the PGDP; within a broader context they need to be understood and evaluated in terms of
whether they meet the practical or strategic gender needs of gendering processes. Poverty alleviation
programmes can meet immediate, practical needs of women by providing short-term work and
welfare, but if they do not focus on changing gender inequality within the society, women could
remain at risk of fluctuating in and out of chronic poverty.
While it is envisaged that the 14 broad targets will maintain an economic growth rate of between 5%
and 8% per annum; it does not necessarily follow that this will impact positively on the lives of
women, especially on the lives of poor, rural women. Mainstreaming gender requires that these 14
broad targets need to be interrogated at another level, a level that takes cognisance of the fact that
women experience poverty differently to men. Put on a gender lens, and then ask the following
questions:

1. Will an economic growth rate of between 5% and 8% per annum impact positively on
the lives of poor, rural women?
2. Taking cognisance of women's triple role, what are the considerations for halving the
unemployment rate by 2014?
3. What is the impact of poverty on female-headed households?
4. What are the gender indicators that will measure a reduction in people suffering from
hunger by 60% to 80% by 2014?
5. To what extent and at what level do women participate in the policy, planning and
budgeting of food security programmes?
6. To what extent does school infrastructure and curriculum impact on girl-child retention
rates?
7. Taking cognisance of women's triple role, what are the considerations for improving the
literacy rate by 2014?
8. What are the qualitative, as well as the quantitative considerations for eliminating
gender disparity in education and unemployment?
9. What is the impact of maternal poverty on under-five mortality rate?
10. How will economic empowerment impact in a three-quarters reduction of maternal

mortality by 2014?
11. What are the gender implications for reducing the spread of HIV/AIDS by 2014?
12. How will women's education reverse the spread of tuberculosis by 2014?
13. What is the impact of clean water on women's health and welfare?
14. What is the extent of women's participation in the policy and planning processes to
eliminate sanitation problems by 2014?
The National Gender Policy Framework clearly details the many challenges faced by women in South
Africa, and suggests that in order to achieve a society that is free of gender oppression, a paradigm
shift is required in terms of resource allocations and gender relations. The challenges that women face
impact on every aspect of their lives; namely lack of access to basic resources, lack of access to
employment, lack of access to land, lack of access to science and technology, violence, HIV/AIDS,
lack of access to the economy, poverty and oppressive gender relations.

In a section on Women and Poverty1 in South Africa's National Policy Framework for Women's
Empowerment and Gender Equality, reference is made to the phenomenon called the feminisation of
poverty. A number of factors contribute towards the poverty of women in South Africa. The following
statistics are quoted:
• over a third (37%) of rural women-headed households are among the poorest fifth of
households
• 35% of economically African women are unemployed
• 49% of employed African women are working in elementary unskilled occupations such as
cleaning, garbage collection and farm work
• 30% of all non-urban households collect wood for cooking and heating; usually women
perform these tasks
• women comprise 58% of illiterate people
• 22% of all pregnant women attending antenatal clinics tested HIV positive
The PGDP in the Strategy Framework for Growth and Development recognises that women bear a
greater burden of poverty2 and commits itself to an approach that is gender responsive;
"The strategic approach to poverty eradication is aimed at not only addressing income poverty,
but also at increasing the asset base of the poor. It is based on a determination to address the
human dimensions of poverty, especially gender, and on the recognition of the need to mobilise
social partnerships to ensure that resources are well targeted and to increase the power of the
poor in the fight against poverty."
In support of this approach, gender mainstreaming is an integral part of the transformation processes
that needs to operate at the levels of contextualisation, programming, identification, assessment,
formulation, financing, implementation and evaluation, if the goal of poverty eradication is to be
realised. Continuous gender analysis of PGDP documents and processes, structures and advocacy can
only support the mainstreaming of gender that will lead to the vision of gender equality in the Eastern
Cape Province and South Africa.
1
South Africa's National Policy Framework for Women's Empowerment and Gender Equality
2
Strategy Framework for Growth and Development 2004-2014, Eastern Cape Province; Pg 28

1.2 Gender and the PGDP
Although the initial drafts of the Strategic Framework for the PGDP revealed a clear intention to have
a gender responsive PGDP, gender was fleetingly referred to. Accordingly a main focus of phase one
of the engendering process was to ensure that the Strategy Framework made a commitment to ensure
that gender was fully mainstreamed into all processes and programme priorities of the PGDP.
The Technical Stakeholders (from the Departments and municipalities) meeting held on May 14 in
Bisho set the pace for the key concerns that needed to be addressed in gendering the PGDP
programmes;
• The inaction regarding gender issues in the Province’s institutional structure was a concern.
Although departments are aware of the policies, the practical application is severely lacking
both at the provincial and local spheres of government especially with respect to planning,
budgeting, implementation and monitoring and evaluation.
• One of the problems relating to departmental inaction is the lack of capacity to implement
gender policies especially within top management.
• Lack of sex disaggregated data meant that attempts to improve the quality of lives of the
poorest sections of the population (dominated by women) would be difficult.
In addition some of the gendering processes initially considered in the Strategy Development phase
included the following:
• a gender analysis of the PGDP thematic areas as stated in the framework

• a gender impact assessment of the PGDP to highlight the potential negative consequences that
could be balanced against any potential positive gains in support of a correct course of action
• a gender analysis of the provincial departmental policies on gender issues with a view to
making recommendations on how to best engender the policies
• a survey to assess the actual status of women and men in Eastern Cape to assist in targeted
planning
• strategies on how to mainstream gender into the PGDP including assist in budgeting for
mainstreaming
• develop monitoring and evaluation programmes to enable the OSW to assess the extent of
gender responsiveness of the province’s programmes
• develop a strategy for building gender competence within the provincial departments

An analysis of the adopted Strategy Framework for Growth and Development 2004-2014 however
continued to raise concerns regarding whether gender would be carried through to the implementation
phase of the PGDP. The Commitment outlined in the Principles in Section 5 laid the foundation for a
deeper and specific process of ensuring the PGDP was gendered. Likewise the Premier at the launch
of the PGDP reiterated the importance of ensuring that gender was fully mainstreamed into all the
PGDP process and programmes. The overall objective of gendering the PGDP is therefore to ensure
that the PGDP is not only gender sensitive, but also to ensure that it will form the basis for the
development of gender responsive programmes. Despite these commitments, there was still a need to
specifically focus on gendering processes and gender criteria, to ensure that during the
implementation phase, gender would not be viewed as merely a project within its broad strategy; but
rather as a transformation process.
A gender analysis of the Draft Programme Priorities prepared after the launch of the Strategic
Framework was carried out in August, which showed that unless the departments were supported in
understanding and mainstreaming gender into the departmental plans, the overall PGDP programmes
would in the long term fail to be gender responsive. Accordingly, there was a need to assist the
various provincial departments in identifying their gender-related priorities and interventions to
address gender inequities. There was also the need to assist with the development of strategies that
would ensure that objectives, outputs, and activities were sensitive to gender equality and would meet
the needs and priorities of both women and men and, minimise constraints to women’s participation.
The above concerns were addressed in a second phase which necessitated engaging a consultant to
work closely with the departments for a period of three months. Within the limited three-month period
and, the constant deadlines of the provincial budgeting cycle and PGDP deliverables, the following
outputs and results could reasonably be expected:
• gender relevant information and analyses fully incorporated into relevant sections of the
PGDP and the different departmental plans
• a fully gender responsive PGDP for the Eastern Cape Province
• gender responsive programmes with gender sensitive monitoring indicators developed
• a fully developed strategy and training plan for building gender competence within the
provincial departments to input into PGDP programming and implementation phase.
• collected and presented data should be sex disaggregated; in case this is not possible, adequate
justification should be provided
Some of the immediate challenges experienced were the following:

• time constraints imposed by both project management unit (PMU) time schedules, as well as
government deadlines in terms of budgeting processes
• recognition of the relevant stakeholders and whom to approach for relevant information
• lack of access to relevant persons in government departments; often not based on an
unwillingness, but rather time constraints and the adhoc nature of conducting business
• limited skills capacity generally within the province, for example gender analysis, gender
disaggregated data, gendered policies and planning
• inability to attend all relevant meetings and workshops where invitations were received
because of clashing dates and times
While these and a range of other challenges persisted over the three months; the work was made
exciting, innovative and sometimes even easy by the abundant willingness and support for gender
issues. These challenges and strengths are further detailed in the narrative of the specified support
initiatives of this document.

CHAPTER TWO: METHODOLOGY
The National Gender Policy Framework outlines South Africa's vision for gender equality and for
how it intends to realise this ideal. It details overarching principles, which are to be integrated by all
sectors into their own sectoral policies, practices and programmes, and provides for a vision of human
rights which incorporates acceptance of equal and inalienable rights of all women and men. This ideal
is a fundamental tenet under the Bill of Rights of The Constitution of the Republic of South Africa,
1996 (Act 108 of 1996). The National Gender Policy Framework attempts to ensure that the process
of achieving gender equality is at the very centre of the transformation process in South Africa within
all the structures, institutions, policies, procedures, practices and programmes of government, its
agencies and parastatals, civil society and the private sector.
The National Gender Policy Framework has adopted and prioritises the "basic needs" approach which
requires intersectoral programme implementation. To deliver programmes, those involved will have to
mobilise across a number of sectors to address the multiple needs assumed within this model. The
Gender Policy Framework sees the 'women's empowerment' approach as focusing more on practical
needs which in themselves are complementary to the 'basic needs' approach, as described in the
Gender and Development (GAD) approach. Given the high levels of inequalities that pertain in the
South African context, the focus on women's empowerment in the policy framework affirms the
satisfaction of basic needs (practical gender needs) as a necessary precondition towards the
identification and attainment of strategic gender needs.
In the process of mainstreaming gender into the PGDP, there is a need to consider that the
mainstreaming process needs to operate on three levels:
• the macro level (country or community level) - this would include provincial, regional and
local levels
• the intermediate level (institutional or organisational level) - this would include departmental,
parastatal, civil society and business levels
• the micro level (project level) - this would include programmes, projects and activities
Gender analysis frameworks have been developed for each of these levels. Well-known gender
analysis frameworks to integrate the gender perspective in the project cycle includes the Harvard
Analytical Framework, the Moser Framework, the Gender Analysis Matrix, Women's Empowerment
(Longwe) Framework and the Social Relations Approach. Checklists for the integration of the gender
perspective in the project cycle are also available from the World Bank, the Food and Agriculture
Organisation (FAO) of the United Nations and the United Nations Development Programme (UNDP).

Within the context of the PGDP, it was critical to use gender analysis as a means of acquiring an
understanding of skills level available in the province, arrive at a common understanding of the
gender concerns and to start growing a critical mass of people who could engage with and interlink
gender mainstreaming processes and the PGDP.
Gender analysis needs to be integrated into every phase of the PGDP, this could for example include,
contextualisation, programming, identification, assessment, formulation, financing, implementation
and evaluation. Where a particular phase had already been accomplished, it was important to reflect
on gendering processes or indeed the lack of gendering processes and draw lessons that could lead to
clearly defined actions at a later stage.
2.1 The Gender Practitioner's Support Model
In support of gender analysis processes, the Diouf/DeWaal Gender Practitioner Support Model
(GPSM) has been used as a means of capacity building for gender mainstreaming. This model builds
on gender practitioner understanding of gender theory and gender analysis, assists with
implementation and review/evaluation processes, within a supported and mentored environment.
Because many gender development practitioners find themselves having to engage with
implementation strategies with limited gender knowledge, inadequate support mechanisms and
inappropriate gender instruments, focus tends to be on single action gender-tasking in an attempt to
deliver gender responsive outcomes. This approach leads to gender dilution, where in the interest of
limited time, limited personnel and limited budget, the cross cutting issues of women, youth, children,
disability and HIV/AIDS are bundled together at the strategic level; leading to limited impact at the
level of implementation. This is certainly true of gendering processes in government departments and
generally within the PGDP. A more holistic approach is required if sustainable gender development is
to be achieved.
The three-phased approach (see Appendix 1) of the Gender Practitioners Support Model (GPSM)
provides access to theory, implementation and review mechanisms to both desk-based and field-based
gender practitioners; supports entry at any stage and supports an holistic approach to gendered
development. The D/D GPSM was in fact arose through support to personnel who without any formal
gender training, were given gender as a core responsibility and were expected to deliver gender
responsive programmes.
Using the recognised Gender Analysis Frameworks (Harvard, Moser and Longwe) and the D/D
GPSM, within the very limited time frame of three months, the methodology provided direction and
support to a number of people who engaged with mainstreaming gender into the PGDP.

Phase 1 - Theoretical Support

This phase facilitates and supports the practitioners understanding of gender theory and gender
analysis through:
• Gender theory
• Gender language
• Gender tools/instruments
• Gender analysis
• Development strategy
• Group strategy
• Personal contract/commitment
Phase 2 - Mentored Implementation

This 10 Point Plan can be utilised by both desk-based and field-based gender practitioners for
checking gendered implementation; the phase supports the following:
• Gendered policies and guidelines
• Gendered strategic frameworks
• Gendered budgets
• Gendered planning
• Gender sensitive community support
• Gendered project support
• Gender disaggregated data
• Gendered reporting mechanisms
• Gendered monitoring and evaluation
• Gendered review mechanisms
Phase 3 - Review Support

This phase supports evaluation as a process and relies on review mechanisms that are supported by
further gender theoretical and analysis frameworks:
• Gender theory
• Gender language
• Gender tools/instruments
• Gender analysis
• Review development strategy
• Review group strategy
• Review personal contract/commitment
• Redefine strategy
The methodology is dependent on a participatory approach, self-learning, support and mentoring

techniques, analysis and strategic planning. It requires practitioners to engage with current content and
context, apply manageable tools/instruments and focus on the desirable outcomes.

CHAPTER THREE: MAINSTREAMING GENDER INTO THE PGDP
The process of mainstreaming gender into the PGDP encountered immediate time constraints because
discussions regarding the "way forward" coincided with the Medium Term Economic Framework
(MTEF) budget hearings, draft proposals for the short and medium term PGDP programmes/projects,
the monitoring and evaluation (M&E) proposed strategy, evolving capacity building and
communications strategies, institutional arrangements for the PGDP, Sixteen Days of Activism and
reporting on the SADC Gender Commitments. This all while the most important stakeholders; namely
the OSW and the Gender Focal Points (GFPs) of each government department were engaging with the
broader context of the PGDP and ways that it could impact on the gender work that was unfolding in
the province.
The workplan therefor focussed on key initiatives and interventions that supported a number of entry
points into the PGDP process. Table 1 details the eight initiatives that would be the focus of gender
mainstreaming from the period September to December 2003.
Table 1: Initiatives to Support Mainstreaming Gender into the Time Frame

PGDP
Support Initiative 1: Develop gender sensitive departmental plans October 2003, ongoing
• Departmental plans read and evaluated regarding level of gender
sensitivity; recommendations made
• Present a ten point plan that would assist managers responsible for
developing plans to gender programmes
• Recommendations fed back to departmental Head of Department (HOD)
and senior mangers with key responsibilities for generating strategic plans
• Hold contact meetings with HODs and senior managers to offer further
support
Support Initiative 2: Gender advocacy to institutions 13 October 2003, ongoing

• Attend extended reference group meeting to advocate and raise awareness
of gender mainstreaming and support initiatives
• Meet with chairpersons of cluster groups to garner support
Support Initiative 3: Capacity building of GFPs regarding the PGDP Gendering Workshop 28&29
• 2-day workshop with GFPs to raise awareness of PGDP process and ways October , ongoing
of mainstreaming gender into the process
• Engage with PGDP framework document at strategic and operational levels
• Share instruments of gender budgeting; gender policy, gender programmes
and projects
Support Initiative 4: Gender Training Programmes October 2003, ongoing

• Meet with departmental personnel regarding gender training availability to
departmental staff and associates, both internally and externally
• Assess gender training programmes offered by departmental training and
human resource departments
• Assess Eastern Cape Provincial Training Strategy

• Develop a training strategy
Support Initiative 5: PMU Gender Training October 2003, ongoing

• Gender training for members of the PGDP PMU to increase gender support
training and awareness to the PGDP process
Support Initiative 6: Gender advocacy mainstreamed into PGDP advocacy October 2003, ongoing
• Ensure that the PGDP communications strategy has a clear gender focus on
a range of levels eg. Materials, consultations, participatory meetings
• Liaise with and provide support to PMU managers in ensuring that gender
sensitive policies and strategies are evident in M&E; as well as in final
departmental operational plans
Support Initiative 7: Formation of a Think-Tank Think -Tank meeting to be

• Create a working group on gender to develop and/or extend policy on held 30 October 2003,
gender ongoing
• Provide support to structures already engaging with mainstreaming gender
issues
• To create a platform for debate and discussion
• To provide further support to the OSW
Support Initiative 8: UNDP/OSW Recommendations document on Gender October, ongoing

• Produce a paper on recommendations for gender mainstreaming in the December 2003 for
PGDP implementation phase recommendations
Each of these initiatives posed significant challenges that required strategic thinking, innovation and
energy; there was however incredible support and enthusiasm of many stakeholders. Progress to date
and specific recommendations are detailed in the next section of this document.
3.1

3.1 Support Initiative 1: Developing Gender Sensitive Departmental Plans
By actively engaging with the content and modus operandi of departmental strategic plans, a
movement away from operational and activity-based inputs was envisaged where senior management
of relevant departments would engage with gender strategy. This would however require the
participation of senior management in gender discussion and debate at the strategic level, they would
need to be consulted on gender planning, gender budgets and time frames, gender monitoring; as well
as inter-departmental gender strategy.
To support this initiative, three actions were undertaken:
• Departmental strategic plans were read and analysed; this analysis focussed on both the
quantitative and qualitative aspects of gender
• Recommendations that would increase the level of gender awareness, impacting on operations,
were made to relevant personnel
• Follow up meetings with senior management of the relevant departments assisted in
developing a common understanding of the process of gendering strategic plans
As can be expected, the level of interaction and engagement with departments varied considerably
with some departments being quite welcoming of gender recommendations and others not quite ready
to engage at the level of recommendations. The willingness to engage with gender recommendations
at the level of the strategic plan must also be understood against the background of Gender Focal
Points (GFPs) who are not part of senior management3, as well as the time constraints experienced in
terms of departments preparations of plans and budgets in accordance with the Medium Term
Economic Framework (MTEF) budget hearings. Table 2.1 details challenges and strengths
experienced during the process of developing gender sensitive department plans.
Table 2.1 Developing Gender Sensitive Departmental Plans - Challenges and Strengths
Initiative Actions Challenges Strengths
Develop gender Plans read and • Plans difficult to access • Plans made mention of
sensitive departmental analysed from relevant departments gender and women's issues;
strategic plans • Plans accessed were often this showed a reasonable
outdated versions; latest level of gender sensitivity
electronic version not and awareness
generally known • Where senior management
• Gender concepts linked knew that plans were being
with youth, disabled, analysed, feedback was
children, HIV/AIDS requested and even
• Gender not mainstreamed; welcomed
3
Most GFPs are low ranking officials who have never been part of strategic planning and are themselves not skilled enough to provide
adequate guidance on gendering strategic plans

incorporated mainly into

sub-goal Human Resources
• Gender often the last
activity and an add-on
rather than a transformation
process
Recommendations • Limited recommendations • Enthusiasm and
made made because of lateness in willingness of GFPs to
the budget cycle (not more engage with the process,
than 15) learn skills which
• Non-controversial supported other aspects of
recommendations made work
because of lateness in the • Gender analysis instrument
budget cycle well, received
• Involvement of GFPs in the
process of writing
recommendations caused
delays and sometimes
stopped the process
Meetings with relevant • Difficulty (sometimes • Gender mainstreaming
department impossible) in securing a ideas and discussions well
meeting with senior receieved
management
• Time constraints;
sometimes as little as 15
minutes available
• HODs not available for
gender related meetings
• Gender issues not
understood as part of senior
management deliverables
and performance
In the reading and analysing departmental plans, the GFPs were key stakeholders in assisting with the
process. Once they had been trained in gender analysis and fully understood the strategic objectives of
the PGDP; they could make the connection between gender mainstreaming and the broader PGDP,
and were able to analyse their own departmental strategic plans. Table 2.2 details progress to date
regarding gender analysis of departmental plans. Appendices 2 and 3 are examples of Quantitative
and Qualitative Analysis of DOH and Treasury prepared by GFPs of the specified departments.
Emerging from the gender analysis process, recommendations that support a raised level of gender
awareness and sensitivity can be developed. Appendices 4, 5 and 6 are examples of gender
recommendations that were developed for DEAET, DOH and DRPW.
It is important to note that while many departmental strategic plans have been read and analysed, and
recommendations developed; many of these have not been fed back to senior management of relevant
departments. Once again this must be understood in the context of the time constraints of the MTEF
and the GFPs who are not part of senior management and therefor have difficulty in engaging with the
process of developing a strategic plan.

Table 2.2 Developing Gender Sensitive Departmental Plans - Progress to Date

Initiative Actions Progress to date
Develop gender Plans read and Following departmental plans read and analysed by departmental
sensitive departmental analysed consultant and/or departmental GFP:
strategic plans • Agriculture
• Economic Affairs, Environment and Tourism
• Education
• Health
• Housing, Local government and Traditional Affairs
• Land Affairs
• Land Claims Commission
• Roads and Public Works
• Safety and Liaison
• Social Development
• South African Police Service
• Sports, Recreation, Arts and Culture
• Transport
• Treasury
• Water Affairs and Forestry
Recommendations Gender recommendations available:
made to relevant • Agriculture
department • Economic Affairs, Environment and Tourism
• Education
• Health
• Housing, Local government and Traditional Affairs
• Land Affairs
• Transport
• Treasury
• Water Affairs and Forestry
Meetings with relevant Recommendations have been shared with senior management of
department the following departments:
• Agriculture
• Health
• Housing, Local Government and Traditional Affairs
• Treasury
Time constraints allowed the reading, analysis and recommendations of only fifteen departmental
plans; many of the departments that have national competency require a different level of analysis and
recommendations. These will need to be followed up over the next few months.
The value of meetings with senior management of relevant departments to discuss the gendering
process cannot be overemphasised, as this assists with narrowing the gap between policy and strategic
frameworks and implementation processes. Where the GFP requested additional support, the

consultant also attended senior management meetings to do a presentation on gender mainstreaming

processes. Table 2.3 details recommendations that need to be undertaken over the next few months.
Table 2.3 Developing Gender Sensitive Departmental Plans - Recommendations for the way forward
Initiative Actions Recommendations for the way forward
Gender sensitive Plans read and The following departmental plans should be read and analysed
departmental strategic analysed using the quantitative and qualitative instrument:
plans • ICD
• Correctional Services
• Office of the Premier
• Justice
• GCIS
• Labour
Recommendations Recommendations should be made available to relevant
made to relevant departments, always supporting the SPU and GFP:
department • Correctional Services
• Education
• GCIS
• ICD
• Justice
• Labour
• Land Affairs
• Transport
Meetings with relevant Meeting should be held with senior managers of the following
department departments to discuss both the analysis and recommendations:
• Correctional Services
• Education
• GCIS
• ICD
• Justice
• Labour
• Land Affairs
• Transport

3.2 Support Initiative 2: Gender Advocacy to Institutions
While institutions often call for the participation of women and advocates of gender, it is important
that gendering processes guard against simply "making up the numbers" or "ticking the stakeholder
checklist". Too often marginalised groups participate with no voice. Gendering the PGDP process
requires that both participation and a gender voice are available at institutional gatherings. Where
there is participation, there is greater certainty that gender would be placed on the agenda. Over the
time period September to December 2003, the PGDP reference group meetings, budget hearings and
PGDP working groups were targeted as strategic institutional processes to support gender advocacy.
It should be noted that these institutional processes were open to participation of those that would
advocate for the women's and gender issues; along with youth, the disabled and HIV/AIDS, the
crosscutting issues always find space on agenda. There is undoubtedly a political willingness to ensure
that marginalised groups are accommodated and supported within the broad activities of the PGDP.
Participation, reports and recommendations are welcomed; and though this does not necessarily
support mainstreaming processes, it is certainly an important step in ensuring that gender issues and
concerns become part of the agenda4.
Table 3.1 details some of the challenges experienced in ensuring that both gender participation and
gender voice was possible within the context of institutional processes. Here a key concern is the lack
of capacity experienced; the OSW can only be in a limited amount of places at any given moment, so
while they often receive invitations to participate, participation is ultimately not possible.
Table 3.1 Gender Advocacy to Institutions - Challenges and Strengths

Gender advocacy to Raise awareness of • Lack of participation in all • Political will and support
institutions gender at PGDP reference group meetings; from provincial
reference group unable to table any issues government senior
meetings or concerns management for women's
• Limited time available to and gender issues
report back or raise • Ensuring that gender gets a
concerns at extended slot on the agenda - if
reverence group meetings requested
• Getting a time slot at the
end of a meeting that has
already gone into overtime
• Lack of capacity in terms
of human resources
Attend Budget • Getting a time slot at the • The support of parliament
Hearings end of a meeting that has and Treasury for the
already gone into overtime participation of the
• Senior management of women's sector
departments not clear • Political will and support
4
The recommendations at the end of this document will provide possible solutions to the dilemma of participation and a voice.

regarding the role of the from provincial

women's sector at the government senior
hearing management for women's
• Engaging with the financial and gender issues
technicalities and the social
impacts
of human resources
Attend working group • Lack of capacity, no-one • Invitations to be part of
meetings available to attend working working groups
group meetings
of human resources
Despite the lack of human resource capacity and the inability to attend any of the working group
meetings; participation in the extended reference group meeting and budget hearings was undertaken.
Table 3.2 details progress to date regarding gender advocacy to institutions. The presence of a gender
voice certainly lead to even greater awareness of the need to engage more at the level of strategy,
planning and budgeting. As a result of gender participation in the budget hearings, certain departments
received letters from Treasury noting the recommendations to the departments for gendering
department strategic plans.
Table 3.2 Gender Advocacy to Institutions - Progress to Date

Gender advocacy to Raise awareness of • Attended extended reference group meeting 13 October;
institutions gender at PGDP reported on gender initiatives to mainstream gender into
reference group PGDP
meetings • Methodology and 10 point plan for implementation presented
• Report available for next extended reference group meeting to
be held in January 2004
• Informal discussions have taken place with chairpersons of
working groups
• Liaised with relevant managers of the PGDP PMU who acted
as the gender voice in gatherings
Attend Budget • Attended the following budget hearings and made
Hearings presentations on gendering of departmental budgets:
Agriculture
Education
Health
Housing, Local Government and Traditional Affairs
Roads and Public Works
Social Development
• Relevant departments have received information from
Treasury requesting their responses to gender
recommendations made at the budget hearings
Attend working group • None attended
meetings
The key to growing the critical mass of action for gender transformation is to ensure that gender is so
effectively mainstreamed into any gathering, programme or activity that it's absence from an agenda
will be considered a shortcoming of the agenda. Table 3.3 details recommendations regarding gender
advocacy to institutions if both gender participation and a gender voice is to be a tangible presence at
PGDP institutional gatherings.
Table 3.3 Gender Advocacy to Institutions - Recommendations for the way forward
Initiative Actions Recommendations
Gender advocacy to Raise awareness of • The extended reference group meetings is an important
institutions gender at PGDP platform for engaging with other provincial stakeholders;
reference group attendance by the women's lobby at meetings is imperative
meetings • A written, tabled report on gender and the PGDP is desirable
at each extended reference group meeting
• Formal meetings should be held with chairpersons of each of
the working groups as a means of increasing the support base
to gendering processes
• Key partnerships need to be forged with a range of institutions
and individuals that form part of the reference group, ensuring
effective participation and an increased voice
Attend Budget • Attendance at all budget hearings is critical as a means of
Hearings ensuring that gender is considered at the strategic planning
and budgeting level
• Reports detailing the level of gender responsiveness of the
strategic plans should be made available to both departments
and the chairperson of the hearings
• Key partnerships need to be forged with a range of gender
based organisations who are able to engage with gender
issues, ensuring participation and voice
Attend working group • Participation in all working groups is vital in ensuring that
meetings gender is considered at every level of implementation
• A written, tabled report on gender and the PGDP is desirable
at each working group meeting
• Key partnerships need to be forged with a range of institutions
who are able to engage with gender issues, ensuring
participation and voice

3.3 Support Initiative 3: Awareness raising of the PGDP with GFPs
The OSW and Special Programme Units (SPUs) are key stakeholders in the process of mainstreaming
gender; as a group, they are constantly engaging with gender theoretical and implementation issues.
Within the context of the PGDP, it was therefor imperative that they engage with the PGDP
framework on both strategic and operational levels as a way of ensuring that gendered departmental
strategic plans are developed. A gendered departmental strategic plan in turn creates the basis for
gendered programming, identification, assessment, formulation, financing, implementation and
evaluation.
A two-day workshop for Gender Focal Points (GFPs) was held on 28 -29 October to discuss ways of
mainstreaming gender into the PGDP. The workshop programme (see Appendix 7) gave GFPs the
opportunity to understand the strategic objectives of the PGDP, the role of a departmental strategic
plan in the policy and project cycles, gender analysis frameworks, and mainstreaming gender into the
PGDP. A second review workshop was held late November to evaluate progress and to discuss the
way forward (see Appendices 8 and 9) for gendering the PGDP.
Table 4.1 details the challenges and strengths encountered in raising awareness of the PGDP process.
It is important to note that most of the GFPs had not been part of departmental strategic planning
sessions, and therefor had limited knowledge of the policy, planning and budgetary processes. As
lower ranking officials they engage at the level of operations rather than strategic planning - ironically
they sometimes use the term "gender events managers" to describe their work. There is a significant
challenge facing senior management regarding the role of GFPs if departments are going to able to
access the gender knowledge and skills available, and close the gap between policy and
implementation.
Table 4.1 Awareness raising of the PGDP with GFPs - Challenges and Strengths
PGDP awareness Hold capacity building • Lack of participation of • Enthusiasm and
raising with GFPs workshops personnel not authorised to willingness of GFPs and
attend the PGDP workshop SPUs to engage with
• Lack of participation of PGDP process
certain departments who • Support provided from
did not respond to the PGDP PMU in the form of
invitation logistics and content
• Variation in ability of • Successes in analysis and
GFPs to access recommendations of
departmental strategic strategic plans
plans, and therefor to
engage with the process
• Lack of clarity regarding
roles and responsibilities
affected ability of the OSW

and GFPs to engage with

the process
Support meetings for • Poor communication with • Enthusiasm and
GFPs and SPUs some GFPs; no response to willingness of GFPs and
offers of support and SPUs to engage with
mentorship PGDP process
• Adhoc nature of meetings • Support provided from
in the province, inevitably PGDP PMU in the form of
leading to cancellations logistics and content
• Time constraints, • Empowerment processes
especially for those persons for those who leaned new
who have multiple tools and instruments
responsibilities of gender,
youth and HIV/AIDS
• Limited knowledge of
some GFPs of policy,
strategic planning and
budgeting process
Table 4.2 details progress to date in raising awareness of the PGDP process with the GFPs, and the
associated actions to mainstream gender. In support of the GPSM and its methodology, a mentorship
process followed the PGDP workshop and focussed in particular on providing support to analyse the
departmental strategic plan, prepare recommendations on gendering the strategic plan; as well as
preparation for presentations of these to senior management. Where GFPs made use of the support
process, they were significantly more successful than those GFPs who liased with senior management
without the relevant, supporting documentation. It is important to note that where GFPs presented
written recommendations, they were then invited to do a more formal presentation to senior
management teams. The time constraints experienced were limiting for both GFPs and senior
managers in budget preparations for the MTEF hearings; there have however been significant
successes in getting senior managers and GFPs to engage with each other in the gendering of strategic
processes within their departments. Quite a few GFPs have reported that they have been requested to
participate in strategic planning sessions.
Table 4.2 Awareness raising of the PGDP with GFPs - Progress to Date
PGDP awareness Hold capacity building • successful 2 day workshop held to share ways of
raising with GFPs workshops mainstreaming gender into the PGDP and to discuss training
needs as a part of training strategies; 12 departments
represented at the workshop
• a review workshop held to update and evaluate gendering
processes; 10 departments represented at workshop
Support meetings for Support meetings have been held with a number of departments
GFPs and SPUs with a particular focus on:
• preparation of gender analysis and gender recommendations
documentation
• preparations for meetings with senior management to discuss
gendering the PGDP and departmental strategic plans
• dealing with specific challenges regarding the role and
responsibility of a SPU

There are significant challenges experienced by GFPs; including the manner in which their role is
understood by senior management, the OSW and other stakeholders. Many GFPs do not come to the
job by choice, but as a result of transformation processes and restructuring, or as a means of getting to
a more senior level in government. The turnover of GFPs is high, they are overworked and
undervalued; they are expected to engage with processes, like equity plans, over which they ultimately
have very little control and often experience gender insensitivity first hand.
Despite these challenges, the role and responsibility of the GFP is key in linking the objectives of the
provincial government with local government and local communities. The role of the GFP is key in
closing the gap between policy and implementation, theory and practice; the PGDP process will be
increasingly gender responsive if the OSW and GFPs are able to operate at a more strategic level.
Table 4.3 details recommendations for continuous awareness raising and capacity building of GFPs in
support of the PGDP. Some of the recommendations made by GFPs in support of gender
mainstreaming include team building with the OSW, joint strategic planning sessions with key
stakeholders, training in gender budgeting processes and gender responsive monitoring and
evaluation.
Table 4.3 Awareness raising of the PGDP with GFPs - Recommendations

PGDP awareness Hold capacity building • Contacts need to be made with those departmental GFPs that
raising with GFPs workshops not yet engaged with the PGDP process
• Being able to engage with the PDGP process will require
capacity building in certain areas that includes strategic
planning, business planning, budgeting, M&E
• A team building workshop should take place to explore the
working relationship between GFPs and OSW; look at roles
and responsibilities; build mutual support
• A joint strategic planning workshop to between OSW, GFPs,
CGE and selected gender NGOs to develop a joint operational
plan
Support meetings for • Contacts need to be made with those departmental GFPs that
GFPs and SPUs not yet engaged with the PGDP process
• Continued support to GFPs who have initiated gendering
processes of strategic documents in their departments
• Training strategy recommendations need to be followed up on
and supported

3.4 Support Initiative 4: Gender Training Programmes
Gender programmes face a number of challenges in terms of design, target audience, content,
implementation and evaluation. While some of the challenges are related to the WID or GAD
approach of the trainer and course programme, a notable challenge is the way in which the target
audience perceives gender programmes. For many people, a gender programme is "something for
women, facilitated by women". It is therefor not unusual for women to be nominated to attend gender
training; or for women to be appointed as GFPs (unless the sector has a greater perceived male focus,
for example finance and the police); or for women to provide inputs for women's celebrations (for
example Women's Day and Women Farmer of the Year). Often a women's event or project becomes
the only intervention that a government department engages with, citing "this will be very good for the
women to know their rights". Those rights are however perceived as rights well outside the lives of the
women within the work place.
All of the above impact on the design and facilitation of gender training programmes, as well as the
ability to mainstream gender within both public and private sector organisations. Because men
dominate senior management, and gender training programmes is "something for women, facilitated
by women", it is not given priority in terms of departmental strategy. Subsequently gender training is
accorded limited budget and human resources. Table 5.1 details the challenges experienced in the
assessment and development of gender training programmes within the province.
Table 5.1 Gender Training Programmes - Challenges and Strengths

Gender training Assess departmental • Time constraints; unable to • Suggestions by many
programmes and institutional gender access human resource departments that gender
training available directors to discuss training programmes
departmental training should be integrated into
strategies broader training strategies
• Gender not perceived as • Human resource
core departmental training development is one of the
needs foundation objectives of
• Gender training not the PGDP
perceived as a requirement
of senior management
• Lack of support and
resources to GFPs in the
implementation of internal
gender training
programmes
• Gender training is
perceived as "something
for women"
Develop a training • Time constraints did not • GFPs participation in
strategy focussing on allow consultations with all developing a gender
the PGDP the relevant stakeholders, training strategy
especially tertiary • Willingness of GFPs to

institutions And NGOs engage with human

• General departmental and resource directorates to
provincial training develop a PGDP gender
strategies not easily training strategy
accessible
• Limited human resource
capacity within OSW to
support departmental
training needs
• GFPs are not part of the
strategic planning and
development of broad
training needs in
departments
GFPs have participated in two exercises focussing on training needs relating to gender mainstreaming.
It is important to note that recommendations focussed not only on their training needs, but also the
gender training needs of senior and middle management with particular focus on mainstreaming
processes in support of the PGDP. Training needs include gender planning and budgeting, fiscal
management skills, as well as gender analysis with a specific focus on the use of disaggregated data.
Appendix 9, is an extract from the minutes of the PGDP workshop and details recommendations that
need to be considered when developing a gender training strategy.
A time constraint was a key factor in the lack of progress relating to this support initiative; still a
number of objectives have either been achieved or are in progress as detailed in Table 5.2.
Table 5.2 Gender Training Programmes - Progress to Date

Gender training Assess departmental • Informal discussions held with a number of departments
programmes and institutional gender regarding the need to engage with human resource directorates
training available and departmental training strategies
• Discussions held with SPUs regarding the training needs of
both senior and middle management
• GFP stated commitment to liaising with relevant directors to
mainstream gender training into departmental training
• Discussions with capacity building process of the PGDP
regarding inter-departmental training strategies and clustering
methods
Develop a training • GFPs participated in two sessions to discuss their specific
strategy focussing on gender training needs, as well as broader departmental gender
the PGDP training needs
• GFP training needs include gender budgeting, fiscal
management, gender analysis using disaggregated data, gender
planning, gender strategy within the workplace
• GFP stated training needs for senior management includes
gender mainstreaming to impact on policies and decision
making processes
• GFP stated commitment to liaising with relevant directors to
mainstream gender training into departmental training
• Interviews held with a range of people to discuss an
appropriate training strategy

Mainstreaming gender into the PGDP has a distinct training component, where the specific content of
the PGDP is linked to specific content of gender analysis and gender empowerment strategies. It will
become increasingly important that training needs provincially become more integrated across sectors
so that the core objectives of the PGDP lead to integrated strategic planning and joint operational
activities. Gender theory and analysis is an integral aspect of such training if the goals of the PGDP
are to be realised. Table 5.3 detail recommendations that will support gender mainstreaming processes
into the general training needs of the province.
Table 5.3 Gender Training Programmes - Recommendations

Gender training Assess departmental • Undertake a qualitative and quantitative gender analysis of
programmes and institutional gender departmental training programmes; include GFPs in such an
training available exercise
• Meet with HODs and senior management to report back on
findings; link to further gender development of departmental
strategic plans
• Meet with tertiary institutions to assess the availability and
quality of gender training programmes
• Meet with local government officials, including GFPs to
assess the availability and quality of gender training
programmes
• Assess gender training programmes available from civil
society organisations across the province; include the
provincial NGO coalition in such an exercise
Develop a training • Meet with beneficiary communities to evaluate gender needs
strategy focussing on of communities; this would be best facilitated through local
the PGDP government structures and civil society organisations
• Hold a training strategy workshop of key stakeholders to
develop core generic programmes that support gendering the
PGDP process
• Develop effective partnerships in the province (and if required
outside of the province) to support gender mainstreaming
training programmes
• Develop a strategy to build capacity of persons in the province
who could provide for the training needs of government
departments and local communities

3.5 Support Initiative 5: Gender Support to the PGDP PMU
The ideal case scenario for mainstreaming gender into the PGDP would have been to ensure that one
of the management positions in the PMU was a gender development position. This would have
supported the internal and eternal processes at every level from policy to implementation; as well as
strategic planning. The institutional arrangements of the PMU were a male director, four male
managers and one male finance manager, while the two office administrators and office assistant were
female. Most of the consultants and service providers engaged to date have also been male. While the
male colleagues were open and even welcoming of the gender issue, this situation itself was not going
to be conducive to gender being mainstreamed into the PGDP.
This initiative was therefor focussed on getting the PMU more acquainted with gender theory and
analysis, so that in the event of the OSW not being present and participating in PGDP processes the
male colleagues would be the gender eye/gender lens. Table 6.1 detail challenges and strengths
encountered in providing gender support and training to members of the PMU. Once again time
constraints resulted in not being able to get the entire PMU together at any one time for a joint gender
training session, individual managers however engaged with gender processes and the feedback is that
the increased presence of women through meetings with GFPs at the PMU office has assisted with the
gender mainstreaming process.
Table 6.1 Gender Support and Training to the PGDP PMU - Challenges and Strengths
Gender support and Gender support and • Difficulty in tracking • Political will and support
training to the PGDP training to managers PGDP processes and draft from provincial
PMU and consultants versions because of rapid government senior
changes to documentation management for women's
• Constant liaising with key and gender issues
managers of programmes, • Willingness of PGDP PMU
M&E, communications, managers to engage with
logistics; as well as the gender issues
consultants
• Time constraints that
limited participation at
each stage of a process;
inevitably gender drops off
the agenda
• Working within the tight
budget cycle time frames
• Lack of human resource
capacity and therefore
inability to participate in all
consultative activities
Progress to date as detailed in Table 6.2, has focussed on support to individual managers in the areas
of designing future programmes and projects, the monitoring and evaluation strategy and the

communications strategy. Discussions have also taken place with the range of consultants who have
engaged with PGDP development initiatives over the reported period. A series of meetings with GFPs
have taken place at the PMU offices that created a sense of connection between the PMU and
departments.
Table 6.2 Gender Support and Training to the PGDP PMU - Progress to Date
Gender support and Gender support and • Support and advice to manager working with the development
training to the PGDP training to managers of Flagship Programme/Projects
PMU and consultants • Support and advice to manager working with the development
of medium term programmes/projects
• Participation in M&E workshop and working group; advice
regarding strategy
• Participation in communications strategy; gender analysis of
communications and recommendations to gender future
strategies
• Participation in capacity building research and process
Continued support to managers and consultants who engage with the PGDP processes is vital in the
effort to ensure that gender remains on the agenda. Further recommendations detailed in Table 6.3
will ensure that the strategic developments facilitated by the PMU will link more directly to the
gendering processes that will take place in departments, local government and beneficiary
communities of the PGDP.
Table 6.3 Gender Support and Training to the PGDP PMU - Recommendations
Gender support and Gender support and • Continued support to managers and consultants to ensure that
training to the PGDP training to managers gender remains part of the agenda at both strategic and
PMU and consultants operational levels
• The inclusion of a gender position into the PMU over the next
few months
• Encouragement to PMU members to increasingly act as the
gender eye/gender lens through all PGDP processes

3.6 Support Initiative 6: Gender Advocacy Mainstreamed into PGDP

Advocacy
Since the launch of the PGDP Strategy Framework for Growth and Development in June 2003,
extensive consultations have continued between the provincial government, public entities, business,
labour and civil society in preparation for the implementation of flagship, medium and long term
programmes and projects. This in itself necessitates a high level of advocacy and awareness raising
around the strategic objectives of the PGDP.
Part of the gender mainstreaming process is ensuring that all processes adopt gender responsive
mechanisms, as well as usage of the necessary tools and instruments to check progress. By
mainstreaming gender advocacy into PGDP advocacy, it is envisaged that gender will become less of
an activity and more part of the transformation process that the PGDP will support in terms of gender
equality within the province. Any transformation process creates a series of tensions within personal
and working relationships; this is to be expected in mainstreaming gender and PGDP advocacy. Table
7.1 details some of the challenges, as well as strengths experienced in the process of mainstreaming
gender advocacy into PGDP advocacy.
Table 7.1 Gender advocacy mainstreamed into PGDP advocacy - Challenges and Strengths
Gender advocacy Link gender advocacy • Difficulty in tracking • Political will and support
mainstreamed into to PGDP strategies and PGDP processes and draft from provincial
PGDP advocacy advocacy versions because of rapid government senior
changes to documentation management for women's
• Constant liaising with key and gender issues
managers of programmes, • Willingness of PGDP PMU
M&E, communications, managers to engage with
logistics; as well as the gender issues
consultants • Support provided to
• Time constraints that women who have become
limited participation at associated with the team
each stage of a process;
inevitably gender drops off
the agenda
• Working within the tight
budget cycle time frames
• Lack of human resource
capacity and therefore
inability to participate in all
consultative activities
It should be noted that there was never really a problem in getting a gender voice heard, inputs were
always sought and welcomed. Table 7.2 details progress to date. What will however remain more
problematic is what happens to gender information, recommendations and the resulting actions - these
are far more difficult for institutions and individual people to work with. What often happens is that
gender is the either diluted, for example merely seen as one of the cross cutting issues together with

youth, children, the disabled and HIV/AIDS; or gender is given the status of a task that needs to be
accomplished, for example a women's focus project.
Table 7.2 Gender advocacy mainstreamed into PGDP advocacy - Progress to Date
Gender advocacy Link gender advocacy • Support and advice provided to the Flagship
mainstreamed into to PGDP strategies and Programme/Projects
PGDP advocacy advocacy • Support and advice to development of medium term
programmes/projects
• Participation in M&E workshop and working group; advice
regarding strategy
• Participation in communications strategy
• Participation in capacity building research and process
The recommendations that will support gender mainstreaming into PGDP mainstreaming, as detailed
in Table 7.3, include a focus on the M&E, communication and capacity building strategies, where it is
critical that the participation of women is not the end point, but rather participation with a voice that is
heard, as well as support for gender action during the implementation phase.
Table 7.3 Gender advocacy mainstreamed into PGDP advocacy - Recommendations

Gender advocacy Link gender advocacy • Continued support to M&E, communication and capacity
mainstreamed into to PGDP strategies and building strategies
PGDP advocacy advocacy • Analysis of documents and materials that are placed into the
public domain, and recommendations for improved gender
responsive advocacy
• Participation in strategic planning processes
• Contributions to consultative meetings and workshops
• Participation in evaluation processes that will ensure gender
responsive strategies

3.7 Support Initiative 7: Formation of a Think-Tank on Gender
The original idea of forming a working group that could actively engage with the processes of
developing and extending gender policies in the Eastern Cape Province, arose from informal
discussions between the OSW and UNDP. It was envisaged that such a structure could also advise and
support existing structures like the OSW and other gender based organisations in achieving the South
African vision of gender equality. Within the context of the PGDP, this advisory, support structure
would play an essential in the gender mainstreaming process. Table 8.1 details some of the challenges
and strengths encountered in the formation of a gender Think-Tank.
Table 8.1 Formation of a Think-Tank on Gender: Challenges and Strengths

Form a Think-Tank on Formation of group • Group members are • Clear commitment of group
gender extremely busy individuals to supporting the PGDP
who will not always be process
available at the same time • Willingness to act as an
• Logistical arrangements, advisory and support group
keeping group members to the OSW
updated and facilitating • Presence of the chairperson
communication to PGDP of the Governance working
stakeholders group
• Ensuring a transparent
process that will meet the
gendering objectives of the
PGDP and unify the
relevant stakeholders
At the first meeting of the Think-Tank, (refer to Table 8.2) which included representation from the
OSW, UNDP, government, private sector, tertiary institutions and civil society; the institutional
arrangements and Terms of Reference was discussed, specifically because the constitution of such a
group is always open to criticism regarding its objectives, mandate, duration, participation and
purpose. Additionally, because time, logistical and geographical constraints place enormous pressure
on the ability of the group to function well, the objectives of the group needed to be clear and
transparent. Appendix 11 details revised Terms of Reference for the group.

Table 8.2 Formation of a Think-Tank on Gender - Progress to Date

Form a Think-Tank on Formation of group • First meeting hosted by OSW took place on 31 October 2003
gender in East London
• Current members include Ms Z Mlakalaka (OSW), Ms B
Hackula, Ms T Mpumlwana , Ms C MaCloed, Ms P Badi , Dr
S Muthwa
• Both Ms J Macharia (UNDP) and Ms I Diouf (UNDP
consultant) will play a role in the formation of the Think-
Tank, but are not long-term members
• Institutional arrangements discussed and agreed
• Terms of Reference developed and circulated among group
members
In it's infancy stage the Think-Tank needs to be nurtured and supported so that it becomes a structure
that is able to advise and support mainstreaming of gender into the PGDP. Table 8.3 details
recommendations that the group might wish to consider as it works towards the achievement of it's
Terms of Reference.
Table 8.3 Formation of a Think-Tank on Gender - Recommendations

Form a Think-Tank on Formation of group • The group needs to expanded as soon as possible; additional
gender members could include representatives of municipalities, the
CGE and the youth sector; as well as civil society
organisations that have a clear gender mandate
• The institutional arrangements and Terms of Reference need
to be transparent to ensure the support of the broader PGDP
stakeholders
• The members should provide clarity in terms of reporting
mechanisms and circulation of minutes of meetings
• The members of the group should represent diversity in terms
of age, gender and race

CHAPTER 4: KEY RECOMMENDATIONS - GENDER

MAINSTREAMING INTO THE IMPLEMENTATION
PHASE OF THE PGDP
Through the months September to December 2003, and in a final round of interviews in December,
a range of persons were asked to share their thoughts on mainstreaming gender into the PGDP,
focussing specifically on medium and long term requirements. Time and geographical constraints
meant that interactions were focussed on the following groups of people:
• Discussions with senior and middle management of government departments

• Consultation with OSW
• Consultation with UNDP
• Consultations with GFPs of government departments
• Discussions with GFPs of local government
• Discussions with the CGE
• Consultations with PGDP PMU
• Discussions with the Youth Commission
• Discussions with representatives of tertiary institutions
A multitude of ideas have been generated, and these would need greater consideration as in-depth
preparations are undertaken for launching the Flagship Projects, and as the medium and long terms
programmes and projects are put in place. These suggestions have been categorised into six main
areas:
• Strategic Planning
• Institutional Arrangements
• Monitoring and Evaluation
• Stakeholder Base
• Training Needs
• Communications
As with the specific recommendations relating to the Support Initiatives, these should form the
basis of further discussion to mainstream gender into the implementation phase of the PGDP.
Please note that neither the categories nor individual recommendations are listed in any order of
priority. Some of these recommendations are repetitions of earlier specific recommendation that
relate to the Support Initiatives; however as they arose from interviews and final discussions with
the stakeholders, for the sake of clarity they have been recorded again.
Mainstreaming Gender into the PGDP

40
4.1 Strategic Planning
Recommendation 1: Gender machinery participation in PGDP planning

Representatives of the gender machinery should participate in PGDP planning by working closely
with the present PMU (or future Central Planning Unit); this includes participation in development
of programmes and projects, communication strategy, M&E strategy, capacity building strategy,
research and training strategy.
Recommendation 2: Gendered Strategic Plans

The provincial cabinet and budget hearings should be supportive of gender mainstreaming by
supporting gendered strategic plans. During the budget cycle, Treasury should approve
departmental strategic plans on the basis that they explicitly show gender planning and gender
budgeting.
Recommendation 3: Analysis of strategic documents

PGDP strategic documents should be quantitatively and qualitatively analysed to determine the
gender responsive planning and budgeting; as well as the level to which the strategic plans support
gender mainstreaming into the implementation phase.
Recommendation 4: Gender machinery joint planning

A joint annual planning session between key stakeholders to facilitate joint PGDP strategy and
focussed activity. The key stakeholders are OSW, CGE, GFPs of government departments, GFPs
of local government, provincial NGOs that have a clear gender mandate. The province should
endorse such a strategic plan.
Recommendation 5: GFP participation in strategic planning

GFPs should participate in annual departmental strategic planning and cyclical MTEF strategic
planning. Gender analysis, gender quantitative and qualitative analysis, and gender
recommendations of strategic plans would strengthen the participation of GFPs.
4.2 Institutional Arrangements
Recommendation 1: OSW supported to operate strategically

The OSW is a key role player in gendering the PGDP and mainstreaming gender in the province;
the unit though experiences limited human resources and limited strategic management skills to act
strategically. OSW needs to be supported in acquiring skilled staff to meet it's provincial and

41
national mandate, and needs to be supported in forming effective partnerships to align itself more
strategically to the PGDP.
Recommendation 2: Gender person in the PMU

The inclusion of a GFP in the PMU (or future Central Planning Unit) to support the design and
strategic development of programmes and projects, to link with provincial gender machinery,
departments, regions and local municipalities. A current GFP could be seconded from one of the
departments.
Recommendation 3: Participation in hearings

Participation of gender machinery in all cabinet and budget hearings, with a specific focus on the
level of gender sensitivity of departmental strategic plans. Not only a presence, but also a gender
voice that should guide the participation. Gender analysis, gender quantitative and qualitative
analysis, and gender recommendations of strategic plans would strengthen the participation.
Recommendation 4: Inclusion in PGDP reference group

Inclusion of the gender machinery in the PGDP reference group meetings (not only extended group
meetings), with a specific focus of ensuring that programmes remain gender responsive. Not only a
presence, but also a gender voice that should guide the participation. Gender analysis, gender
quantitative and qualitative analysis, and gender recommendations of strategic plans would
strengthen the participation.
Recommendation 5: Representation in cluster working groups

Gender should be represented in each of the cluster working groups; Governance, Economic
Growth and Development, Fiscal and Social Needs. GFPs and other members of the gender
machinery could represent the women's sector alleviating the pressure experienced by the OSW to
represent the sector in this extensive network of working groups.
4.3 Monitoring and Evaluation
Recommendation 1:Gender performance of senior management

Senior management should be appraised on the ability to mainstream gender into departmental
processes; stages which should include planning, designing, implementation, monitoring and
evaluation of the PGDP ensuring the development of gender responsive programmes
Recommendation 2: Gender indicators

Monitoring of all programmes and projects should include gender indicators to determine impact
of the PGDP on the lives of women and girls in the province. Gender indicators should be built

42
into all areas of strategic, business and operational plans, including planning, budgeting, human
resources and projects.
Recommendation 3: Disaggregated data at impact level

Reporting mechanisms should include the gender disaggregation of all data, in accordance with
gender responsive programmes. Gender disaggregation should focus not only on the numbers of
women and men employed or the numbers of women and men who participate in any particular
event; but should focus more specifically on the impacts of PGDP programmes on improving the
lives of women and men, girls and boys in the province
Recommendation 4: External gender evaluation

An external gender evaluation should be undertaken in April 2005 to assess the impact of PGDP
Flagship projects on the lives of women and girls in the province. The findings of the evaluation
and recommendation for more gendered projects should be made available to the provincial
cabinet.
4.4 Stakeholder Base
Recommendation 1: Expanded Think-Tank

The Think-Tank should be expanded to include better representivity of community structures.
Additional members could include the CGE, local municipalities, civil society organisations,
labour and youth. The meetings should operate a rotational chair to ensure inclusivity and
ownership.
Recommendation 2: PGDP and gender stakeholders

Gender stakeholders meetings and activities should increasingly focus on alignment to the PGDP;
this includes gender based violence programmes, women's empowerment initiatives, celebratory
programmes, advocacy and training programmes. These will greater support at a strategic level and
less duplication of activities.
Recommendation 3: Women's Caucus and PGDP

The provincial Women's Caucus should be invited to play a significant role in political support to
the PGDP process. Their role in focussing on gender transformation both internally in their
specific political parties, and externally in their interaction with local communities supports
gendering the PGDP.

43
Recommendation 4: Gender and local government

The gender machinery should undertake to look at ways in which gender can most effectively be
mainstreamed into local government. At a local government level many of the gender initiatives
are women's events that respond to practical gender needs, rather than the strategic gender needs of
communities. Possible good practice models that support mainstreaming at a strategic should be
recommended and shared.
4.5 Training Needs
Recommendation 1: Senior management training needs

Senior management of government departments should participate in training that focuses on
mainstreaming gender into the PGDP. Key areas of training should include gendered policy and
project cycles, gender planning, gender budgeting, gender analysis and gender disaggregation.
Recommendation 2: GFP training needs

GFP training needs should include the GPSM ten points to gendered implementation, namely,
gendered policies and guidelines, gendered strategic frameworks, gendered budgets, gendered
planning, gender sensitive community support, gendered project support, gender disaggregated
data, gendered reporting mechanisms, gendered monitoring and evaluation, gendered review
mechanisms
Recommendation 3: OSW training needs

OSW training needs should include strategic planning, leadership and management skills, team
building and group dynamics, gendered policy and project cycles, gender planning and budgeting,
gender analysis and gender disaggregation, gender monitoring and evaluation.
Recommendation 4: Team building

Externally facilitated team building should take place between the OSW and GFPs to improve
working relations, determine roles and responsibilities, line functions and reporting mechanisms.
Relevant senior officials who play a strategic role in deciding the mandates and operational
activities of each group should be consulted on these issues.
4.6 Communications
Recommendation 1: Gender responsive materials

All materials developed by the PMU should be evaluated to determine the level of gender
sensitivity. The PMU (or future central planning unit) should ensure that materials development

44
meets the requirements of gendered communications. Provincial gender machinery could advise on
both print and electronic materials.
Recommendation 2: Central database

All materials should be located in a central database to allow easy access to the relevant updated
information. Suggestion is that hard copies should also be housed within the PMU (future central
planning unit) to allow easy access for government officials, and stakeholders within the
geographic locality. This would specifically support gender-mainstreaming processes because
many officials feel that they would benefit from being able to read about gender good practice in
the different departments.
Conclusion
The process of mainstreaming gender into the PGDP during the months September to December
2003 was only travelling part of a journey; and for those who engaged with the process of it meant
self-discovery and awareness arising, innovation and sharing, learning and developing ways of
working in support of a strategy that sets out a provincial vision, targets and programmes aimed at
economic growth, employment creation, poverty eradication and income distribution, targeting a
rapid improvement in the quality of life of the poorest people in the province. It was a time to look
back and acknowledge those achievements of the gender pioneers, as well as engage with strategy,
planning and implementation processes. It was also a time to feel the strength and commitment of a
province that is willing to commit itself to a guiding principle for gender equality:
"We commit ourselves to ensure that at all stages of planning, designing, implementation,
monitoring and evaluation of the PGDP, gender perspectives will be mainstreamed so as to
ensure the development of gender responsive programmes.5"
5
PGDP Strategy Framework for Growth and Development 2004-2014, Section 5

45
Appendix 1: Diouf/DeWaal Gender Practitioner's Support Model (GPSM) (Not For Publishing. Not For Distribution)
Key objective of D/D GPSM: To support and mentor gender practitioners through engendered development processes
PHASE 2
MENTORED IMPLEMENTATION
10 POINT PLAN
PHASE 1 _ Gendered policies and guidelines PHASE 3
THEORETICAL SUPPORT _ Gendered strategic frameworks REVIEW SUPPORT
_ Gendered budgets
_ Gender theory _ Gendered planning _ Gender theory
_ Gender language _ Gender sensitive community _ Gender analysis
_ Gender tools/instruments support _ Review development strategy
_ Gender analysis _ Gendered project support _ Review group strategy
_ Development strategy _ Gender disaggregated data _ Review personal contract
_ Group strategy _ Gendered reporting mechanisms _ Redefine strategy
_ Personal contract _ Gendered monitoring and
evaluation
_ Gendered review mechanisms
Ms Imelda Diouf Dr Maretha De Waal

Development Practitioner and Gender Specialist, IDDC Director
Associate of the Institute of Women's and Gender Institute of Women's and Gender Studies, University of
Studies, University of Pretoria Pretoria
Phone&Fax: (012) 654 7191 Phone: (012) 420 3897 Fax: (012) 420
E-mail: iddc@mweb.co.za 2873
Address: PO Box 12388, Clubview, 0014, South GENEDERED DEVELOPMENT E-mail: mdewaal@postino.up.ac.za
Gendered - to make gender aware

Appendix 2: DOH - Quantitative and Qualitative Gender Analysis
PROVINCIAL GROWTH AND DEVELOPMENT (PGDP)

DEPARTMENT OF HEALTH
GENDER ANALYSIS OF DEPARTMENTAL STRATEGIC PLAN
Page Mention Type of mention Section Quality

8 Female Female population Population analysis good
9 Women …improving health of women Population distribution good
11 Female Female percentage Population characteristics good
12 Maternal Maternal mortality Epidemiological profile good
13 Mother ..age of mother & ..education of mother Child mortality good
16 Women Women's and Maternal Health Women's and Maternal Health good
17 Female ..causes of mortality in females Disease pattern in the ECP good
17 Maternal ..AIDS as most common cause of maternal deaths HIV/AIDS good
18 Females Female ststs in Asthma Disease pattern good
19 Rape Challenges of the province Disease patterns weak
31 Inequity Address inequity in service provisions Priorities weak
41 Gender Gender policy Programme 1 good
46 Maternal & Maternal & women's Health Performance indicators Good
Women's Health
65 Women Status of women Situational analysis Good
68 Women Pregnant women HIV/AIDS Good
Prepared by:
Ms K. Mjamba
Special Programmes Unit Official
Department of Health
Eastern Cape Province

Appendix 3: Treasury - Quantitative and Qualitative Analysis
Provincial Growth and Development Plan (PGDP)

Treasury
Gendering departmental plans:
Quantitative and qualitative analysis of gender
Page Mention Type of Mention Section Quality of Mention

15 equity Employment equity Act Legislative and other mandates average
18 disadvantaged historically disadvantaged groups Preferential procurement policy weak
framework Act
18 gender discrimination o the basis of …. Preferential procurement policy good
Gender framework Act
63 female 3.5 million female Demographic profile of the Province good
127 equity Employment equity Act Mandate in term of departmental average
program
127 equity Employment equity Act Mandate in term of departmental average
program
127 equity Employment equity Act Standard average
Compiled by:
Mr Bandile Sijadu
Assistant Manager, SPU

Appendix 4: DEAET - Gender Recommendations

Department of Economic Affairs, Environment and Tourism
Gendering Departmental plans: Recommendations
Page Mention Section Recommendation
6 women strategic goals … with special focus on women, youth and the disabled
9 gender strategic goals …. integrate youth, disability and gender into all programmes of the department
11 equity Legislative and other mandates Employment Equity Act
equity Legislative and other mandates Labour Relations Act
equity Legislative and other mandates National Gender Policy Framework
equity Legislative and other mandates Skills Development Act
13 women Description of status quo 53.8% of the population comprises women
13 gender Description of status quo … and gender inequality
21 gender Sub-Programme : HR To mainstream gender into all policies, plans and programmes
Sub-Programme : HR no disaggregated data
Sub-Programme : HR all information disaggregated
Sub-Programme : HR Equality achieved at all levels
22 gender Table 4 Gender research undertaken
Disaggregated data received
25 women Table 5 … with a special focus on women, youth and the disabled
increased numbers of women, youth and disabled are computer literate
26 gender Table gender is mainstreamed into all policies, structures, plans and programmes of public entities
increased participation of women in policies, structures, plans and programmes
29 gender ECDC Projected Expenditure To undertake gender budgeting
30 women PGDP Programme Priorities Improve access to health, education and social grants by the poor, with a strong emphasis on women, youth and the
disabled
Prepared by: Ms Bulelwa Tunyiswa

SPU, GFP

Appendix 5: DOH - Gender Recommendations
MAINSTREAMING GENDER INTO THE PROVINCIAL GROWTH AND DEVELOPMENT PLAN (PGDP)
DEPARTMENT OF HEALTH
GENDER RECOMMENDATIONS FOR THE DEPARTMENTAL STRATEGIC PLAN
Background Information:
Government has committed itself to promote gender equality. It has established gender machinery in the form of the Office on the Status of Women (OSW) and Gender Focal
Points. These have been established to support and monitor government's efforts to promote gender equality. However, responsibilities for implementation lie not with these units,
but with senior management government. This is in accordance with the principle of `gender mainstreaming`, which is an effective methodology for addressing gender inequality.
As gender inequities have an impact on quality and efficiency of the mainstream of internal and programming activities of the department, it is best to start by mainstreaming gender
into strategic plans, as these guidelines will be translated into programmes and business plans of the department.
The aim of this exercise is to find ways of ensuring that the process of transforming the gender related guidelines of the strategy plans translate into realistic operational plans and
business plans. These recommendations are intended to assist programme managers to be able to mainstream gender into their plans as these plans feed into the PGDP.
Pg Mention Section Recommendations
1 Women Overview of MEC A sentence that focus on women, youth, children and disabled to be built in
16 Gender dimension General comments on 2nd bullet add the sentence- `could be partly attributed to gender dimensions of reproductive health`
maternal deaths
31 Women Priorities for 2004/2005 6th bullet add- ` with special focus on the most vulnerable such as women, youth , disabled and children
32 Employment Equity Act and Legislative Framework Add to legislation's
S.A. National Policy
Framework for Women's
Empowerment and Gender
Equality
33 Women Conclusion 3rd paragraph 1st sentence add `and the vulnerable groups such as women, youth, children and disabled.
37 Disaggregated data in terms of Table no.8 Posts filled to be captured in terms of females, males and racial group
senior management post – male,
females,race
80 gender Quality improvement Last bullet could read `To develop strategies that are gender responsive`.
measures HIV/AIDS
96 Gender sensitive Effective efficient Additional bullet could read - `ensuring equal rights and opportunities for both women and men in the
Management structure institution`.
96 Gender Strategic goals 2004-7 (d) last bullet …..gender mainstreaming occurs in all policies , structures and programmes
77 Gender Challenges related to Add another bullet suggested ` Gender dimensions of vulnerability to HIV: The fact that people are called upon to
HIV/AIDS Programme use condoms or to be faithful without challenging women's lesser power to negotiate sexual behaviour`.
Prepared by:
Ms K. Mjamba
Special Programmes Unit Official

Appendix 6: DRPW - Gender Recommendations

Department of Roads and Public Works
Pg Mention Theme/Topic Recommendation
3 women Public Works Projects …. and women
7 women Community Based Public Works Programmes The community based public works programmes are targeted at poverty alleviation activities, with
special focus on women, youth and the disabled.
7 gender Internal challenges …. Including gender responsive mechanisms…..
8 gender Summary of Service Delivery Environment and Challenges ……. Gender inequality ……
11 women Provincial Priorities as identified at Budget Indibano … and women …
11 women's Service Delivery Goals …. And women's empowerment group ….
11 gender Organisational Goals To mainstream gender into all areas of the department's strategic and operational goals
11 gender Training and Learning Goals …. gender sensitive ….
12 gender Information System to Monitor Progress Gender disaggregated targets
12 gender Description of Strategic Planning Process South Africa's national Policy Framework for Women's Empowerment and Gender Equality
14 gender Strategic Goal 1 …. gender sensitive ….
14 gender Strategic Objectives To mainstream gender into all areas of the department's strategic and operational goals
14 gender Strategic Objectives ….. Including gender equitable responses
14 gender Strategic Objective: To develop instruments that support gender budgeting
18 gender Specific Measurable Objectives gender equity policies developed
18 gender Specific Measurable Objectives mainstreaming of gender is a component of all managerial positions
18 gender Specific Measurable Objectives gender equity
18 gender Specific Measurable Objectives gender mainstreaming training
22 gender Specific Measurable Objectives gender responsive investment plan
23 gender Specific Measurable Objectives gender responsive strategies employed
28 women Situation Analysis …. That targets women, youth and the disabled
36 gender Critical Success Factors gender equity plan
39 women Economic environment Economic empowerment programmes should target women, youth and the disabled
41 gender Adjustments to be made To mainstream gender into all areas of the department's strategic and operational goals
Prepared by: Ms Julia Ndaki, GFP

Appendix 7: OSW/ GFP’S PGDP WORKSHOP PROGRAMME: HALYARDS HOTEL: PORT ALFRED – 28 – 29 OCTOBER 2003
DAY I
TIME SESSION DETAIL LEAD PERSON(S)
09h00 Welcome, background, aims and objectives of the workshop Zukelwa Mlakalaka
09h10 Introductions • United Nations Development Programme - Janet Macharia
• Office on the Status of Women - Zukelwa Mlakalaka
• Institute for Women's and Gender Studies/IDDC - Imelda Diouf
• PGDP Project Management Unit - John Reynolds
• Economic Growth and Development Working Group Ms Giwu, Ms Mvusi, Ms Ndaki,
• Governance Working Group - Ms Boqwana, Mr Manyaku, Ms Blaai, Ms Somfongo
• Fiscal Working Group - Ms Tunyiswa, Mr Sijadu,
• Social Needs Working Group - Ms Dunjana, Ms Mjamba, Ms Fanta, Ms Casoojee
09h25 Presentation of PGDP Strategic Framework for Growth and Development John Reynolds
2004-2014 by Project Management Unit (PMU)
10h00 Questions/Comments All
10h45 Tea Break
11h00 Mainstreaming gender into government programmes and processes Janet Macharia / Imelda Diouf
• Legislation and Policy
• Operations and Implementation
11h30 Departmental Plans and Programmes Departmental Reports

• Agriculture • Ms Giwu, Ms Mvusi
• Safety, Security and Liaison • Ms Boqwana
• Social Development • Ms Dunjana
• Health • Ms Mjamba
• SAPS • Mr Manyaku
• Public Works • Ms Ndaki
• Correctional Services • Ms Blaai
• Economic Affairs • Ms Tunyiswa
• Education • Ms Fanta
• Provincial Treasury • Mr Sijadu
• Sport, Recreation & Arts • Ms Casoojee
• Housing, Local Government & Traditional Affairs • Ms Somfongo
12h30 Gender Analysis Frameworks - Recapping Moser, Harvard and Longwe Janet Macharia/Imelda Diouf
Applying gender frameworks when analysing documents:
Case Study - PGDP Strategic Framework for Growth and Development
2004-2014
13h00 Lunch
14h00 Analysis of the Work of the Working Groups - Departmental Work Plans as Cluster working groups
Case Studies: • Economic Growth and Development Working Group - Ms Giwu, Ms Mvusi, Ms Ndaki,
• Governance • Governance Working Group - Ms Boqwana, Mr Manyaku, Ms Blaai, Ms Somfongo
• Economic Growth and Development • Fiscal Working Group - Ms Tunyiswa, Mr Sijadu,
• Fiscal • Social Needs Working Group - Ms Dunjana, Ms Mjamba, Ms Fanta, Ms Casoojee

• Social Needs
Gender Analysis Frameworks for:

• Economic development
• Planning
• Empowerment All - discussion and sharing
• Rights based approach
Implementing Gender Analysis Frameworks

15h30 Tea Break
15h45 Report Back and Discussion Cluster working group report back
Gendering Working Groups - policies, strategic guidelines, strategic Janet Macharia/Imelda Diouf
operations, activities
Diouf/DeWaal Gender Practitioner's Support Model (GPSM)
Theoretical support
Mentored Implementation
Review support
Implementing Support Models All - discussion and sharing
16h45 Overnight reading - to be allocated
17h00 End of Day
DAY II
TIME ITEM RESPONSIBLE PERSON
08h30 Review of Day 1 All
09h00 Developing personal, departmental and cluster group implementing Cluster working group meetings
strategies - Working Groups: • Economic Growth and Development Working Group - Ms Giwu, Ms Mvusi, Ms Ndaki,
• Governance • Governance Working Group - Ms Boqwana, Mr Manyaku, Ms Blaai, Ms Somfongo
• Economic Growth and Development • Fiscal Working Group - Ms Tunyiswa, Mr Sijadu,
• Fiscal • Social Needs Working Group - Ms Dunjana, Ms Mjamba, Ms Fanta, Ms Casoojee
• Social Needs
11h15 Tea Break
11h30 Cluster Report Back and Discussion Cluster working group report back
Gendering Departmental PGDP Strategies - policies, strategic guidelines, Janet Macharia/Imelda Diouf
strategic operations, activities
PGDP - linking theory and practice, strategic liaisons
13h00 Lunch
14h00 Training Needs of Gender Focal Points All
15h00 Way forward All
15h15 Tea and Departure

Appendix 8: PGDP Workshop Programme

UNDP and OSW
Gender Focal Point Meeting
Date: 21 November 2003
Venue: PGDP PMU Office
Time: 0900-12h30
Participating Organisations:
UNDP
OSW
IDDC/Institute of Women’s and Gender Studies
Department of Agriculture
Department of Correctional Services
Department of Economic Affairs, Environment and Tourism
Department of Education
Department of Health
Department of Housing, Local Government and Traditional Affairs
Department of Land Affairs
Department of Roads and Public Works
Department of Safety, Security and Liaison
Department of Social Development
Department of Sports, Recreation, Arts and Culture
Department of Transport
Department of Treasury
Department of Water Affairs
South African Police Service
Objectives:
◘ To share progress regarding the gendering of the departmental strategic plans
◘ To find ways of ensuring that the process of transforming the gender guidelines of the strategy plans
translate into realistic operational and business plans
◘ To look at the programme/project short and medium term priorities of the PGDP
◘ To review the training needs strategy and discuss a way forward
◘ To provide an update on the Eastern Cape Gender Think-Tank
Meeting Agenda:
09h00 Welcome
Objectives
09h15 Report back from each department regarding gender mainstreaming intervention
(each department will get a 5 minute slot to do a report back)
Departmental strategic plans into business/operational plans – discussion and
recommendations Implications for mainstreaming gender – the way forward
10h45 Tea
11h00 PGDP Short and Medium Term Programme/Project Gender Priorities

Discussion and recommendations
11h30 Report back on training needs – discussion and recommendations

Implications for a gender training strategy – the way forward
12h00 Report back on Eastern Cape Gender Think-Tank
12h15 Evaluation
Conclusion
12h30 Close of day

Lunch

55
Appendix 9 Workshop Notes
Mainstreaming Gender into the Provincial Growth and Development Plan (PGDP) 2004-2014
GFP/SPU Meeting
Date: 21 November 2003
Venue: State House, Bisho
Time: 09h00-13h00
1. Report back and sharing of experiences regarding gendering of departmental strategic plans
Department Representative Progress as at 21 November 2003

Roads and Public Ms Julia Ndaki • Meeting held with Head of Strategic Planning; positive
Works feedback
• Work and liaising with colleague in the SPU
• Recommendations made
• Invitation to make a proposal to all senior managers
• Proposal in circulation
Transport Ms Nontsindiso • Very little has been accomplished
Mkobeni • GFP to met with gender consultant to plan a way forward
regarding gender analysis and gender recommendations
Economic Affairs, Ms Bulelwa Tunyiswa • Gender analysis and recommendation available
Environment and • Met with HOD and Directors of Policy, HR, Consumer
Tourism Affairs, Environmental Affairs
• Progress slow regarding input of recommendations
Treasury Mr Bandile Sjadu • Meeting with all senior management to get support, positive
feedback
• Accounting Officer and Director HR very supportive
• Gender analysis and recommendations to be made within
the next few weeks
Social Development Ms Nontobeko Dunjana • Meeting with HOD and Head: Strategic Planning; positive
feedback
• Recommendations made and implemented into strategic
plan
• MTEC preparatory meeting open to recommendations
Sports, Recreation, Ms Farieda Casoojee • Meeting with Head: Strategic Planning to discuss gender
Arts and Culture analysis
• Recommendations welcomed and inserted into strategic
plan and business plans
• Agreement to input recommendations into all programmes -
including targets and measures
Health Ms Lolo Mjamba • Meeting with Head: Policy and Quality Assurance
(formerly Head of strategic planning)
• Recommendations made; positive feedback
• Chief Director and some senior managers are very receptive
• Recommendations to be taken to next strategic planning
meeting
Housing, Local Mr Vukani Ntontela • Gender analysis and recommendations prepared
Government and (representing Ms • Met with HOD to make recommendations
Traditional Affairs Nozizwe Somfongo • Meeting with senior management to take place 5 December
2003
Education Ms Bukiwe Fanta • Not much progress
• GFP to met with gender consultant to discuss a way forward
regarding gender analysis and gender recommendations
PGDP PMU/OSW Ms Imelda Diouf • A range of initiatives/interventions over the last few months
- this includes the 8 initiatives/interventions that are
currently being supported
• See attachment
Way forward for those departments not represented:

56
Send updates to Imelda Diouf

Update will be included in this table and then circulated to all GFPs and SPUs
2. Report back on Provincial MTEC Hearings
Discussion took place regarding the value of the hearings and possible role of GFPs
and SPUs
Recommendations:
1. Gender representation important at all future MTEC hearings, standing committees,

PGDP reference group meetings - could be shared between OSW and GFPs
2. Representatives at these meetings should represent a broad gender perspective, not a
department
3. Representatives should have adequate knowledge of policy, planning and budgeting,
so as to impact on budgeting processes and decision making
4. This training should link with training requirements and training strategy
5. OSW will share information regarding some training initiatives that are currently in
circulation eg. Fort Hare University
3. Way Forward for Gendering Departmental Plans
Training of all senior management a requirement of gendered strategic plans - this

includes gendered policies, gendered business plans, gendered planning, gendered
operations, gendered budgeting
GFPs and SPUs should play a key role in ensuring that there is an awareness of the
role of these aspects in gendering strategic plans
Gender machinery of the province needs to do joint planning so that integrated plans
feed into the integrated/clustering nature of the PGDP
A joint planning session should include GFPs, SPOs, OSW, CGE, relevant NGOs (a
recommendation was made that NGOs that have a specific gender focus eg victim
empowerment be targeted)
4. Supporting Gender and the PGDP
Discussion and presentation took place regarding partnerships and allies to support
the processes of gendering departmental strategies and the PGDP
Focus on the circle of concern and place one's own capacity within a realistic context
Look towards the circle of influence to bring on board allies and partners both within
and outside of a specific department
Grow the circle of influence by forming partners with those who exist outside of
government structures eg CBOs, NGOs, churches, etc
5. Update on 16 Days of Activism
OSW did a report back

Planning for launch
6. Discussion on SADC Report
Reporting format discussed
Close of meeting at 13h15

57
Appendix 10: Training Needs

(Extracted from notes of the GFP PGDP workshop)
What are the training needs of GFPs (check page 29 &45 of gender policy framework) and other
members of government departments?
Gender budgeting? (GFP)

• what is this about?
• tools and techniques
Fiscal management skills (GFP)

• fiscal gender analysis (skills)
Gender policy development and analysis (GFP + policy developers)
Gendered planning (GFP)
Gender mainstreaming for senior managers and sub-programme manager

• statistical analysis
Monitoring and evaluation using gender lens
Developing a common monitoring tool
Gender disaggregated
• how to interpret?
• analyse?
Developing gender workplans
Train the trainer approach

• mentorship
• facilitation
• leadership
Stress management
Gender strategy
• skills, how to deal with diversity management
• how to work with people from diverse cultures and social backgrounds
• change management(include gender perspective)
• IT skills and presentation skills; e-mails, software, MIS
Generic report writing

• format
Gender mainstreaming practice in other countries
Mainstreaming gender into HIV/AIDS
Generic mainstreaming skills into a range of sectors

58
Appendix 11 TERMS OF REFERENCE OF THE THINK TANK

(2nd draft) as per discussions of 6 November 2003)
The Think Tank will serve as an advisory thinking group to give support to the OSW in Eastern
Cape, in its efforts aimed at ensuring that the PGDP processes from design, planning,
implementation and monitoring are gender responsive.
.
Membership
The team is composed of women and men from the Eastern Cape who have expertise in gender and
development issues. They are drawn from government, private sector, statutory bodies, NGOs,
organised labour, universities and relevant donor agencies.
When the need arises, the Think Tank may call upon certain experts to advise on certain policy
issues.
The membership of the think tank and objectives of the group ought to be reviewed once a year.
General objectives:
1. To provide guidance on the alignment of the OSW provincial gender policy with the
strategic objectives of the PGDP
2. To bring to the PGDP process the extensive resources, knowledge and expertise on gender
generally, and in particular gender and development issues pertaining to the Eastern Cape
3. Exchange and share national, regional and international developments on gender for input
into the PGDP implementation processes
4. To advise on research priorities on gender mainstreaming for the Eastern Cape.
5. To advise on lobbying and advocacy strategies and opportunities for effective and
responsive gender mainstreaming
6. Supporting and Advising the Eastern Cape OSW
7. To advise the OSW on avenues of sharing and networking with stakeholders
8. To advise the OSW on issues of integration and co-operation between the OSW and other
stakeholders.
9. To advise on the repackaging of information in accessible formats
10. To advise the OSW on resource mobilisation
11. To act as a reference group in programme/project evaluation when requested by the OSW
12. To advise on sustainable gender mainstreaming strategies
Duration/Venue
The Think Tank will need to meet every month for the first six months. Thereafter the TT will
meet once every three months.
The venue will remain East London unless otherwise agreed upon
Logistics:
The OSW will endeavour to cater for the logistics of the Think Tank meetings

59
Appendix 12
Terms of reference for a Gender Consultant
1. Background
On June 26 2003, the Premier of the Eastern Cape launched the Province’s framework for the
development of the Provincial Growth Development Plan for the period 2004-2014. One of the
guiding principles of the framework is to ensures that all stages of the development,
implementation and monitoring of the PGDP’s programmes gender concerns will be cross cutting
for effective gender responsive targeting and planning.
UNDP in support to ensuring that gender is fully mainstreamed into the PGDP, wishes to recruit a
gender expert on a consultancy basis, to work closely with the UNDP SURF Gender Specialist, the
Provincial Office of the Status of Women and the Programme Management Unit based in Bisho,
Eastern Cape. The Consultant will also have continuous liaison with the already formed groups
that are working on the three thematic areas of the PGDP framework, liaison with the different
provincial departments and other stakeholders i.e. NGOs, private sector as will be identified by the
OSW.
2. Objectives
The overall objective is to ensure that the PGDP is not only gender sensitive but will form the basis
for the development of gender responsive programmes.
Specific objectives
Under take a thorough gender analysis of the PGDP thematic areas as stated in the
framework - (taking into account the paucity in Sex disaggregated data) – and inter alia
elucidate existing social and gender justice concerns and provide suggested indicators for
tracking progress.
Develop a Gender Impact Assessment of PGDP to highlight the potential negative
consequences of the Plan and how these can be balanced against any potential positive
gains in support of a correct course of action.
Undertake a critical gender analysis of the provincial departmental policies on gender
issues with a view to making recommendation on how to best engender the policies
Undertake a quick but representative survey to assess the actual status of women and men
in Eastern Cape to assist in targeted planning.
Develop strategies on how to mainstream gender into the PGDP including assist in
budgeting for mainstreaming
Develop monitoring and evaluation programmes to enable the OSW to assess extent of
gender responsiveness of the province’s programmes
Develop a strategy for building gender competence within the provincial departments
Based on the information collected, assist the various provincial departments to identify
their gender related priorities and interventions to address gender inequities.
Develop strategies that will ensure that objectives, outputs, and activities are sensitive to
gender equality and meet the needs and priorities of both women and men and, minimise
constraints to women’s participation.
3. Outputs / results expected

Gender relevant information and analyses fully incorporated into relevant sections of the
PGDP and the different departmental plans
A fully gender responsive PGDP for the Eastern Cape
Gender responsive programmes with gender sensitive monitoring indicators developed
A full developed strategy and training plan for building gender competence within the
provincial departments.
Collected and presented data should be sex disaggregated; in case this is not possible,
adequate justification should be provided. Sufficient data on gender issues should be
gathered for appropriate design.

60
4. Methods
The consultant will use participatory techniques, including:
Discussions with female and male representatives of the target groups

Interviews with female and male staff at all levels in provincial departments and municipal
departments
Interviews with researchers at research institutes and universities
Discussions with staff of other provincial departments such as community development, of
women’s affairs / gender, special programmes Human resources etc.
Discussions with NGOs, including women’s associations, working in the same field and
providing different services.
Observation of field activities
5. Reporting requirements
The consultant will be in constant liaison with the UNDP’s SURF Gender Specialist. A
monthly meeting will be held with the PMU, the SURF Specialist, the consultant and the OSW
to assess the progress made.
6. Required qualifications
Post graduate degree in any field of the social sciences or an undergraduate degree in the
social sciences with proven working experience in the area of gender and development.
Substantive proven experience in Gender and Development
Experience in working and knowledge about the Eastern Cape on gender related activities an
advantage
Proven practical experiences in gender mainstreaming, training and development of gender
sensitive planning frameworks
Fluency in English and knowledge of other local South Africa languages an added advantage
7. Time schedule for implementation and reporting

The initial contract is for a period of 10 working days per month for a period of three months
starting on 01 September and expiring on 30 November 2003 at a daily rate of R2500.00 per
day.
8. List of background materials (PGDP strategy framework)

61

Gender

Transféré par

Informations du document

Description originale:

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Gender

Transféré par

Droits d'auteur :

Formats disponibles

United Nations Development Programme

United Nations Development Programme

Special service Agreement No: 461/2003

Mainstreaming Gender into the

Mainstreaming Gender into the PGDP 1

I. Abbreviations and acronyms 4

CHAPTER ONE: BACKGROUND 8

CHAPTER TWO: METHODOLOGY 16

CHAPTER THREE: MAINSTREAMING GENDER INTO THE PROVINCIAL

CHAPTER 4: KEY RECOMMENDATIONS AND CONCLUSION 40

Mainstreaming Gender into the PGDP 2

Appendix 10 Workshop Notes (extract - Training Needs) 58

Mainstreaming Gender into the PGDP 3

I. Abbreviations and Acronyms

CGE Commission for Gender Equality

Mainstreaming Gender into the PGDP 4

Mainstreaming Gender into the PGDP 5

III. Executive Summary

Mainstreaming Gender into the PGDP 6

Mainstreaming Gender into the PGDP 7

CHAPTER ONE: BACKGROUND

1.1 Provincial Growth and Development Plan (PGDP) 2004-2014

Systematic poverty eradication through a holistic,

Diagram 1: Strategy Framework for Growth and Development, 2004-2014

Mainstreaming Gender into the PGDP 8

• Short-term, “flagship” projects.

We commit ourselves to ensure that at all stages of planning, designing, implementation,

Mainstreaming Gender into the PGDP 9

1. To maintain an economic growth rate of between 5% and 8% per annum.

2. To halve the unemployment rate by 2014.

5. To establish food self-sufficiency in the Province by 2014.

7. To improve the literacy rate in the Province by 50% by 2014.

8. To eliminate gender disparity in education and employment by 2014.

9. To reduce by two-thirds the under-five mortality rate by 2014.

10. To reduce by three-quarters the maternal mortality rate by 2014.

11. To halt and begin to reverse the spread of HIV/AIDS by 2014.

12. To halt and begin to reverse the spread of tuberculosis by 2014.

13. To provide clean water to all in the Province by 2014.

14. To eliminate sanitation problems by 2014.

Mainstreaming Gender into the PGDP 10

3. What is the impact of poverty on female-headed households?

9. What is the impact of maternal poverty on under-five mortality rate?

10. How will economic empowerment impact in a three-quarters reduction of maternal

Mainstreaming Gender into the PGDP 11

Mainstreaming Gender into the PGDP 12

1.2 Gender and the PGDP

• a gender analysis of the PGDP thematic areas as stated in the framework

Mainstreaming Gender into the PGDP 13

Some of the immediate challenges experienced were the following:

Mainstreaming Gender into the PGDP 14

Mainstreaming Gender into the PGDP 15

CHAPTER TWO: METHODOLOGY

Mainstreaming Gender into the PGDP 16

2.1 The Gender Practitioner's Support Model

Mainstreaming Gender into the PGDP 17

Phase 1 - Theoretical Support

Phase 2 - Mentored Implementation

Phase 3 - Review Support

The methodology is dependent on a participatory approach, self-learning, support and mentoring

Mainstreaming Gender into the PGDP 18

CHAPTER THREE: MAINSTREAMING GENDER INTO THE PGDP

Table 1: Initiatives to Support Mainstreaming Gender into the Time Frame

Support Initiative 2: Gender advocacy to institutions 13 October 2003, ongoing