CHIEF DIRECTORATE - Department of Education

Province of the Eastern Cape 

DEPARTMENT OF EDUCATION 

Fourth Quarter Performance Report 

For the period 

1 April 2008 – 30 March 2009 

Zwelitsha 

April 2009

TABLE OF CONTENTS 

NO. ITEM PAGE 

PART 1: OVERVIEW OF DEPARTMENTAL PERFORMANCE (01 APRIL 2008 – 30 JUNE 2008) 

1.1 Overview by the Accounting Officer 3 

1.2 Situational Analysis 7 

1.3 Overview of Service Delivery Environment (External) 14 

1.4 Overview of Organizational Environment (Internal) 19 

1.5 Strategic Overview and Key Policy Developments 21 

1.6 Specific Challenges and Responses 33 

1.7 Issues requiring on-going attention 34 

PART 2: PROGRAMME PERFORMANCE AND SERVICE DELIVERY ACHIEVEMENTS (01 APRIL 2008 – 30 JUNE 2008) 

2.1 Voted funds 37 

2.2 Aim of the vote 38 

2.3 Summary of programmes 38 

2.4 Departmental Receipts 41 

2.5 Departmental Payments 42 

2.6 Overall Programme Performance 43 

2.7 Service Delivery Achievements 45 

Office of the Superintendent-General 47 

� Directorate: Office of the Superintendent-General (Office Manager) 49 

� Internal Audit and Risk Management 53 

� Learner Teacher Support Material (LTSM) 63 

Chief Directorate: Statutory Advisory and Protocol Services 67 

� Directorate: Community and Stakeholder Liaison 73 

� Directorate: Communications and Customer Care 77 

� Sub-Directorate: Special Transformatory Programme 85 

� Directorate Legal Services 93

BRANCH: STRATEGIC PLANNING MONITORING AND EVALUATION 

Chief Directorate: Strategic Management Monitoring and Evaluation 99 

� Directorate: Strategic Planning Policy Research and Secretariat Services 105 

� Directorate: Quality Promotions and Standards 113 

� Directorate: EMIS 121 

Chief Directorate: Education Professional Services 125 

� Directorate: Leadership, Management and Development Programmes 127 

Chief Directorate: Curriculum Management 135 

� Directorate: ECD and GET Programmes 145 

� Directorate: Curriculum: FET and ABET Programmes 151 

� Directorate: Assessment and Examinations 159 

� Directorate: Tele-Collaborative Learning 175 

BRANCH: INSTITUTIONAL OPERATIONS MANAGEMENT 

Chief Directorate: Education Social Support Services 185 

� Directorate: School Nutrition Programme 187 

� Directorate: Inclusive Education 193 

� Directorate: HIV/AIDS and Social Planning Programmes 205 

� Directorate: Scholar Support Services and Special Schooling Management 209 

Chief Directorate: Institutional Development and Support 215 

� Directorate: Education Resourcing: GET/ ECD 219 

� Directorate: FET Band and Extra-curricular programmes 227 

� Directorate: Institutional Development, Support and Governance 235 

Chief Directorate: Vocational Education Services 245 

� Directorate: FET Colleges and ABET Centres 247 

� Directorate: FET Recapitalization 255 

Chief Directorate: District Development and Support: Clusters A, B and C 259 

BRANCH: CORPORATE SUPPORT SYSTEMS 

Chief Directorate: Human Resource Management and Development 265 

� Directorate: Human Resource Administration 275 

� Directorate: Labour Relations 287 

� Directorate: Human Resource Development 295 

� Directorate: Human Resource Planning 307

Chief Directorate: Supply Chain Management 317 

� Directorate: Acquisition Management 327 

� Directorate: Asset, Fleet Management and Logistical Services 331 

Chief Directorate: Financial Management Services 339 

� Directorate: Financial Planning and Budget Management 345 

� Directorate: Accounting Services 349 

� Directorate: Salary, General and Transfer Payment Services 355 

Chief Directorate: Facilities and Infrastructure Management 359 

� Directorate: Facilities and Infrastructure Management 361 

� Directorate: IT and Systems Infrastructure 369 

2.8 Transfer Payments 380 

PART 3: MANAGEMENT AND USE OF RESOURCES 

3.1 Human Resource Management 383 

3.1.1 Progress with filling of critical positions 383 

3.1.2 Summary of disciplinary procedures 387 

3.2 Financial Management 389 

3.2.1 Functioning of the Department’s Audit Committee 389 

3.2.2 Summary of fraud cases, theft and corruption cases as at 31 December 2008 390 

PART 4 

4.1 Concluding remarks 395 

4.2 Acknowledgements 397 

4.3 Acronyms and Abbreviations 399 

PART 5: ANNEXURES: NATIONAL TREASURY STATUTORY REPORT 

5.1 Statistical overview: Performance Measures 405 

5.2 Summary of Challenges and Responses per Programme 409

PART 1 

OVERVIEW OF DEPARTMENTAL 

PERFORMANCE 

(01 APRIL 2008 – 31 MARCH 2009) 

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1.1 OVERVIEW BY THE ACCOUNTING OFFICER 

During the quarter under review, in accordance with teaching and learning being the core business of the Department, schools were 

been assisted to commence the academic year in an increased state of readiness through the development and completion of the 

following school readiness tools and programmes: 

� A series of Circulars and Assessment Instructions (Distributed in January 2009 prior to the opening of schools) 

� NCS Training of Untrained teachers during the December 2008 and January 2009 vacation 

� The hosting of a Provincial Curriculum Coordinating Committee (PCCC) meeting for GET, FET and Exams officials from 23 

Districts, reinforcing the role of co-ordination and management of curriculum initiatives across the province 

� The development of Lesson Plans for GET and FET teachers in the province covering the first 2 academic terms. 

The Chief Directorate: Curriculum Management furthermore listed the following priorities on their annual planner for the 2009 

academic year: 

� On-site Curriculum Support Plans 

� 2009 School Readiness: Tools for Teaching, Learning and Assessment 

� Annual Provincial Subject / Learning Area Advisor Workshops for Clusters A, B and C 

� NCS Training of Untrained Teachers (GET & FET) 

� Integrated Teacher Development Strategy (INSET) 

� Provincial Guidelines: Subject / Learning Area Improvement Plans 

� Management & Administration: Educator Portfolios & Evidence of Learners’ Work 

� CASS (Continuous Assessment) 

� Foundations for Learning Campaign 

� Assessment & Examinations District 2009 Road Show 

� Teaching & Learning Resource Catalogues 

� National Teaching Awards 

In addition to these priorities, the Chief Directorate identified a series of Special Projects which will be undertaken during the course 

of 2009, namely: 

� Career Guidance Expos 

� Human Rights & Heritage celebrations 

� Economic & Financial Literacy 

� Readiness for the General Education Certificate (GEC), and 

� District Examination Security and Facilities. 

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Moreover, the Chief Directorate has formulated four High Impact Project Plans in the following areas of intervention, namely: 

� Enhancing Grade R Curriculum Implementation (Teaching, Learning and Assessment) 

� Learner Attainment Improvement Strategy 

� Support to English First Additional Language – Grades 10 to 12 

� Release and Announcement of Results from Grades R to 12 

In summary therefore, the significant highlights of the Chief Directorate during the quarter are as follows: 

� The release of the Chief Directorate’s 2009 Provincial Curriculum Calendar to all stakeholders in December 2008 and January 

2009 

� The development of comprehensive resource lists for GET and FET schools in the province 

� The successful conduct and administration of the 2008 NSC Grade 12 examination and release of results 

� The NCS training of GET and FET untrained teachers 

� The development of lesson plans for GET and FET teachers for the first two quarters of the school year 

� Two successful Subject Advisor Indabas during February 2009 

In the 3 rd Quarter Performance Report a detailed exposition was given on the Gr. 12 NSC results. The following noteworthy 

achievements of the Directorate: Examinations and Assessment following the release of the results are: 

� The release of all the results of candidates for NSC for 2008. 

� The conduct and management of 2008 NSC examinations with no leaks and administrative problems. 

� The submission of Grade 12 SBA marks by all schools in the Province. 

� The payment of 99,5 % of the examination related claims by the end of the financial year under review. 

� The spending of the allocated budget to realize all the planned priorities for the financial year under review. 

� The reduction of examination irregularities in schools during examinations by over 20%. 

To strengthen the efforts of the Chief Directorate: Curriculum Management the Chief Directorate: Institutional Development, Support 

and Governance made a number of breakthroughs, of which the following are representative: 

� Basic Computer Training was conducted in all three pilot districts for Multi-grade Teaching 

� 100 laptops and 13 printers were procured through QIDS-UP budget to train MGT educators in the pilot districts 

(Sterkspruit, Uitenhage and Lusikisiki) 

� Applications and registration of 100 educators and 35 officials have been processed by Cape Peninsula University of 

Technology (CPUT) 

� A Draft Concept Document on the Rationalization/ Realignment/ Amalgamation of schools was developed 

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� Advocacy Campaigns on approved guidelines on Learner Admission in public ordinary schools were conducted, with 7,000 

posters and 7,000 flyers were distributed to 19 Districts. 

� ECD practitioners in all 23 Districts completed the Skills Development and Training, while Graduation Ceremonies for Gr. R 

Practitioners who successfully obtained the Accredited NQF Level 4 Certificate, took place at various centres across the 

Province 

� As part of the QIDS-UP Programme, Reading books were delivered to 70 schools in Libode and 2,000 desk units distributed 

to 20 schools in that District. 

� Metal detectors were distributed to hot spot schools to enable them to conduct search and seizure of dangerous objects at 

schools 

� School Safety Coordinators were trained on the Hlayiseka Early Warning System to enable them to detect crime and violence 

in schools 

� Drug testing as well as drug and substance abuse workshops were conducted for educators and SGBs in Libode, Mthatha, 

Port Elizabeth, Uitenhage and King William’s Town 

� Training in the FIFA Languages (Spanish, French, Portuguese and German) in preparation for the 2010 World Cup was done 

at the Bay Language Institute in Port Elizabeth. 

� 247 EDOs were training on coaching and mentoring, as well as the management of the SGB election process, while 270 

Principals were enrolled for the ACE School Leadership Programme 

The Chief Directorate: Human Resource Management and Development CD: HRM+D) was able to provide 501 Accounting Clerks to 

Section 21 schools, as well as 1,000 such posts to Boarding, Public Ordinary and LSEN schools – this is the first time in the 

existence of the Department that such HR provision was made to schools. Emergency Evaluation Chairs for the physically 

challenged employees were purchased. The CD: HRM+D also succeeded in paying out capped leave to all FET College lecturers as 

per Collective Agreements 4 and 5 of 2008. A bulletin for FET lecturers was also issued. Two bulletins for schools were also issued, 

whereas they initially planned to do only one. As Appeals Committees were up and running they were able to deal with a large 

number of appeals in a short space of time. The CD also achieved a 100% success rate on dispute cases. Displacement 

committees were established at all 23 District Offices to deal with this issue. 

Due to delays in the adjudication of the new SNP tender, which was expected to start on the 01 April 2009, extension of the current 

tender was approved and communicated to all affected suppliers. In preparation for feeding in April 2009, a meeting was held with all 

SNP service providers wherein the extension of tender to the 30 June 2009 was communicated and accepted by service providers. 

The process of appointing and training of meal servers was completed during March as per National Policy. Approval to attach all 

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stand alone quintile 1 secondary schools to the existing service providers feeding primary schools nearby was sought and obtained. 

Adjudication of the tender for the supply and delivery of mobile kitchens is in progress. 10 Service providers have been short listed. 

However, 189,520 learners did not receive feeding during the 22 days of March 2009 in Dutywa, Mthatha and East London districts 

due to non delivery of foodstuffs by service providers. The contracts of the non-performing service providers were not extended and 

the process of replacing them had begun. Due to delay in the tender processes the tender to feed in April 2009 and the tender for 

purchasing of mobile kitchens have not been finalized and therefore are not yet awarded. Contracts of suppliers that are currently 

feeding have been extended and for secondary schools the bread menu will be fed as an interim measure. 

The Directorate: Customer Care coordinated and branded departmental events. A Customer Care Front Line Office was also 

established. The Departmental Website was unveiled. The Directorate: Legal Services successfully settled school furniture legal 

battle after a summons was issued. Three Services Legal Agreements were vetted and ten Cessions Agreements were vetted. 

Legal Services managed to finalize draft regulations for the establishment of the Education Advisory Council and published in the 

Government Gazette for all interested parties to make comments. Litigation in the last quarter was reduced by 55% compared first 

three quarters of the financial year. Three contempt applications received in the last quarter have all been complied with. 

Another major achievement for the Department during this quarter was the fact that the Directorate for Learner Teacher Support 

Material (LTSM) succeeded in delivering textbooks to all Section 20 schools before the opening of the schools for the 2009 academic 

year. At the Provincial Balasela Award Ceremony the Department received an award for this milestone. All the necessary school 

stationary was delivered to Section 20 schools by 15 October 2008. A major problem for the Department is the fact that it does not 

currently have control over the situation re LTSM at Section 21 schools. Reports have been received that some of these schools 

were still ordering their LTSM during the 4 th financial quarter and the issue is being investigated. 

In conclusion, the Department made huge strides in terms of its expenditure during the 2008/09 financial year: For the very first time 

in its history, the Department actually over-spent by R1,736,000. Programmes that over-spent were Programmes 1, 4, 6 and 8. 

Although over-expenditure is as illegal as under-expenditure according to the PFMA, the efforts put into assisting SMSs at Head 

Office and District Offices with Activity-based Costing (ABC) and Activity-based Planning (ABP) eventually paid off. The question as 

to whether or not the spending ensured that the Department got value for money remains unanswered at this stage. This aspect will 

have to be a focus point at FINCOM and other structures in the new financial year. As from the new financial year, financial 

accountability will rest with all Chief Directors. 

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1.2 SITUATIONAL ANALYSIS 

In the period 19 – 30 January 2009 teams under the leadership of Senior Managers from the Provincial Office visited Districts and 

schools to monitor the opening of schools for the 2009 academic year. The fundamental premise for undertaking the visits was to 

support Districts and schools and not to find fault. The following principles guided the teams: 

� To assess the functionality of Districts and their capacity to support schools 

� To ensure that all schools are braced for NCS implementation, in terms of structures, resources and mindset 

� To assist schools to reflect on their practices and develop contextualized intervention strategies to be implemented 

� To ensure that a framework is developed and implemented to strengthen the capacity of SMTs and SGBs to effectively manage 

and govern schools 

� To ensure that all barriers that impede service delivery in the Districts are identified and dealt with as far as possible 

� To ensure that accountability systems are entrenched at all levels 

Each Head Office team was led by a Senior Manager with a Middle Manager as a co-leader. The Head Office teams were infused in 

the District teams that had already been pre-identified. It was agreed that Districts had to be at the forefront of the visits to schools, 

with the Head Office officials acting as resource persons. 

The findings and proposed corrective measures are summarized under the following 6 headings: 

1.2.1 Leadership, Management and Administration: 

1.2.1.1 Findings: 

� The complacency of SMTs is leading to the breakdown of the culture of learning and teaching in some schools 

� A direct relationship between poor performance and ineffectual leadership was found 

� Evidence of poor planning by under-performing schools were at the order of the day, as well as the non-adherence to 

School Improvement Plans where these existed 

� Principals did not acknowledge the authority of District officials and hid their inefficiency behind an attitude of arrogance 

and defiance 

� Poor relations with unions over the years created fear amongst officials to take action against principals and educators at 

school level 

� Principals who do not teach were found to be the most counter-productive 

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� There were allegations of the lack of meaningful support given to schools by District Based Support Teams (DBSTs) and 

it was found that District teams were not functioning as teams to support schools 

� The inadequate training of SGBs led to SGBs being either ineffective or abusing their authority 

� The lack of parental involvement in the affairs of the schools has led to an inability to respond to the challenge of making 

schools the centres of community life 

� Materials used to train SGBs were not translated in the home languages and were found to be not user-friendly 

� Red tape created by PILIR led to serious problems for schools, resulting in schools having vacancies for long periods of 

time 

� Disciplinary cases remain unresolved over long periods of time (especially those referred to Head Office) 

� The low literacy levels of SGBs create the opportunity for educators to manipulate the process of the appointment of 

principals, which in turn leads to ineffective schools 

� There is an inability of the system to monitor the utilization of budgets allocated to schools 

� The current post provisioning norms are not assisting educator provisioning for small schools 

� There is generally a lack of admin support in schools. In cases where this assistance exists, it is ill-equipped to provide 

the required support, particularly in the area of financial administrative service. 

1.2.1.2 Proposed corrective measures: 

� The mentoring and coaching programme has already been implemented for all EDOs 

� The expectation is that each EDO will develop portfolios for all schools as evidence of support given in conjunction with all 

DBSTs at District level 

� The establishment of the LAIS unit to monitor and support District interventions to support the 598 underperforming 

schools 

� Implementation of Section 16A of the Education Laws Amendment Act which call upon all principals to account for the 

performance of the school 

� Support all schools to develop School Development Plans by the end of March 2009 against which schools will report at 

the end of the year 

� Labour Relations Directorate to assist in the empowerment of District officials on disciplinary processes 

� HRP&P Directorate to make a special dispensation for specialists that have not done a professional certificate to retain 

their skills 

� Urgent utilization of outstanding disciplinary cases referred to Head Office 

� Amendment of the laws that regulate the appointment of principals at National level 

� Urgent filling of vacant District Director posts 

� EDOs to facilitate networking between and amongst schools 

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� Translation of materials to all the provincial official languages, use of simulation exercises, Videos/DVDs and posters for 

the training programmes 

� Creative ways to mobilize communities to support schools, such as conducting open days, heritage days, story-making for 

kids and assisting in teaching learners traditional art , museum corners and indigenous knowledge systems, interviewing 

elders in their research projects, involvement in tuck shops and the general developmental initiatives of the school 

1.2.2 Curriculum Implementation: 


� General negative attitude of some teachers towards NCS, which is seen as an administrative burden 

� Some schools are still implementing NATED 550 

� The perception that Gr. 9 learners are ill prepared for Gr. 10, leading to a very high repetition rate in Gr. 10 

� The counter argument that High School teachers should not pay too much attention to Gr. 10 and 11 learners and rather 

need to focus on Gr. 12 learners 

� Schools are extending the curriculum without approval, e.g. registering learners for CAT when the school has no 

computers 

� The majority of rural schools struggle with Maths and Science: they do not have specialists for these subjects nor do they 

have a pool of unemployed graduates 

� There is a non-implementation of the curriculum guidelines and policy documents 

� There is a perception that most Subject Advisors do not live up to the expectations of educators in terms of providing 

curriculum advice 

� The 3-day workshops are insufficient to train educators thoroughly on curriculum implementation 

� The absence of Science labs and equipment makes it difficult to teach Physical Science, leading to very low learner 

achievement rates 

� Parents often insist that their children must do Maths and Science, regardless of the aptitude of the learners 

� The teaching of Agriculture is hampered by the fact that there are no experts in the field and none are being produced by 

HEIs 

� Over-age learners are returning to mainstream education 

� Due to language in-proficiency learners are not able to appraise, interpret and analyze problems expected in subjects 

such as Accounting and Business Studies 

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� Matric students need to be offered bursaries to be trained as educators in Maths and other critical subjects on condition 

that they plough back their knowledge and skills in their communities 

� An audit of teachers who previously taught Maths but are no longer teaching it, has to be undertaken with a view of 

placing them through post graduate/ INSET programmes in partnership with some HEIs 

� The Teacher Academy needs to be urgently institutionalized and make provision for substitutes so that teachers can go 

for in-service training for at least 3 months instead of 3 days 

� HR to liaise with the NDoE re the recruitment of educators for critical subjects 

� Subject Advisors need access to the Internet 

� Subject Advisors need to be given bursaries to enroll for higher qualifications to acquire the requisite expertise 

� Strong partnerships need to be forged with HEIs to ensure the balance between supply and demand of educators 

1.2.3 Resource issues: 


� Classrooms: there is a shortage of classrooms and in some Districts classes are extremely overcrowded 

� Comprehensive High Schools are without the necessary facilities and equipment for the teaching of practical subjects, as 

well as inappropriately qualified educators 

� There is an absence of school furniture in most schools 

� Schools where disasters struck, have not been repaired for the entire past year, leading to an increased shortage of 

classrooms 

� There is an improper utilization of S21 allocations, and even commitment of fraud. 

� Extension of curriculum has been done indiscriminately resulting in extremely diversified curriculum offerings, which also 

overstretch the capacity of the educators 

� As the salaries of principals are linked to the enrolment numbers, schools have been over-admitting learners at the 

expense of the educators and classroom space 


� The Department needs to work in close collaboration with HEIs to meet the challenges re the demand and supply of 

educators 

� Draft Amendment Regulations need to be in place to deal with the capping of student enrolments at schools 

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� Schools hit by disasters need to be urgently dealt with (by tapping into the available funds from NDoE) 

� Collaboration with private sector to get funding for building laboratories and libraries at schools 

� Fast-tracking of the implementation of the rationalization project: some of the under-utilized JSSs can be converted to 

Secondary Schools, especially in communities in densely populated areas 

1.2.4 Social Issues: 


� The moral degeneration amongst high school learners has been very evident, in terms of sexual immorality, drug and 

substance abuse and MIXIT 

� Due to the impact of HIV/AIDS there are numerous child-headed households, resulting in youth who have lost the will to 

live and have reached a state of hopelessness 

� Learners who are HIV positive have been found to mix ARVs with dagga 

� Learner transport is being abused by learners: it has been found that learners do not reach schools even though they’ve 

taken learner transport to school when leaving their homes 


� The School Safety Programme needs to be strengthened and extended to include all 23 Districts 

� Other stakeholders such as Social Development, NGOs (like Love Life) and Church Leaders need to be brought on board 

to empower schools and communities on life skill issues (such as parenting skills and abstinence) 

� SAPS and Correctional Services have to be brought on board to deliver crime awareness and anti-drug abuse 

programmes for school youth 

� DOH needs to be part of the intervention and focus on the promotion of school health 

� RCL Conferences and RCL Camps need to take place during holidays to promote student leadership and peer education 

� LO educators have to receive empowerment on how to facilitate the establishment of clubs at schools, such as Peace 

Clubs, Student Christian Organizations, TADA, INTERACT, Girl Guides and Scout Movements 

� Mass participation in sport and other extra-curricular activities has to be promoted in all schools to instill a culture of 

positive values, including self discipline, in and amongst all learners, individually and collectively. 

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1.2.5 Systemic issues: 


� EDOs and Subject Advisors are without subsidized vehicles, which is aggravated by a high level of inefficiency and 

bureaucracy in dealing with requests for subsidized vehicles: whereas the turn-around time should be 6 months at least, it 

often takes 2 – 3 years for officials to receive their vehicles 

� The high focus on FET results in complacency at GET school level and resulting in learners that are ill-prepared for FET 

� The organogram does not provide for subject advisors for all the learning areas and subjects for all the phases 


� Head Office has to adopt a project plan approach re the procurement of subsidized vehicles for District officials: some 

Districts will not be able to conduct school visits before the end of the financial year as they do not have budget for the 

hiring of vehicles as an alternative to subsidized vehicles 

� The implementation of the Foundations for Learning and Improving the Quality of Teaching and Learning Campaigns has 

to be strengthened 

� The SMTs of GET schools have to be held accountable for poor/ non performance 

� The provision of Subject Advisors for all learning areas and subjects has to be prioritized 

� The capacity of the Corporate Service sub-directorate in the Districts need to be strengthened 

� The issue of sufficient admin support to schools needs to be dealt with 

The Department will have to deal with all of the above issues systematically during the 4 th Quarter, as well as in the new financial 

year, if the quality of education is to be transformed and improved. 

During the time of the school visits by Senior Managers, the media reported on Tuesday 22 January 2009 that the NDoE placed the 

ECDoE under Section 100. To address the issue, MEC Qwase called a special Top Management meeting on Wednesday 28 

January 2009 to clarify the reasons for seeking NDoE support in specific areas. Meetings were held with the National Department 

dating back to August 2008, as well as over the weekend of 23 – 25 January 2009 between the Premier, the Minister and himself, on 

assistance to the ECDoE in the areas of Leadership, Finance, SCM, HR and LR as well as School functionality. The team from 

National would therefore only be assisting the Department in these areas. 

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Another important development during the 4 th Quarter of the 2008/09 financial year was the Provincial Summit on Education. This 

event arose from a resolution by the Eastern Cape Executive Council (EXCO) in January 2009 that such a Summit be held with all 

stakeholders during February 2009. The Eastern Cape Socio-Economic Consultative Council (ECSECC) was tasked to convene the 

Summit, in conjunction with the ECDoE. 

The need for the Summit stemmed from the drop in the Province’s pass rate in the National Senior Certificate (NSC) in 2008, from 

56.9% to 50.6%, the lowest of the nine provinces. The Premier expressed his dissatisfaction with the drop in the pass rate when the 

NSC results were publically announced on 30 December 2009. The activities of the Summit were grouped into 3 phases: Phase 1 

which started on 5 February 2009 to 11 March 2009, which was the pre-summit preparation that mainly dealt with stakeholder 

engagement and content presentation; Phase 2 which started on 12 to 14 March 2009 and which were the actual days on which the 

Summit took place; Phase 3 which started as from 15 March and in which time the post-Summit processes would be dealt with to 

ensure sustainability of the interventions derived at the Summit. 

The Provincial Education Summit was convened under the theme: “A plan of action to improve the quality of teaching and learning in 

the Eastern Cape.” 

The following objectives were proposed for discussion and proposals during the Summit: 

� The overall objective was to analyze the state of education in the Eastern Cape and to draw on lessons learnt 

� To improve the quality of teaching and learning in schools in the Eastern Cape 

� To enhance leadership and management at all levels of the education system 

� To improve the service delivery model to support quality teaching and learning in the Province 

� To develop an achievable provincial education resourcing strategy for equity and redress in the current economic climate 

� To mobilize provincial stakeholders for strategic partnerships around social issues affect ting Education; and 

� To improve the quality of teaching and learning in Further Education and Training Colleges and Adult Basic Education and 

Training centres in the Eastern Cape 

The following expected outcomes for the Provincial Education Summit were suggested: 

� Stakeholder consensus on factors that contributed to the current state of education in the Eastern Cape 

� Stakeholder consensus on education priorities and timeframes to deal with such priorities in the Eastern Cape 

� Stakeholder agreement on organizational and collective roles and responsibilities to drastically improve the quality of teaching 

and learning in public schools in the Province and 

� Stakeholder agreement on the post-Summit processes 

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To achieve the above stated objectives and outcomes, the Summit discussion took place in the 6 commissions: 

� Leadership, Management and Governance 

� Resourcing in education 

� Service-delivery model, re-alignment and rationalization of the schooling sector 

� Curriculum implementation and teacher development 

� Further Education and Training Colleges and Adult Basic Education and Training 

� Social issues affecting Education in the Province. 

At the time of the compilation of the 4 th QPR, a draft commission report has already been issued, containing the outcomes from these 

commissions, by listing priorities and interventions as well as recommendations which the Department will have to take forward in its 

operations during the new financial year once the multi-stakeholder Summit Steering Committee adopted these recommendations as 

Summit resolutions. 

In conclusion: it was reported under the Situational Analysis of the 3 rd Quarter Performance Report that the Acting Deputy Director- 

General: Institutional Organizational Management (A/DDG: IOM) was requested to lead the Department as Acting Head of 

Department (A/HOD) as from November 2008, after the previous HOD was removed from office by the unions. In the middle of 

March 2009, Prof. Harry Nengwekhulu returned to the Department to take up the position as A/HOD. Prof. Nengwekhulu served as 

HOD for the Department on a previous occasion and is therefore well acquainted with the challenges facing the Department. He met 

the Top Management on 21 March 2009 and briefly indicated the way in which he wanted the Department to operate under his 

leadership. 

1.3 OVERVIEW OF THE SERVICE DELIVERY ENVIRONMENT (EXTERNAL) 

1.3.1 APEX PRIORITIES: 

1.3.1.1 Resolving organizational issues of skills development (FET Colleges) 

1.3.1.2 Resourcing poor schools and monitor outcomes 

1.3.1.3 Implementing Interim Anti-Poverty Champaign (School Nutrition Programme) 

1.3.1.4 Self/Employment Interventions in the Second Economy (Adult Basic Education and Training) 

1.3.1.5 Ratcheting up the implementation of Early Childhood Development 

1.3.1.6 Intensifying Campaign against Communicable Diseases (HIV & AIDS and TB) 

1.3.1.7 Implementing Social Cohesion Campaign (National Curriculum Statement) 

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1.3.1.8 Regularizing Employment and Key Performance Areas at Designated Levels (Performance Management and Development 

System) 

1.3.2 NATIONAL EDUCATION PRIORITIES: 

1.3.2.1 Special Schools/ Inclusive Education 

1.3.2.2 Public Ordinary Schools: 

� Water and sanitation at schools 

� Infrastructure maintenance and infrastructure backlogs 

� Safety at schools 

� Support personnel and leaner/educator ratios in poor schools 

� Resourcing of schools through QIDS-UP 

� Maths and Science and funding of Dinaledi schools 

� School sport 

� Financial implications of assisting no-fee and low fee paying schools 

1.3.2.3 Grade R 

1.3.3 PROVINCIAL SOCIAL NEEDS CLUSTER PRIORITIES: 

1.3.3.1 Scaling-up prevention and treatment of HIV & AIDS 

1.3.3.2 2010 FIFA World Cup – intensifying role-player and stakeholder support and promoting cultural industries (including in-school 

sport) 

1.3.3.3 Community mobilization against crime (including safety at schools) 

1.3.4 STATE OF THE PROVINCE PRIORITIES: 

1.3.4.1 Eradication of mud structures and other unsafe structures, as part of the broader infrastructure development programme 

1.3.4.2 Increasing the number of learners benefiting from scholar transport 

1.3.4.3 Learner Attainment Improvement Strategy, which spans Grades R – 12, including support programmes for Grade 12 learners 

who failed in 2007 

1.3.4.4 Filling of vacant posts, including the appointment of 932 Maths and 679 Science educators 

1.3.4.5 Audit Intervention Plan 

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1.3.5 PROVINCIAL EDUCATION DEPARTMENT PRIORITIES: 

1.3.5.1 Leadership and management improvement 

1.3.5.2 Improving corporate services 

1.3.5.3 Improving the support to education provisioning 

1.3.5.4 Implementation of the organogram 

1.3.5.5 Work ethic and commitment 

1.3.5.6 Managing the budget 

1.3.5.7 Educator post provisioning 

1.3.5.8 LTSM 

1.3.5.9 Physical facilities for education 

1.3.5.10 SNP 

1.3.5.11 MIP 

1.3.5.12 Implementing the priorities for Government 

1.3.5.13 e-Learning 

1.3.6 SERVICE STANDARDS: 

Two sets of service standards are set out for the Eastern Cape Department of Education for the2007/8. The first is a generic set of 

service standards set by the Premier of the Province in the Provincial Service Charter for all Departments. 

GENERIC SERVICE STANDARDS 

All departments will adhere to the following generic service standards. 

� Telephones shall be answered within 5 rings in a friendly manner. 

� Employees shall introduce themselves when answering telephones at all times. 

� Where an employee is not knowledgeable about the subject, s/he shall refer the matter to the relevant person / unit 

immediately. 

� Any employee who receives a message shall ensure that it is written down and passed on to the relevant person/unit within a 

day and the message shall be responded to within 2 working days. 

16

� Information on government activities shall be made available on request, within 10 working days. 

� Correspondence, including letters of compliant, shall be acknowledged within 3 working days of receipt, including details of 

who is dealing with the matter, approximate time frame for resolving the matter and contact details. 

� Electronic mail shall be responded to within 2 working days of receipt. 

� Correspondence shall be responded to in writing within 10 working days in simple, appropriate language. 

� Correspondence for referral shall be sent to the relevant unit within 3 working days and that unit shall respond within 10 

working days. 

� Where a client has lodged a complaint, progress relating to the full investigation shall be communicated within 10 working 

days. 

� Letters of demand received from litigants shall be acknowledged within 7 days of receipt. 

� Applications for vacancies shall be acknowledged within 5 working days of receipt. 

� All shortlisted candidates shall be notified within 2 days after shortlisting and at least 3 days before interview. 

� All unsuccessful candidates shall be advised in writing within a maximum of 15 working days after the interview. 

� Invitations to meetings shall be issued 7 days before the meeting. 

� Agendas of the meetings shall be issued 2 working days before the meeting. 

� Where a scheduled meeting with clients cannot be attended to by another employee, a written apology shall be submitted 2 

days before the meeting unless alternative arrangements are made. 

� Minutes of the meetings shall be circulated 3 days after the meetings and filed appropriately. 

� All visitors shall be seated in a comfortable area and attended within 10 minutes of their arrival. 

� Suppliers / creditors shall be paid within 30 days of receipt of invoices. 

� Properly completed supplier registration forms received shall be captured within 5 working days and supplier number issued 

within 10 working days. 

� All compliant tenders received shall be evaluated within 30 working days of the closing date of the tender and the contract 

awarded to the preferred bidder within 30 days of evaluation. 

17

� Documentation relating to employees who retire from service will be processes and submitted to pension administration within 

30 days after submission of complete documents. 

� Employees who retire shall receive their leave gratuity within the first 30 days of their retirement. 

The second set has the 14 Standards set by the Education Department which are specific to education. In Annexure A (2) The 

service standards that appear in the KwaZulu-Natal Department of Education’s Service Delivery Charter have been included for 

discussion and comparison. 

The following Service Standards were signed off by the Superintendent General of Education on the 27 November 2006 and commit 

the ECDoE to: 

1. Deliver all approved and recommended learning and teaching support material (LTSM) to public schools before the 

commencement of each school year. 

2. Provide all vulnerable learners in Grades R – 7 in quintiles one and two with one, nutritious, balanced meal per school day by 

10h00. 

3. Eliminate mud structures by 2010 at the rate of 20 % per annum. 

4. Promote effective schools by ensuring that 30 % of school governing bodies (SGB’s) and school management teams are 

annually exposed to empowerment programmes to strengthen leadership and governance in schools over the next three 

years. 

5. Ensure that 30 % of all schools have established and trained safety and health committees per annum over the next three 

years. 

6. Increase the intake in FET colleges by 12 % per annum with a view to enrolling 100 000 full-time learners by 2014. 

7. Ensure that 3053 educators, who are still under-qualified and unqualified, undergo the upgrading of qualifications progamme 

by 2010. 

8. Bridge the content gap by training 1000 mathematics, science and technology educators annually over the last three years. 

9. Improve the quality of teaching and learning by establishing curriculum support structures at provincial, district and cluster 

level by June 2008. 

10. Improve the matriculation (grade 12) pass rate by 5 % per annum. 

11. Improve the throughput rate in all grades by 5 % per annum. 

18

12. Implement the School Administration Management System (SAMS) in 1,275 schools over the next three years. 

13. Ensure that all public schools are visited at least twice per quarter/term by Education Development Officers or Circuit 

Managers who will focus on monitoring and supporting the functioning of schools. 

14. Issue quarterly bulletins to ensure timeouts filling of vacancies in schools. 

1.4 OVERVIEW OF THE ORGANIZATIONAL ENVIRONMENT (INTERNAL) 

The key transformation issues affecting education are issues of access, unemployment, imbalance in employability amongst the 

youth, the social issues affecting schools as well as society. Another factor that affects education is the role language and 

technology play in promoting balance in opportunity and access to quality education 

A significant number of management posts as well as critical posts (especially in the Districts) have been filled bringing relief to the 

workload of the Department. 

A copy of the Organogram of the Department appears on the following page 

19

PLANNING BRANCH 

DDG: EDUCATION PLANNING, EVALUATION AND 

MONITORING [EPEM] 

CD: 

STRATEGIC 

MANAGEMENT 

;MONITORING 

& 

EVALUATION 

DIR: 

Strategic 

Planning& 

Policy; 

Research & 

Secretariat 

Services 

DIR: 

Resources 

Planning & 

Targeting 

DIR: QUALITY 

PROMOTION& 

STANDARDS 

FINAL ORGANISATIONAL 

DESIGN FOR THE ECDoE 

CD:CURRICULUM 

MANAGEMENT CD: EDUCATION 

PROFESSIONAL 

SERVICES 

DIR:CURRICULUM : 

ECD & GET 

PROGRAMMES 

DIR:CURRICULUM : 

FET & ABET 

PROGRAMMES 

DIR:ASSESSMENT 

AND EXAMS 

DIR: 

TELE- 

COLLABORATIVE 

LEARNING 

DIR: 

LEADERSHIP, 

MANAGEMENT & 

DEVELOPMENT 

PROGRAMMES 

CD: Statutory 

Advisory and 

Protocol 

Services 

DIR: COMMUNITY 

LIAISON ; 

REPRESENTATIVE 

STRUCTURES and 

PARLIAMENTARY 

and PROTOCOL 

SERVICES 

DIR: LEGAL 

SERVICES 

DIR: 

COMMUNICATIONS 

AND CUSTOMER 

CARE 

DEPUTY DIR: SPECIAL 

TRANSFORMATORY 

PROGRAMMES 

8 DISTRICT DIRECTORS: 

CLUSTER A 


CLUSTER B 


CLUSTER C 

MEC FOR EDUCATION 

SUPERINTENDENT GENERAL 

OPERATIONS BRANCH 

DDG: INSTITUTIONAL OPERATIONS MANAGEMENT [IOM] 

CD: 

EDUCATION 

SOCIAL 

SUPPORT 

SERVICES 

CD: Vocational 

Education 

Services 

CD: 

INSTITUTIONAL 

DEVELOPMENT 

& SUPPORT 

3 CD: DISTRICT CO- 

ORDINATION AND 

MANAGEMENT: 

CLUSTERS A,B,C. 

20 

Dir: HIV/AIDS & SOCIAL 

PLANNING Programmes; 

Dir: Nutrition and Poverty 

Alleviation& Rural 

Development Programmes 

Dir: Scholar Support Services 

and Special Schooling Mgt 

DIR: INCLUSIVE EDUCATION: 

DIR: FET COLLEGES AND 

ABET CENTRES 

8 PRINCIPALS OF FET 

COLLEGES 

DIR: 

EDUCATION RESOURCING: 

ECD CENTRES /GET BAND 

DIR: 

EDUCATION RESOURCING: 

FET BAND AND EXTRA- 

CURRICULAR PROGRAMMES 

Dir: Institutional Management & 

Development & IQMS 

Governance 

CORPORATE SUPPORT BRANCH 

DDG/CFO: CORPORATE SUPPORT SYSTEMS 

[CSS] 

CD: FACILITIES 

& 

INFRASTRUCTUR 

E MGT 

DIR: 

FACILITIES 

Maintenance 

DIR: INFORMATION 

TECHNOLOGY AND 

SYSTEMS 

INFRASTRUCTURE 

NB:UNPLACED SMS MEMBERS 

WHO DO NOT MEET 

ORGANISATIONAL FIT/EA Needs 

CD: SUPPLY 

CHAIN MNGT 

DIR: 

ACQUISITIONS & 

PROCUREMENT 

DIR: ASSET & 

FLEET MGT and 

LOGISTICAL 

Services 

Director Office Of The MEC 

Director Office Of SG 

CD: FINANCIAL 

MNGT 

SERVICES 

DIR: 

FINANCIAL 

PLANNING& 

BUDGET 

MANAGEMENT 

DIR: 

ACCOUNTING 

SERVICES 

DIR: SALARY 

PAYMENT 

SERVICES 

DIR: 

GENERAL 

AND 

TRANSFER 

PAYMENT 

SERVICES 

DIR: INTERNAL AUDIT 

AND CONTROL 

CD: HRD&M 

DIR: HRA 

DIR:LAB. 

RELATIONS 

DIR:HRD 

DIR:HRPP

1.5 STRATEGIC OVERVIEW AND KEY POLICY DEVELOPMENTS: 

1.5.1 STRATEGIC GOALS AND OBJECTIVES: 

The Department aims to pursue its commitment to service delivery through the following strategic goals and objectives over the 

period 2005 – 2014: 

GOALS AND OBJECTIVES STATEMENT OF GOALS WITH ASSOCIATED STRATEGIC OBJECTIVES 

Strategic Goal 1: Equity in educational achievements for all learners regardless of race, gender, disability and geographic location 

Strategic Objective 1: Increased admission, participation, progression and success rates in ECD, GET and FET including rural learners, girls and LSEN 

Strategic Objective 2: Targeted and preferential funding to enhance achievement prospects for the most disadvantaged learners and communities 

Strategic Objective 3: Improved enrolment, participation and performance in Mathematics, Science and Technology and Economic Management Sciences, 

particularly amongst girls and rural learners 

Strategic Objective 4: Increased access to and utilization for ICTs also in rural schools, in order to exploit the transformative equalizing potential of eEducation 

Strategic Objective 5: High quality relevant teaching, learning and assessment materials and equipment reach the poorest schools 

Strategic Goal 2: All school learners equipped with skills for further employment (including self-employment), training and participation in society 

Strategic Objective 1: Potential of GET and FET learners increased for employment and self-employment through improved skills, especially in Mathematics, 

science, technology and ICT 

Strategic Objective 2: School and FET learners with skills in line with economic and social needs through a relevant and well supported curriculum and well 

trained teachers 

Strategic Objective 3: Increased access, throughput and success through quality, relevant learning programmes in well resourced FET colleges 

Strategic Objective 4: Potential of FET learners increased for employment and self-employment through improved linkage to key government initiatives and 

skills training programmes 

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Strategic Goal 3: Improved quality of teaching and learning at all educational levels throughout the Province 

Strategic Objective 1: Integrated implementation of the curriculum coordinated and supported in accordance with national policies 

Strategic Objective 2: Developed and supported a professional, committed and well trained teaching corps 

Strategic Objective 3: Teacher utilization and performance improved and managed 

Strategic Objective 4: A quality foundation for teaching and learning provided and supported through self managing and well resourced ECD Centres and 

Schools 

Strategic Objective 5: Increased literacy and relevant skills through high quality ABET programmes 

Strategic Objective 6: Access to quality teaching and learning for LSEN in accordance with the policy and principals of inclusive education 

Strategic Objective 7: Enhanced integration of HIV and AIDS and life skills into and across the curriculum 

Strategic Objective 8: Improved literacy and proficiency in the language of learning and teaching (LoLT) 

Strategic Goal 4: Increased levels of service integration at the local level 

Strategic Objective 1: Well managed schools with strong community involvement 

Strategic Objective 2: Effective professional support services from EDOs, Subject Advisors, Special Needs and School Nutrition Programme Staff 

Strategic Objective 3: The range and intensity of training and development programmes offered to high priority head office and district staff increased, and well 

articulated, comprehensive and accredited training programmes available 

Strategic Objective 4: Well managed education districts with strong links to municipalities and education stakeholders 

Strategic Objective 5: Improved service delivery in education: develop and implement a decentralization plan in line with the Provincial Decentralization Plan 

(PGDP) 

Strategic Objective 6: Strengthened coordination and partnerships within the Department and with government, social partners and civil society 

22

Strategic Goal 5: Performance Management Systems and processes for enhanced service delivery are enhanced 

Strategic Objective 1: Strong, locally-based corporate services established in District offices 

Strategic Objective 2: Effective performance management and accountability processes for all employees 

Strategic Objective 3: Incentives proved to make rural areas more attractive for educators and other public servants, e.g. access to housing, land tenure, 

schooling, etc. 

Strategic Objective 4: Strategic role of the Department enhanced by making management and administration systems work effectively 

Strategic Objective 5: Optimal provisioning and utilization of human resources 

Strategic Objective 6: HIV and AIDS considerations mainstreamed into all policies, programmes and procedures of the Department 

Strategic Objective 7: Strategic management of the Department that promotes the transformation agenda 

Strategic Goal 6: Optimal configuration of the school system in order to balance access and efficiency 

Strategic Objective 1: Realignment of schools to comply with the national phases (Grade R-7 Primary, Grade 8-12 secondary) 

Strategic Objective 2: School construction redirected in order to facilitate reconfiguration 

Strategic Objective 3: Subsidized scholar transport (including bicycles) and/or accommodation of learners, particularly at secondary level in order to achieve 

higher enrolments per school 

Strategic Goal 7: Balanced funding and deployment of resources to maximize discretionary support to strategic priorities 

Strategic Objective 1: Appropriate determination of post-baskets and ensuring that every staff member is optimally utilized 

Strategic Objective 2: Closely managed appointment of additional staff so that resources can be freed up for non-personnel expenditure intended to improve 

quality and service delivery meeting nationally set targets for personnel : non-personnel expenditure 

23

Strategic Objective 3: Carefully targeted additional resources to improve physical facilities, increase supply of teaching and learning resources and equipment 

to schools, to train, develop and support existing personnel better, and to implement the norms and standards for school funding 

Strategic Objective 4: International and local donor community harnessed as partners in education delivery and access additional resources 

Strategic Goal 8: Social issues affecting schooling addressed 

Strategic Objective 1: Schools and departmental structures and processes established to respond adequately to the social issues which affect schools and 

schooling 

Strategic Objective 2: Collaborative relationships within the school community and social structures to reinforce the family and to manage social issues which 

affect schools 

Strategic Objective 3: A safe and healthy environment and employee wellness in the workplace 

Strategic Objective 4: A new model developed and introduced for the School Nutrition Programme which involves community participation as a cost effective 

mode of delivery. 

Strategic Objective 5: Care and support for those who are infected or affected by HIV and AIDS 

Strategic Objective 6: Promotion of a safe environment for teaching and learning 

Strategic Goal 9: Adequate physical and institutional infrastructure to support teaching and learning at all levels 

Strategic Objective 1: Adequate school buildings appropriately placed and conducive to teaching, learning and administration 

Strategic Objective 2: A school environment and facilities that are conducive to effective education, safety, health, security and environmentally appropriate 

Strategic Objective 3: Collaboration of our school building programme with publicly administered programmes which deal with poverty, unemployment and 

other social and economic challenges in society 

Strategic Objective 4: FET colleges properly upgraded and recapitalized in order to respond to labour market needs 

Strategic Objective 5: Education District Offices upgraded to provide adequate space and facilities 

24

1.5.2 LEGISLATIVE MANDATE 

1.5.2.1. Mandate of the Department 

The broad mandate of the Department is to provide compulsory basic education with the additional obligation to ensure that 

reasonable measures are adopted to progressively provide access to further education. It has, however, been outlined that 

the South African Schools Act (Act No. 84 of 1996) fundamentally caters for the needs of those learners who are located 

in schools within the compulsory band. To ensure that the needs are met of those learners throughout this country who wish 

to continue their pursuit of life-long learning activities, the National Ministry of Education published the Further Education 

and Training Colleges Act (Act No. 16 of 2006) . 

However, the overall commitment of the National Ministry is also to cater for the needs of children before their formal entry 

into the basic schooling phase (Early Childhood Education), the needs of those learners who have special needs and the 

desire to promote lifelong learning through the provision of continuous learning activities for adults. In this respect the 

Eastern Cape Department of Education (ECDE) is bound to enforce the key provisions of Education White Paper 5 on 

Early Childhood Education (May 2001), Education White Paper 6 on Special Needs Education – Building an 

Inclusive Education and Training System (July 2001) and the Adult Basic Education and Training Act (Act No. 52 of 

2000). 

1.5.2.2 Constitutional Mandate 

The Constitution of the Republic of South Africa (Act No. 108 of 1996), as amended, provides the overall framework for 

the delivery of education to the wider citizenry. In this respect the key provisions that impact on the service delivery 

component of the provincial education departments rest with the clauses located in Section 29 (Chapter 2) of the Bill of 

Rights, which reflects on everyone having the right to: “A basic education, including adult basic education; and to further 

education, which the state through reasonable measures must make progressively available and accessible”. 

The Constitution does, in addition, empower the provincial education departments to determine their own legislative 

interventions in order to advance the cause of service delivery within the provinces. Thus the provision of basic and further 

education represents a concurrent function between the national and the provincial ministries of education. However, the 

25

statutes are clear in that, should any conflicts emerge between any provincial policy and/or law then the national policy 

and/or law will prevail. 

1.5.2.3 National Legislative Mandate 

The passage of the National Education Policy Act (Act No. 27 of 1996), as amended, (NEPA) provides the basic 

framework for the National Minister to, amongst others, determine national educational policies, to monitor the 

implementation of these policies and to evaluate the general well being of the educational system. The NEPA provides the 

National Minister with significant functions and responsibilities in terms of the overall oversight function of the education 

system nationally. 

The South African Schools Act (Act No. 84 of 1996), as amended, (SASA) provides the broad framework for the 

provision of a general (basic) education to all the citizens of the country. This legislation broadly encompasses the 

development of an organisation, funding and governance framework for all schools in South Africa. 

The Eastern Cape Department of Education is also responsible for effecting the provisions of the Employment of 

Educators Act (Act No. 76 of 1998), as amended, and the associated Personnel Administrative Measures 

(Government Notice 222 of 1998) that fundamentally determine the conditions of service, discipline, retirement and the 

discharge of educators. The Department is expected to maintain an appropriate system for the recording of relevant details 

pertaining to the human resources that the organisation employs. In this regard, the organisation is faced with a unique 

situation in that while the broad bulk of the personnel are employed under the Employment of Educators Act, most 

administrative staff members are employed under the Public Service Act (1994), as amended, and are thus subject to the 

general Public Service Employment conditions, which are amended and regulated by the Public Service Regulations 

(Notice No. R 832 of 16 July 2004). 

The Further Education and Training Colleges Act (Act No. 16 of 2006) compels the Eastern Cape Department of 

Education to provide for the establishment, governance and funding of public further education and training colleges; to 

provide for the employment of staff at public further education and training colleges; to provide for the registration of private 

further education and training colleges; to provide for the registration of private further education and training colleges; to 

provide for the promotion off quality in further education and training colleges; to provide for transitional arrangements and 

the repeal or amendment of laws; and to provide for matters connected therewith. 

26

The Eastern Cape Department of Education is also responsible for effecting the provisions of the South African Council 

for Educators Act (Act No. 31 of 2001), as amended, (SACE). The purpose of this legislation is to promote the 

professional development of educators and to ensure that educators observe the SACE code of conduct, and conduct 

themselves within the ethical and professional standards for educators. Portfolio development workshops were conducted in 

2002 with the purpose of assisting educators to develop and manage their own portfolios. 

The Education White Paper no 5 on Early Childhood Development (ECD) has the purpose of ensuring that ECD 

provisions are prioritised. Issues that need attention are access, quality of ECD services and the development of ECD 

policies. The Eastern Cape Department of Education has to ensure that there are systems in place to increase learner 

access particularly in the Reception Year, being the year before formal schooling. A circular on learner admission was 

amended to deal with learners who are below the age of seven but ready to enter into formal schooling. 

The General and Further Education and Training Quality Assurance Act (Act No. 58 of 2001), as amended, includes 

the objects of establishing a quality assurance body to ensure that continuous enhancement of quality is achieved in the 

delivery and outcomes of the general and further education and training sectors of the national education and training 

system and to develop a quality assurance framework for the general and further education bands of the National 

Qualifications Framework. The Eastern Cape Department of Education has a Quality Assurance Directorate to monitor, 

evaluate and quality assure educational standards at all levels in the system. 

In response to the Adult Basic Education and Training Act (Act No. 52 of 2000), as amended, (ABET) a strategy has 

been developed to effect the objectives of the Act. Some of the objectives are to develop support systems for a curriculum 

framework that will equip learners with functional numeracy, literacy, language and communication skills and coordinate the 

development and implementation of quality assurance standards in relation to national standards and the National 

Qualifications Framework. Some of the programmes included in the strategy are teacher development programmes, literacy 

and numeracy, curriculum and reform. One of the major challenges confronting the Eastern Cape Department of Education 

is the reduction of adult illiteracy through the mobilisation of ABET structures and systems, and the establishment of a 

reliable learner and teacher database. 

27

1.5.2.4 Provincial Legislative Mandate 

The Eastern Cape Province has reinforced the South Africans Schools Act (Act No. 84 of 1996), as amended, by 

promulgating a provincial equivalent titled the Eastern Cape Schools Education Act (Act No. 1 of 1999) that significantly 

enhances the policy development processes in the province. 

The Eastern Cape schools Education was amended by the Eastern Cape Schools Education Amendment Act, ECG 

1266, PN 1/2005, 17 July 2005. 

The Education Laws Amendment (Control of Matriculation Examinations) 4 of 1995 (Eastern Cape) 

The Department attempted to enforce its policy and legislative mandate through promulgating the following regulations: 

Matriculation Examinations Regulations, ECG 350, PN 40/1998, 3 November 1998 (ELA(CMS)A) 

Regulations on Misconduct, ECG 415 PN32/1999, 25 June 1999 (SASA) 

Regulations relating to the Governing Bodies of ELSEN Schools, ECG 416, PN 33/1999 of 25 June 1999 (SASA) 

Regulations relating to Independent Schools, ECG 766, PN27/2001, 12 July 2001 (ECSEA) 

Determination in respect of Councils, Academic Boards and Student Representative Councils at Public Further 

Education and Training Institutions, ECG 875, PN 20/2002, 13 May 2002 (FETA) 

Adult Basic Education and Training Regulations, ECG 903, PN 36/2002, 30 July 2002 (ABETA) 

Regulations to provide for the Registration of Private Centres, ECG 917, PN 44/2002, 30 August 2002 (ABETA) 

Regulations relating to behaviour by learners in public schools, ECG 947, PN 60/2002, 2 December 2002 (SASA) 

Regulations in relation to the Qualification, Appointment and Term of Office of Members, Filling of Vacancies and 

Functions of the Eastern Cape Education and Training Council, 2002 ECG 94, PN 45/2002, 5 September 2002 

(ECSEA) 

Regulations relating to the Governing Bodies of Public Schools (Excluding Schools for Learners and Special 

Education Needs), ECG 1072, PN 51/2003, 4 September 2003 (SASA) 

Regulations relating to the Governing Bodies of Public Schools (Excluding Schools for Learners and Special 

Education Needs), ECG 1072, PN 51/2003, 4 September 2003 (SASA) 

28

Draft Regulations on the Eastern Cape Education Advisory Council were published in the Provincial Gazette no 

1574 Notice 34 dated 08 July 2007 for comment. Comment from stakeholders was received and the department is in the 

process of finalizing the regulations. 

The Department is also bound by policy mandates that stem from both a national and provincial domain. In this regard, the 

admission of all learners within the school system is determined in terms of the national Admission Policy for Ordinary 

Public School (General Notice 2432 of 1998). In addition, the National Policy on HIV and Aids for learners and 

educators in public schools and Further Education and Training Institutions (General Notice 1926 of 1999) provides 

a basis for the ECDE to impact on the issues of access for learners and the issues of support, treatment and care in respect 

of educators and learners afflicted by HIV and Aids. 

Critical policy measures in respect of the curriculum, namely the National Curriculum Statements for GET and FET, largely 

determine the delivery of a quality input in the classroom. 

The following Provincial Curriculum Guidelines (PCG) were published as Internal Provincial Policies: 

PCG 01: The Constitution of the Provincial Curriculum Coordinating Committee (PCCC) 

PCG 02: Organising and Conducting Workshops 

PCG 03: Guidelines for Phase Committees and Learning Area/Subject Committees 

PCG 04: Role functions and responsibilities of Curriculum Personnel 

PCG 05: On-site School Support for Effective Curriculum Implementation 

PCG 06: The Constitution of the Inter-District Examinations and Assessment Committee 

PCG 07: The Management and Operation Framework of the Assessment & Examinations Directorate 

PCG 08: On-site curriculum support: Districts, Schools and Classrooms 

PCG 09: Script control manual 

PCG 10: Management of computerized CASS Mark Sheets 

PCG 11: Provincial Continuous Assessment Policy Grades 10 – 12 

29

The following Internal Provincial Policies have been published in an Internal Provincial Policy Register: 

Human Resources Management: Administration 

Human Resources Management: Labour Relations 

Human Resources Management: Planning 

Financial Management 

Supply Chain Management & Asset Management 

Auxiliary Services & Transport Management 

It must, however, be noted that critical policy measures in respect of curriculum, namely Curriculum 2005 and the Revised 

Curriculum Statements, largely determine the delivery of the qualitative input within the school classroom domain. 

The Department instituted a policy review process to align Departmental policies with National policies. The review process 

focused on the following: 

To identify any material inconsistencies- 

o between provincial laws and policies 

o with national education laws and policies 

o with applicable constitutional provisions (both in respect of fundamental rights and co-operative governance) and with 

constitutionally mandated legislation such as the Promotion of Administrative Justice Act 200; 

o to highlight any material gaps in the provincial education law and policy framework; and 

o to propose appropriate solutions to any inconsistencies identified or gaps highlighted by the review. 

The process revealed the need for some policies to be amended. The Department embarked on the revision of policies. 

1.5.2.5 Good Governance Legislative Responsibilities 

The White Paper on Transforming Public Service Delivery (Batho Pele White Paper) (General Notice 18340 dated 1 

October 1997) deals with the promotion of transformation in government. It is based on eight transformation principles. The 

Department has recognized that transforming its service delivery is key to guaranteeing that the basic needs of citizens are 

met and, as such, the Department has set out to be more effective by improving its service delivery programmes. The 

principles are: 1. consulting users of services; 2. setting service standards; 3. increasing access; 4. ensuring courtesy; 5. 

30

providing more and better information; 6. increasing openness and transparency; 7. remedying mistakes and failures; 8. 

getting the best possible value for money. 

The Skills Development Act (Act No. 97 of 1998), as amended, provides the Department with an institutional framework 

to devise and implement national, sectoral and workplace strategies to develop and improve the skills of its employees. 

These strategies must be integrated within the National Qualifications Framework contemplated in the South African 

Qualifications Authority Act, (Act No. 58 of 1995) (SAQA). In this regard, the Department has formulated a Skills 

Development Plan and has embarked on the upgrading of employee skills. 

The Department is bound by the Public Finance Management Act (Act No. 1 of 1999 amended by Act No. 29 of 1999) 

to ensure that all revenue, expenditure, assets and liabilities are managed efficiently and effectively. As part of the good 

governance aspect, financial management responsibilities have been entrusted to accounting officers within the department. 

The Accounting Officer is therefore directly responsible for ensuring that Provincial Treasury regulations are incorporated 

into its business, that annual budgets are compiled and managed on a monthly basis and that financial systems, risk 

management and internal controls are in place and are transparent. 

The Promotion of Access to Information Act (Act No. 2 of 2000) (PAIA) requires the Department to provide access to 

certain information that it holds if requested by any person or organisation for the exercise or protection of their rights. The 

Act is in line with the provision of section 32 (1)(a) of the Constitution which states that everyone has the right of access to 

any information held by the State, and section 32 (1)(b) provides for the horizontal application of the right of access to 

information held by another person to everyone when that information is required for the exercise or protection of any rights. 

The Promotion of Administrative Justice Act (Act No. 3 of 2000) (PAJA) states that everyone has the right to 

administrative action that is lawful, reasonable and procedurally fair, and that anyone whose rights have been adversely 

affected by administrative action must be given written reasons for administrative actions taken. A person who wishes to 

invoke the provisions of the Act should report any breakdown in services by first applying to the Department and then to the 

Public Protector. Safety should be maintained at all institutions by locking gates during school hours and that learners be 

supervised during sports and cultural activities. Members of the public are invited to report defects with infrastructure and 

classroom furniture, breakdowns in safety and problems with hygienic conditions at schools. Conditions around 

overcrowding, the timeous filling of vacancies and the pledge to have an educator available for all subjects in all learning 

areas are also promoted by the Administrative Justice Act. 

31

The Electronic Communications and Transactions Act (Act 25 of 2002) (ECT) provides for the facilitation and regulation 

of electronic communications and transactions; the development of a national e-strategy; universal access to electronic 

communications and transactions; human resource development in electronic transactions; the prevention of abuse of 

information systems; and to encourage the use of e-government services. This is an important act for an educational 

institution in terms of the requirement to provide access and training in the use of computers. 

This was followed by the issuing of a Draft White Paper on e-Education in August 2003. It has the overall policy goal that 

‘Every South African learner in the general and further education and training bands will be ICT capable (that is, use 

Information and Communications Technology (ICT) confidently and creatively) by 2013’. 

This policy will have a major impact on teaching, learning and administration in our schools over the next 10 years. 

1.5.2.6 Strengthening accountability 

Stakeholders 

The Department works closely with the following stakeholders: 

� Educator and Public Service Unions – The Department has forged a partnership between the unions and government 

around critical matters that are brought before the Public Service Coordinating Bargaining Chamber (PSCBC). Here 

various stakeholders are brought together in a collective bargaining forum for constructive engagement around 

conditions of service and dispute resolutions. 

� Associations of School Governing Bodies – various structures of the Department work in close association with 

associations of school governing bodies in the quest to improve the quality of education in our institutions. 

� District Education and Training Forums constitute the main policy advisory bodies of District Directors. On their own 

initiative, or at the request of the MEC these Forums can investigate and consider matters relating to education in 

general, and/or in the education district in particular, and report their finding to the relevant authority. These Forums 

have a formal mandate in the form of District Cluster Chief Directors who are situated at Head Office to which they can 

report and account. 

� The Eastern Cape Education Advisory Council, which is meant to constitute a forum that serves as an advisory body to 

the MEC for Education, is in the process of being constituted and draft regulations have been published. 

32

1.6 SPECIFIC CHALLENGES AND RESPONSES 

The following is a list of the most significant challenges affecting the Department as a whole and what actions the Accounting Officer 

and management are taking in response: 

Challenge 1: Non-declaration of the 2009 post establishment 

The 2009 post establishment has not yet been declared 

Response to Challenge 1: 

A joint task team including Departmental officials and educator union representatives has been established and post provisioning 

priorities have been identified. There is a constant engagement to level the ground. A gradual increase of the educator post basket 

allocation is required. 

Challenge 2: Readiness of teachers to teach in the new academic year 

Teachers need to be capacitated for the teaching, learning and assessment of the NCS 


Curriculum developers developed lesson plans for GET and FET teachers that cover both the 1 st and 2 nd academic quarters. Funds 

were sourced from the Education Leadership Institute to accommodate the development of lesson plans. 

Challenge 3: Roll-out of the School Nutrition Programme 

Due to the delay in the tender processes the tender to feed as from April 2009 as well as the tender for the purchase of mobile 

kitchens have not been finalized and therefore not yet awarded 


The contracts of suppliers that are currently feeding have been extended and the bread menu will be fed to secondary schools as an 

interim measure 

Challenge 4: Non-compliance with PMDS 

Submission of quarterly review reports indicate that SMS members are not complying with the management of PMDS 


An Executive Officer has been appointed to champion the PMDS programme in order to exercise authority in the management 

thereof 

Challenge 5: Non-implementation of Internal Audit findings 

SMS of the Department do not implement the corrective measures to reduce of mitigate audit findings and recommendations, as well 

as to monitor results 


Follow-up audits to be conducted, pleading for implementation and reporting of non-compliance will be done. An Internal Audit 

Activity Management Platform to be established to cause the Department to implement the corrective measures and to monitor the 

intervention results. 

33

1.7 ISSUES REQUIRING ON-GOING ATTENTION 

� Non Payment of SMS members for PMDS. 

� Continuous delay of submission of quarterly reviews by Supervisors. 

� Prioritization of Induction Programmes that will lead to maintaining employees. 

� Development and implementation of Retention Policy – for the retention of staff with scarce skills. 

� Feeding of quintile 4&5 learners in primary schools, ECD stand-alone sites that are not included in the conditional grant. 

� Post Provisioning for 2009 

� Employment Equity Targets 

� Telephone management system 

� Continuous capacity building of staff throughout the Department 

� The roll-out of the Balasela training 

� Review of the organisational structure 

34

PART 2 

PROGRAMME PERFORMANCE AND SERVICE 

DELIVERY ACHIEVEMENTS 

(01 APRIL 2008 – 30 MARCH 2009) 

35

2.1 VOTED FUNDS 

Appropriation 

Main 

Appropriation 

Adjusted 

Appropriation 

Actual Amount 

Spent 

Over/Under 

Expenditure 

R17,810,197 R17,810,197 R17,920,776 R17,922,196 (R1,420) 

Responsible 

Minister 

MEC for Education 

Administering Dept Provincial Department of Education 

Accounting Officer Superintendent-General of Education 

37

2.2 AIM OF THE VOTE 

The aim of the Department of Education is to develop, maintain and support a South African education and training system for the 

21 st century. 

2.3 SUMMARY OF PROGRAMMES 

The Education sector adopted a uniform budget and programme structure that reflects the minimum number of programmes and its 

contents are encapsulated in definitions, which explain what are to be included under each programme and sub programme. The 

activities of the Department of Education are organised in the following eight programmes: 

Programme Sub-programme 

1. Administration 1.1 Office of the MEC 

1.2 Corporate Services 

1.3 Education Management 

1.4 Human Resource Developments 

1.5 Conditional Grants 

2. Public Ordinary School Education 2.1 Public Primary Schools 

38 

1.6 Education Management Information Services (EMIS) 

2.2 Public Secondary Schools

2.3 Professional Services 

2.4 Human Resource Development 

2.5 In-school Sport and Culture 

3. Independent School Subsidies 3.1 Primary Phase 

2.6 Conditional Grants (SNP and PIG) 

3.2 Secondary Phase 

4. Public Special School Education 4.1 Schools 



4.4 In-school Sport and Culture 


5. Further Education and Training 5.1 Public Institutions 

39 

5.2 Youth Colleges 



5.5 In-college Sport and Culture

6. Adult Basic Education and Training 6.1 Public Centres 

5.6 Conditional Grants (FET Recapitalisation Grant) 

6.2 Subsidies to Private Centres 




7. Early Childhood Development 7.1 Grade R in Public Schools 

7.2 Grade R in Community Centres 

7.3 Pre-grade R 



7.6 Conditional Grant 

8. Auxiliary and Associated Services 8.1 Payments to SETA 

40 

8.2 Conditional Grants (HIV and AIDS) 

8.3 Special Projects 

8.4 External Examinations

2.4 DEPARTMENTAL RECEIPTS 

Departmental Receipts 

Current revenue 

Actual 

2006/07 

Actual 

2007/08 

Budgeted 

2008/09 

Budgeted 

Collection 

Quarter 4 

(Cumulative) 

: 2008/09 

Actual 

Collection 

Quarter 4 

(Cumulative) 

2008/09 

Tax revenue 30,355 43,482 48,492 48,492 43,905 

Non-tax revenue 

Capital revenue 

(specify) 

Departmental 

revenue 

Per Programme 

Departmental Own 

Revenue 

30,355 43,482 48,492 48,492 43,905 

Actual 

2006/07 

Actual 

2007/08 

Budgeted 

2008/09 

Budgeted 

Collection 

Quarter 4 

(Cumulative) 

Actual 

Collection 

Quarter 4 

(Cumulative) 

Programme 2 30,355 43,482 48,492 48,492 43,905 

TOTAL 30,355 43,482 48,492 48,492 43,905 

41 

% Deviation 

from target 

% Deviation 

from target

2.5 DEPARTMENTAL PAYMENTS 

Programmes 

Payments 

(‘000) 

Actual 

2006/07 

(000) 

Actual 

2007/08 

(000) 

Budgeted 

Payments 

2008/09 

(000) 

Budgeted 

Payments 

Quarter 4 

(Cumulative) 

(000) 

Actual 

Payments 

Quarter 4 

(Cumulative) 

(000) 

Administration 858,107 1,034,321 1,326,635 1,326,635 1,380,174 

Public Ordinary School 


11,152,847 12,381,183 15,101,507 15,101,507 15,058,851 

Independent School 

Subsidies 

25,100 34,842 44,418 44,418 44,418 

Public Special School 


249,388 288,389 403,013 403,013 404,681 

Further Education and 

Training 

222,330 321,775 416,476 416,476 413,913 

Adult Basic Education 

and Training 

155,802 155,013 150,680 150,680 153,999 

Early Childhood 

Development 

46,313 79,298 270,067 270,067 249,300 

Auxiliary and Associated 

Services 

162,825 191,620 207,970 207,970 217,130 

Total 12,872,743 14,486,441 17,920,766 17,920,766 17,922,196 

42 

% Deviation 

from target

2.6 OVERALL PROGRAMME PERFORMANCE 

2.6.1 Summary Appropriation Statement: 01 January 2009– 31 March 2009 

Programmes Payments Actual 

2006/07 

Administration 

Current Payment 

Transfers & Subsidies 

Capital Payment 






827,080 

5,707 

25,320 

10,494,778 

226,017 

432,052 

Actual 

2007/08 

999,300 

7,135 

27,886 

11,787,130 

247,389 

346,664 

Budgeted 

Payments 

2008/09 

1,248,855 

7,203 

70,577 

13,873,231 

632,021 

596,265 

Budgeted 

Payments 

Quarter 4 

(Cumulative) 

1,248,855 

7,203 

70,577 

13,873,231 

632,021 

596,265 

Actual 

Payments 

Quarter 4 

(Cumulative) 

1,326,802 

7,136 

46,236 

13,687,784 

665,657 

705,410 

Independent School 

Subsidies 


Transfers & Subsidies 25,130 34,842 44,418 44,418 44,418 

Public Special School 






Training 




159,633 

52,381 

37,374 

101,225 

98,660 

22,445 

190,602 

53,849 

43,938 

159,545 

136,832 

25,398 

247,237 

57,276 

98,500 

179,382 

170,594 

66,500 

43 

247,237 

57,276 

98,500 

179,382 

170,594 

66,500 

241,246 

56,056 

107,379 

197,281 

169,392 

47,240 

% Deviation from 

target

Adult Basic Education 

and Training 




Early Childhood 

Development 




Auxiliary and Associated 

Services 




154,750 

72 

980 

1,484 

44,829 

0 

149,334 

7,292 

6,200 

153,731 

42 

1,240 

70,570 

5,898 

2,830 

157,852 

15,621 

18,147 

150,094 

0 

2,086 

202,490 

8,580 

58,997 

174,486 

19,784 

13,700 

150,094 

0 

2,086 

202,490 

8,580 

58,997 

174,486 

19,784 

13,700 

153,036 

0 

963 

182,418 

7,679 

59,203 

188,002 

20,193 

8,935 

Total 12,872,743 14,486,441 17,920,776 17,920,776 17,922,196 

44

2.7 SERVICE DELIVERY ACHIEVEMENTS 

45

OFFICE OF THE SUPERINTENDENT- GENERAL 

47

PRIORITY / CHALLENGE: 

DIRECTORATE: OFFICE OF THE SG (Dr. S. Lombo) 

STRATEGIC GOAL5: Performance Management and Development Systems and Processes for Enhanced Service Delivery 

STRATEGIC OBJECTIVE 5. 4: Strategic Role of the Department enhanced through effective management and administration systems 

Performance 

Measures 

Number of 

registries 

established 

Number of IT 

systems 

developed 


submissions, 

briefing notes 

gathered 


correspondence 

received and 

responses to 

Parliament 


meetings 

attended 


procurement 

Activities Annual 

Target 

Approach Human 

Resource Directorate 

for advertisement of 

Admin posts 

Approach IT Directorate 

to develop an electronic 

return date system 

Co-ordinate, Scrutinize 

for accuracy, quality 

assure and amend or 

return to author for 

amendment and 

forward to SG 

Target: Quarter 1 Target: Quarter 2 Target: Quarter 3 Target: Quarter 4 Annual Deviation 

Planned Actual Planned Actual Planned Actual Planned Actual Output Units % 

1 - 1 1 - - - - 1 0 0 

1 1 0 - 1 - - - 1 0 0 

480 120 120 120 20 120 5 120 20 180 300 62,5 

Manage and Supervise 

all parliamentary 

correspondence 20 5 5 5 5 5 5 5 5 20 0 0 

Preparation of 

documents for Portfolio 

Committee 

Arrange briefing 

sessions in preparation 

for the meetings 

Develop commitment 

register 

12 3 3 3 3 3 3 3 3 12 0 0 

12 3 3 3 3 3 3 12 0 0 

180 45 1 45 - 45 15 45 - 1 0 0 

49





Performance 

Measures 

requests and S & 

T claims signed 

and approved for 

processing 


training courses 

attended by staff 

members 


systems 

developed 



received and 

responses 

forwarded 


scheduled 

Meetings 

Number of visits 

successfully 

managed 


Target 

Scrutinize and approve 

all procurement 

requests made by SG’s 

staff including S & T 

claims 

Draw a plan of training 

sessions for each staff 

members and submit to 

Human Resource 

Development 

Approach IT Directorate 

to develop an electronic 

return date system 

Attend to 

correspondence from 

these offices and 

respond timeoulsly 

Prepare agendas, 

briefing documents, and 

all necessary logistics 

for SG’s meetings 



180 45 30 45 45 45 45 45 180 0 0 

16 4 2 4 2 4 - 4 - 4 12 75 

1 1 1 - - - - - - 0 1 100 

100 25 25 25 20 25 25 25 25 70 30 70 

120 30 30 30 15 30 5 30 25 85 35 29.1 

Make appointments with 

stakeholders 80 20 15 20 5 20 10 20 3 25 55 68.8 

Draft a schedule for SG 

to visits institutions 

50 

10





Performance 

Measures 


Business Plans 

Developed 

No of progress 

reports submitted 

to the SG 



sent and 

received from 

these offices 

New 

Communication 

system installed 


Target 

Co-ordinate & Monitor 

the Development of 

Project Plans 

Collect and Collate 

Project Status Reports 

Timely attendance to 


Number of posts 

advertised and 

communication system 

to and from 

stakeholders is 

improved 



20 5 5 5 5 5 5 - 15 5 25 

360 90 80 90 75 90 100 90 50 255 105 29.2 

3 - 1 2 - 1 - - - 1 2 66,7 

51

BUDGET AND EXPENDITURE 

Budget Expenditure 

R4154 850 R3 802 392 

Achievements (List at least 5) 

1. Successful implementation of the new document management system. 

2. Advertising and employment of an administration assistant. 

3. Complete elimination of lost correspondence. 

4. Holding of the first ever planning session in the ASGs Office 

5. Improvement in the quality of parliamentary reports. 

Challenges and Responses (Not more than 5) 

Challenge 1 Response to Challenge 1 

High volume of correspondence. 


Not all organogram posts are filled 


Work warrants a range of skills and members are on different levels of skills. 

Overhauled the system by reducing the correspondence route. 

Will be short listing of the Assistant Director: Corporate Liaison on 7/4/09 

Have put a plan into place to train all officials 


Overlapping responsibilities and function with other offices e.g. MEC. Regular meeting with the MEC Office take place 

Issues requiring on-going attention (list not more than 5) 

1. Quality reports in line with the Annual Performance Plan and Annual Report to Portfolio Committee 

2. A shorter turn-around plan for all documents delivered to National and Legislature 

3. A 3 day turn - around plan for all offices in the Department 

52

DIRECTORATE: INTERNAL AUDIT & RISK 

MANAGEMENT 

53

PRIORITY: 

DIRECTORATE: INTERNAL AUDIT & RISK MANAGEMENT : MESSRS M.H. KALI & C ADDAE 

STRATEGIC GOAL : Performance Management Systems and Processes for enhanced service delivery 

STRATEGIC OBJECTIVE : Strategic Role of the Department enhanced by making management and administration systems work effectively 

Performance 

Measures 

Increased 

timely 

termination of 

services and 

reduced 

number of 

ghost 

employees. 

Policies and 

procedure 

manuals in 

place 

Reduced 

percentage of 

inappropriate 

procurement 

systems. 


Target 

Activity 1: To conduct 

Termination of services 

reviews and ghost 

employees 

Review adequacy and 

effectiveness of control 

procedures relating to the 

payment of Service 

Providers 

Activity 2: Audit leaves 

review of internal controls 

Activity 3: Review the 

adequacy and 

effectiveness of the 

procurement procedures 

Review the efficiency of 

Assets and Fleet 

Management. 

Head 

Office, 9 

Districts 

and 100 

Schools 

Head 

Office, 9 

Districts 

and 100 

Schools 

Head 

Office, 9 

Districts 

and 100 

Schools 



20 

schools 

20 

Schools 

and 1 

FET 

College 

35 

Schools 

and 5 

Districts 

38 

Schools 

only 

35 

Schools 

and 4 

Districts 

09 

Schools 

and 4 

District 

Offices 

4 District 

Offices 

10 

Schools 

and Head 

Office 

50 

Schools, 

2 

Districts 

and 

Head 

Office 

100 

schools, 

9 

Districts 

Head 

Office 

118 

schools, 

6 

Districts, 

All 

planned 

areas 

118, 

66.6, 

100 

20 

schools 

20 

Schools 

and 1 

FET 

Colleges 

35 

Schools 

and 5 

Districts 

38 

Schools 

only 

35 

Schools 

and 4 

Districts 

09 

Schools 

and 4 

District 

Offices 

10 

Schools 

and Head 

Office 

50 

schools 

100 

schools 

9 

Districts 

Head 

Office 

118 

schools 

6 

Districts 

All 

planned 

areas 

118 

66.6 

100 

20 

schools 

20 

Schools 

and 1 

FET 

Colleges 

35 

Schools 

and 5 

Districts 

38 

Schools 

only 

35 

Schools 

and 4 

Districts 

09 

Schools 

and 4 

District 

Offices 

10 

Schools 

and Head 

Office 

50 

schools 

100 

schools 

9 

Districts 

Head 

Office 

118 

schools 

6 

districts 

All 

planned 

118 

66.6 

100 

54

PRIORITY: 




Performance 

Measures 

Assets and 

fleet of the 

department 

would be 

accounted for. 

Internal control 

procedures in 

place in 9 

Districts and 

100 schools. 

Improvement of 

internal 

controls and 

processes in 

place. 


Target 

To check splitting of 

orders exceeding R30 

000 


efficiency of asset and 

fleet management 

Activity 5: Review 

adequacy and 

effectiveness of asset 

disposal procedure 


adequacy and 

effectiveness of controls 

relating to the registration 

and administration of 

service providers. 

(Creation of entities) 

Head 

Office, 9 

Districts 

and 100 

Schools 

Head 

Office, 9 

Districts 

and 100 

Schools 

Head 

Office 

and 9 

districts 



20 

schools 

20 

schools 

20 

Schools 

and 1 

FET 

Colleges 

20 

Schools 

and 1 

FET 

Colleges 

0 0 

35 

Schools 

and 5 

Districts 

35 

Schools 

and 5 

Districts 

5 

Districts 

55 

38 

Schools 

only 

38 

Schools 

only 

0 

35 

Schools 

and 4 

Districts 

35 

Schools 

and 4 

Districts 

4 

Districts 

09 

Schools 

and 4 

District 

Offices 

09 

Schools 

and 4 

District 

Offices 

4 District 

Offices 

10 

Schools 

and Head 

Office 

10 

Schools 

and Head 

Office 

Head 

Office 

50 

schools 

50 

schools 

2 

Districts 

+ Head 

Office 

100 

schools 

9 

Districts 

Head 

Office 

100 

schools 

9 

Districts 

Head 

Office 

9 

Districts 

Head 

Office 

areas 

118 

schools 

6 

Districts 

All 

planned 

areas 

118 

schools 

6 

Districts 

All 

planned 

areas 

6 

Districts 

Complet 

ed all 

planned 

118 

66.6 

100 

118 

66.6 

100 

66.6 

100

PRIORITY: 




Performance 

Measures 

Proper 

segregation of 

duties and 

isolation of 

responsibilities 

in place 

Implementation 

of fraud 

prevention 

policy and 

establishment 

of the risk 

management 

and fraud 

prevention 

committee. 

Risk 

Management 

and fraud 

prevention 

committee will 

be established. 

Policies and 

procedure 


Target 


adequacy and effectives 

of the control procedures 

relating to the payment of 

service providers. 

Activity 8: Monitor and 

evaluate the 

implementation of fraud 

prevention policy 

Advocate the roll out 

implementation of policy 

and ensure the 

establishment of fraud 

prevention committee 

Activity 9: Advocate the 

roll out implementation of 

policy and ensure the 

establishment of the 

Fraud Prevention 

Committee 

Activity 10: Overtime 

payments 2007/2008 

Head 

Office 

and 9 

Districts 

Head 

Office 

and 23 

Districts 

Head 

Office 

and 23 

Districts 

Head 

Office 



Head 

Office 

Head 

Office 

0 0 

0 

0 

0 0 

5 

Districts 

8 

Districts 

8 

Districts 

5 

Districts 

56 

0 

0 

0 

0 

4 

Districts 

8 

Districts 

8 

Districts 

4 

Districts 

4 District 

Offices 

0 

0 

Head 

Office 

2 

Districts 

+ Head 

Office 

9 

Districts 

Head 

Office 

areas 

6 

Districts 

Complet 

ed all 

planned 

areas 

66.6 

100 

7 Districts 0 23 0 0 

7 Districts 0 

Head 

Office 

2 District 

Offices 

1 

+23 

9 

Districts 

0 

0 

6 

Districts 

0 

0 

66.6

PRIORITY: 




Performance 

Measures 

manuals are in 

place. 

Report on the 

performance of 

internal audit 

activity 

Improved IT 

control 

environment. 

Membership of 

All Internal 

Auditors of the 

section and 

registered for 

the Certified 


Target 

financial year and 9 

Districts 

Activity 11: Perform 

quality reviews and report 

the results of the 

performance of the 

internal audit activity 


adequacy and 

effectiveness of the IT 

Application controls 

environment and 

information security 

reviews. 

Develop and implement a 

process to monitor and 

assess the overall 

effectiveness of the 

qualify program 

Activity 13: Develop and 

retain skills through on job 

and professional training 

programmes 

Head 

Office 



4 

+ Head Head Complet 100 

Districts 

Office Office ed all 

planned 

areas 

1 0 0 0 0 0 

0 0 0 0 0 

19 19 0 0 0 0 

57 

0 1 1 1 1 100 

0 

0 

Head 

Office 

0 

Head 

Office 

14 Staff 

Member 

s 

registere 

d with 

1 1 100 

19 14 73,7

PRIORITY: 




Performance 

Measures 

Internal Auditor 

Qualification. 

Reduction on 

the number of 

fraud 

corruption 

cases reported. 

Updating of the 

Superintendent 

on the 

performance of 

internal audit 

and critical 

areas of the 

department by 

the Audit 

Committee. 


Target 

Activity 14: Perform 

investigative audit 

findings and 

recommendations on ad 

hoc cases reported on 

hotlines 

Activity 15: The audit 

committee members have 

been appointed to ensure 

independence and 

objectivity of the Internal 

Audit Activity. Quarterly 

audit committee meetings 

are held. 



116 29 1 29 13 29 

4 1 1 1 1 1 

58 

Institute 

of 

Internal 

Auditors 

-IIA 

19 39 33 126 82 65.1 

1 

1 1 4 5 125



R3 116 181.45 

R3 116 181.45 

Budget balance available as at 31/03/09=R0 (NIL) 


1. Internal Audit Services conducted a Compliance Audit to district offices and schools as indicated hereunder: 

a. 2 district offices, namely, Cofimvaba and Ngcobo, and, 

b. 50 Schools as follows, 17 Schools in the KWT District; 16 Schools in the Fort Beaufort District and 17 Schools in the East London District. 

2. An Audit Committee Meeting was held on 27 January 2009. 

3. 4 officials from the Internal Audit Services attended the National Internal Audit Indaba held in Durban on the 03-07 March 2009. 

4. 14 Staff Members of Internal Audit & Risk Management Services have been registered for membership with the Institute for Internal Auditors (IIA), and 

registered members were awarded membership certificates. 

5. Internal Audit staff development was held in the East London Leadership Institute on the 02 April 2009. Various documentations, namely, the Internal Auditing 

Procedure Manual, Internal Auditing Methodology and Approach and Internal Audit Framework were adopted and were officially handed over for the 

consumption by all Internal Audit Unit Staff Members. . 

6. Coordinated the standard meetings of the Audit Committee according to their annual plan. 

7. Ensured that the Internal Audit Procedure Manual, the Internal Audit Methodology and Approach and the Internal Audit Framework are officially handed over 

for consumption by internal audit staff. 

8. The Assistant Director - Internal Audit Services - is to assume duties in the Department of Education with effect from 01 May 2009. 

9. The appointment of the Service Provider to provide technical support to Internal Audit Unit is to be appointed to assume duties with effect from 01 May 2009. 

59


Challenge 1 Responses to Challenge 1 

Inability of the Department of Education to implement corrective measures to reduce 

or mitigate audit findings and recommendations. Failure of management to 

implement corrective measures on audit findings and monitoring results. The Risk 

Management Unit has inadequate number of personnel required to perform the 

duties of Risk Management in the Department. 


The Directorate did not get the response it was expecting in attendance of the Risk 

Management Workshop from both the Head Office and the District Office. The Risk 

Management Unit does not have the adequately qualified staff required to perform 

the unit’s work. 


Staff members in the directorate are leaving the department for better salary levels. 

Internal Auditors in other departments are paid on salary level 8, while in the 

Department of Education Internal Auditors are paid on salary level 7. The level of 

attraction and retention of competent Internal Audit staff need reviewal. The Office 

does not have properly secured security systems for our highly confidential files. 


Budget Constraint: The directorate requested R10 million and we were only allocated 

R3 Million. Limited provision of financial resources to carry out the approved Internal 

Audit Coverage Plan. We do not have necessary infrastructural resources such as 

network cables that allow access to the Internet and relevant legislations which are 

always of high reference in the nature of our work. 

Challenge 5 Responses to challenges 5 

It appears that the channel of communication in terms of reporting is rather long as 

reports have to get inputs from the CFO, DDG and the approval of the SG, Labour 

and Legal Services etc. 

Issues requiring on going attention (list not more than 5) 

1. Reviewal of organogram. 

2. Development and implementation of Retention Policy – for the retention of staff with scarce skills. 

3. Recruitment and selection of suitable qualified staff. 

60 

Conduct follow up audits, plead for implementation and report non-compliance To 

establish Internal Audit Activity Management as platform to cause the Department of 

Education to effectively implement the agreed upon corrective measures and monitor 

intervention results. We have submitted a correspondence to the HR Chief 

Directorate to advertise our vacant posts and also increase the number of interns in 

our section. 

Due to poor attendance, the Directorate might consider to re - organize the Risk 

Management workshop. We have submitted a correspondence to HR to increase 

levels of posts which were advertised, but were not attractive to the qualified 

prospective candidates. 

Proposal for review of the salary levels of Internal Auditors was prepared and 

submitted to relevant directorates for consideration. To follow-up this matter with 

Human Resource Planning. A correspondence requesting Trellidor Security Doors is 

to be submitted to the Infrastructure Section for action. 

This was brought to the attention of the Acting CFO for consideration. The matter has 

been brought to the attention of Infrastructure and IT services and we are still 

awaiting a response on this matter. 

In order to reduce the lead time between recommended actions and their 

implementation, it is recommended that the reporting route be reviewed.

4. Accommodation (workstations) for staff members including infrastructural resources. 

5. Adequate budget for activities in terms of the strategic audit plan. 

6. Encourage Internal Audit staff to participate on continuous professional development programmes to enhance their performance. 

Conclusion: 

1. The management commitment towards providing comments on audit findings and the implementation of proposed recommendations remains a daunting 

requirement if the Department wishes to improve its performance and realize the set strategic objectives of quality education and good corporate governance. 

61

DIRECTORATE: LEARNER TEACHER SUPPORT 

MATERIALS (LTSM) 

63

PRIORITY : LTSM 

DIRECTORATE: LEARNER TEACHER SUPPORT MATERIALS (LTSM) (Mr. C. Mangcu - Acting) 

STRATEGIC GOAL: Optimal configuration of the school system in order to balance access and efficiency 

STRATEGIC OBJECTIVE : Carefully targeted additional resources to improve physical facilities, increase supply of teaching and learning resources and implement the 

norms and standards for school funding 

Performance 

Measures 

LTSM delivered 

to all schools 

before the first 

day of schooling 


Target 

Ensure development of 

Grades R – 3 

Catalogue. 

Ensure updating of top 

up catalogues for 

prioritized grades 

(Grades 10, 11 & 12) 

Ensure printing of 

catalogues. 

Distribution of 

catalogues to schools. 

Receiving and capturing 

of requisitions from 

schools. 

Place orders with 

Stationery 

Manufacturers and 

Publishers. 

Ensure revision of 

stationery catalogues by 

Grade 



1 1 1 1 2 1 50 

3 3 1 1 -2 66 

4 4 3 3 -1 25 

6 200 6 200 6200 6200 12400 6200 100 

6 200 3300 3300 6600 400 6,5 

5 1 - 4 5 None 

1 1 1 1 2 1 100 

64

Distribution of stationery 

and textbooks to 

schools by phase 

5 

1 1 2 2 2 

92% 

Delivery 

Comments: 

� For FET band, only one composite catalogue was printed in quarter 1 instead of the original 3 planned for each Grade 

� As a result only three and not 4 catalogues had to be printed and that was done in quarter 1 

� Under Receiving and Capturing of catalogues there is a deviation of 46% because not all Section 21 schools return catalogues to ECDOE because of the 

autonomy they can exercise over the budget, given their status 

� Distribution: Stationery was delivered and done by the end of October 



R369,5 R341 182 


1. All Stationery delivered to Section 20 schools by 15 th October 


Challenge 1 Response to Challenge 

Late Foundation phase catalogue All late deliveries stopped on 30 th March 2009 


92% 

373 426 

Grade R 

books 

Late Section 21 schools orders Autonomy over the budget given to section 21 schools makes it difficult to monitor 


1. Pace of Delivery of textbooks by Publishers to central warehouse in East London 

2. Late orders from Section 21 schools 

65 

8%

CHIEF DIRECTORATE: STATUTORY ADVISORY 

AND PROTOCOL SERVICES 

67

CHIEF DIRECTORATE OVERVIEW 

Statutory Advisory and Protocol Services Chief Directorate provide support function to the entire department. The following directorates and sub-directorates, 

Transformatory Programme Unit, Community and Stakeholders Liaison, Communication & Customer Care and Legal Services, constitute the Chief 

Directorate. 

This financial year Transformatory Programme developed a monitoring and evaluation tool to assess progress with regard to the programme of black 

empowerment and employment equity. The unit assisted in the planning and co-ordination of the International Day of people with disability. 

The unit also participated in the planning and co-ordination of the National Children’s Day and organization of 16 days of non-violence against women and 

children. The main event was opened in Mbizana and close in Queenstown with door-to-door campaign. 

Dealing with violence in schools, the unit hosted Northern Cape M.E.C. who brought torch of peace campaign to the province and in turn, M.E.C. Qwase took 

the campaign to Free State department of Education. Three schools were nominated from CELL-C, DTI and Education competition that aims to encourage 

girl learners to start their own businesses. 

Community and Stakeholders Mobilization Directorate participated in the Provincial Imbizo organized by the Office of the Premier. In partnership with the 

Eastern Cape Traditional Leader the directorate participated in the commemoration of wars of Land Dispossession and hosted the Heritage seminar. The 

directorate successfully participated in the revival of District Education For a Revival of the education Advisory Council and strengthening of relations with a 

number of stakeholders e.g. House of Traditional Leaders and Council of Churches. 

Legal Services successfully settled school furniture legal battle after summons was issued. Three services Legal Agreements were vetted and ten Cessions 

Agreements were vetted. Legal Services managed to finalized draft regulations for the establishment of the Education Advisory Council and published in the 

government gazette for all interested parties to make comments. 

Litigation in the last quarter was reduced by 55% compared first three quarters of the financial year. Three contempt applications received in the last quarter 

have all been complied with. 

Communication and Customer Care directorate coordinated and branded more than 10 departmental events, Customer Care front line office was established 

at the Head office and training of customer care engagement programme was done. Communication Directorate was involved in the unveiling of the 

departmental website. 

The directorate managed to deal with media opportunities in the national community radio stations with a view to improve the image of the department. 

Training of Head office and district officials in Batho-Pele change engagement programme. 

The directorate developed and launched a new branded and website. Launch of department as a brand through introduction of corporate colours and staff 

pledge. Grade 12-readiness media campaign was embarked upon and media support for the M.E.C. and corporate events. 

68

CHIEF DIRECTORATE: STATUTORY ADVISORY AND PROTOCOL SERVICES (Mr. P. Ngqumba) 

STRATEGIC GOAL: 5: Performance management systems and processes for enhanced service delivery 

STRATEGIC OBJECTIVE : 5.4: Strategic role of the Department enhanced through effective management and administration systems 

Performance 

Measures 

Increased by 

100% positive 

media coverage 

and profiling of 


programmes and 

campaigns 

Available 

professional 

branding 

material; Website 

management; 


Target 

Compile and improve 

media Distribute 

monthly Media 

coverage and analysis. 

Organize and facilitate 

quarterly media 

conferences. 

Compile and implement 

quarterly media buying 

and placement plans. 

Compile and Implement 

monthly media activity 

plans with the SG and 

MEC. 

Organize a Media 

Workshop for Senior 

Managers. 

Establish and maintain 

Departmental Website. 

Provide in-house 

graphic design services. 



12 3 2 3 3 3 3 3 3 11 1 8.3 

4 1 1 1 1 1 1 1 1 4 0 0 

4 1 1 1 1 1 1 1 1 4 0 0 

12 3 2 3 2 3 3 3 3 10 2 20 

1 1 - - - - 0 1 100 

1 1 1 1 - 1 0 0 

24 6 4 6 6 6 6 6 6 24 0 0 

69

Graphic Design 

and Events Coordination 

Facilitate and render 

professional support to 

high profile corporate 

events. 

Provide input and edit 

speeches for the MEC 

and SG as when 

required. 

Produce Corporate 

Identity Manual 

Branding Launch 

“Restoration of Integrity 

Campaign” 



R261,825.00 R 195,664.45 

Achievements 

1. Establishment of the Departmental Website. 

2. Corporate Identity Manual was finalized. 

3. Improved media coverage. 

4. Support to the Departmental events and coverage. 

24 6 7 6 8 6 5 6 6 26 -2 8.3 

24 6 5 6 8 6 5 6 - 19 5 20.8 

1 1 - 1 - - 1 0 0 

4 1 1 1 - 1 1 - 2 2 50 

70

Challenges and Responses 


Appointment of staff Submission to H.R. was made 


Proper co-ordination of departmental activities. Raised in the Top Management Meetings 

Issues requiring on going attention 

1. Proper co-ordination of departmental activities. 

2. Improve profiling of the Departmental achievements. 

71

DIRECTORATE: COMMUNITY & STAKEHOLDER 

LIAISON 

73

PRIORITY: 

DIRECTORATE: COMMUNITY & STAKEHOLDER LIAISON (Ms. N. Sifanele) 

STRATEGIC GOAL : INCREASED LEVELS OF SERVICE INTEGRATION AT THE LOCAL LEVEL 

STRATEGIC OBJECTIVE : Strengthened coordination and partnerships within the Department and with government, social partners and civil society 

Performance 

Measures 

Establishment of 

a functioning 


Advisory Council 

that meets 

quarterly 

No of 

Established and 

Functioning 

District Based 


Forums 

Activities 

1. Compile an 

Education Advisory 

Council Policy 

Framework and Present 

to Management for 

Approval 

2 Convene meetings 

with different education 

stakeholders 

3. Inauguration of the 

Advisory Council 

4. Facilitate Quarterly 

Meetings 

1. Conduct an Audit to 

determine status of 

District Based 

Education Forums 

2. Compile a Report 

based on Audit 

recommendations and 

present to the MEC and 

SG & Management 

Annual 

Target 

Target: Quarter 1 Target: Quarter 2 Target: Quarter 3 Target: Quarter 4 

Deviation 

Planned Actual Planned Actual Planned Actual 

Planne 

d 

Actual 

Annual 

Output Units % 

1 1 0 1 100 

6 2 3 1 1 2 2 3 3 50 

1 1 0 1 100 

2 1 1 1 1 2 0 0 

1 1 1 1 0 0 

1 1 0 1 100 

3. Disseminate 1 1 0 1 100 

74

PRIORITY: 

DIRECTORATE: COMMUNITY & STAKEHOLDER LIAISON (Ms. N. Sifanele) 


STRATEGIC OBJECTIVE : Strengthened coordination and partnerships within the Department and with government, social partners and civil society 

Performance 

Measures 

Professionally 

managed MEC 

stakeholder 

engagements 

with project plans 

and 

administrative 

support 

Activities 

recommendations to all 

districts and compile a 

report on District 

implementation plans 

4. Facilitate a District 

Based Education Forum 

Indaba 

1. Workshop of SMS 

members on Protocol 

2. Audit of Ministerial 

mandates and lead 

projects 

3 Administrative support 

of all MEC community 

outreach programmes 

(Imbizos) and projects 

4. Attend all Social 

Needs Cluster Cabinet 

& Administrative 

meetings 

5. Facilitate 


involvement in all 

Ministerial mandates, 

lead projects and 

campaigns 

Annual 

Target 


Deviation 


Planne 

d 

Actual 

Annual 


1 1 0 0 1 100 

1 1 0 1 100 

1 1 0 1 100 

100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 0 0 

100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 0 0 

100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 0 0 

75



R1 556 073,00 R1 320 009,00 


1. Visit to schools during the opening in January. 

2. Successful District Education Summits 

3. At least 10 District Education Forum have been launched while others are in the processes of reviving their structures. 



Staffing Appointment of a Director, 2 Deputy Directors, 3 Senior Admin 

Officers: Community Liaison Coordinators, 1 Senior Admin Clerk & 2 

Admin Clerks 


Office Space Provision of office space for this directorate 


1. Continuous stakeholder engagement in order explain the successes, changes and challenges in the education policy 

2. Engagement of Community Development Workers (CDWs) by our department as they serve as a conduit between government and the public. 

3. Ensuring that the Department is making use of the Thusong Centers across the province by providing services such as ABET, ECD and also ensure that they 

are well resourced with the departmental information. 

76

DIRECTORATE: COMMUNICATIONS & 

CUSTOMER RELATIONS 

77

PRIORITY: 

DIRECTORATE: COMMUNICATIONS & CUSTOMER RELATIONS (Mr. Ndara) 


STRATEGIC OBJECTIVE: Strengthened coordination and partnerships within the Department and with government, social partners and civil society 

Performance 

Measures 

Production of 

qualitative 

Communication 

Strategy and 

Policy 

Documents 

aligned to 

National and 

Provincial 

Imperatives. 

Managed and 

Planned internal 

communication 

platforms and 

systems. 


Target 

1. Conduct a Situational 

Analysis and Strategic 

Planning Session 

2. Develop and Present 

for Approval 

Communication 

Strategy 

3.Research and 

Develop the 

Communications Policy 

4. Participate in 

National Provincial & 

Cluster 

Communications 

Forums 

1. Compile and produce 

quarterly Internal 

Newsletter “Umdibanisi” 

2. Compile and Produce 

Annual Profile / Service 

Guide 

3. Erect, regulate and 

promote the use of 

Plasma Screens at 

Head Office and 

Executive Notice boards 



1 1 1 - - - 1 0 0 

1 - 1 - - 1 0 0 

1 1 1 - - - 1 0 0 

12 3 2 3 3 3 3 3 2 10 -2 16.7 

4 1 1 1 1 1 1 1 1 4 0 0 

1 - 1 1 - - 1 0 0 

26 8 14 18 12 - - 26 0 0 

78

PRIORITY: 




Performance 

Measures 

Increase by 

100% positive 

coverage and 

profiling of 


programmes and 

campaigns 


Target 

at Head Office, Districts 

& Resource Centres. 

4. Compile and Report 

on Integrated Structural 

Management & Staff 

Meetings 

5. Establish an Internal 

Communications Forum 


an External Newsletter 

(Insert) and Advertorials 

in External Publications. 


a Monthly Bulletin at 

Head Office 

1. Compile and 

Distribute Monthly 

Media Coverage and 

Analysis. 

2. Organise and 

Facilitate Quarterly 

Media Conferences 


Implement Quarterly 

Media Buying and 

Placement Plans 



12 3 3 3 3 3 3 3 9 -3 33.3 

1 - - 1 0 

- 0 -1 100 

8 2 4 2 2 2 3 2 5 14 6 75 

11 2 1 3 0 3 1 3 0 2 -9 81.8 

12 3 3 3 3 3 3 3 3 12 0 0 

4 1 1 1 1 1 1 1 1 4 0 0 

4 1 1 1 1 1 1 1 1 4 0 0 

79

PRIORITY: 




Performance 

Measures 

Available 

Professional 

branding 

material; Website 

Management; 

Graphic Design 

and Events Coordination 


Target 


Implement Monthly 

Media Activity Plans 

with the SG and MEC. 

5. Organise a Media 

Workshop for Senior 

Managers 

1. Establish and 

maintain Departmental 

Website 

2. Provide in-house 

graphic design services 

3. Facilitate and render 

professional support to 

high profile corporate 

events. 

4. Provide Input and 

edit speeches for the 

MEC and the SG as 

and when required. 

5. Branding & Corporate 

Identity Manual Launch 



12 3 5 3 3 3 3 3 2 13 -1 8.3 

1 1 0 - - - 0 -1 100 

1 - - - 1 1 1 0 0 

24 6 6 6 10 6 8 6 13 37 13 54.2 

24 6 7 6 7 6 8 6 9 31 7 29.2 

24 6 5 6 4 6 7 6 6 22 -2 8.3 

1 - 1 1 1 - 2 1 100 

80

PRIORITY: 




Performance 

Measures 

Service clients 

integrate and 

monitor the 

implementation 

of Batho Pele 

principles in the 

organization. 


Target 

1. Develop a Customer 

Care Policy and service 

charter. 

2. Conduct Workshops 

on Customer Care and 

BP Principles 

3. Establish a Customer 

Walk-In Centre at Head 

Office 

4. Facilitate Training 

and Induction on 

Customer Care for 

Frontline Staff and 

Customer Care 

practitioners at Head 

Office and Districts. 

5. Constitute a 

Managerial 

Complaints Committee 

at Head Office. 

6. Compile Monthly 

Complaints Reports 

with outcomes. 

7. Facilitate Customer 

Care Activities for 

Internal & External 

Clients 



2 - 1 1 1 1 2 0 0 

4 1 1 1 1 1 1 1 1 4 0 0 

1 - - - 1 1 1 0 0 

2 1 1 1 1 2 0 0 

1 - 1 0 - - 0 -1 100 

12 4 4 4 4 4 4 4 4 16 4 33.3 

12 3 0 3 0 3 0 3 9 9 -3 25 

81

PRIORITY: 




Performance 

Measures 


Target 

8. Monthly and 

Quarterly Employees of 

the Month (piloted at 

Head Office). 

9. Employee 

Identification Drive 



R 7,141,372.00 R 6,888,469.91 



12 3 0 3 0 3 0 3 0 0 12 100 

30000 7500 1500 7500 1000 7500 7500 0 2500 -500 16.7 


1. Establishment of Customer care Walk In-Centre at Head Office 

2. Induction, Customer Care & Batho Pele workshops were conducted for officials at both provincial & district offices 

3. Complaints Management System has been purchased 

4. District Customer Care offices established 

5. Customer Care Activities piloted at Head Office 

6. Managed to get 2008 Matric Question Papers and Memorandums from National Department of Education and are available on the website. 

7. Statistics of website hits have been increased to 10 000. 

8. Web Blog is being used by both internal and external stakeholders. 

9. Website has been submitted successfully to Top Search Engines such as Google, Yahoo, AltaVista. 

82



Shortage of personnel Need 2 more interns 


Lack of cooperation by fellow colleagues in regard with complaints referred to them Awareness on customer care & support by the senior management 


Lack of working tools & proper offices in districts Allocation of sufficient resources & office accommodation in district offices 


Influx of complaints from districts High vacancy rate at district offices 


Outdated telephone system Upgrading the current telephone system. 


1. Management of Complaints 

2. Performance of the Complaints Management System 

3. Staff training on customer care & Batho Pele principles 

4. Timeous response to media inquiries by departmental units 

5. Management resistance to participate in media activities (radio interviews etc.) 

83

SUB-DIRECTORATE: TRANSFORMATORY 

PROGRAMMES 

85

PRIORITY: 

SUB-DIRECTORATE: STRANSFORMATORY PROGRAMMES UNIT (Mr. S. Buiners) 

STRATEGIC GOAL 5: Performance Management Systems and processes for enhanced service delivery are enhanced 

STRATEGIC OBJECTIVE Establish schools and Departmental structures that respond adequately to the social issues which affect schools and schooling. 

Performance 

Measures 

Number of Girls 


Movement /Boys 

Empowerment 

Program clubs 

upscale in 10 

districts 


workshops to be 

conducted on 

substance 

abuse. 


learners involved 

in mentoring and 

job shadowing 

Programme 


Target 

Activity 1: Upscale Girls 

Education Movement 

(GEM) and Boys 

Empowerment 

Programme (BEP) 

agenda in 10 districts 

through boys /Girls 

Indaba, camps, summit 

and imbizo. 

Activity 2: Substance 

abuse workshop in 3 

cluster districts. 

Activity 3: 200 Girls and 

100 Boys will be 

involved in mentorship 

and job shadowing 

Programme to 

strengthen the 

provincial strategy on 

mentorship and job 

shadowing 

Activity 4: creating safer 

schools through torch of 

peace in 2 districts. 

10 

districts 

3 

districts 

2 

districts 

2 

districts 



2 3 3 4 3 3 3 5 15 +5 +50% 

1 1 1 1 1 3 0 0 7 +4 +133% 

1 1 0 2 1 0 0 1 4 +2 +100% 

0 0 0 0 2 1 0 2 3 +1 +50% 

86

PRIORITY: 




Performance 

Measures 


institutionalized 

days celebrated; 

International 

women’s day; 

Youth month; 

Women’s Day; 

16 days of 

activism 

Gender policy is 

available 


Target 

Activity 1: Co- ordinate 

celebration to raise 

awareness on gender 

issues on 8 th March. 

Activity 2: Youth Month 

Celebrations; Activity 3: 

Women’s month; 

Activity 4: 16 Days of 

Activism 

Activity 1: Consultation 

with stake holders on 

the development of 

gender policy 

framework 

� At provincial 

level all senior 

managers. 

� At districts 

level (12) 

districts 

(1 workshop). 

� Head office 

(DOE) 

Draft Gender Policy 

framework developed. 

Draft presented to 

senior management 

8* 

2 



4 1 0 1 1 1 2 0 3 6 2 +50% 

6 

2 

1 

2 

0 

0 0 0 1 -7 -87.5% 

0 0 0 2 0 0 2 0 0% 

87

PRIORITY: 




Performance 

Measures 

Number of youth 

forums formed 


workshops 

conducted 


workshops 

conducted on 

child trafficking 

Visit to an 

orphanage 


Target 

other stakeholders, 

gender Portfolio and 

Education committees 

at a validation workshop 

Activity 1: Formation of 

the provincial youth 

forum at head office to 

engage and empower 

young people that just 

join the public service 

on PYDP. 

Activity 1: Organizing 

workshops and 

facilitators for 3 

separate workshops 

dealing with legislation 

that has a bearing on 

the child 

Activity 2: workshop for 

23 district SPUs and 50 

life orientation teachers 

on the dangers of child 

trafficking 

Activity 3: a campaign 

on the right to education 

for every child to be 

conducted 

* 

1 

* 

23 

districts 

** 

1 

** 



0 

2 

0 0 1 0 0 0 0 0 0 1 -100% 

1 1 0 1 0 0 0 0 2 0 0% 

1 1 0 0 0 0 0 0 12 0 0% 

1 0 0 1 1 0 0 0 0 1 0 0% 

88

PRIORITY: 




Performance 

Measures 


Target 

My hands initiate Competition to be 

organized in conjunction 

with the department of 

Agriculture to inculcate 

the dignity of labour to 

100 learners 


to special 

schools 


workshops for 

disabled 

employees 


building visited 

and assessed 


to Abet centers 

Activity 1: 2 schools will 

be visited in order to 

check the living 

environment both at 

schools and hostels 

Activity 2: an operation 

Thetha will be 

organized for disabled 

employees in order for 

their voice to be heard 

Activity1: an evaluation 

of the E L, Queenstown, 

Libode District Offices 

to check compliance 

with access standards 

in conjunction with 

REHAB an 

organization for people 

with disabilities. 

Activity 1: An evaluation 

of work done and 

whether centers are 



2 1 1 0 1 1 0 0 0 2 0 0% 

2 2 1 0 0 0 0 0 1 2 0 0% 

1 

* 

3 

*** 

0 0 1 0 0 1 0 0 0 1 -100% 

1 1 1 0 1 0 1 2 3 0 0% 

2 0 0 1 1 1 0 0 1 2 0 0% 

89

PRIORITY: 




Performance 

Measures 

conducted accessible to adult 

learners 


institutionalized 

days conducted 

EEP reviewed 

EE Report 

submitted to 

Dept of Labour 


Target 

Activity 2: capacity 

building workshop for 

23 districts SPU’s on 

the Older Persons Act 

Activity 3 Visits to 2 old 

Age homes 

Activity coordination of 

targeted days to 

strengthen the broader 

knowledge of the 

relevant stakeholders 

Facilitate and 

coordinate workshop on 

the status of 

Employment Equity 

23 

districts 

* 



0 0 0 1 1 0 0 0 1 0 0% 

2 1 1 0 0 2 0 0 2 0 0% 

3 2 3 0 1 0 3 0 0 7 2 +133% 

1 0 0 1 1 0 0 0 0 1 0 0% 

90



R1,007,772.00 R1,007.772.00 


1. Successful launch of Touch of Peace event 

2 Addressed issue of ramps for people with disability 

3. Facilitate Cell C Entrepreneurial Award ceremony 

4. Roads show on B/GEM from 10 to 13 March. 

5. Attended event that addressed issue of killing of women and children in Toleni location 


Challenge 1 

No. of subsidized vehicles for Gender and Child/Disability focal points 

Challenge 2 

Absence of departmental cell phones 

Challenge 3 

Lack of adequate office accommodation 


1. Issuing of departmental cell phones 

2. Purchasing of subsidized vehicles for Assistant Directors 

3. Adequate office accommodation 

078 457 6705 bulelani 

91 

Response to Challenge 1 

Waiting for approval from Transport Section 


Order cell phone vouchers 


Submit request to Auxiliary Services

DIRECTORATE: LEGAL SERVICES 

93

PRIORITY: 

DIRECTORATE: LEGAL SERVICES (Mr. J. Mbeje) 

STRATEGIC GOAL: To ensure ongoing intervention and creating awareness of legislative obligations in order to ensure compliance and effectiveness. 

STRATEGIC OBJECTIVE: To provide a proactive and effective legal advisory services to the department 

Performance 

Measures 

Percentage Activity 1: Receive 

litigation against the 

department and 

recording same 

percentage 

reduction in 

litigation 

percentage 

reduction in 

contempt 

proceedings. 


Target 

Activity 2: Refer same 

to state attorneys 

Activity 3: Liasing with 

State attorneys on 

handling of litigation 

Liasing with State 

attorneys on handling of 

litigation 

Activity 1: timeous 

response to letters of 

demands 

Activity 2: conducting 

workshops on areas 

where litigation is more 

prevalent 

Activity 1: forward court 

orders within 5 days of 

receipt 

Activity 2: weekly 

liasing with districts and 

directorates to check on 



100% 25 % 40% 25 % 25 % 25 % 25 % 25 % 10 % 100 0 0 

100% 25 % 40% 25 % 25 % 25 % 25 % 25 % 10 % 100 0 0 

100% 25 % 40% 25 % 25 % 25 % 25 % 25 % 10 % 100 0 0 

50% 10 % 10% 15 % 10 % 10 % 8 % 15 % 15 % 43 7 14 

50% 10 % 0 15 % 5 % 10 % 10 % 15 % 0 15 -35 70 

50% 15 % 20% 10 % 10 % 10 % 10 % 15 % 10 % 50 0 0 

50% 15 % 15% 10 % 10 % 10 % 10 % 15 % 10 % 45 5 10 

94

PRIORITY: 




Performance 

Measures 

Percentage of 

compliance with 

court orders 

Percentage 

Reduction in 

contempt 

proceedings 

Percentage legal 

opinions given to 

client 

department. 


legislation 

drafted and 

submitted to 

State Law 

Advisors 

Availability of 

trend analysis. 

Number in 

training of Head 

Office, District 

and HR 

Managers on the 

compliance 


Target 

Activity 1: Recording of 

court orders granted 

against the department. 

Activity 2: Forwarding of 

court orders to relevant 

districts, directorates 

within 5 days of receipt 

thereof. 

Activity 1: Giving legal 

opinions within 10 days 

of receipt of such 

request. 

Activity 1: Conduct 

trend analysis of 

incidents of litigation. 

Activity 2: Conducting 

training workshops on 

the implementation of 

PAIA and PAJA at Head 

Offices of all Provincial 



50% 10 % 20% 10 % 10 % 15 % 15 % 15 % 5 % 50 0 0 

50% 10 % 15% 10 % 10 % 15 % 15 % 15 % 10 % 50 0 0 

50% 10 % 40% 10 % 8 % 15 % 15 % 15 % 5 % 76 26 52 

100% 25 % 0 25 % 0 25 % 0 % 25 % 25% 25 7 75 

1 

0 

0 

0 

0 

1 

1 

0 

0 % 

1 0 0 

10 2 0 3 1 3 1 2 0 2 8 80 

95

PRIORITY: 




Performance 

Measures 


of PAIA and 

PAJA 


drafted and 

vetted contracts 

and service level 

agreements of 

the department. 


costs recovered 

Departments. 


Target 

Activity 1: Keeping 

records of all contracts 

and service level 

agreements received. 

Activity 2: consulting 

with relevant officials in 

preparation for drafting 

or vetting. 

Activity 3: drafting and 

vetting within 10days of 

receipt thereof. 

Activity 1: Compiling list 

of favorable costs 

orders 

Activity 2: Liaising with 

state attorneys on 

recovery 

Activity 3: Reporting 

incidents of recovery to 

Provincial Treasury 



10 2 5 3 3 3 3 2 1 13 3 30 

100% 25 % 25% 25 % 25 % 25 % 25 % 25 % 25 % 100 0 0 

100% 25 % 30% 25 % 20 % 25 % 25 % 25 % 25 % 100 0 0 

20% 5 % 10% 5 % 5 % 5 % 5 % 5 % 0 % 20 0 0 

20% 5 % 5% 5 % 4 % 5 % 5 % 5 % 5 % 19 -1% 5 

20% 5 % 0 5 % 2 % 5 % 5 % 5 % 2 % 9 11% 55 

96



R4 085 433.00 R4 020 637. 81 


1. We have managed to cause the State Attorney to attend to recovery of costs in two matters where the department successfully opposed the applications 

and costs were awarded in favour of the department. 

2. Litigation has been reduced by almost 55% this quarter in comparison to the first three quarters of the year 2008/9 

3. All applications for contempt of court received this quarter have been complied with. 



Payment of agency fees Obtaining additional funds to pay agency fees 


Timeous compliance with court orders Departmental officials want to follow departmental procedures in complying with 

court orders despite the limited time given in terms of the court orders. This is mostly 

experienced at district level. 


Non co-operation by some departmental officials in terms of providing necessary 

information in order to give timeous instructions to the State Attorney 


1. Compliance with court orders within the time stipulated in court orders. 

2. Strengthening the relationship between departmental officials and Legal Services. 

97 

We plan to work closely with the Office of the Superintendent General in terms of 

reporting unnecessary delays caused by lack of co-operation

CHIEF DIRECTORATE: STRATEGIC MANAGEMENT 

MONITORING AND EVALUATION 

99

CHIE DIRECTORATE OVERVIEW 

The following are the achievements or highlights and challenges experienced during the quarter by the Chief Directorate: 

� The Chief Directorate assisted line managers to fully understand the nature of planning for their units and was enhanced by working on a one-on- one 

basis with each of the Chief Directorates or Directorates. 

� The issue of planning was taken a step further by the Chief Directorate when the four hundred (400) FET Subject Advisors were taken through the 

process of planning. 

� The National Elections in held on 22 April 2009 impacted on the finalization of the following Strategic documents: Budget & Policy Speech, Annual 

Performance Plan (APP), and Operational Plans (OPs), these documents had normally been completed in February and will now be finalized by the end 

of May 2009. 

� The Service Standards Survey was carried out in 6 Districts and 60 schools as part of the Service Standards Review process. 

� The Service Standards Review Session was held with delegates and participants from all districts, other education departments and quality 

promotion and standards units in other departments. A Standards training manual was developed and revised informed by the review process. 

� Problems were experienced with the National Department of Education on the timely issuing of instruments for the national Standardised Assessments 

for Grades 1 to 6 and survey forms Systemic Evaluation for early Grade reading, which resulted in delays. These projects will be finalised in the first 

quarter of the new financial year. 

� The tender for the roll-out of SASAMS has not been awarded yet since last year. 

� Training of officials in the Chief Directorate: the Director: Quality Promotion & Standards, CES: Standard Setting and DCES: Strategic Planning & 

Reporting were trained in Monitoring & Evaluation, the Whole School Evaluation (WSE) team in data interpretation and the newly appointed EMIS officials 

were trained in data collection. 

100

CHIEF DIRECTORATE: STRATEGIC MANAGEMENT MONITORING AND EVALUATION (Mr. G. F. Mac Master) 

STRATEGIC GOAL: Strategic Goal 5: Performance Management and Development Systems and Processes for Enhanced Service Delivery 

STRATEGIC OBJECTIVE : Strategic Objective 5.4: Strategic role of the Department enhanced through effective management and administration systems 

Performance 

Measures 


policies 

developed, 

reviewed and 

research 

completed 

Number of EMIS 

reports rendered 


statutory 

documents 

submitted 

SPM05 Number 

of operational 

plans submitted 

(PSPM05) 


review and 

planning 

sessions 


Target 

Management of 

education research and 

planning the 

implementation of 

education policies and 

the evaluation of the 

efficacy of policies 

Management of the 

submission and 

completion of education 

management 

information system 

surveys 

Facilitation of processes 

to submit statutory 

documents such as 

APP, Annual Report etc 

Management of the coordination 

of operational 

plans of the Branches of 

the Department 

Convene review and 

planning workshops for 


12 



3 1 0 1 0 1 0 0 0 100 

3 

1 

1 

5 

6 1 2 2 1 1 2 0 4 2 33 

57 - - - 

- 

5 

3 

3 

12 

57 0 0 -57 100 

24 4 4 13 13 4 4 3 3 24 0 0 

101 

0 

0

CHIEF DIRECTORATE: STRATEGIC MANAGEMENT MONITORING AND EVALUATION (Mr. G. F. Mac Master) 

STRATEGIC GOAL: Strategic Goal 5: Performance Management and Development Systems and Processes for Enhanced Service Delivery 

STRATEGIC OBJECTIVE : Strategic Objective 5.4: Strategic role of the Department enhanced through effective management and administration systems 

Performance 

Measures 

convened Districts 

Number of Chief 

Directorates with 

service charters 

in place 

(PSPM07) 

A framework for 

provincial 

standards body 

in place 

(PSPM08) 

Annual 

quantitative 

analysis of 

relevant 

education data to 

track system 

efficiency 

[PSPM101(d)] 


Target 

Facilitate the 

development of a 

service delivery charter 

framework 


development of a 

framework for a 

provincial standards 

body 

Facilitate and monitor 

desktop studies aimed 

for analysis of relevant 

education data to track 

system efficiency 

10 



- 

1 - - - - 

- 

- 

10 0 - 0 0 -10 100 

1 

1 1 0 0 

1 - 1 1 - - 1 0 0 

102



2,359,629.70 2,093,165.84 


1. The Chief Directorate SMM&E successfully facilitated a Provincial Education Summit 

2. The Directorate SPPR&SS assisted FET Subject Advisors with basic of planning and also the development of their work plans. 

3. Service Standards Survey was carried out in Libode, Lusikisiki, PE, Uitenhage, King William’s Town and East London Districts. 

4. AET, SNE and Ordinary Schools Annual Surveys were successfully completed and submitted. 

5. 300 Schools were uploaded into LURITS database. 



Budget & Policy Speech, APP and Ops Plans were not 

completed due to 2009 National & Provincial Elections 


The Directorate SPPR&S is now finalizing the 

Publication of the APP and Ops Plans as well as Budget 

& Policy Speech 

The Chief Directorate is facing a problem on office space Auxiliary Services are in the process of looking for space 

where the Whole Chief Directorate can be placed. 


1. The compilation of the Budget and Policy Speech, APP and Ops Plans 

2. Schools that are already using SASAMS require on-going support daily 

103

104

DIRECTORATE: STRATEGIC PLANNING POLICY 

RESEARCH & SECRETARIAT SERVICES 

105

DIRECTORATE: STRATEGIC PLANNING POLICY RESEARCH & SECRETARIAT SERVICE (Dr. A. S. Heckroodt) 

PRIORITY: Improve planning and budgeting processes for the Department. 


STRATEGIC OBJECTIVE 5.4 Strategic role of the Department enhanced by making management and administration systems work effectively 

Performance 

Measures 


quality statutory 

documents 

produced ahead 

of stipulated 

deadlines 


quality reporting 

documents 

produced ahead 

of stipulated 

deadlines 


publications 


Target 

1. Develop the Budget 

Statement and Speech 



1 1 0 0 -1 100 

2. Develop the APP 1 1 0 0 -1 100 

3. Develop the 

Operational Plans for 

head and districts 

4. Analyse and produce 

a monthly performance 

reports 

5. Compile quarterly 

reports 

6. Compile Social 

Needs Cluster Report 

7. Compile SOPA 

Reports 

8. Compile the Annual 

Report 

9. Publish information 

on Dept website 

4 4 0 0 -4 100 

12 3 3 3 3 3 3 3 3 12 0 0 

4 1 1 1 1 1 1 1 1 4 0 0 

4 1 1 1 0 1 0 1 1 4 0 0 

4 1 1 1 0 1 0 1 1 2 2 50 

1 - 1 1 1 0 0 

4 1 1 1 1 1 1 1 0 4 0 0 

10. Publish information 4 1 1 1 1 1 1 1 1 4 0 0 

106





Performance 

Measures 


meetings at 

which minutes 

are taken 

Number of CEM 

and HEDCOM 

responses 

compiled 

Nr of 

comprehension 

research reports 

on factors 

affecting the 

quality of 

learning and 

teaching 


Target 

in Umdibanisi 

1. Accurately record the 

proceedings at Top 

Management Meetings 

2. Accurately record the 

proceedings at Broad 

Management Meetings 

and ad-hoc meetings 

called by MEC/ SG 

3. Collate responses for 

CEM Meetings 

4. Collate responses for 

HEDCOM meetings 

5. Develop terms of 

reference for the project 

6. Identification and 

contracting of a service 

provider to conduct 

research 

7. Monitoring research 


8. Presentation of draft 

report to project 



12 3 3 3 0 3 3 3 3 12 0 0 

6 2 2 1 4 2 1 1 1 8 2 33.3 

7 2 2 1 1 2 2 2 2 7 0 0 

5 1 2 2 1 1 1 1 1 5 0 0 

1 1 

1 

1 

1 

- 

1 

107 

1 

0 -1 100 

0 -1 100 

0 -1 100 

1 

0 

0 -1 100





Performance 

Measures 

Nr of updated 

research 

databases 


research projects 

coordinated 

Nr of payments 

made in terms of 

administration 

costs 


Target 

steering committee 

9. Presentation of report 

to Top Management 

1. Establish a quality 

management system for 

research databases 

2. Continuous 

interaction with 

research organizations 

3. Update contents of 

the research database 

4. Respond and 

manage all requests to 

conduct research in 

institutions under the 

Department 

5. Payment of 

telephones and cell 

phones 

6. Payments for the 

maintenance of 

machinery 

1 



1 

0 

-1 100 

1 1 - - -1 100 

4 1 - 1 1 1 0 1 1 2 2 50 

4 1 - 1 0 1 0 1 1 1 -3 75 

100% 100% - 100% 100% 100% 100% 100% 100% 100% 0 0 

12 

12 

3 

3 

3 

3 

3 

3 

108 

0 

3 

3 

3 

0 

3 

3 3 6 6 50 

3 3 12 0 0





Performance 

Measures 


Target 



7. Payment of S+T 12 3 3 3 3 3 3 3 3 12 0 0 

8. Purchase of 

stationary 

4 

1 

1 

1 

109 

1 

1 

1 

1 

1 

4 

0 0




STRATEGIC OBJECTIVE 5.4: Optimal provision and utilization of human resources 

Performance 

Measures 


training 

workshops held 

with managers at 

district and FET 

College level 

Planning manual 

completed 

Corporate 

calendar 


interactions with 

champions 


Target 

1. Organize and 

facilitate workshops 

2. Develop a planning 

manual for the 


3. Develop 2009 

Corporate Calendar 

4. Arrange training 

session with OTP M+E 

5. Arrange quarterly 

progress meetings 



7 3 3 3 

1 

1 2 6 -1 14,3 

1 1 1 1 0 0 

1 1 1 1 0 0 

1 1 - 0 -1 100 

3 1 1 1 1 1 2 -1 33,3 

6. Data verification 4 1 - 1 1 1 1 1 1 3 -1 25 

110




1. Dr. Heckroodt’s return to office saw her starting to take some of the neglected areas re Policy and Research 

2. The fact that the Directorate staff adopted an approach to assist (Chief) Directorates on a 1:1 basis with their planning and reporting documents has enhanced 

SMS’s understanding of proper planning, budgeting and reporting 

3. The Directorate participated in the successful launch of the Foundations For Learning Campaign in Port Elizabeth 

4. The Directorate was requested to participate in a workshop for FET Subject Advisors and made a positive contribution to assist these officials with the basics 

of planning, as well as the development of their work plans 

5. The Directorate developed additional posters that explain the interrelatedness of planning, budgeting and reporting to the activities of the Department 



Due to the elections taking place in the 1 st financial quarter of 2009/10, the 

completion of the Budget + Policy Speech, APP, Ops Plans and publication thereof 

on the website has been delayed 


The Directorate lost a key member of staff due to the person taking up a promotion 

post in another Government Department 


These Statutory Documents will be completed and finalized in April 2009 

The current staff is working transversal, while awaiting the advertisement of all the 

vacant posts to be filled in the near future 

1. The completion of the Budget and Policy Speech, APP, Ops Plans and the publication of these documents on the Departmental website 

2. The swift appointment of incumbents in the vacant posts as soon as these are advertised 

111

112

DIRECTORATE: QUALITY PROMOTIONS 

AND STANDARDS 

113

PRIORITY: 

DIRECTORATE: QUALITY PROMOTIONS AND STANDARDS (Dr. L. du Toit) 

STRATEGIC GOAL: Performance Management Systems and process for process for improved service delivery are enhanced. 

STRATEGIC OBJECTIVE: To evaluate and track the closing of the gap between the educational outcomes of historically disadvantaged and advantaged in public primary 

and secondary schools. 

Performance 

Measures 

WSE 


schools to be 

evaluated under 

the WSE policy 

SE: Number of 

annual 

measurement 

and tracking of 


learners in Grade 

3 attaining 

acceptable 

outcomes in 

Numeracy and 

Literacy 


Target 



WSE On-Site 10 4 4 4 4 1 1 1 1 10 0 0 

WSE Report Writing 10 4 4 4 3 1 0 1 1 8 2 25 

WSE Abridged Reports 10 4 0 4 0 1 0 1 0 0 10 100 

WSE Editing of reports 10 4 4 4 3 1 0 1 1 8 2 25 

WSE Printing of reports 10 4 4 4 0 1 0 1 0 4 6 66 

WSE Delivery of reports 10 4 0 4 0 1 0 1 0 0 10 100 

WSE Visits to other 

provinces 

2 1 0 1 0 0 1 - 1 1 50 

SSE/SIP monitoring 3 1 0 1 0 1 0 - - 3 100 

Early grade reading – 

Advocacy workshops 

Administration of 

standardized 

assessments 

Coding and scoring, 

data capturing(QIDS 

UP) 

Dissemination of grade 

3 reports 2007 Main 

3 1 1 1 1 100 

15 15 15 15 0 0 

3 1 1 2 1 2 66 

2 1 1 0 2 100 

114

PRIORITY: 





Performance 

Measures 


Directorates that 

have Service 

Delivery Charters 

in place 

Study 


Target 

Printing 2007 Grade 3 

Reports 

Report writing for 

standardized 

assessment 

Dropout and Retention 

Rate study 

Annual qualitative 

school and learner 

survey 



2 1 1 0 2 100 

1 1 0 1 100 

1 1 0 1 100 

1 1 1 1 0 0 

ECD Study 1 1 1 1 0 0 

Service delivery 

perception study 

Assisting Directorates to 

incorporate Service 

Standards in their 

Operational Plans 

Assisting Directorates to 

have Service Delivery 

Charters in place 

1 1 1 1 0 0 

1 1 1 1 0 0 

- - - 

115

PRIORITY: 





Performance 

Measures 


frameworks 

developed for a 

provincial 

standards body 

Provincial 

Standards Body 

launched 


directorates 

that have 

received 

Generic 

Service 

Standard 

Posters 

Incorporation of 

Service 

Standards into 

the 


Planning and 

Reporting 

Systems 


Target 

Visits to other Provinces 

or benchmarks 



1 1 0 1 100 

Setting up of Provincial 

Standards Body 1 1 0 -1 100 

Distribution of 

Generic Service 

Standards Poster to 

all Directorates and 

Clusters 

Preparations on 

Service Standards 

Survey report 

Presentation for 

Workshop to be 

conducted at Office 

of Premier 

Attending of 

Workshop on Service 

10 10 10 10 0 0 

1 1 1 1 0 0 

2 1 1 1 1 2 0 0 

116

PRIORITY: 





Performance 

Measures 

To establish 

the state of 

readiness to 

deliver on 

Service 

Standards 


Target 

Delivery 

Improvement Plan 

Presentation of 

Service Delivery Plan 

District visits with 

Customer Care on 

Service Delivery Plan 

Preparation of SDIP 

(Service Delivery 

Implementation Plan) 

toolkit 

District Visit on 

Service Standards 

Survey report (KWT) 

Meeting with Supply 

Chain on Process 

Mapping 



4 4 4 4 0 0 

1 1 1 1 0 0 

1 1 1 1 0 0 

1 1 1 1 0 0 

117



R10 069 701 R6 490 360 


1. Representatives from Comprehensive Systemic Evaluation participated in the School Readiness Programme not only during data collection at schools but 

also assisted in collating the Provincial Report and development of tools for future use. 

2. In collaboration with the Sub-Directorate: Strategic Planning, the Sub-Directorate: Standards Setting and Benchmarking has integrated Service Standards 

into the Annual Performance Plan and the Department’s Operational Plan. This is a flagship for the rest of the Province as it is the first time that a department 

has integrated these into statutory documents. 53 Service Standards have been developed which cut across 8 Programmes, Directorates and Districts. 

3. A Service Standards Survey has been carried out in 6 Districts and 60 schools as part of the standards reviewing process. 

4. A Service Standards Review Session was held with delegates and participants from all districts, other education departments and quality promotion and 

standards units in other departments. A Standards training manual was developed and revised, informed by the review process. 

5. A presentation of the Balasela organisational evaluation framework to measure service delivery was given to SMS and a roll out plan for Balasela was 

developed. 

6. The Quality Promotion and Standards Director served as a judge on the Provincial Adjudication Team for the Balasela Awards Programme of the Premier. 

7. A training session in qualitative data analysis was attended by seven members of the WSE Sub-directorate in Cape Town: 16 – 21 March 2009 – This is a 

capacity building exercise flowing out of PMDS reviews and evaluations and is not part of the quarterly reporting items. 

8. The WSE Sub-directorate conducted a benchmarking visit to the Gauteng Department of Education: 2 – 8 November 2009 



The Grade 1-7 Dropout & Repetition Rate Study has still not been awarded to a 

Service Provider since 2008, yet the sister study for Grade 8-12 Dropout & 

Repetition Rate Study has been awarded. 

Study only awarded in the new financial year. 


The NDoE has been approached to forward their calendar of events so that we 

would be in a position to plan effectively and have an information sharing session 

with district officials so that they in turn are able to feature our activities into their 

plans. Nothing has been received as yet. The National Director for SE is currently 

118 

Continue to make telephonic contact because emails do not always get 

responses

out of the country and the telephone in the office of the CES that he advised us to 

contact, rings unanswered 


Early Grade Reading Programme could not take place because the information 

required for the rollout of this has not yet been received from NDoE 


Printing of grade 3 main study report for 2007 could not be printed nor 

disseminated because NDoE has still not forwarded it to Provinces 

Ongoing contact to request this information from the NDoE. 

Ongoing contact with NDoE 


The budget for Standardized National Assessments is inadequate to meet the 

needs for the related activities 


SNA’s will be administered and coordinated through Curriculum Mgt in new 

financial year. 

2 WSE reports could not be written The two reports still need to be written under the current dispensation. 


Editing of two WSE reports could not take place in line with challenge 8 above. Editing process will take place after reports have been written. 


WSE Abridged reports could not be written or published over the whole financial 

year - WSE Manager had to develop a framework for this task and this 

framework could not be finished on time due to other competing official priorities 

Framework has been developed aligned with the Comprehensive 

Evaluation abridged reports format. 

Issues requiring ongoing attention (list not more than 5) 

1. Provision of the requisite staff complement to drive Comprehensive Systemic Evaluation and Whole-school Evaluation priorities 

2. Provision of adequate office space for the Directorate’s staff 

3. Outstanding order numbers for the Grade 8-12 Dropout & Repetition Rate Study & drill down tool 

4. Outstanding payments of Service Providers e.g. Cosmic Gold & SA Solutions 

119

120

EMIS 

121

PRIORITY: Roll-out of SASAMS/LURITS 

EMIS (Mr. Van Rensburg) 

STRATEGIC GOAL: Performance Management and Development Systems and Processes for Enhanced Service Delivery 

STRATEGIC OBJECTIVE : Strategic role of the Department enhanced through effective management and administration systems 

Performance 

Measures 


schools trained 

on SASAMS 


schools using the 

SASAMS 

product. 


Target 

Train Schools on the 

Additional SASAMS 

modules. 

Train new schools on 

the core EMIS 

components 



1,700 200 0 600 0 600 300 0 -1700 100 

800 100 0 500 0 200 0 0 -800 100 

122



R17,776,000 R8,682,931.45 


1. Successfully completed and submitted data on the following surveys: 

a. AET Annual Survey 

b. SNE Annual Survey 

c. Ordinary Schools Annual Survey 

2. Completed the first phase of the LURITS project by uploading 150 schools’ data into the LURITS database. 

3. Attended to various SASAMS support queries. 



Tender for the roll-out of SASAMS not yet awarded 

Requested one of the following to be considered: Additional funds to be made 

available for the roll-out or reduction in scope of project to be considered. 


Shortage of administrative staff at schools 

Department addressing issue via HR. 


Low level of administrative computers available at schools Liaise with ICT section to promote prioritization of admin computers. 


High level of virus infections at school computers Distribution of free antivirus package and regular virus database updates to 

schools. 

123


1. Support of SASAMS 

a. Technical support to schools that are already using SASAMS require daily support. Support includes telephonic support to address software issues 

as well as on site support if required. 

b. EMIS officials act as a helpdesk to support schools. 

c. Software support to assist schools with software issues. 

2. Improving of EMIS data quality. 

3. Capacitating of newly appointed EMIS officials at district offices. Newly appointed staff is being trained on general computer skills that will assist them with 

their daily activities. 

4. Implementation of LURITS. 

124

CHIEF DIRECTORATE: EDUCATION 

PROFESSIONAL SERVICES 

125


The Chief Director is expected to give an overview of his/her chief directorate of no more than one page of the Chief Directorate. The overview should briefly 

discuss the key focus areas of the chief directorate for that quarter and highlight the main achievements and challenges experienced during the quarter in a 

narrative form. 

The key focus area of the institute is to design, develop and deliver professional development solutions for organizational transformation and improved teaching 

and learning. 

To achieve this, the management and staff have been engaged in intensive workshops to develop an Integrated Human Resource Development Strategy for the 

department as a whole. This was successful with participation from eight directorates as well as a representative from the Office of the Premier. Draft copies were 

submitted by the service provider for comments from the directorates involved. Comments received were collated at the Institute and submitted to the Service 

Provider to finalize the Strategy. 

The management and staff had discussions with directors at head office with the view of establishing one training unit at the Institute in East London, to enhance 

service delivery and avoid wasteful expenditure through the duplication of training programmes. 

Infrastructural improvements were made to all three Institutes, such as enclosing the balcony and carrying out repairs at East London, repairs to the kitchen and 

rooms at Mthatha to ensure that they comply with health and safety standards. At Port Elizabeth repairs and improvements to the security at the computer training 

venue were carried out due to repeated break in attempts. 

Furniture for the offices at East London and Port Elizabeth has been received as well as furniture for a training venue and chairs for the computer room in Port 

Elizabeth. 

The garden tender was finally awarded which has enhanced the physical appearance at all three campuses. 

Field research for multi-grade & Inclusive Education was carried out and the development of training materials and planning of a Training Programme for 

Leadership & Management (SMT training for underperforming FET schools in the 2008 NSC results) has been completed for implementation in the 4 th quarter. 

126

DIRECTORATE: LEADERSHIP AND MANAGEMENT 

DEVELOPMENT PROGRAMMES 

127

PRIORITY: 

DIRECTORATE: LEADERSHIP AND MANAGEMENT DEVELOPMENT PROGRAMMES (Mr. M. Sangqu) 

STRATEGIC GOAL SG1: Equity in educational achievements for all learners regardless of race gender etc. G2: All school learners equipped with skills for further 

employment including self-employment, training and participation in society G4: Increased levels of service integration at the local level; SG5: Performance management 

and development systems and processes for enhanced service delivery 

STRATEGIC OBJECTIVE SO1.4: Increased access to and utilization of ICT’s especially in rural schools in order to exploit the equalizing potential of e Education SO 2.1: 

Potential of GET and FET learners increased for employment and self-employment through improved skills especially in Mathematics, science, technology and ICT SO 

4.3: Increase the range and intensity of training and development programmes offered to head office and district staff and ensure that training is well articulated, 

comprehensive and accreditedSO5.5 Optimal provisioning and utilization of human resources 

Performance 

Measures 

Person training 

days (PTD) used 

for ICT related 

training 

PTD used for 

curriculum 

programmes 

PTD used for 

school 

improvement 

programmes 


Target 

Activity 1: ICT based 

training e.g. courses in 

computer literacy, IT 

based materials 

development and CAD 

Activity 2: 

Developmental courses 

and activities related to 

curriculum delivery 

Activity 3: 

Developmental 

programmes to improve 

school based 

operational issues e.g. 

School Safety, Multigrade 

teaching 



1816 444 464 470 360 470 42 432 354 1338 -478 26.3 

1008 222 240 277 180 287 83 222 0 600 -408 40.5 

1952 448 22 520 80 524 100 460 0 594 -1358 69.6 

PTD used for Activity 4: Provide 552 124 78 160 0 168 0 100 0 166 -386 69.6 

128

PRIORITY: 









Performance 

Measures 

career path 

programmes 


programmes 


Target 

development 

programmes related to 

career path 

development including 

new and aspiring 

principals and newly 

appointed personnel 

Activity 5: Deliver high 

level programmes that 

expose senior 

managers to current 

developments 

PTD Activity 6: Train key 

personnel in aspects 

relating to improved 

service delivery 

including management 

of absenteeism and 

end-user financial and 

procurement 



4 1 0 1 0 1 0 1 0 0 -4 100 

468 110 150 124 0 124 10 110 170 410 -58 12.4 

129

PRIORITY: 









Performance 

Measures 

management 


Target 

PTD Activity 7: Deliver 

development 

programmes to improve 

leadership and 

management skills at 

school and circuit level 


systems 

operating 


months for which 

full services are 

Activity 8: Establish and 

implement management 

control systems, 

procurement systems, 

asset and logistics 

management systems, 

quality and knowledge 

management and 

communications 

systems 

Activity 9: Cleaning, 

Security, Garden 

Service, Alarm 



768 204 206 240 90 264 0 60 584 940 

6 4 1 2 2 0 1 0 0 4 -2 33 

12 3 2 3 3 3 3 3 3 11 -1 8.3 

130

PRIORITY: 









Performance 

Measures 

rendered monitoring & Pest 

Control Services 


months 



full services are 

rendered 



procurement is 

done 

PTD used for 

IQMS based 

programmes 


Target 

Activity 10: Building 

Maintenance 

Activity 11: Municipal 

services: Refuse, Water 

Activity 12 Office 

furniture, Equipment, 

Stationery, 

Contracts, Printing, 

Capital 

Activity 13: Deliver 

programmes that 

address IQMS 

performance standards 



12 3 2 3 3 3 3 3 3 11 -1 8.3 

12 3 2 3 3 3 3 3 3 11 -1 8.3 

12* 3 2 3 3 3 3 3 3 11 -1 8.3 

1020 180 0 360 0 240 0 240 0 0 -1020 100 

PTD used for Activity 14: 1400 300 202 500 100 300 30 300 100 402 -998 71.3 

131

PRIORITY: 









Performance 

Measures 

WSP based 

programmes 


Target 

Deliver programmes 

that address workplace 

skills plan needs 

*Target of 11 has been changed to 12 under activity 12 



132



R 16,5000,000 R14,113,262 


1. Successfully trained school management teams from 292 under performing FET Schools. 

2. Coordinated development of lesson plans for all grades and subjects up to July. 

3. Trained 63 multi-grade teachers on basic computer literacy and e-learning coordinators. 

4. Trained 23 IQMS coordinators on report writing 


Challenge 1: Response to Challenge 1: 

Deviation from planned programmes in second and third quarters as per instructions 

of the Chief Director led to inability to regain lost impetus. 


Nil 

133 

Constant re-planning and re-organizing allowed for some degree of recovery.

134

CHIEF DIRECTORATE: CURRICULUM 

MANAGEMENT 

135


The Chief Directorate Curriculum Management consists of 4 Directorates, namely, Curriculum ECD & GET Programmes, Curriculum FET Programmes, Tele- 

Collaborative Learning & Technology Education and Assessment & Examinations. This Chief Directorate therefore constitutes the core business of the 

Department, namely teaching, learning & assessment. The Chief Directorate seeks to enable the transformation of the curriculum in all schools by providing 

professional curriculum support services to teachers through the 830 District Curriculum Personnel in the 23 districts. In this regard, Learner Attainment 

Improvement (LAIS) is a key focus of the Chief Directorate, extending from Grades R-12. 

In order to ensure good forward planning for the 2009 academic year, the Chief Directorate has developed a Provincial Curriculum Year Planner of activities. The 

Year Planner clearly articulates the Chief Directorate priorities for 2009, as follows: 

• On-site Curriculum Support Plans 

• 2009 School Readiness: Tools for Teaching, Learning and Assessment 

• Annual Provincial Subject / Learning Area Advisor Workshops for Clusters A, B and C 

• NCS Training of Untrained Teachers (GET & FET) 

• Integrated Teacher Development Strategy (INSET) 

• Provincial Guidelines: Subject / Learning Area Improvement Plans 

• Management & Administration: Educator Portfolios & Evidence of Learners’ Work 

• CASS (Continuous Assessment) 

• Foundations for Learning Campaign 

• Assessment & Examinations District 2009 Road Show 

• Teaching & Learning Resource Catalogues 

• National Teaching Awards 

In addition to these priorities, the Chief Directorate has identified a series of Special Projects which will be undertaken during the course of 2009, namely: 

• Career Guidance Expos 

• Human Rights & Heritage celebrations 

• Economic & Financial Literacy 

• Readiness for the General Education Certificate (GEC), and 

• District Examination Security and Facilities. 

Furthermore, schools have been assisted to commence the academic year in an increased state of readiness through the development and completion of the 

following school readiness tools and programmes: 

• A series of Circulars and Assessment Instructions (Distributed in January 2009 prior to the opening of schools) 

• NCS Training of Untrained teachers during the December 2008 and January 2009 vacation 

• The hosting of a Provincial Curriculum Co-ordinating Committee (PCCC) meeting for GET, FET and Exams officials from 23 Districts, reinforcing the role 

of co-ordination and management of curriculum initiatives across the province 

136

• The development of Lesson Plans for GET and FET teachers in the province covering the first 2 academic terms. 

Moreover, the Chief Directorate has formulated four High Impact Project Plans in the following areas of intervention, namely: 

• Enhancing Grade R Curriculum Implementation (Teaching, Learning and Assessment) 

• Learner Attainment Improvement Strategy 

• Support to English First Additional Language – Grades 10 to 12 

• Release and Announcement of Results from Grades R to 12 

In summary therefore, the significant highlights of the Chief Directorate over the last quarter are as follows: 

• The release of the Chief Directorate’s 2009 Provincial Curriculum Calendar to all stakeholders in December 2008 and January 2009 

• The development of comprehensive resource lists for GET and FET schools in the province 

• The successful conduct and administration of the 2008 NSC Grade 12 examination and release of results 

• The NCS training of GET and FET untrained teachers 

• The development of lesson plans for GET and FET teachers for the first two quarters of the school year 

• Two successful Subject Advisor Indabas during February 2009 

The success of the initiatives undertaken by the Chief Directorate over the last quarter can be ascribed to its Motto, namely: 

WORKING TOGETHER – SIYASEBENZISANA – SAMEWERKING 

137

PRIORITY - Provision of quality education 

CHIEF DIRECTORATE: CURRICULUM MANAGEMENT (Mr. S. P. Govender) 

STRATEGIC GOAL: - The management and coordination of programmes for curriculum development 

STRATEGIC OBJECTIVE : Integrated implementation of the curriculum coordinated and supported in accordance with national policies 

Performance 

Measures 

►PPM210(a): 


Subject and 

Curriculum 

Advisor staff 

trained and 

supported 

►PPM210(b): 


teachers 

developed and 

supported 

►PPM211: 

Number 

curriculum 

guideline 

documents 

developed and 

implemented 

►PPM212: 

Number of ICT 

and recourse 


Target 



Conduct quarterly 

meeting and workshops 

for 830 curriculum 

advisors once a term 830 1 830 1444 830 303 830 

Conduct on-site school 

support visits for 

teachers. Each Advisor 

to average 15, 15, 9, 11 

teachers per quarter. 

266 

(Note 1) 

830 1 255 3 268 +2 438 294% 

41 500 2 12 450 20 524 12 450 12 402 7 470 7, 749 9 130 4 452 45 127 +3 627 9% 

Develop curriculum 

guideline documents 

and support material for 

implementation 41 12 22 19 18 10 31 - 37 108 +67 163% 

Supply districts with ICT 

hardware and library 

material 

76 15 23 21 19 25 15 9 76 - - 

1 The total of 830 curriculum advisors will be supported during each and every quarter 

2 Each curriculum advisor will provide on-site support to at least 50 teachers per year i.e. 15, 15, 9 and 11 teachers in each of the 4 quarters respectively 

138





Performance 

Measures 

centres 

established 

►PPM213: 

Number of Maths 

and Science 

teachers trained 

►PPM:214: 


learners in 

grades 9, 11, 12 

and ABET level 4 

who meet 

assessment and 

examination 

requirements. 

►PPM215: 

Number of 2007 

Grade 12 

unsuccessful 

candidates 

receiving tuition 

►PPM216: 


schools and 

examination 

centers that 


Target 

Conduct workshops for 

Maths and Science 

teachers during July / 

September vacation 

Registration of all 

qualified candidates on 

the examination system: 

Phase 1 Grade 12, 

NATED 550 and ABET 

Level 4. Phase 2: 

Grades 9, ABET Level 4 

and Grade 11. 

Offer tuition to 31 004 

learners in 12 subjects 

Evaluate, approve and 

register in the 

examination computer 

system all schools and 

Centers that meet the 



360 - - 360 300 360 - - 300 60 16.7 

396 800 176 179 273 145 220 621 343 652 - - - - 616 797 219 997 55.4 

31 004 31 004 

21 301 

(Note 1) 

- - - - - - 21 301 -9 703 31.3 

4 280 - - - - - - 4 280 4 280 4 280 - - 

139





Performance 

Measures 

participate and 

conduct public 

examinations 

efficiently 


Target 

requirements to conduct 

public examinations 



140


PRIORITY: Provision of a credible examination administration, quality assessment and authentic certificates. 

STRATEGIC GOAL: Equity in educational achievements for all learners regardless of race, gender, disability and geographic location. 

STRATEGIC OBJECTIVES: (1.1) Increased admission, participation, progression, promotion and success rates in GET and FET including rural learners, girls and LSEN. 

(1.6) High quality relevant teaching, learning and assessment materials and equipment reach the poorest schools. 

Performance 

Measures 

►PPM802: 


learners in 

grades 9, 11, 12 


who meet 


examination 

requirements. 


Target 



the examination system. 

Provide standardized 

question papers to all 

registered candidates in 

approved examination 

centres participating in 

public examinations and 

CTA. 

Monitoring of SBA of 

candidates in Grade 9 

12, and Abet Level 4. 

Marking of all written 

scripts for Grade 12 and 

Abet level 4 candidates. 

Capturing and scanning 

of all SBA and written 

marks for Grade 12, 

Grade 9 and Abet Level 

4 candidates. 

396,800 

(100%) 

396,800 

(100%) 

16,850 

(100%) 

146,000 

(100%) 

276,000 

(100%) 



176,179 

(44.4%) 

59,800 

(15%) 

5,055 

(30%) 

59,800 

(41%) 

59,800 

(22%) 

273 145 

69 634 

3 467 

(Note 2) 

220,621 

(55.6%) 

75,000 

(18.9%) 

6,740 

(40%) 

343 652 _ - _ 616797 219 997 55.4 

263 500 

6 740 

69 634 - - 

0 

(Note 3) 

- - 

141 

262,000 

(66%) 

3,370 

(20%) 

87,000 

(59%) 

217,000 

(78%) 

262,000 - - 595 134 198334 50% 

2,500 

66,518 

(Note 4) 

1,685 

(10%) 

2 473 15 940 910 5% 

- - 135 792 -10 208 7% 

217, 000 - - 111 282 -164 718 60%




STRATEGIC OBJECTIVES: (1.1) Increased admission, participation, progression, promotion and success rates in GET and FET including rural learners, girls and LSEN. 

(1.6) High quality relevant teaching, learning and assessment materials and equipment reach the poorest schools. 

Performance 

Measures 

►PM803: 


schools and 

examination 

centres that 



examinations 

efficiently. 


Target 

Standardization and the 

resulting of all 

candidates who 

participated in Public 

examinations. 





centers that meet the 



146,000 

4,280 

(100%) 



59,800 

(41%) 

0 

(Note 4) 

- - 

87,000 

(59%) 

- 1 - - - 

142 

66, 518 

(Note 5) 

4,280 

(100%) 

- - 66 518 -79 482 54% 

4 280 4 280 - -



R398, 950.00 R427.886.05 


1. The development of a Provincial Curriculum Year Planner for 2009 through a consultative process with four Head Office Directorates, and the 23 Districts 

2. The efficient conduct and administration of the 2008 NSC examinations without any leakages 

3. The release of all the results of the 2008 NSC candidates despite rushed national time frames 

4. The NCS training of untrained teachers for both the Get and FET bands during the December 2008 and January 2009 vacation 

5. The successful hosting of Subject Advisor Indabas for the GET and FET Subject Advisors during February 2009. 


Challenge 1: Teacher Preparedness Response to Challenge 1 

The readiness of teachers for Teaching, Learning and Assessment Lesson Plans were developed for GET and FET teachers covering terms 1 and 2. 

Challenge 2: Examination Budget Constraints Response to Challenge 2: 

Under-allocation and accruals resulted in the budget being consumed. • The cancellation of certain activities. 

• The transfer of funds and virements. 

Challenge 3: Lack of working space Response to Challenge 3: 

The shortage of sufficient office space for the Chief Director and staff as well as in 

the Directorates 

Challenge 4: Unfunded mandates Response to Challenge 4: 

The organisation has resorted to identifying office accommodation for the Chief 

Directorate. 

Lesson Plan development for GET and FET teachers in the province. Funds were sourced from the Education Leadership Institute to accommodate the 

development of Lesson Plans. Currently, printing of lesson plans are held in 

abeyance. 

143


1. ORGANOGRAM: 

a. Currently the Curriculum Branch is inactive. 

b. The alignment of the resourcing functions within the organisation is inappropriate. 

c. The constitution of the MST Directorate is mal-aligned. 

d. An urgent review of the Examinations Directorate organogram is needed. 

2. INSUFFICIENT BUDGET ALLOCATION: 

a. Projects such as the GEC Pilot require additional funding. 

b. The increasing mandates of the Examinations Directorate need additional funds. 

c. The rollout of ICT to Districts and schools require a large injection of funds. 

144

DIRECTORATE: CURRICULUM ECD & GET 

PROGRAMMES 

145

PRIORITY: Provision of quality education through curriculum delivery 

DIRECTORATE: CURRICULUM ECD & GET PROGRAMMES (Dr. F. Peters) 

STRATEGIC GOAL: The management and coordination of programmes for curriculum development 

STRATEGIC OBJECTIVE: Integrated implementation of the curriculum coordinated and supported in accordance with national policies 

Performance 

Measures 

►PM225: 


Subject and 

Curriculum 

Advisor staff 

trained and 

supported 

►PM225: 


teachers 

developed and 

supported 


Target 



for curriculum advisors 

Training advisors on 

mentoring, coaching 

and facilitation skills 

Conduct on-site school 

support visits for 

teachers 

To manage the ACE 

MST programme for 

GET teachers 

To manage the 

coordination of the 

training of teachers in 

ESL 

Coordinate the pilot 

project on Home 

Language Teaching and 

Learning project 

To manage the 


National Teaching 

Awards 



303 303 1159 303 257 303 266 303 960 1708 +1405 464 

303 99 139 102 101 102 84 - 245 431 +128 42.2 

15 150 4 545 16767 4 545 7371 2 727 3 534 3 333 4332 12 237 -2 913 19.2 

338 _ - _ - _ - 338 338 338 0 0 

200 200 200 _ - _ - _ - 200 0 0 

120 _ 10 120 40 _ 71 _ - 121 +1 0.83 

9 000 4 000 4000 5 000 5000 - - 9 000 0 0 

►PM 4.2 Develop curriculum 12 8 9 2 2 2 2 - 8 20 8 66.7 

146





Performance 

Measures 

Number 

curriculum 

guideline 

documents 

developed and 

implemented 


cluster 

moderation 

meetings 

attended 


Provincial 

Curriculum 

Coordinating 

structures 

monitored and 

supported 


Learning Area 

equipment kits 

provided 


schools involved 

in the Literacy 

and Numeracy 

pilot project 


Target 

guideline documents to 

support implementation 



Monitor the 


Assessment policies 120 30 10 30 15 30 30 30 30 75 -45 38 

To monitor and support 

curriculum coordinating 

structures in terms of 

procedural guidelines 8 2 0 2 2 2 2 2 8 12 +4 50 

To provide district 

curriculum units with 

Learning Area 

equipment Kits 

Develop and implement 

the first phase of the 

Literacy and Numeracy 

strategy in the GET 

band 

684 

584 

0 80 40 23 23 0 23 86 -598 87.4 

100 63 60 58 40 46 - - 58 -42 42 

147





Performance 

Measures 


teachers 

qualified below 

REQV 13 


Target 

To manage the 


NPDE programme for 

teachers in the GET 

band 



3605 _ _ - _ - 3605 3 028 3 028 -577 16 

148



R9,166,120.00 R9,768,465 


1. 245 GET Curriculum Advisors attended a successful Curriculum Advisors’ workshop on 05 and 06 of February 2009 at the Education Leadership Institute. 

2. Curriculum Advisors were informed about the national and provincial priorities to support National Curriculum Statement (NCS) and improve learner 

performance. 

3. All 290 GET Curriculum Advisors were involved in developing lesson plans for term 2 of 2009 on 09 to 13 March 2009 at Halyards, Cintsa and Manderson 

hotels. This was a directive from the MEC for Education. 


Challenge 1: Response to Challenge 1 

The lesson plan development workshop was an unfunded mandate. A planned 684 

target for provision of learning Area equipment kits to curriculum advisors was not 

met. Only 86 kits were provided. 598 kits were not provided. 

149 

Funds were sourced from the Education Leadership Institute to accommodate this 

project. Unit prices for the kits bought were too high to meet the target. Funds were 

re-directed to support other projects e. g. training of untrained teachers.

150

DIRECTORATE: CURRICULUM FET & ABET 

PROGRAMMES 

151

PRIORITY : Provision of quality education through curriculum delivery 

DIRECTORATE: CURRICULUM FET & ABET PROGRAMMES (Ms N. Siwisa) 

STRATEGIC GOAL: Improved quality of teaching learning at all educational levels throughout the Province 

STRATEGIC OBJECTIVE: Integrated implementation of the curriculum coordinated and supported in accordance with national policies; Developed and supported a 

professional, committed and well-trained teaching corps. 

Performance 

Measures 

►PPM210(a): 

Number of FET 

Subject and 

Curriculum 

Advisor staff 

trained and 

supported 

PPM 210(c): The 

number of district 

visits conducted 

Activities 

1 Conduct quarterly 


for curriculum advisors 

for all 29 subjects for 

development and 

accountability 

2 Conduct 4 Provincial 

Committee meetings 

for all 29 subjects for 

planning 

3 Participate in NDOE 

curriculum advisors 

training workshops 

4 Conduct Film Study 

Workshop for language 

subject advisors 

5 Monitor the district 

curriculum on-site 

support visits 

Annual 

Target 


Deviation 


Planne 

d 

Actual 

Annual 


350 350 285 

203 203 

90 

(Note 

1) 

350 

203 

0 

(Note1)* 

0 

(Note1)* 

350 

203 

0 

(Note 1)* 

0 

(Note 1)* 

350 295 580 +230 65.7 

203 203 293 +90 44.3 

29 20 23 9 9 - 0 0 29 

69 - - 69 

0 

(Note2) 

23 8 7 6 12 4 

152 

- 

69 

(Note 2)* 

0 

(Note 6)* 

- 0 69 - - 

5 5 24 1 4.3






Performance 

Measures 

►PPM210(b): 


teachers 

developed and 

supported 

PPM210(d): 


learner-targeted 

programmes for 

languages 

especially 

English 1 st 

Additional 

implemented 

8►2PPM210(a): 


Curriculum 

Advisory staff 

trained and 

supported 

Activities 

6 Conduct on-site 

school support visits for 

teachers during 

Quarterly Meetings 

7 Develop and 

implement learnertargeted 

literacy 

programmes for Grades 

10 - 12 

8 Training advisors on 

mentoring, coaching 

and facilitation skills 

9 Coordinate the 

development and 

Annual 

Target 

435 


Deviation 


Planne 

d 

Actual 

Annual 


720 180 

6 

3 

120 

3410 

(Note2 

) 

3 

0 

(Note 

3) 

180 

2 

115 

5031 

(Note3) 

2 

0 

(Note1)* 

180 

- 

100 

4215 

(Note 3)* 

2 

(Note 7)* 

0 

(Note 1)* 

180 120 

1 

100 

12 776 

(Note 1) 

12 056 674% 

1 8 2 33,3% 

0 0 -435 100% 

100 - - 50 0 - - 50 0 0 -100 100% 

153






Performance 

Measures 

►PPM 210(e): 


teachers 

participating in 

the National 

Teaching Awards 

Activities 


teacher development 

programmes in 

conjunction with the 

Institute and HRD 

10 Co-ordination of 

materials development 

workshop for Head 

Office personnel and 

District CES 

11 To manage the 


National Teaching 

Awards 

Annual 

Target 

2000 


Deviation 


Planne 

d 

Actual 

Annual 


(Note 4) (Note 4)* 

38 38 

70 

(Note 

4) 

- 

38 0 38 

154 

185 

(Note 5) 

2000 

0 

(Note1)* 

9000 

(Note 5) 

50 - 70 32 84.2 

- - 9185 7185 359.25


DIRECTORATE: CURRICULUM FET & ABET PROGRAMMES (Ms. N. Siwisa) 

STRATEGIC GOAL: Equity in educational achievements for all learners regardless of race, disability and geographic location. 

STRATEGIC OBJECTIVE: Increased admission, participation, progression and success in FET including girl learners and LSEN. 

Performance 

Measures 

PPM 214 (b) 

Number of CASS 

moderation 

meetings held 

PPM 215(b) 


centres 

monitored 


Target 

1. Monitor and support 

the implementation of 

Continuous Assessment 

(CASS) in Grades 10 - 

12 

2. Coordinate, manage 

and monitor the Grade 

12 Support Programme 

– 2007 Unsuccessful 

candidates 

4 



- 

- 

1 

1 

3 

3 

- 

- 4 - - 

156 156 89 89 - - 1 179 23 14.7% 

155


DIRECTORATE: CURRICULUM FET & ABET PROGRAMMES (Ms. N. Siwisa) 

STRATEGIC GOAL: Performance Management Systems and processes for enhanced services delivery are enhanced 

STRATEGIC OBJECTIVE: Effective performance management and accountability processes for all employees 

Performance 

Measures 

PPM211: 


curriculum 

subject guideline 

documents 

developed 

PPM211(b): 


Provincial 

Curriculum 

Coordinating 

Committee 

(PCCC) 

meetings held 


Target 

Develop subject 

guideline documents to 

support implementation 

Monitor and support 

curriculum coordinating 

structures in terms of 

procedural guidelines 

58 



- 13 29 16 - 29 29 29 87 29 50% 

1 - 1 - - 1 1 - - 2 1 100 

156



R17, 387, 500.00 R16,567,913.00 


1. The NCS Training of Untrained Teachers led to the cancellation of some planned activities as most funds were not available. 

2. Collaboration with the Education Leadership Institute on funding some of the training of untrained teachers has led to the success of this important project. 

3. The Nab’Ubomi Film competition has already started in the schools and districts. 



The level of teacher preparation for teaching. Lesson Plans for the whole year will be developed during the course of the 1 st term. 


The finalization of the interface between the Leadership Institute, the Human Resource 

development and the Professional Development sub‐directorates in relation to teacher 

development 


The draft integrated human resource strategy will clearly define the role of curriculum 

directorates in teacher development. 

1. The organizational structure review that must ensure a Subject Planner for each of the 29 National Curriculum Statement (NCS). 

2. The establishment of a National Strategy for Learner Attainment (NSLA) / Learner Attainment Improvement Strategy (LAIS) Unit at Head Office. 

157

158

DIRECTORATE: ASSESSMENT AND 

EXAMINATIONS 

159

DIRECTORATE: ASSEMENT AND EXAMINATIONS (Mr. E. M. Mabona) 



STRATEGIC OBJECTIVE : 1.1 Increased admission, participation, progression, promotion and success rates in GET and FET including rural learners, girls and LSEN; 1.6 

High quality relevant teaching, learning and assessment materials and equipment reach the poorest schools. 

Performance 

Measures 

PPM802: 


learners in 

grades 9, 11, 12 


who meet 


examination 

requirements. 


Target 



the examination system. 396800 

(100%) 

Provide standardized 

question papers to all 

registered candidates in 

approved examination 

centres participating in 

public examinations and 

CTA. 

Monitoring of SBA of 

candidates in Grade 9 

12, and Abet Level 4. 

Marking of all written 

scripts for Grade 12 and 

Abet level 4 candidates. 

Capturing and scanning 

of all SBA and written 

marks for Grade 12, 

Grade 9 and Abet Level 

4 candidates. 

396800 

(100%) 

16850 

(100%) 

146000 

(100%) 

276000 

(100%) 



176179 

(44.4%) 

59800 

5055 

(30%) 

59800 

(41%) 

59800 

(22%) 

273145 

(79%) 

69634 

3467 

(6%) 

220621 

(55.6%) 

75000 

6740 

(40%) 

69634 - - 

0 - - 

343652 

(21%) 

263500 

7500 

(44%) 

- - - - 

262000 

3370 

(20%) 

87000 

(59%) 

217000 

(78%) 

616797 

(100%) 

+219997 +55.4 

262000 - - 595134 198334 50 

2500 

(15%) 

66158 

(46%) 

111282 

(40%) 

1685 

(10%) 

2473 15940 -910 -5.4 

- - 135792 10208 -7 

- - 111282 164718 -60 

Standardization and the 146000 0 - - 87000 66518 - - 66518 79482 -54 

160

esulting of all 

candidates who 

participated in Public 

examinations. 

59800 

(41%) 

(59%) (46%) 

DIRECTORATE: ASSEMENT AND EXAMINATIONS (Mr. E. M. Mabona) 



STRATEGIC OBJECTIVE : 1.1 Increased admission, participation, progression, promotion and success rates in GET and FET including rural learners, girls and LSEN; 1.6 


Performance 

Measures 

PPM803: 


schools and 

examination 

centres that 



examinations 

efficiently. 


learners in 

grades 9, 11, 12 


who meet 


examination 

requirements. 


Target 





centers that meet the 



1. On-site monitoring of 

schools, support and 

verification of CASS. 

2. Verification of CASS 

moderation at Cluster / 

District level. 

3. Verification of CASS 

moderation at Provincial 

level. 

4. Monitoring the writing 

of CTAs and verification 

its moderation in 

schools. 

4 280 

(100%) 



- - - - - - 

4 280 

(100%) 

4280 4280 - - 

120 30 30 35 30 10 10 45 37 107 -13 11 

30 10 1 10 4 10 10 - - 15 -15 50 

1 - - - 1 1 - - 1 - - 

30 - - 30 30 - - 30 - - 

161

5. Prepare ASECA 

Examinations 

10 - - 10 10 - - 10 - - 

DIRECTORATE: ASSESSMENT AND EXAMS (Mr. E. M. Mabona) 

PRIORITY: To render credible and efficient administration and management of assessment and examinations procedures throughout the schooling system. 

STRATEGIC GOAL: Equity in educational achievements for all learners regardless of race, gender, disability and geographic location 

STRATEGIC OBJECTIVE: To provide quality and credible management, administration and conduct of assessment, examination and certification services. 

Performance 

Measures 


learners in grade 

9; 11, 12 and 

ABET level 4 

who meet 


examinations 

requirements 


Target 

1. On-site school CASS 

monitoring and 

verification. 

2. Monitoring and 

verification of Cluster 

moderation. 

3. Monitoring and 

verification of orals and 

practical subjects 

moderation 

4. Verification of 

Provincial moderation. 

5 .CASS evaluation 

meeting. 

6.Training of District 

Officials on 

Management & 

handling of 

computerized mark 

sheets 

7. Umalusi CASS 

verification 



90 15 30 30 20 15 15 30 22 87 -3 3,3 

16 - 8 8 8 8 - - 16 - - 

30 - 30 0 - - - - - -30 100 

1 - - 1 1 - - 1 - - 

1 - 1 1 - - - - - - - 

1 1 0 - 1 - - - - 1 - - 

1 - - 1 1 - - 1 - - 

162

DIRECTORATE: ASSESSMENT AND EXAMINATIONS (Mr. E. M. Mabona) 



STRATEGIC OBJECTIVE: To provide quality and credible management, administration and conduct of assessment, examination and certification services. 

Performance 

Measures 

PM xxx Number 

of schools and 

examination 

centres that 



examinations 

efficiently. 


Target 

1.Training & 

Accreditation of 

Invigilators 

2. Monitoring the writing 

of examinations 

3. Efficient handling of 

Irregularities by schools 

and Examination 

Centres 



92 46 46 46 46 - - - - 92 - - 

830 

300 

380 201 

200 201 

- - 

- - 

450 240 

100 177 

DIRECTORATE: ASSESSMEMNT AND EXAMINATIONS (Mr. E. M. Mabona) 



- - 441 -389 47 

- - 378 +78 26 

STRATEGIC OBJECTIVE: 1.1 Increased admission, participation, progression, promotion and success rates in GET and FET including rural learners, girls and LSEN; 1.6 


Performance 

Measures 

►PPM802: 


learners in 

grades 9, 11, 12 


who meet 


Target 

1. Register Learners on 

Examination System 



396,800 176,179 273145 220,621 

70507 

- - 45,000 0 

343652 

-53148 13 

2. Print Examination 396,800 134,800 98924 264,800 263500 - - 75,000* 39808 402232 +5432 1,4 

163


examination 

requirements. 

Material 

3. Capture all Mark data 276,800 - - 59,800 69634 87,000 62400 130,000 64500 196534 -80266 29 

4. Result all learners 

who participated in 


146,800 - - 59,800 69634 87,000 62400 - - 132034 -14766 10 

5. Print Certificates 191,000 125,000 110855 60,000 69634 3,000 1200 3,000 1411 183100 -7900 4 

6. Training of Staff 145 46 14 69 0 - - 30 - 14 -131 90 




STRATEGIC OBJECTIVE: 1.1 Increased admission, participation, progression, promotion and success rates in GET and FET including rural learners, girls and LSEN; 

1.6 High quality relevant teaching, learning and assessment materials and equipment reach the poorest schools. 

Performance 

Measures 

►PM xxxx: 


schools and 

examination 

centres that 



examinations 

efficiently 


Target 

1. Procure general 

Goods and Services (as 

% of expenditure) 



100% 17% 22% 81% 55% 1% 1% 1% 22% 100% - - 

2. Maintain Contracts 7* 6* 6 6* 6 7* 7 7* 7 7 - - 

3. Register Centres on 

the Examination System 

4. Pay all personnel 

who perform examrelated 

duties 

4,280 - - - - - - 4,280 4280 4280 - - 

6,720 135 509 1,411 2,909 2,150 6839 3,024 2372 12629 +5909 88 

164




STRATEGIC OBJECTIVE: 1.1 Increased admission, participation, progression, promotion and success rates in get and FET including rural learners, girls and LSEN; 1.2 

high quality relevant teaching, learning and assessment materials and equipment reach the poorest schools. 

Performance 

Measures 

►PPM803: 


schools and 

examination 

centres that 



examinations 

efficiently 


Target 



1. Staff Training 4 1 1 2 1 1 1 - - 3 -1 25 

2. Purchase of white 

bins 

3. Capturing of markers 

application forms 

4. Sub Directorate 

workshop 

1 1 0 - - - - - - 0 -1 100 

1 1 0 - - - - - - 1 -1 100 

1 1 1 - - - - - - 1 - - 

5. Selection of markers 1 1 0 - - 4 - - - 4 

6. Transfer payment for 

17 marking centres 

7. Memo discussions – 

Abet level 4 & Grade 

12 

8. Payment of EA’s at 

Depot 

9. Meeting with 

principals of potential 

marking centres 

10. Visit possible 

marking centres 

11. Courier of scripts to 

Umalusi 

4 1 1 1 1 1 1 1 1 4 - - 

4 1 1 - - 3 2 - - 3 -1 25 

6 1 1 - - 3 8 2 2 11 +5 83 

1 1 0 - 1 - - - - 1 - - 

1 - - 1 0 - - - - 1 -1 100 

2 - - 1 1 1 1 1 - 2 - - 

165

12. Capturing of EA 

application forms 

13. Airtime for 

preparations of 

Grade 12 and Abet 

level 4 exams 

14. Overtime for 

receiving and 

controlling of Grade 

12 and Abet level 4 

scripts 

1 - - 1 1 - - 1 - - 

1 - - - - 1 0 - - 0 -1 100 

1 - - - - 1 1 - - 1 - - 

15. Stationary 1 1 0 - 1 1 1 - - 2 +1 50 


PRIORITY Provision of a credible examination administration, quality assessment and authentic certificates. 


STRATEGIC OBJECTIVE: 1.1 Increased admission, participation, progression, promotion and success rates in GET and FET including rural learners, girls and LSEN.; 1.6 


Performance 

Measures 

►PPM802: 


learners in 

grades 9, 11, 12 


who meet 


examination 

requirements. 


Target 

Activity 1 Road show of 

meetings in 23 Districts 

with principals of 

schools having the FET 

band. 

Activity 2 Capture of 

progression/promotion 

schedules and analysis 

of findings Grades 1, 9, 

10 11 

Activity 3 Distribution of 

schedules for the 

recording of all learners 

results from Grades 1 to 



46 - - - - 23 23 23 23 46 - - 

23000 23000 532 - 8981 3400 0 - 30276 39789 +16789 73 

65000 65000 0 65000 0 - - - 29370 29370 -35630 55% 

166

►PPM 803: 


schools and 

examination 

centres that 



examinations 

efficiently. 

11 

Activity 4 Collection of 

all 

progression/promotion 

schedules Grades 1 to 

11 

Activity 5 Appointment 

of qualified examiners 

and moderators to set 

quality assessment 

instruments for Grades 

11 and 12 NSC 

subjects. 

Activity 6 

Typing/formatting of all 

assessment 

instruments. 

Activity 7 Appointment 

of contract editors for 

quality assuring 

assessment instruments 

Activity 8 Editing and 

translating and final 

proof reading of all 


Activity 9. Registration 

of examination centres 

65000 - - - - 65000 4620 - 29370 33990 -31010 48% 

150 150 187 - - - - - - 187 +37 25% 

465 181 99 162 150 122 122 94 94 465 - - 

4 4 4 - - - - - - 4 - - 

465 181 206 162 150 122 122 94 94 572 +107 23 

1458 - - - - - - 1458 906 906 -552 38% 

167






Performance 

Measures 

►PPM803: 


schools and 


Target 

Activity 10. Quality 

assurance of all 

registration forms of 

learners for public 

examinations, Grades 

9,11 and 12 and ABET 

L4 


assurance of all 

registration forms of 

learners for public 

examinations, Grades 

1,3 and 6 


assurance of mark 

sheets. 


control of printing at 

service provider 

Activity 14. Training of 

all examiners and 

internal moderators 


all ABET examiners and 

internal moderators 



396800 131800 273145 120000 103912 12000 101518 133000 - 478575 +81775 21% 

540000 540000 0 - 186964 - - - 3958 190922 -349078 65% 

85000 - - 30000 0 55000 55000 - - 55000 -30000 35% 

155 35 20 60 45 60 85 - 5 155 - - 

150 150 166 - - - - - - 166 +16 11 

32 32 28 - - - - - - 28 -4 13 

168






Performance 

Measures 

examination 

centres that 



examinations 

efficiently 


Target 


editors 

Activity 17. Assessment 

Instructions 

Activity 18. Staff 

Training 

Activity 19 Collection of 

material and attendance 

at meetings at NDoE 

Activity 20: Prov. 

Concession Committee 

Meetings 

Activity 21: Assessment 

Instruments for learners 

with special needs 

ACTIVITY 22: Provision 

of software for MUSIC 

ACTIVITY 23: Purchase 

of special stationery 

(Geog maps) 

Activity 24: Overtime for 

assessment instrument 

development officials 



7 - - - - 7 0 - - 0 -7 100 

45 10 14 15 8 10 10 10 9 41 -4 9 

18 15 0 3 0 - - - - 0 -18 100 

24 6 8 6 12 6 7 6 6 33 +9 38 

1 1 1 - 2 - 1 - - 4 +3 300 

465 181 6 162 0 122 122 - 6 134 -331 71 

1 1 3 - - - - - - 3 +2 200 

1 - - 1 1 - - - - 1 - - 

20 20 12 20 14 20 14 20 - 40 +20 100 

Activity 25: Courier of 3 - - - - 1 3 2 2 5 +2 66 

169






Performance 

Measures 


Target 


Activity 26: 

Development of News 

Letter 

ACTIVITY 27: 

Standardisation of 

Grade 12 results 

ACTIVITY 29: Visits to 

ABET centres 

ACTIVITY 31: S&T 

Projections for Sub- 

Directorate 


of Office Equipment 



1 - - - - 1 1 - - 1 - - 

3 - - 1 1 2 2 - - 3 - - 

1 - - 1 0 - - - - 0 -1 100 

12 3 0 3 0 3 - 3 - 0 -12 100 

2 1 0 1 1 - - - - 1 -1 50 

170






Performance 

Measures 


Target 


of office stationery and 

computer consumables 

ACTIVITY 34: 

Development of 

computer software for 

tracking assessment 

instruments 



2 1 0 1 1 - - - - 1 -1 50 

1 1 0 - - - - - - 0 -1 100 

171

BUDGET Expenditure 

R162,936 R172,118,357 


1. The release of all the results of candidates for NSC for 2008. 

2. The conduct, management of 2008 NSC examinations with no leaks and administrative problems. 

3. The submission of Grade 12 SBA marks by all schools in the Province. 

4. The payment of 99,5 % of the examination related claims by the end of the financial year under review. 

5. The spending of the allocated budget to realize all the planned priorities for the financial year under review. 

6. The reduction of examination irregularities in schools during examinations by over 20%. 

CHALLENGES AND RESPONSES 


The budget constraints and under-allocation in some 

areas and the accruals from the previous year which 

consume the allocated budget of the current year of 

operation. 

Challenge 2 

Inadequate organisational structure which does not 

match the increasing examination mandates. 

Challenge 3 

The lack of quality controls and management of the 

progression and promotion of candidates from Grades 1- 

11 by EDOs. 

The cancellation of certain activities. Transfer of funds 

and virements. 


Use of overtime to meet inflexible timeframes. And 

submissions have been made to review the structure. 



The establishment of the District co-ordination unit within 

exams to quality assure schedules and the holding of the 

roadshows for all officials and SMTs. 

High staff turnover. Continuous recruitment drive and use of interns and 

training them. 

172

ISSUES REQUIRING ON-GOING ATTENTION 

1. Review of the organizational structure 

2. Staff training 

3. The completion of the permanent building for assessment and examinations for security considerations. 

4. Staff retention by considering OSD approach to certain categories of staff. 

173

174

DIRECTORATE: TELE-COLLABORATIVE LEARNING 

175

DIRECTORATE: TELE-COLLABORATIVE LEARNING (Mr. N. Mgoduka) 

PRIORITY: To develop innovative systems to support e-Learning and Mathematics, Science & Technology 

STRATEGIC GOAL 1: Equity in educational achievements for all learners regardless of race, gender, disability and geographic location; 2: All school learners equipped with 

skills for further employment (including self-employment), training and participating in society; 3: Improved quality of teaching and learning at all educational levels 

throughout the province 

STRATEGIC OBJECTIVE 1.3: Improved enrolment, participation and performance in Mathematics, Science and Technology, particularly amongst girls and rural learners; 1.4: 

Increase access to and utilisation for ICTs also in rural schools in order to exploit the transformative equalising potential of e-education; 1.6: High quality relevant teaching 

and learning materials and equipment reach the poorest schools; 2.1: Potential FET learners increased for employment and self-employment through improved skills, 

especially in Mathematics, Science, Technology and ICT; 3.1: 3.1 Integrated implementation of the curriculum coordinated and supported in accordance with national policies 

Performance 

Measures 

PM216: 


girl learners who 

take Maths and 

science in the 

FET band 

Pass rates in 

Maths and 

Science in 

Dinaledi schools 

Number of school 

ICT labs 

established 


resources 

procured 


district ICT 


development 

workshops 

funded and 


Target 

Activity 1: Coordinate 

the promotion of girllearners 

in MSTE 

Activity 2: Coordinate 

Dinaledi project 



56% 56% 30% 56% 30% 56% 30% 56% 32% 30.5% 25.5 45.5% 

75% 55% 42% 60% 52.23 75% 59% - 51% 24 32% 

3. Establish 50 school 

ICT laboratories 50 20 50 30 6 56 6 12% 

4. Procure ICT 

resources for Head 

office officials 

Monitor and fund district 

ICT professional 

development 

workshops in the 23 

districts 

100% 30% 0 40% 0 30% 0 0 100 100% 

69 23 0 46 0 0 69 100 

176










Performance 

Measures 

conducted in 

each of the 23 

districts 

Production of 

catalogues for 

Grades: R – 3; 

PSPM 2.2. 

Top up 

catalogues for 

Grades: 4 – 9 

(GET) & (FET) 

10 - 12. 

PM220: Pass 

ratio in grade 12 

for mathematics 

and science 

Number of Maths 

& Science 

teachers 

completing the 

first year of the 

mentoring 


Target 

To print catalogues 

For grades 10- 12; 

To develop and print 

grades 

R – 3; 

To monitor Grades R 

– 3 exhibitions 

Activity 3. Coordinate 

learner development 

programmes 

Activity 4. INSET for 

teachers on content 

and methodology. 

20 870 

catalogues 



2891 

Gr.10 -12 

Catalogu 

es 

1000 

17 979 

Gr. R – 3 

Catalogu 

es 

5000 5000 15870 76% 

68% 45% 38% 55% 40% 68% 40% 39% 29 42.6% 

360 360 300 360 300 360 300 300 60 16.6% 

177










Performance 

Measures 

programme 

A number of 

packages for 

resource centers 

is purchased 

A number of 

materials are 

processed for the 

Resource 

Centres 

Provincial 

Guidelines for 

school libraries 


Target 

To purchase of 

materials for the 

resource centers: 

• Reference 

Books 

• Fiction 

• Non – Fiction 

To process materials 

and setting up of the 3 

major centers: 

• Acquisitioning 

& 

accessioning 

• Cataloguing 

• Classification 

• Spinning and 

shelving 



3 1 0 1 0 1 1 1 2 66.6% 

To print PCG for Media 

advisors and teachers 100 100 0 0 0 100 100 0 0% 

178










Performance 

Measures 

are printed. 

Number of Media 

advisors trained 

10 school 

libraries per 

phase in each 

district is 

resourced i.e. 30 

per District = 690 


meetings and 

conferences 

attended 


workshops 

conducted to train 

e-Learning 

facilitators on 

evaluation & 

selection of 

software 


Target 

To train Media advisors 

To purchase resources 

for school-cluster 

libraries. 

Attending National 

meetings and 

conferences 

Conduct workshop on 

evaluation and selection 

of educational software 



690 690 17 204 17 204 16514 2393% 

2 2 1 1 1 0 3 1 50% 

4 4 4 0 0 0 1 5 1 25 

179










Performance 

Measures 


workshops 

conducted on 

developing 

interactive 

instruction/teachi 

ng & learning 

tools 


schools provided 

with NCS aligned 

educational 

software 


schools 

supported under 

the following 

categories: 

• Serial 

underperfor 

ming 

schools 

• NATED 550 

centres 


Target 

Conduct workshops on 

integration of ICT in 

curriculum 

Procure and provide 

700 schools with NCS 

aligned educational 

software (Numeracy, 

Literacy & Content 

Procure, distribute, train 

and monitor usage of 

iBox equipment at 

recipient schools to 

support LAIS in districts 



7 2 1 2 0 3 1 0 2 4 3 42.9% 

700 300 0 300 0 100 900 0 18 918 218 31% 

18 

23 

46 

9 

23 

0 

9 

46 

180 

0 

0 

268 268 181 208%










Performance 

Measures 

• Dinaledi 

school 

Number of e- 

Learning 

workshops 

conducted for 

SES facilitators 

on ICT policy 


centres 

established 


exhibitions and 

showcases 

Number of on-site 

support & 

monitoring visits 

to districts 


Target 

Conduct workshop on 

ICT policy 




3 1 0 1 1 1 2 3 0 0% 

Establish 23 District 

ICT centres 23 10 0 13 19 1 4 23 0 0% 

• Monitor and fund 

exhibitions and 

showcases in the 23 

districts 

• Conduct 1 exhibition 

and showcase 

Conduct on-site support 

& monitoring visits to 

districts 

23 

3 

23 

1 

0 

23 3 5 8 9 6 6 6 22 42 19 82% 

Number of copies Print copies of e- 100 100 0 0 200 200 100 50% 

181










Performance 

Measures 

of e-Learning 

Provincial 

Curriculum 

Guideline printed 


meetings and 

conferences 

attended 

Websites are 

available on the 

Internet. 


databases 

available. 

Learning PCG 


Target 

Attending National 

meetings and 

conferences 

Development of a 

Curriculum home page, 

as well as web pages 

for all subjects and 

learning areas (±50 web 

pages) 

To obtain the relevant 

information from EMIS 

and develop and 

maintain relevant 

databases. 

8 

43 

WebPages 

1 



3 

15 

1 

1 2 1 2 0 1 1 3 5 62.5% 

15 

visitors 

=42148 

1 

15 

Continue 

the 

updating 

of the 

database 

. 

15 

visitors 

=92384 

1 

updatin 

g the 

databa 

se 

10 

Continue 

the 

updating 


database 

. 

10 

visitors=1 

06170 

1 

updating 

the 

database 

3 

Continue 

the 

updating 


database 

. 

3 

visitors 

=11565 

9 

43 0 0% 

1 0 0% 

Database of To find relevant 1 1 1 Continue 1 Continue 1 Continue 1 0 0% 

182










Performance 

Measures 

websites 

available. 

PM102: Schools 

that can be 

contacted 

electronically by 

the department. 


Target 

websites and to 

establish a database of 

educational websites 

that will enhance 

teaching and learning in 

schools. 

To establish an email 

network with schools 

that are online in order 

to promote e-learning 

and to distribute 

relevant information on 

a weekly basis. 

200 schools 

listed. 



the updatin the updating the 

updating 


database 

. 

g the 

databa 

se 

updating 


database 

. 

the 

database 

updating 


database 

. 

200 

schools 

listed. 

210 

Continue 

the 

distribution 

to 

these 

schools. 

183 

210 

Continue 

the 

distribution 

to 

these 

schools. 

210 

Continue 

the 

distribution 

to 

these 

schools. 

210 10 5%


BUDGET 2008/09 EXPENDITURE 

R 18 467 000 


R 18 427 447 

1. Dinaledi schools performed better in terms of %pass than all schools in the province in Maths and Science: 

2. The target of 3 000 learners passing Maths at 50% and above was reached and exceeded to 5 362. 

3. 368 schools and 23 Districts were supplied with ICT equipment 

4. 92 Cluster school libraries were established and supplied with books 

5. 2 Provincial Policy Guidelines , on E-Learning and on Libraries, were produced 



Lack of pool vehicles for on-site monitoring Car hire and/or use of private vehicles 


Lack of working space Staff crowding in one workstation 


Lack of dedicated budget Solicit funding from other directorates 


1. Transport – Increase number of pool vehicles and / or fast track the issuing of subsidized vehicles 

2. Working space – Fast track the procurement of furniture 

3. Installation, use and maintenance of District ICT Laboratories 

184

CHIEF DIRECTORATE: EDUCATION SOCIAL 

SUPPORT SERVICES 

185


The Chief Director is expected to give an overview of his/her chief directorate of no more than one page of the Chief Directorate. The overview should briefly 

discuss the key focus areas of the chief directorate for that quarter and highlight the main achievements and challenges experienced during the quarter in a 

narrative form. 

The focus areas for the Chief Directorate during the October 2008 to December 2008 quarter were characterized by the implementation of the Turnaround Plan of 

the Office the Premier. To a large extent, the performance of the affected programmes has improved and the spill over effect is an improved approach on the 

planning, management and monitoring of all the activities of the Chief Directorate. 

The main achievements include: 

• Successful introduction of varied/hot menu to 690 schools, with monitoring tools and approach improving (introduction of blitz monitoring) 

• Reduction of payment backlogs for Learner Transport Services Providers 

• Training of district officials on screening, identification, assessment and support for effective implementation of Inclusive Education 

There have been however, challenges which are managed as they occur: 

• Slow process of person to post matching for non-teaching personnel in Special Schools 

• Management of route identification process in districts, leading to undue overspending in the programme 

• High prices of food commodities making it difficult for some suppliers to sustain feeding 

• Non-compliance by some independent schools 

186

DIRECTORATE: SCHOOL NUTRITION PROGRAMME 

187

Performance 

Measures 


Target 

PRIORITY: To provide nutritious meals to targeted learners 

DIRECTORATE: SCHOOL NUTRITION PROGRAMME (Mr. TJZ Mtyida) 

STRATEGIC GOAL: 8. Social issues affecting schooling learners and employees addressed. 


Planned Actual Planned Actual Planned Actual Planed Actual Output Units % 

STRATEGIC OBJECTIVE: 8.4 A new model developed and introduced for the School Nutrition programme which involves community participation as a cost effective 

model of delivery. 


targeted learners 

reached. 

Number of food 

handlers 

appointed and 

trained 

1. Procurement and 

payment of feeding of 

all targeted learners in 

schools as well as 

payment of contract 

personnel 

2. Appointment, 

training and payment of 

food handlers 

1,376, 

617 


1,376 

617 

1, 376 

617 

1 376 

617 


1 376 

617 

1 316 

253 

1 376 

617 

77570 1,036,76 

4 

52 52 52 52 48 52 42 52 50 48 -4 7,7 

6883 6883 7900 6883 6965 6883 6800 6883 6883 7,137 -254 3,7 




workshops 

conducted on 

food production 


capacity building 

workshops for school 

communities 

92 23 03 23 02 23 0 23 0 5 -87 94,5 

188 

-339 

852 

24,6

Performance 

Measures 

No. of schools 


food production 

initiatives. 


Target 

Activity 2: Purchasing of 

garden equipment and 

water tanks 

200 

schools 

RIORITY: To provide nutritious meals to targeted learners 





50 10 50 42 50 50 50 120 222 22 11 



No of schools 

received LTSM 

material 

No of workshops 

conducted on 

nutrition 

eduaction 

Facilitate delivery of 

LTSM to all feeding 

schools 


nutrition education 



5000 5000 5000 5000 0 0 

23 12 03 11 20 23 0 0 




monitoring visits 

to districts 


resources 

acquired 

Activity 1: Monitoring 

the SNP implementation 

at district level 

Activity 2: Purchase of 

office equipment 

23 6 02 6 03 6 74 5 2 22 -1 4,34 

2 1 0 1 2 0 0 

189

Performance 

Measures 


resources 

acquired 


training sessions 

to ensure 

effective delivery 


programme 


Target 

Activity 3: Hiring and 

payment of technical 

advisors 

Activity 4: capacity 

building and training of 

SNP personnel 




1 0 1 0 0 -1 100 

12 3 03 3 01 3 3 4 8 66,6 

190



R468,458,000.00 


RR405,287,506.34 

1. Due to delays in the adjudication of the new SNP tender which was expected to start on 1 April 2009, extension of the current tender has been approved and 

communicated to all affected suppliers 

2. In preparation for feeding in April 2009, a meeting was held with all SNP service providers wherein the extension of tender to 30 June 2009 was 

communicated and accepted by service providers 

3. The process of appointing and training of meal providers was completed during March as per National Policy 

4. An approval to attach all stand-alone Quintile 1 Secondary Schools to the existing service providers feeding Primary Schools nearby was sought and 

successfully obtained 

5. Adjudication of the tender for the supply and delivery of mobile kitchens is in progress. 10 Service Providers have been short-listed. 



189 520 learners did not receive feeding during the 22 days of March 2009 in 

Dutywa, Mthatha and East London districts due to non delivery of foodstuffs by the 

following service providers: Collywoblles in Dutywa and The Business Zone 1268cc 

in East London district and Lavela Trading in Mthatha district 


Contracts of the non - performing service providers were not extended. The process 

of replacement is in progress. 

The budgeted amount shown was projected as actual payments for the month of All affected payments were rolled over to April 2009 for payment. 

March 2009. However, due to delays with the supplier submission claims for March 

2009, no payments were effected. 


Due to delay in tender processes the tender to feed in April 2009 and the tender for 

purchasing of mobile kitchens have not been finalized and therefore are not yet 

awarded 

191 

Contracts of suppliers that are currently feeding have been extended and for 

secondary schools the bread menu will be fed as an interim measure.


The late decision taking by the department on whether quintile 4 and 5 can be fed or The Department is urged to take decisions in good time to allow proper planning. 

not has caused the delay in the development of award letters. 


Non allocation of equitable share to accommodate non gazetted learners and ECD 

sites that are excluded from the conditional grant 


The department should make the allocation available to avoid overspending. 

1. Updating of learner numbers that are not gazette and are additional in the beginning of each school year 

2. Feeding of Quintile 4 & 5 learners in primary schools and ECD stand-alone sites that are not included in the Conditional Grant 

3. Additional staff for the programme, e.g. Nutritionist needed to quality assure food depending on other Departments is causing unfavourable delays 

4. Additional funding for the programme from Equitable Share is not automatically allocated and if the Department does not take a decision this leaves the 

Directorate not knowing how many learners are going to be fed in the new financial year and thus causing delays in the awarding of tenders. 

192

DIRECTORATE: INCLUSIVE EDUCATION 

193

PRIORITY: Inclusive Education and Strengthening of Special Schools 

DIRECTORATE: INCLUSIVE EDUCATION (Mrs Nabe) 

STRATEGIC GOAL 3: Improved quality teaching and learning at all educational levels throughout the province 

STRATEGIC OBJECTIVE 3.6: Access to quality teaching and learning for LSEN in accordance with the policy and principals of inclusive education. 

Performance 

Measures 


subsidy 

transferred to 

special schools. 

Number of non 

teaching staff will 

be employed in 

special schools. 


Special Schools 

with self 

Managing status 

Number of Public 

Special schools 

to be provided 

with basic 

infrastructure in 

accordance with 

policy Including 

Activities 

Transfer and 

monitor funds 

for tuition , 

hostels and 


Facilitate 

employment of 

non-teaching 

staff in special 

schools 

Capacitating 


to become self 

managing 

schools. 

Construction 

and renovation 

of special 

schools (10 

schools) and a 

reform school in 

the province 

Annual 

Target 


Annual 

Deviation 

Planned Actual Planned Actual Planned Actual Planed Actual 

Output 

Units % 

100% 33.3% 41% 33.3% 0 33.3% 59% - 100 0 0 

296 - - 296 290 - 6 - 296 0 0 

14 4 0 4 8 3 3 3 14 0 0 

10 3 3 3 3 2 2 2 10 0 0 

194





Performance 

Measures 

reform schools. 

Number of public 


to become 

Resource 

Centers 


special schools 

on private 

property should 

be regulated. 



aligned or 

transformed in 

terms of WP6. 


resourced 

schools 

Activities 

Resourcing 

Public Special 

Schools to 

become 

Resource 

Centers 

Regulation Of 

public special 

on private 

property 

Transformation 

or alignment of 


in terms of WP6 

Transfer and 

monitor the 

utilization of 

funds for special 

schools In – 

Annual 

Target 


Annual 

Deviation 


Output 

Units % 

4 1 4 1 - 1 - - 4 0 0 

3 1 0 1 0 1 - - -3 3 100 

6 - - 4 0 - - - -6 6 100 

13 - - 13 13 - - - 13 0 0 

195





Performance 

Measures 



to be provided 

with adequate 

public transport 

Establishment of 

a Braille Centre 


educators 

capacitated in 

curriculum 

adaptation. 

Activities 

school sport, art 

and cultural 

activities by 

districts. 

Provision of 

transport to 


Establishment 

of a Braille 

centre at 

Kanyisa Special 

School for the 

Blind in P.E 

district 

Electronic 

Braille training 

Braille- 

Mathematics 

training. 

Annual 

Target 


Annual 

Deviation 


Output 

Units % 

5 - - 2 0 1 3 2 5 0 0 

1 - - - - 1 1 - 1 0 0 

60 15 15 23 0 19 0 - 15 -45 75 

45 15 15 15 0 15 45 - 60 15 33.3 

196





Performance 

Measures 


principals of 


will be 

capacitated with 

policies 

Activities 

Training of 

educators on 

Sign Language 

Augmentative 

and Alternative 

Communication 

Systems 

(AACs) , 

Programme to 

work linkages 

for learners 

experiencing 

barriers (SETAs 

and 

Learnerships) 

Information 

sharing 

meetings with 

principals of 


Annual 

Target 


Annual 

Deviation 


Output 

Units % 

40 15 0 15 0 10 - - 0 -40 100 

100 20 44 30 0 30 37 20 23 100 0 0 

50 15 0 15 15 10 50 10 0 65 15 30 

42 

42 

42 

42 

197 

0 

42 

42 

- 42 0 0





Performance 

Measures 



will be 

strengthened in 

line with policy 

Number of house 

mothers to be 

trained on basic 

child and youth 

care work 

Number of non 

teaching staff 

and educators 

capacitated in 

curriculum 

adaptation 


district Inclusive 


Specialists filled 

Activities 

Monitoring and 

support of 

school 

readiness in 



house mothers 

on Basic Child 

and Youth Care 

Worker. 

Sign Language 

Training 

Financial 

management 

training of 

district officials 


filling of district 

Inclusive 

Education posts 

Annual 

Target 

- 


Annual 

Deviation 


Output 

Units % 

4 1 3 1 8 1 1 1 - 12 8 66.6 

60 20 0 20 0 20 - - 0 -60 100 

40 15 0 15 0 10 - 0 -40 100 

30 - - 30 40 - - - 40 10 33.3 

- 

- 

- 

- 

198 

- 

- 

- - - -


learner support 

educators 

employed in full 

service schools 


districts with 

functional 

DBST’s 


schools with 


employment of 

learner support 

educators 


DBSTs on 

Learner Support 

programmes. 


DBSTs on 

Guidelines on 

inclusive 

Learning 

Programmes 


DBSTs on early 

identification of 

hearing, speech 

disorders and 

behaviours. 


DBSTs on 

identification 

and 

interventions for 

behavioral 

disorders 


ILSTs on 

Screening, 

145 - - 145 0 - 145 145 0 0 

10 3 3 3 3 2 2 2 2 10 0 0 

10 3 3 3 6 2 1 2 - 10 0 0 

10 3 2 3 2 2 6 2 - 10 0 0 

10 3 2 3 7 2 1 - 10 0 0 

227 42 76 61 65 62 62 2 - 203 -24 10.6 

199

functional ILSTs Identification 

Assessment 

and Support 


disabled out-of 

school children 

and youth of 

school-going age 

including children 


ILSTs on 

Learner Support 

programmes 


ILSTs on 

Guidelines on 

inclusive 

Learning 

Programmes 


ILSTs on early 

identification of 

hearing, speech 

disorders and 

behaviors. 


ILSTs on 

identification 

and 

interventions for 

behavioral 

disorders 

Screening and 

assessment of 

mobilized out-of 

school disabled 

youth and 

children of 

227 42 30 61 116 62 62 62 - 208 -19 8.3 

227 42 44 61 0 62 0 62 - 44 -183 80.6 

227 42 0 61 58 62 0 62 - 58 -169 74.4 

227 42 0 61 65 62 

0 

62 - 65 -162 71,4 

380 55 34 123 158 112 120 - 312 -68 17.9 

200

in distress are 

accommodated 

in special 

schools 


learners reached 

through 

mobilization 

strategy 


advocacy 

campaigns 

hosted 

Functional 

DCCIE for 

effective 


of IE is 

established 

Functional 

PCCIE for 

effective 

school going 

age 

Mobilization of 

learners through 

campaigns 

Advocacy 

campaign on 

inclusive 

education, 

targeting SMTs, 

SGBs and 

parents 

including ECD, 

ABET, FET, 

HEIs at district 

level, educators 

and 

communities in 

full service 

schools. 

Meetings with 

provincial 

directorates and 

stakeholders 

1900 475 500 575 1620 575 600 275 - 2720 820 43.2 

21 5 5 6 41 5 0 5 - 46 25 119 

9 3 3 2 0 2 3 2 - 6 3 33.3 

3 1 0 1 0 1 1 2 3 0 0 

201


of IE is 

established 



4.1 Non – profit Institution: R 55 42m R 55, 42m 

4.2 Professional Services: R 6 269m R 5,763m 

4.3 HRD: R 522 000 R 347,047.10 

4.4. R 1 043m R 865,000.68 


1. Successful orientation of Cluster C officials and educators on SIAS. 

2. Successful transfer of subsidies to all special schools. 

3. Empowerment of principals of Special Schools on “Mind Stretch” BY Fennifer Southgate from Cape Town. 

4. Visits to East London, PE, Uitenhage districts for the purpose of re- aligning non- teaching staff in special schools. 

5. Finalisation of the Admission Protocol for children in conflict with the law. 

6. PBST meetings for the Amendment of Circular 41 of 2007 on Admission of learners experiencing barriers to learning to Public Ordinary and Special Schools 

202



Lack of impact at the district level and schools. 

Dire- need to reorganize our strategies in the 

implementation of Inclusive Education. 


Need to improve our planning strategies in the directorate. Need to involve the districts so that our plans should flow 

down to the districts and schools. 


Shortage of personnel in districts Recruitment of relevant personnel 


1. Establishment of the capacity building, DBSTs and ILSTs. 

2. SIAS orientation of Special Schools, Full Service Schools and DBSTs 

3. Support and monitoring of Special School for compliance. 

4. Rationalization/ and merging of special schools. 

5. Training in Braille and Sign Language of educators from Special Schools 

6. Training of educators on use of electronic devices and AACs. 

203

204

DIRECTORATE: HIV AND AIDS AND SOCIAL 

PLANNING 

205

DIRECTORATE : HIV AND AIDS AND SOCIAL PLANNING (Mrs. N. Zibi – acting ) 

PRIORITY: To reduce the negative impact of HIV and AIDS though care and support of educators, learners and other employees 

STRATEGIC GOAL: 8: Social issues affecting schooling addressed 

STRATEGIC OBJECTIVE : 8.5: Care and Support for those infected and affected by HIV and AIDS 

Performance 

Measures 

►PM801: 


orphans and 

vulnerable 

children (OVC) in 

school 

►PM802: 


schools with 

Health Advisory 

Committees 

(HAC) 

►PM803: 


educators trained 

in HIV/AIDS, 

abstinence, life 

skills, and values 

education. 


Target 

600 educators trained in 

Basic Counseling skills 

Training of 200 

Caregivers to support 

OVC. 

Establishment of 100 

schools as centers of 

care and support for 

OVC. 

Training of 250 Health 

Advisory Committees 

1000 educators trained 

in Curriculum 

Integration. 

350 educators will be 

trained in Abstinence 

Enrichment Programme 



600 150 - 150 596 100 Nil 250 Nil 596 -4 0,7 

200 0 100 100 Nil 100 200 0 216 516 316 158 

100 25 25 25 Nil 25 200 25 75 300 200 66,7 

250 0 7 100 Nil 50 Nil 100 125 132 -118 47,2 

1,000 250 - 300 20 200 716 250 75 811 -189 18,9 

350 50 - 100 Nil 100 Nil 100 Nil 0 -350 100 

500 educators trained in 

Peer Education 500 100 - 100 Nil 150 86 100 

206 

Nil 

86 414 82,8

►PPM801(a): 


learners trained 

as peer 

educators and in 

Abstinence 

Enrichment 

Programme 

►PPM801(b): 


educators, 

learners and 

school 

communities 

reached through 

HIV and AIDS 

advocacy and 

awareness 

activities 

►PPM801(d): 


meetings, school 

visits and reports 

to monitor the 

impact of HIV 

and AIDS 

Programmes 

5000 learners trained as 

Peer educators. 

5,000 1,000 1720 1,000 3700 1,000 2787 1,000 1300 9507 4507 90,1 

4000 learners trained in 

Abstinence Enrichment 

Programme 4,000 1,000 - 1,000 Nil 2,000 Nil Nil 0 -4000 100 

Staging of Annual Youth 

Conference, AIDS 

Memorial Day in 

districts, School AIDS 

month in districts, World 

Aids Day, Road shows, 

HAC Advocacy, OVC 

Advocacy, Peer 

Education Launches 

4 meetings with District 

Coordinators 

2300 school support 

visits 

12 monthly reports for 

the province 

92 monthly District 

Reports 



R28,542,000.00 R 29,480,000.00 

142,775 25,000 14363 45,925 7465 40,925 22,080 30,925 30,549 74 467 -68 318 47,9 

4 1 1 1 1 1 1 1 1 4 

2300 575 288 575 328 575 63 575 165 844 -1 456 63,3 

12 3 3 3 3 3 3 3 3 12 

92 23 46 23 57 23 43 23 58 204 112 121,7 

207



The non-payment of Stipends for February and March 09 

to PGTS and Care Givers is threatening these two 

Projects as there is high turnover of staff. 


Over-expenditure in the conditional grant will have spillover 

effect in the budget of the next financial year. 

Challenge 3 

There are some challenges experienced in some districts 

in relation to the capacity of a few trainer facilitators for 

the OVC Project 


The Directorate must ensure that the outstanding 

payments for OVC Care givers and PGTs are made as 

soon as the first tranch is transferred in April 09. 

The Directorate must indicate to the National Dept of 

Education the extent of accruals which need to be 

accommodated in the budget of the new financial year 


The project team for the OVC Project has put in place a 

recovery plan to deal with capacity issues amongst 

Training Facilitators. 

1. The exodus of learners from other schools to the OVC Project schools will pose a challenge in enrolment numbers 

2. The limited budget for the HIV and AIDS programme poses a risk that the Eastern Cape Department of Education will not fulfill its role in the reduction of new 

HIV and AIDS infections by 50% in 2011, in terms of the National Strategic Plan for HIV and AIDS. 

208

DIRECTORATE: SCHOLAR SUPPORT SERVICES & 

SPECIAL SCHOOLING MANAGEMENT 

209

DIRECTORATE : SCHOLAR SUPPORT SERVICES & SPECIAL SCHOOLING MANAGEMENT (Ms N. N. Tyani – acting ) 

PRIORITY / CHALLENGE: Enhancing policies, systems and monitoring structures for the registration and oversight of Independent schools 

STRATEGIC GOAL: 1. Equity in educational achievements for all learners regardless of race, gender 

STRATEGIC OBJECTIVE: 1.1 Increased admission, progression and success in ECD, GET and FET including rural learners, Girls and LSEN (1.2). Targeted and preferential 

funding to enhance achievement prospects for the most disadvantaged learners and communities. 

Performance 

Measures 


funded schools 

visited for 

monitoring 

purposes 


workshops / 

cluster meetings 

conducted 


schools receiving 

subsidy 


Target 

Monitoring subsidized 

schools 

Facilitate Public 

awareness campaigns 



115 28 67 30 20 28 39 29 10 136 21 18.3 

4 1 1 1 1 1 1 1 1 4 

Funding subsidized 

schools 115 115 108 115 102 115 106 115 106 106 9 7.8% 

Policy reviewed Review of policy 100% 60% 100% 60% 40% 53.3% 47.7 47.7 


schools 

registered 

Registration of schools 100% 

(of all 

applicati 

ons) 

100% 


applicati 

ons) 

100% 


applicati 

ons) 

210 

14.20% 

100% 


applicati 

ons) 

14,20% 

100% 


applicati 

ons) 

28.4% 71.6 71.6

DIRECTORATE: SCHOLAR SUPPORT SERVICES & SPECIAL SCHOOLING MANAGEMENT (Ms. N. N. Tyani – acting) 

PRIORITY / CHALLENGE: Resourcing schools and monitor educational outcomes 

STRATEGIC GOALS: 6. Optimal configuration of the school system in order to balance access and efficiency; 7. Balanced funding and deployment of resources to 

maximize discretionary support to strategic priorities 

STRATEGIC OBJECTIVE: 6.3 Subsidized scholar transport (including bicycles) and or accommodation of learners, particularly at secondary level in order to achieve 

higher enrolments per school; 7.4: International and local donor community harnessed as partners in education and access additional resources. 

Performance 

Measures 


districts funded 


learners 

subsidized 


workshops / 

cluster meetings 

conducted to 

raise awareness 

Policy adopted / 

gazetted 


agreements 

signed 


meetings held 


Target 

Funding scholar 

transport 



23 23 23 23 23 23 23 23 23 23 

Funding for scholar 

transport 115,000 115,000 78000 115,000 108,895 115,000 111 448 115,000 111448 103,198 11,802 10.3 

Embark on Public 

awareness and liaison 

strategy 

Adoption and gazetting 

of policy 

Build and strengthen 

working relations with 

strategic partners 




4 

1 1 1 1 1 1 1 1 1 

100% 100% -100% 100 

1 1 1 nil 1 

3 1 1 1 1 1 1 3 

211


national events 

commemorated 

Number of sister 

provinces visited 








Programme Budget Expenditure 

Programme 3 44,418,000 44,008,781.20 

Learner Transport R281,304,347 317,140,674.91 


1. Workshop on calculation of Provincial Average Estimate Per Learner (PAEPL) 

2. Exceeding targeted number of subsidized schools visited 

3. Improved financial management by some districts 

4. Consolidate relations with service providers 

1 1 1 

2 1 1 1 1 1 

212



Delay in submission of AFS Districts instructed to adhere to time frame, 


Not meeting Norms & Standard for Funding The annual increase of budget 


Inaccessible roads Engagement of DORT as well as Department of Public Works for Rehabilitation 


Difficulty finding suitable alternative to a bakkie Liaise with DORT for modified version suitable for transportation 


Budget constraints Request for additional funding 


1. Funding at National Norms and Standard 

2. Unfriendly / inaccessible roads 

3. Finding suitable alternative to a bakkie 

213

214

CHIEF DIRECTORATE: INSTITUTIONAL 

DEVELOPMENT AND SUPPORT 

215


The Institutional Management Development and Governance Chief Directorate focuses on: 

• Implementation of policy on Norms and Standards for Funding of Schools by continuously increasing funding levels for the poor schools to ensure that no 

schools are funded below the national target or at least below the adequacy threshold. 

• Monitoring policy implementation, amongst other things, by identifying policy gaps, and developing regulatory framework for bridging such gaps. Develop and 

promulgate provincial regulations in respect of all areas where there are policy gaps and monitor and support, districts and schools in the implementation of 

the relevant policies. 

• Strengthening the functionality of GET schools - through effective implementation of IQMS and strong monitoring and support mechanisms at all levels and 

by integration of schools into their communities, through strengthened school management, leadership, administrative systems and governance. 

• Promoting values and positive attitudes amongst learners through properly coordinated extra-curricula programmes for all levels of schooling in order to 

create safe schools. 

The Chief Directorate has successfully launched a mentoring and coaching programme for SMTs so as to enhance leadership and management in public 

schools. A cohort of 1 230 schools is in the process of being declared as Section 21 schools during the 2009/10 financial year. Effective collaboration is existing 

between the Department of Education, Department of Safety and Liason, SAPS Correctional services and Department of Social Development Crime in terms of 

crime awareness and anti-drug drug campaigns conducted for schools and communities within the province. Metal detectors have been distributed to schools 

which were identified as ‘hot spots’ in other words schools that are located in areas were crime is rife. 

Schools that fail to comply to requirements regarding confirmation of bank details poses major delays in payment of transfers to the relevant schools. Lack of 

provision of posts for School Safety and School Enrichment Programmes Coordinators in the district staff establishment, is adversely affecting the co-ordination of 

these programmes at district level. 

216



344 414 284 327 738 341 




Delays in payment of transfers to non –complying schools To advocate necessity for schools to comply to NSF regulations 


Lack of post provisioning for School Safety and School Enrichment 

Programmes Coordinators at district level 

Department to speed up finalization of organogram review process 


Lack of regulatory framework for coordination o the choral music activities. Need for finalization of the process for development of the National Policy 

Framework on Choral Music . 

Issues requiring ongoing attention 

1. Strengthening monitoring of budget utilization for NSF at school level 

2. Continuous capacity building for financial management at school level to strengthen capacity of school to become self –managing 

3. Building capacity of EDOs to mentor and coach schools 

4. Strengthening coordination of programmes like School Safety & School Environment at district level. 

217

218

DIRECTORATE: EDUCATION RESOURCING- 

GET/ECD 

219

Performance 

Measures 


Target 

DIRECTORATE : GET/ECD : EDUCATION RESOURCING (Mrs. S. S. Nongogo) 



PRIORITY: To facilitate an integrated monitoring and support strategy for functionality of all public schools for all levels. 

STRATEGIC GOAL: 1: Equity in educational achievements for all learners regardless of race, gender 

STRATEGIC OBJECTIVE : 1.1: Increased admission, participation, progression and success rates in ECD, GET and FET including rural learners, girls and LSEN 

MGI concept 

document/ MGIS 

strategy ready 

Engagement of 

a Service 

Provider to 

conduct training 

of district 

officials and 

educators 

Monitoring of 

Training 

workshops 


school visits 

conducted to 

monitor school 

functionality 

across the 

system. 


signed Section 

ACTIVITY 1: 

Development of a 

concept document for 

MGIS 

ACTIVITY 2: 

Outsourcing of training 

for District officials. 

1 1 1 - - - - - - 1 0 0 

3 - - 3 3 - - - - 3 0 0 

ACTIVITY 3: Monitoring 

of training workshops 3 - - 3 - - 3 - - 3 0 0 

ACTIVITY 4: Develop 

an integrated multi 

disciplinary monitoring 

and support strategy for 

improvement of school 

functionality in 

GET/ECD and FET 

band. 

ACTIVITY 5: Facilitate 

the signing of Section 

4 1 1 1 1 1 1 1 1 4 0 0 

218 - - 174 108 44 3 - - 111 -107 49 

220

Performance 

Measures 

14 Agreements 

and compliance 

thereof to 

contractual 

obligation 


Target 

14 Agreements in all 

public schools that 

operate on private 

property. 

PRIORITY / CHALLENGE: Ratcheting up the implementation of ECD programs. 




STRATEGIC GOAL 1: Equity in education achievements for all learners regardless of race, gender, disability and geographic location. 

STRATEGIC OBJECTIVE 1.1: Increased admission in ECD as well as participation and success rates in GET especially of rural learners, girls and LSEN. 

PM701: Number 

of new schools 

with Grade R. 

PM701: Number 

of public ordinary 

schools with 

Grade R facility 

(building), water 

supply, electricity 

and functional 

toilets. 

PM702: Number 

of Grade R 

classes with 

outdoor 

equipment. 

Activity 1: Attachment of 

Grade R classes to 

schools 

Activity 2: Payment of 

Grade R practitioners 

monthly. 


construction of facilities 

(Grade R classrooms) 

814 - - - - 814 390 - - 390 -424 52 

100 - - 50 0 50 - - - -100 100 

Activity 4: Auditing of 

centres for resource 

needs 3896 1948 1948 1948 2922 - - - 4870 974 25 


supply and delivery of 

basic packs and 

437 - 437 246 - - 191 437 0 0 

221

Performance 

Measures 

PM 703: Number 

of Grade R 

classes with 

basic resource 

packs 


of Pre Grade R 

sites with basic 

resource pack 

PPM 705: 

Number of SGB 

units trained in 

management of 

Grade R classes 

PPM706: 


practitioners 

receiving stipend 

PPM707: 


practitioners 

trained in Levels 


Target 

payment of contracted 

service providers 


supply, delivery and 

payments of service 

providers 

Activity 7: Activity 4 

:Auditing of centres for 

resource needs 


supply and delivery of 

basic packs and 

payment of contracted 


Activity 9 :Monitoring 

training of SGB units 

Activity 10 :Preparation 

of payment schedules; 

facilitation and 

monitoring of payment 

of stipends 

Activity 11 :Monitoring 

training and payment of 





2070 - - 2070 935 - - - 1135 2070 0 0 

1100 1100 1100 - - - - - 1100 0 0 

767 - - 767 673 - - - - 673 94 12,3 

1150 - - 1150 227 - - - 900 1127 -23 2 

1100 1100 NIL - - 1100 - - 1100 1100 0 0 

1200 

L4:600 

L5:600 

- - - - - - 1 200 1200 1200 0 0 

222

Performance 

Measures 

4 & 5 

PPM708: 


practitioners 

trained in Levels 

1 & 4 


Target 


training and payments 

of contracted service 

providers 

PRIORITY 2: Resourcing poor schools and monitoring outcomes 




1100 - - - - - - 1100 1100 1100 0 0 

STRATEGIC GOAL 1: Equity in educational achievements for all learners regardless of race, gender, disability and geographic location. 

STRATEGIC OBJECTIVE 1.5: High quality relevant teaching and learning materials and equipment reach the poorest schools 


benefiting from 

the QIDS-UP 

project in Libode 

and Lusiksiki 

ACTIVITY 1: 

Resourcing poor 

schools:(Mobile box 

libraries) 

ACTIVITY 2: 


schools: (Kool Kid Kits) 

boxes 

ACTIVITY 3: 


schools (Basic Minimum 

Resource Packs) 

ACTIVITY 4: Facilitate 

training of educators on 

use of resources 

(BMRP) and in Literacy 

and Numeracy 


and Evaluation 

(Common Assessment 

200 - - 200 

684 - - 384 

684 - - - 

684 

20520 

- 

20520 

- 

20520 

- 

- 

223 

- - - - - 0 -200 100 

- 

300 

- - - -984 100 

- - - - 246 246 -438 64 

- - - - 684 684 0 0 

20250 

- - - 20520 0 0

Performance 

Measures 


Target 

Tasks-CATS – sample) 




• Activity 5 that is CATS is no longer valid as this was replaced by the National Standard Assessment conducted in all Districts. 

• Activity 3- Infrastructure to report completion towards the end of the financial year. 



SCHOOL MONITORING : 

R800 000.00 

PROGRAMME 7: ECD 

R264.767.000.00 (Adjusted Budget) 

R783, 367.59 (97.9%) 

R246, 979m (93%) 

QIDS UP : R7 347 284.00 R7 197974.43 (98%) 

ACHIEVEMENTS 

1. MULTI GRADE TEACHING 

1.1 Basic Computer Training was conducted in all three pilot districts 

1.2 100 laptops and 13 printers were procured through QIDS UP budget to train MGT educators in the pilot districts (Sterkspruit, Uitenhage and Lusikisiki) 

1.3 Applications and registration of 100 educators and 35 officials have been processed by Cape Peninsula University of Technology (CPUT) 

The following projects were not part of the original plan but have been undertaken by the Directorate: 

• Rationalization/Realignment/Amalgamation of schools: A draft Concept Document has been developed 

• School Policies 

• Advocacy Campaigns on approved guidelines on Learner Admission in public ordinary schools were conducted, 7000 posters and 7000 flyers were 

distributed to 19 districts. 

224


Section 14 Agreements: 

Delays in negotiations, by the Districts and Land Owners, affect the programme. 

2. ECD 

Cluster Chief Directors and District Directors will have to be involved as the matter is 

long overdue. The District Directors are now in control and are supporting the 

programme. 

2.1 1100 Pre Grade R practitioners received their stipend through first and second tranches. 

2.2 Training for Pre – Grade R practitioners on accredited Level 1 is running according to the training schedule. 

2.3 Resources have been delivered and Service Providers received payment. 

2.4 All 23 Districts completed skill Development Training. 

2.5 Graduations for Grade R Practitioners, who obtained an Accredited NQF Level 4 Certificate, happened throughout the Province. 


Some Grade R Practitioners did not receive stipend in January, February month due 

to contract dates that were loaded incorrectly in the PERSAL system. 


There has been a delay in the completion of the construction of the Grade R facility. 

Out of 96 classrooms only 5 have been completed. 

Districts were advised accordingly and this was sorted out. 

Close monitoring is happening between the Infrastructure section, ECD 

Directorate and the implementing agent. 

* FOOTNOTE 

• In our planning we planned for 767 Pre Grade R sites to receive LTSM but the approved Bid allowed 673 sites only. 

• 814 Public Schools planned to attached, infrastructural challenges this target could not be reached. 

3. QIDS UP: 

3.1 Delivery of the following resources was done successfully: 

• Reading books to 70 schools in Libode 

• 2000 desks units to 20 schools in Libode district 

• Water tanks, garden equipments and fence to 70 schools in Lusikisiki district 

• 100 computers to educators targeted for the MGT training 

225



Delay in the submission of invoices by Service Providers Constant reminders are sent to them 

FOOTNOTE 

• Out of a target of 218 leases, only 111 have been submitted and 107 PSOPPs still operate without contracts. 

• 200 mobile box libraries and 684 Kool Kid boxes were not provided due to incapacity of service provider appointed 

• The budget for the above tender was re-directed to procure 2000 desks, reading books, computers, water tanks and garden tools as indicated as 

achievements.( refer to activity 1 and 2 on page 5 

• 684 Basic Minimum Resource Packages (BMRP) were planned. Of this total, 246 schools received BMRPs. 438 schools did not receive BMRPs due to 

increased costs. 


1. Encourage and support districts to facilitate renewal of outstanding Section 14 Agreements by Landowners 

2. Training of educators in Multi Grade Teaching (MGT) 

3. Filling of vacant posts especially at district level. 

226

DIRECTORATE: FET BAND & EXTRACURRICULAR 

PROGRAMME 

227

PRIORITY / CHALLENGE: School Safety 

STRATEGIC GOAL: 8.School issues affecting addressed 

DIRECTORATE: FET BAND & EXTRACURRICULAR PROGRAMMES (Mr. Lutya) 

STRATEGIC OBJECTIVE : 8.1 School and departmental structures and process established to respond adequately to social issues which affect schools and schooling 

Performance 

Measures 


workshops held. 


schools fenced 


schools reached 

by the 

programme 


schools reached 

by the Torch of 

Peace 






Target 


School based crime and 

anti-drugs campaign in 

collaboration with sister 

Departments 

Activity 2: Liaise with 

infrastructure 

programme to ensure 

fencing and security 

infrastructure in 

selected schools 


School beautification 

Programme (20 schools 

per district) 


community mobilization 

and crime awareness 

campaigns through 

Torch of Peace 

Activity 5:Empowerment 

of School Safety 

structures 

Activity 6:Conduct 

Training & development 



3 1 0 1 2 1 3 - 5 2 -66% 

37 0 15 0 15 4 7 10 14 -23 37,8% 

460 115 200 115 85 115 97 115 43 425 -35 7,6% 

5 

1 

1 2 3 1 2 1 1 7 2 -40% 

4 1 8 1 4 1 2 1 2 16 12 300% 

4 1 2 1 4 1 1 1 2 9 5 125% 

228





Performance 

Measures 

Number of M&E 

reports produced 

A call centre 

established 


Target 

of educators & School 

Safety coordinators 


Monitoring and 

evaluation 


Communications 

Directorate to establish 

a provincial call centre 

for safe schools. 

PRIORITY : School Enrichment Programmes 



4 1 1 1 1 1 1 1 1 4 0 100% 

1 - - 1 0 0 0 -1 100% 

STRATEGIC GOAL: 3. Improved quality of teaching and learning at all educational levels throughout the Province 

STRATEGIC OBJECTIVE : 3.1 Integrated implementation of extra-curricula programs for total development of the learner 

Group 1 


schools 

Activity 1: Organize and 

coordinate athletics in 

schools 

Activity 2: Organize and 

co-ordinate South 

African Schools games 

Activity 3: Facilitate 

Cross country 

Activity 4: Organize 

indigenous games 

6000 - - 4000 - 2000 3500 3500 -2500 41.7 

6000 - 4500 - 1500 2500 - 2500 -3500 58% 

6000 - 4500 4500 1500 - - 4500 -1500 25% 

6000 - 5000 0 1000 0 Cancelled - -5000 100 

229





Performance 

Measures 


schools 


culture through 

out the province 

up to National 

level. 

Group 2 


schools 


each code or 

sporting activity 

introduced at all 

levels. 

Group 3 


schools 


Music and 


Target 

Activity 5: Facilitate 

Heritage 

Activity 6: Co-ordinate 

Aquatics 

Activity 7Organise All 

Ages Games 

Activity 8: Co-ordinate 

Girls Sport 

Activity 9: Facilitate in 

school sport in 

preparation of 2010 

FIFA World Cup 

Activity 10: Organize 

Heritage 

Activity 11:Organise 

Music and Choral 

Eisteddfod 

4000 



6000 1500 0 2500 2500 1000 - 1000 Cancelled 2500 -3500 58% 

- - 2500 - 1500 1000 1000 -3000 75% 

6000 4500 4500 1500 - - - 4500 -1500 25% 

6000 4000 4000 2000 0 - - 4000 -2000 33% 

6000 2000 800 2000 2000 2000 1500 2000 782 5082 -918 15,3% 

6000 1500 500 2500 2000 1000 - 1000 Cancelled 2500 -3500 58% 

6000 5800 5000 100 100 100 - - 5100 -900 15% 

230





Performance 

Measures 

culture 

throughout the 

province up to 

National level. 

Number of policy 

guidelines that 

have been 

developed. 

Teacher 

Development. 


workshops 

organized. 


Target 

Activity 12: In- school 

sport policy framework 

(PE & Recreational 

sport) 

Activity 13: School 

Enrichment 

programmes framework 

Activity 14: 

Collaboration 

framework 

Activity 15: Technical 

management workshop 

for all ages, girls sport 

and music. 

Activity 16: Indigenous 

games and heritage 

technical workshops 

Activity 17: Summer 

games, athletics and 

aquatics technical 

workshops. 



1 - 1 1 - - 1 0 0% 

1 - 1 1 - - 1 0 0% 

1 1 1 - - - 1 0 0% 

2 2 2 - 

1 - 1 0 

2 - - 2 

231 

- - 2 0 0% 

- cancelled 0 -1 100 

0 1 1 -1 50%





Performance 

Measures 

Purchasing of 

Equipment. 


stakeholders to 

be involved in the 

programme 

Purchasing of 

Equipment 


Target 

Forging partnerships 

with relevant 

stakeholders. 



R56 000 000 R59 000 000 




12 4 10 4 2 4 

8 8 8 8 5 8 

0 - 12 0 0% 

6 8 8 27 19 237,5% 

1. A successful School Safety Awareness Day was held at Bhisho Stadium on 13 March 2009. This involved Department of Safety and Liaison, SAPS, Social 

development and Correctional Services, Traditional Leaders and other key stakeholders; 

2. The provincial Torch of Peace Campaign against violence and crime was held in various districts with the national event held at Archie Velile SSS in Dimbaza. 

The vent involves SAPS and key stakeholders in pledging community support in the fight against crime. 

3. Metal detectors were distributed to hot spot schools to enable schools to conduct search and seizure of dangerous objects at schools; 

4. The training of School Safety Coordinators on Hlayiseka Early Warning System was held at King David Hotel in East London in February 2009 to enable 

school safety personnel to detect crime and violence in schools; 

5. Drug testing and drug and substance abuse workshops were conducted for educators and SGBs in Libode, Mthatha, Port Elizabeth and Uitenhage and King 

William’s Town; 

6. Training on FIFA Languages in preparation for 2010 World Cup was completed by Bay Language Institute in Port Elizabeth in February. The languages are 

Spanish, French, Portuguese and German; 

232

7. The provincial working document for managing school music was developed through a collaborative effort with key stakeholders in music; 

8. Prescribed syllabus and songs for music were distributed to all schools; 

9. Eastern Cape Provincial choirs won 19 out of 28 categories during the national SASCE championships; 

10. Team Eastern Cape won the following medals during the national Summer Games held in Gauteng and KwaZulu-Natal: Gold Medal for U/17 Girls Table 

Tennis, Silver Medals for U/13 Girls Gymnastics Girls, Silver Medals for U/13 Girls Tennis; Silver Medals for U/13 Boys Table Tennis; Silver Medals for U/13 

Softball; Bronze Medal for U/17 Boys Baseball. 



Under-budgeting for School Enrichment Programme Lobby for increased Budget allocation and ensure more efficiency in budget 

utilization at all levels. 


Integration of the School Sport Programme in former Model C schools 

Advocacy campaign about the school sport programme to former Model C schools. 


Integration of the School Enrichment programme with other programmes such as 

School Safety and HIV / AIDS programmes. 

Establishing closer working ties with other programmes that assist in diverting youth 

from crime and violence 


Lack of regulatory framework for coordination of the choral music activities. 

Request the national department to accelerate finalization of the developed National 

Policy Framework. 


The Budget for fencing of schools with high rate of crime is located within the Lobby Infrastructure to prioritize schools with high crime rate for fencing in order to 

Infrastructure programme and is not easily accessible for priority crime schools ensure access control 


1. Improved collaboration with DSRAC a School Sport; 

2. Increased budget for School Sport. Indigenous games workshops and training of coaches had to be cancelled due to had to be cancelled due to the shortage 

of funds; 

3. Permanent Employment of Personnel for School Safety & School Enrichment in all districts. The school safety programme is new and needs fulltime staff at 

school and district level; 

4. Employment of Security personnel in all Schools. The school safety programme particularly the fencing of schools needs dedicated school safety personnel to 

ensure follow through on the priority schools for fencing; 

5. Employment of Psychologists to attend to psycho-social issues at school; 

6. Provision of water and fencing of schools within the school beatification & health promotion programme. The School Beautification programme is a new 

programme that needs proper fencing and water to succeed. 

233

234

DIRECTORATE: INSTITUTIONAL DEVELOPMENT, 

SUPPORT & GOVERNANCE 

235

Performance 

Measures 


Target 

PRIORITY: Strengthen IQMS implementation for improved learning outcomes 

DIRECTORATE: INSTITUTIONAL DEVELOPMENT, SUPPORT & GOVERNANCE (Mr. Vazi) 

STRATEGIC GOAL 5: Performance Management Systems and processes for enhanced service delivery 



STRATEGIC OBJECTIVE 5.2: Effective performance management and accountability processes for all employees 


and or meetings 

held with districts 


assessment 

reports prese 

nted to the Chief 

Director on IQMS 



moderated 

summative 

scores 

Number of EDOs 

and IQMS 

coordinators 

ACTIVITY 1: To monitor 

and support DTT 

activities through 

District visits and 

Provincial Task Team 

(PTT) meetings 

ACTIVITY 2: Monitor 

implementation of the 

policy and assess 

impact against set 

objectives. 

ACTIVITY 3: Training of 

EDOs and IQMS 

Coordinators on 

moderation procedures 

ACTIVITY 4. Review of 

current templates, train 

EDOs and IQMS 

23 - 

23 - 

23 districts 

visited. A 

tool was 

designed 

to monitor 

IQMS 

implement 

ation there 

a need 

crop up for 

district 

visits 

10 districts 

visited for 

monitoring 

of policy 

impact and 

assessme 

nt 

8 8 10 10 5 5 46 23 100 

8 8 10 10 5 5 33 10 43.5 

2 - - 1 0 1 0 - 6 6 4 200 

425 212 - 96 - - 213 110 206 219 51.5 

236

Performance 

Measures 

trained on 

current 

templates. 


schools with 

meaningful SIPs 


districts that have 

captured and 

verified scores 


Target 

Coordinators and 

strengthen monitoring 

and support 

ACTIVITY 5: Review 

the quality of SIPs by 

sampling some schools 

ACTIVITY 6: Coordinate 

the capturing and 

analysis of evaluation 

data and effect pay 

progression of 

educators 




1,000 - - - - - - 1,000 1000 1000 0 0 

PRIORITY: Strengthen capacity of Districts to support management and governance in schools 

STRATEGIC GOAL 4: Increased levels of sevice integration at the local level 

23 - - - - 10 10 13 13 23 0 0 

STRATEGIC OBJECTIVE 4.1: Well managed schools with strong community involvement; 4.2: Effective professional support services from ED)s, Subject Advisors and 

Special Needs Staff 

Number of EDOs 

trained on 

broader 

governance 

issues 


with proper 

governance 

structures 


schools supplied 

with resource 


all EDO’s and SGB’s in 

legislation applicable to 

School governance on a 

continuous basis. 

ACTIVITY 2. :Ensure 

EDOs establish strong 

support structures of 

governance with 

capacity at local level 

ACTIVITY 3: To 

provide resource packs 

on Governance 

2368 

(schools 

) 

242 242 

789 

5919 - 

660 

Trained 

15 

districts- 

Others 

are still 

reviving 

5919 

Due to 

the large 

242 0 - - 242 247 907 665 247.8 

800 23 400 380 379 743 1161 1207 104 

3551 2368 2368 5919 - - 14206 8287 140 

237

Performance 

Measures 

packs containing 

governance 

legislation 


districts 

implementing 

policy patterning 

to spending 

partterns and 

compliance to 

legislation 

No of districts 

ready to conduct 

SGB elections for 

2009 


cluster SGBs 

inducted 

Budget 

decentralized to 

districts 


Activities Annual Target: Quarter 1 Target: Quarter 2 Target: Quarter 3 Target: Quarter 4 Annual Deviation 

Target Planned Actual Planned Actual Planned Actual Planed Actual Output Units % 

legislation to all schools number 


resource 

packs 

we 

decided 

to start it 

during 

the 1 st 

quarter 

ACTIVITY 4. To provide 

a sustainable 

monitoring strategy at 

all levels to ensure 


programmes, spending 

patterns and 

compliance to 

legislation. 

ACTIVITY 5: To prepare 

for SGB election 

processes for 2009 

ACTIVITY 6: Inducting 

newly elected SGBs at 

cluster level 


transfer of funds to be 

decentralized to districts 

by budget section. 

23 3 23 8 23 8 10 4 23 23 0 0 

23 - 23 - - 15 - 8 23 23 0 0 

3 - - - - 3 - 0 -3 100 

100% 100% 100% - 100% - - - - 100% 0 0 

PRIORITY 6: Strengthen capacity of districts to support management and governance in schools 

238

Performance 

Measures 


Target 

STRATEGIC GOAL 4: Increased levels of service integration at local level 




STRATEGIC OBJECTIVE 4.1: Well managed schools with strong community involvement; (4.2): Effective professional support services from EDO’s , subject advisors 

and special needs staff 


empowerment 

programmes 

offered to EDOs 


empowerment 

programmes 

offered to School 

Management 

Teams 


officials trained 

ACTIVITY 1: Induction 

of all newly appointed 

EDOs on roles and 

responsibilities and core 

management functions 

ACTIVITY 2.: Train all 

EDOs on Coaching and 

Mentoring of Principals 

and other SMT 

members for effective 

and efficient school 

management 

ACTIVITY 3: .Training 

of Principals on 

Transformational 

Leadership 


HODs as Instructional 

Leaders in order to 

improve quality of 

teaching and learning at 

school level 

ACTIVITY 5: Enrolment 

of Principals in ACE 

(School Leadership) to 

improve leadership, 


24 14 14 - - - - 10 0 14 10 41.7 

242 - - - - 242 242 - 247 489 247 102 

300 - - 300 850 - - - - 850 550 183.3 

450 - - 450 60 - - - 532 592 142 31.6 

270 270 270 270 270 270 270 270 270 270 0 0 

239

Performance 

Measures 


workbooks 

distributed to 

EDOs 


Target 

governance of schools 

ACTIVITY 6: 

Finalization and 

distribution of EDO 

Workbook which will 

provide job description 

for EDOs and a 

checklist for school 

visits. 




242 - - 242 - - - - - 0 -242 

PRIORITY 1: Increase the number of learners benefiting from ‘No Fee’ school policy from 1,2 million to 1,6 million by declaring schools in quintile 3 as No Fee schools by 

April 2008 

STRATEGIC GOAL 1: Equity in educational achievements for all learners regardless of race, gender, disability and geographic location. 

STRATEGIC OBJECTIVE 1.2: Targeted and preferential funding to enhance achievement prospects for the most disadvantaged learners and communities 



with paper 

budgets 

No of No Fee 

schools receiving 

transfer 

payments 


quintile 3 

schools declared 

as no fee schools 

and gazetted 


protocol 

Activity 1: Issuing out of 

paper budgets 

Activity 2: Transfer of 10 

% allocation to no-fee 

schools 


the relevant 

Directorates to ensure 

adequate budget for the 

declaration of no-fee 

schools for Q3 in 2009 

Activity 4: Develop a 

protocol of activities on 

5 919 - - - 5690 5 919 - - 5690 -229 3.8 

3725 3725 3698 - - - - - 5690 229 3.9 

1165 - - - - - - 1165 1297 1297 -132 11.3 

1 - - 1 1 - - - 1 0 0 

240 

100

Performance 

Measures 

developed budgeting, spending 

and reporting for 

schools 


who received 

transfers 

No. of quintile 

contestations 

evaluated 

No learners 

reported to be 

exempted from 

paying school 

fees 


schools with 

Section 21 

status. 


schools in 


S43 of SASA 


Target 

Activity 5: Effect 

payment to section 21 

schools 




2141 2141 2125 - 1444 2141 2125 - 5694 3553 166 

Activity 6: Evaluation of 

quintile contestations 120 - - - 772 120 198 - 970 850 708.3 

Activity 7: Monitor 

implementation of NSF 

with regard to 

exemption of qualifying 

learners from the 

payment of school fees 

in Q3 – Q5 

Activity 8: S20 Schools 

declared as S21 

schools 

Activity 7: Use of 

quarterly reports and 

compliance certificates 

to ensure that funds are 

used for the intended 

purpose, tracking of 

expenditure 

296 

(5%) 

- - 

178 

(3%) 

118 

118 

(2%) 

1200 - - - - - 1200 1230 1230 30 2.5 

2141 2140 868 2140 1645 - - - 2513 372 17.4 

241 

1965 

- 

2083 

1787 

603.7



R15 500 000.00 R13 778 671.49 


1. Final paper budgets were distributed to 5690 schools 

2. Submission requesting declaration of 1230 section 20 as section 21 schools 

3. Road –shows were conducted in P.E., Uitenhage and East London districts. 

4. Distribution of year plans for both District and Schools 

5. All IQMS Coordinators were exposed to the following Workshops: Collective Agreement No.5 of 2006, No. 1 of 2008 and Business Report Writing Skills 

6. Support visit to workshop and support schools on IQMS processes 

7. 247 EDOs trained on coaching and mentoring 

8. Trained 532 SMTs jointly with Leadership Institute on management and leadership 

9. Launched coaching and mentoring programme official 

10. 270 principals enrolled for ACE School Leadership 

11. Establishment of a Provincial SGB election Team 

12. Training of EDOs in the management of the SGB election processes 



Few schools are still waiting for their budgets which were processed late in the 



All schools are requested to submit letters confirming their bank details or bank 

statements. 

King William’s Town District did not support visits by External Moderators Multi-disciplinary teams to visit the District for support on various issues 

Challenge 3 : Response to Challenge 3 

There are still educators without summative scores and poor reconciliation of 

PERSAL, EMIS and District reports 

242 

Reconciliation of the three systems for a definite number of educators in the Province

Challenge 4: Response to Challenge 4 : 

Induction of newly appointed EDOs could not be done They will be integrated in 2009/10 induction programme 


EDO Workbook not completed It will be completed and be launched in 2009/10 financial year 

Challenge 6: Challenge 6: 

SGBs were not inducted as elections will only be held in June 2009 SGBs will be inducted in August 2010, that is , after the elections planned for June 

20009 


1. Handling of decentralized budget by districts is not satisfactory 

2. Delay in cascading programmes 

3. Quality of programmes cascaded at district level is sometimes questionable 

243

244

CHIEF DIRECTORATE: VOCATIONAL EDUCATION 

SERVICES 

245


The National Certificate (Vocational) is in its third year of implementation. During the 4 th quarter the Chief Directorate monitored the re- opening of all FET 

Colleges. The purpose was to make sure that FET Colleges are ready for teaching and learning since at the end of the 2009, the FET Colleges will be announcing 

the first group of candidates who will be qualifying in National Certificate (Vocational). 

The late release of NC (V) results were of great concern to the Chief Directorate- VES. However FET College principals have taken responsibility in the 

submission of Internal summative Assessment Tasks (ISAT) marks to the National Department of Education. 

Data for the newly employed educators is being submitted to the chief directorate for them to be trained in methodology and assessment. This training will take 

place in May. The Chief Directorate: VES is playing a facilitating role and liaising with Higher Education Institutions on the offering of the Level 5 Certificate in 

order to support colleges. 

FET Colleges are winding up the implementation of the Recapitalization by making sure that workshops, simulation rooms, newly built classrooms are complete 

and all service providers are paid by 31 March 2009. 

ABET: 

Advocacy and Mobilization of ABET is done through the national radio (Umhlobo Wenene) the purpose is to make sure that the programme reaches all the 

previously disadvantaged people of South Africa with special emphasis to Eastern Cape communities. 

The Measures for Centre Governing Bodies are being discussed Shared Legal Services. These must be signed and gazetted by 30 June 2009. The training of 

CGBs will take place in September 2009 for the implementation of Norms & Standards for Funding Public Adult Learning Centres in 2010. 

Monitoring and support of ABET Centres has taken place focus to 15 Districts which will be writing ABET June Examinations. 

246

DIRECTORATE: FET COLLEGES & ABET CENTRES 

247

DIRECTORATE: FET COLLEGES & ABET CENTRES (Programme 6) 

STRATEGIC GOAL 3: To improve the quality of teaching and learning throughout the Province 

STRATEGIC OBJECTIVE 3.5 Increase Literacy and relevant skills 

Performance 

Measures 

No of learners 

recruited 

No of 

supervisors/educ 

ators 


of ABET learners 

relative to eligible 

adults in the 

province 

No of learners 


skills programme 


Target 

Activity 1: Mobilisation & 

Advocacy Campaign: 

No of Districts 

Activity 2: Recruitment 

of PLP learners & 

Acquisition of LTSM 

Activity 3: Appointment 

:educators 

& supervisors 

Activity 4: Improvement 

of PLP educator 

qualifications 

Activity 1: Establish and 

register public adults 

centres 

verify educator numbers 

verify learner numbers 

Activity 2: Implement 

the pilot on adult senior 

certificate in pilot 

districts 

Activity 3: Acquisition 

and provisioning of 



23 23 23 23 23 23 0 0 

31,050 8 426 15,525 8 426 7,099 15,525 7,099 31050 0 0 

1 035 1035 1035 1035 1035 0 

207 

207 

207 

207 207 0 

1035 - - 1 035 1 035 1035 0 0 

317 

5 000 

50 000 

317 

5 000 

50 000 

294 

294 

3,400 

35,000 

294 

3694 

35000 

23 

1306 

15000 

100 100 139 139 139 39 39 

317 317 294 317 294 -23 7.3 

248 

0 

7,3 

26.1 

30




Performance 

Measures 


Target 

LTSM in Public Adult 

Learning Centres 

Activity 4: Develop 

policy guidelines 

regarding centre 

management 

Activity 5: Develop and 

coordinate skills 

programmes in 

conjunction with SETAs 

and Department of 

Labour 

Activity 6: Develop 

regulations for the 

election of centre 

governing bodies and 

implement training 

programmes 

Activity 7: Provision of 

learning and teaching 

and support 

programmes to learners 

and educators 

Activity 8: Meeting, 

planning, budgeting with 

coordinators, meeting 

with OTP and SETAs 



317 325 325 8 2.5 

317 294 294 -23 7.3 

317 

Draft 

copy not 

approve 

d 

Draft 

copy not 

approve 

d 

Draft 

copy not 

approve 

d 

Draft 

copy not 

approve 

d 

0 -317 100 

317 294 s 294 8 2.5 

10 3 3 2 2 2 2 3 3 10 0 0 

249




Performance 

Measures 


Target 

Activity 9: Workshops, 

Training & Development 

Activity 10: 

Compensation of 

employees 



4 1 3 1 3 1 1 1 7 3 75 

4 1 1 1 1 1 1 1 3 -1 25 

250

PRIORITY / CHALLENGE: Resolve organisational issues of skills development 

DIRECTORATE: FET COLLEGES AND ABET CENTRES (PROGRAMME 5) 

STRATEGIC GOAL: Adequate physical and institutional infrastructure to support teaching and learning at colleges 

STRATEGIC OBJECTIVE : Further education and training colleges properly revitilised and recapitalised in order to respond to labour market needs 

Performance 

Measures 

PM 501. Number 

of FET College 

students relative 

to youth in the 

province 

PM 502: No of 

female students 

who are in 

technical fields 

PM 503 : FET 

college 

throughput rate 


Target 

1. to ensure that 

colleges submit audited 

financial statements on 

time 

2, to ensure that 

colleges receive their 

transfers on time 

3. to ensure the 

provision of 

infrastructure by the 

physical planning 

section 

1. To ensure that 

female and disable 

students enroll in 

technical subjects 

2. to ensure that 

these students receive 

bursaries 

3. Ensure that 

colleges submit and 

report on these 

students 


educators are 

adequately trained 

4 500 



6 000 6 000 6090 0 0 0 0 0 6090 90 1.5 

1 800 

0 

0 

1800 

1125 

0 

0 

251 

0 

1125 

0 

0 

130 

0 0 1800 0 0 

4 500 

3375 

1125 

25





Performance 

Measures 


Target 

in NCV 

programmes 

2. To ensure that on 

site support for 

educators is done 


councils, their 

committees and 

management 

structures are 

trained to 

administer to their 

mandates 

4. Ensure that LTSM 

is available for both 

educators and 

students 

5. Ensure that ICASS 

and ISAT are done 

by colleges 

6. Ensure that training 

of educators on Elearning 

is on going 

and NCV 

7. VES- 

Bosberaad,Utility 

Studies 

Conference, Tour 



252 

4 500 

40





Performance 

Measures 

PM 504 : 


learners placed 

in learnerships 

through FET 

Colleges 


Target 

Heritage Sites. 

8. Ensure that all FET 

Colleges 

examination 

processes are 

adhered to. 

9. Ensure that FET 

Colleges are 

colleges of 1 st 

choice. 


curriculum 

conference for all 

FET Colleges 

educators takes 

place. 


colleges submit 

their MoU to the 

department 



10% 

253 

10% 

8 

8



R428,460 m R410m 


1. Vacancies which were caused by educators who choose to remain with the State have been filled 

2. Norms and Standards for Funding have been approved 

3. NVC programmes have been increased to 14 programmes 

4. Integrated Student Support System (ISSS) has been implemented at all FET Colleges 

5. FET College Councils were trained as the new employer 



The late release of the NC(V) results made it impossible to do registration and 

promotion of learners to the next level. 


FET College Principals are responsible to ensure that ISAT and ICASS marks are 

submitted on time. The National Department of Education will inform the Provincial 

Department of Education of Colleges that have outstanding ISAT and ICASS marks. 

Newly appointed educators in FET Colleges are not trained in the NC(V) Curriculum. Training of educators is planned to commence in May. The National Department of 

Education will also train newly employed educators in Engineering Studies, 

Mathematics and Mathematical Literacy. 


254

DIRECTORATE: FET RECAPITALISATION 

255

DIRECTORATE: FET RECAPITALISATION CONDITIONAL GRANT 

STRATEGIC GOAL1: Adequate physical and institutional infrastructure to support teaching and learning at all levels 

STRATEGIC OBJECTIVE : Further Education & Training (FET) colleges properly revitalized and recapitalized in order to respond to labour market needs 

Performance 

Measures 

PM501:Numb 

er of students 

relative to 

youth in the 

province 

PM503: FET 

college 

throughput 

rate 


Target 

Provision of access for 

students by upgrading of 

facilities in terms of: 

1. Upgrading, alteration, 

refurbishment and 

modernisation of 

classrooms, laboratories 

and workshops 

2. Buying or building new 


3. Human resource 

development 

Training of educators and 

non-educators 

4. Purchase of equipment 

to support teaching and 

learning also procuring 

LTSM 

5. To develop systems and 

procedures to support the 

delivery of programmes by 

establishing connectivity of 

colleges 



31 1 

10 

6 

2 

40 

18 

17 

302 24 31 107 32 137 266 34 108 437 135 44.7 

35 0 10 14 17 19 8 37 89 54 154.3 

4 0 0 0 1 2 3 1 3 1 25 

256 

38 

18 

1 

1 

113 

83 

201 

35 

170 

107 

548.4 

305.7



R 115,506,000 R115,780,061.00 




Construction in most colleges is not complete. This is caused by constructors not Follow up and monitoring of building contractors by the are affected FET Colleges 

sticking to time frames 

management and CD:VES is in progress 


Budget for Recapitalization has made a mark even with the previously disadvantaged 

FET Colleges but more budgets is still needed 


257 

Programme 5 has budgeted for workshops maintenance.

258

DISTRICT COORDINATION AND MANAGEMENT: 

CLUSTERS A, B & C 

259


The focus for the fourth quarter has been mostly on reaching targets of 100% expenditure of the budget. The service delivery issues in clusters include, amongst 

others, school readiness visits, analysis of Grade 12 results, extra support in the NCS implementation and giving on site support, LTSM and Stationery deliveries. 

Cluster Co-ordination took the lead in the school readiness visits where multi-disciplinary district and provincial teams merged. District co-ordination took an active 

role in ensuring that all schools have School Improvement Plans. Educators whose subjects performed below 60% were also assisted to develop subject 

improvement plans in order to improve their performance. Infrastructure provisioning, as one of the pillars for LAIS remains a challenge for the provision of 

adequate teaching and learning environment in schools. The signing of delegation of powers for District Directors (R500 thousand) has accelerated the ordering of 

furniture for schools. School furniture supply is set to improve as two-year contracts have been signed with the manufacturers. 

There has been an immense improvement of integrated approach to service delivery at district level by closely working with Local Government structures and 

other social partners. 

The implementation of National priorities on Rural Education is gaining momentum targeting - Human Resource issues like incentives for rural schools, completion 

of Section 14 Agreements, pilot projects for 65 schools, training of 100 teachers & 30 officials on multi-grade teaching, hostel project rationalization. This also 

includes a pilot project of feeding learners with cooked meals at schools has been launched. 

This period of reporting involved Assessment activities at all levels. There were the national Grade 12 exams for NCS. Grade 11 external exams as well as CTAs 

for Grade 9. Around these key activities were the training of invigilators, marking and release of results. District co-ordination planning for 2009 academic year took 

place as well as preparations for school readiness 2009. Preparations were also made for a mop-up programme on the training of educators on NCS (GET/FET) 

with the GET phase training is taking place in January. 

A lot of improvement has been seen in the development of administrative systems and implementation of policy at District level. Districts have been able to 

manage their budgets more efficiently in the business and financial year ended 31 March 2009 as evidenced by the In-Year Monitoring planning sessions which 

have been held across the Province in an attempt to rise to even greater heights in the new year. 

260

PRIORITY / CHALLENGE: Leadership and Management Improvement 

CHIEF DIRECTORATE: DISTRICT COORDINATION AND MANAGEMENT: CLUSTERS A,B & C 

STRATEGIC GOAL: 5. Performance Management Systems and processes for enhanced service delivery are enhanced. 

STRATEGIC OBJECTIVE: 2. Effective performance management and accountability processes for all employees. 

Performance 

Measures 

PM101: 


schools 

implementing 

the school 


and 

management 

system. 

PM108: Number 

and proportion 

of head office, 

district and 

school noneducators 

appraised. 

Activities 

1. School visits to 

monitor use of 

SAMS 

1 Workshop District 

Directors and 

Middle Managers 

on PMDS 

implementation. 

2. Monitor 


PMDS in districts. 

Annual 

Target 



Annual 

Output 

Deviation 

9 3 0 3 3 3 3 3 9 0 0 

3 3 - 1 1 1 3 0 0 

12 3 3 3 3 3 3 3 3 12 0 0 

261 

Unit 

s 

%


Cluster Budget 2 nd Quarter 

Expenditure 

2 nd Quarter % 

spent 

3 rd Quarter 

Expenditure 

3 rd Quarter % 

spent 

4 th Quarter 

Expenditure 

4 th Quarter % 

spent 

A R4 566 146 879 R2 199 390 117 48% R 3 378 948 600 74% R4 526 600 299 99.1% 

B R4 992 786 420 R2 448 712 325 49% R 3 744 589 980 75% R4 999 199 050 100.1% 

C R4 996 633 705 R2 451 797 492 49% R 3 716 479 437 74% R5 040 850 202 100.8% 

TOTAL R14 555 566 000 R7 099 899 800 49% R 10 840 017, 

000 


1. Improvement of expenditure patterns (%) 

2. Multi disciplinary approach to the school visits to monitor implementation of LAIS Programmes; 

3. Increased number of schools benefiting from furniture refurbishment project 

4. Improvement on Operational Planning by Districts and Labour Relations; 

5. Resourcing of hostels, districts, and schools with intra &inter-district transfers of funds 

6. 100% submission of CASS schedules 

7. 100% delivery of stationery to schools 

8. Signing of new Service Level Agreement for school furniture 

9. Zero defect on running of examinations 

10. District and Provincial Education Summits to improve the quality of teaching and learning 

11. Launch of Quality Learning and Teaching Campaign 

262 

74% R14 566 649 551 100.07%



Over-expenditure on Scholar Transport 


Proper planning and accurate projections on Scholar Transport 

Infrastructure provisioning in districts especially ECD Grade R Centers Collective efforts from Works Inspectors and regular interaction with Infrastructure 

and Supply Chain Management 


High billing for Municipality payments especially in Cluster C Installation of Pre-paid meters 


Under expenditure in Programme 2 due to loading of budget according to individual 

schools 


Loading of budget to be done at the beginning of the financial year 

Decline in Gr. R to 12 performance Establishment of District LAIS Committees and implementation of costed Cluster 

projects 


Inadequate LAIS funding Request for more funds to address poor performance in most schools 


1. Inadequate funds for Scholar transport; 

2. Installation of Uniform Telephone System to control high Telephone bills; 

3. Strict monitoring of implementation of NSF Transfers to “No-fee schools”, Section 20 and 21 schools 

4. Sustained and increased provision of school furniture for learners and educators 

5. Implementation of cooked meals for all schools including deserving secondary schools 

6. Sufficient funding for repairs and renovations of school 

7. Fast-tracking of provision of non-educator staff to schools as per national norms 

263

264

CHIEF DIRECTORATE: HUMAN RESOURCE 

MANAGEMENT AND DEVELOPMENT 

265

The following were the Chief Directorate’s priorities for the quarter under review: 


� Filling of funded posts 

� Monitoring and supporting of the implementation of PMDS 

� 2008/09 Audit 

� Promotion of sound relations with social partners 

� Promoting creation of a safe healthy environment and employee wellness in the workplace 

� Development of Job Descriptions 

� Conversion of temporary educators in substantive posts 

During the quarter under review the Chief Director focused on the following activities: 

� Job Evaluation of salary level 9 posts across the system 

THE FOLLOWING ARE KEY ACHIEVEMENTS FOR THE CHIEF DIRECTORATE HRM & D FOR THE PERIOD JANUARY – MARCH 2009 

� Evaluation of all Assistant Director posts 

� Installation of new Fire extinguishers in the workplace 

� Purchasing of Emergency Evacuation Chairs for the physically challenged employees 

� Appeals Committee is functional and was able to deal with a large number of appeals in short notice. 

� Two bulletins were issued. 

� Payment of capped leave to all FET Colleges Lecturers as per Collective Agreements 4 and 5 of 2008. 

� Finalization of HROPT Judge White and Browde cases. 

� Annual Health fare was held as part of promoting employee wellness program. 

� Provision of emergence evacuation chairs for people with physical disabilities. 

� Signing of PELRC Collective Agreement 1/2008 on conversion of temporary educators. 

� Issuing of bulletin for FET College lecturers. 

CHALLENGES 

• Office accommodation remains a serious challenge which negatively impacts on day to day operations of the Chief Directorate. 

• Non-declaration of 2009 post establishment affected the provisioning of human resources to schools during the first school term. 

• Insufficient budget both in respect of operational budget and human resource provisioning. 

266

CHIEF DIRECTORATE: HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT (Mrs. Z. B. Makina) 

STRATEGIC GOALS (4) Increased levels of service integration at the local level; (5) Performance Management Systems and processes for enhanced service delivery are 

enhanced; (7) Balanced funding and deployment of resources to maximize discretionary support to strategic priorities; (8) Social issues affecting schooling addressed. 

STRATEGIC OBJECTIVES:(4,3) The range and intensity of training and development programmes offered to high priority head office and district staff increased, and well 

articulated, comprehensive and accredited training programmes available (5,2) Effective performance management and accountability processes for all employees; (5,3) 

Incentives proved to make rural areas more attractive for educators and other public servants, e.g. access to housing, land tenure, schooling, etc; (5,5) Optimal 

provisioning and utilization of human resources; (7.1) Appropriate determination of post-baskets and ensuring that every staff member is optimally utilized; 7.2 Closely 

managed appointment of additional staff so that resources can be freed up for non-personnel expenditure intended to improve quality and service delivery meeting 

nationally set targets for personnel : non-personnel expenditure; (8.3) A safe and healthy environment and employee wellness in the workplace. 

Performance 

Measures 

PPM103(a): 

Recruitment: 

filling of all 

funded vacancies 

PPM102: 

Proportion 

educator and non 

educator staff 

relative to 

National 

PPM103(b): 

Achievement of 

EE targets 

women and 


Target 

To deal with the 

advertisement of 

organogram posts 

funded in 2008/2009 


To deal with the 


residual posts. 

Advertisement of 

School-based Educator 

posts in Bulletins 

Achieve adequate 

balance of human 


between educator and 

non educator 

Increase the number of 

black women in senior 

management positions 

as per national targets. 



428 300 123 128 202 0 20 0 1 346 -82 19.2% 

6 2 4 1 0 2 8 1 9 21 

Improved 

by 15 

4 1 3 1 1 1 1 1 1 6 2 50% 

- - 0 - -- 89.51:10 

.10 

89.51:10 

.49 

266% 

- - 

28% - - 0 - - 28% 36% 36% +8 28.6% 

267










Performance 

Measures 

disabled 

PPM103(c): % of 

posts with job 

profiles audited 

and aligned with 

the approved 

organisational 

structure 

Performance 

agreements 

signed and 

reviews 

conducted (SMS) 


Target 

Promote the 

appointment of people 

with disabilities in the 

Department. 

Facilitate development 

of job profiles for all 

posts in the approved 

organogram. 

Number of HRM&D elibraries 

developed 

Coordinate training per 

job category and per 

district 

Placement and 

permanent appointment 

in offices 

Rollout new PMDS 

policy 

Contracting by SMS 

members 



0.3% - - 0 - - 0.3% 0.2% 0.2% -0.1% 33% 

100% 12% 90% 35% 35 35% 56% 18% 0 181 81 81% 

1 1 0* - 1 - - -1 100% 

100% 20% 60% 60% 15% 5% 5% 5% 70 30 30% 

248 100 50 50 48 48 - 50 -198 100% 

1 1 1 - 1 - - - - 2 1 50% 

1 1 22* - 1 - - - - 23 22 2200 

268










Performance 

Measures 

PPM104(a): 


HR records 

NMIR (files vs 


Target 

Validating of contracts 

per job category at head 

office and at district 

level 

Reviews will be 

conducted at Head 

Office as well as in 

Districts. 

Training needs will be 

identified per WSP for 

SMS members 

Moderating of scores by 

Moderating Committees 

Analyzing results and 

facilitating the 


incentives when due. 



2 1 0.5 - 0 - - 1 1 1.5 -0.5 25 

4 1 0 1 1 1 1 1 1 3 1 25% 

1 1 1 1 1 1 1 1 1 4 3 75% 

1 - - 1 - - 1 - - - - 

1 - - 1 - 1 1 1 3 2 200% 

Auditing of files & 

PERSAL 30% 5% 5% 10% 10% 10% 10% 5% 5% 30% - - 

269










Performance 

Measures 

PERSAL) 

PPM104(b): 

Reconciliation of 

Persal suspense 

files 

PPM104(c): 

Monitoring the 

payment of 

employee 

benefits by 

means of 

monthly reports 

PPM105(a): 


workshops 

conducted on 

draft and signed 

collective 

agreements to 

enhance 

common 

interpretation and 



Target 

Produce monthly 

progress reports for 

Executive Management 



12. 3 3 3 3 3 3 3 3 12 - - 

Monthly reports to top 

management on 

benefits paid within the 

prescribed 30 days 12 3 3 3 3 3 3 3 9 -3 25 


collective agreements to 

support timely 

implementation thereof. 

100% 100% 100% 100% 100% 100% 0% 100% 0% 50% - 50% 

270










Performance 

Measures 

PPM105(b): 

Monitor 


grievances 

responded to 

within the 

specified 

timeframes. 

PPM105(c): 

Monitor 


provisions of 

settlement 

agreements, 

conciliation and 

arbitration 

awards through 

monthly reports. 

PPM(d): Monitor 


of sanctions, 

outcome of 

appeals 

implemented 

through monthly 


Target 

Designated employees 

to respond to 

grievances within the 

specified timeframe. 

Monitor timely impleme 

ntation of settlement 

agreements, conciliation 

and arbitration awards 

at all levels. 

Monitor timely 


sanctions, outcome of 

appeals and debt 

recovered by Districts 

as a result of 

disciplinary actions. 



60% 60% 60% 60% 50% 60% 83% 60% 80% 68% 8.3% 13.8% 

12 3 3 3 3 3 3 3 3 12 0 0 

15 3 3 3 - 3 3 6 3 9 -6 40% 

271










Performance 

Measures 

reports. 

PPM106(a): 

Integrated 

Employee 

Wellness 

strategy in place 


Target 


development of an 

Integrated Employee 

Wellness Strategy 

- Facilitate the 

establishment of a 

Provincial Integrated 

Employee Wellness 

Committee 

PPM106(c): 5% 

of employees 

access health 

and Wellness 

programmes 

PPM106(d): 


reports on health 

hazards 

Plan, develop and 

monitor the 


health and wellness 

promoting programmes 

including counseling, 

access to treatment, 

care and support. 


assessments to identify 

health hazards 



1 - 1 0 - - - - - -1 100% 

1 - 1 0 - - - 0 -1 100 

5% 5% 1.5%*** 5% 3% 5% 2% 5% 1% 7.5 2.5 50 

4 1 1 1 0 1 1 1 1 3 -1 25% 

272

*** The quarterly target is incorrectly reflected as 5% . The actual quarterly target is 1%. 



R215 080 R128 581.04 


1. 501 posts for Accounting clerks to Section 21 schools 

2. 1000 posts for Boarding, Public Ordinary and LSEN Schools 

3. The Directorate planned to place only one (1) advertisement of residual posts but managed to place nine (9). 

4. The Directorate surpassed the set timeframe of 30 days for the clearing of transactions by ensuring that the PERSAL Suspense File only reflects 

transactions that HR components in the entire Province are directly responsible for are not older than 14 days. 

5. Successful launch of the Wellness Programme at Grahamstown, Cradock, and Libode District. 

6. Co- Hosting of the World Aids day with ELRC And AIDS Directorate 

7. Establishment of grievance committees at Head Office and Districts 

8. Appeals Committee is functional and was able to deal with a large number of appeals in short notice 



Non declaration of post establishment Non availability of signatories concerned 


Shortage of staff Filling of vacant substantive posts is in process 


Development or revisiting of the “Recruitment”, “Study Leave, and “Sick Leave” 

policies could not be finalized due to staff involvement in recruitment activities. 


Lack of Human Resources to implement the Employee Wellness Programme. 

273 

Recommendation made to review the organogram so that two separate Subdirectorates 

are established for “Recruitment” and “Policy Formulation”. 

A Staffing Proposal for consideration during the current Organizational Structure 

review process has been submitted to Director HRP & P


All districts to establish a grievance committee and function effectively Assist and monitor the progress of the establishment of grievance committees in 

district through district visits. 


1. Creation of the appropriate posts for and of Staffing Employee Wellness Unit is a critical need. The Unit consists of only 3 employees and ONE loaned 

official at Head Office level only. In the District the programme depends on the mercies of the Assistant Director: HRD where these exist and these are 

not all the districts. Apart from that, at District level the programme depends on volunteers whose involvement is influenced by a number of issues other 

than commitment to the programme. 

2. Capacity building of Labour Relations employees. 

3. Relations with Labour unions. 

4. Employment Equity Targets 

5. Development or re-visiting of “Recruitment”, “Study Leave” and “Sick Leave” policies 

274

DIRECTORATE: HUMAN RESOURCE 

ADMINISTRATION 

275

PRIORITY / CHALLENGE: LEAVE MANAGEMENT AND FILLING OF POSTS 

STRATEGIC GOAL: IMPROVE SERVICE DELIVERY 

STRATEGIC OBJECTIVE : IMPROVE SERVICE DELIVERY 

Performance 

Measures 


training 



inspections 

conducted 


Districts assisted 


employee 

records 

complying with 

NMIR 


verified files 


monthly reports 

received from 

districts on 

attendance 

registers 

checked, leave 

information on 

Persal loaded, 

ensuring 


Target 

DIRECTORATE: HUMAN RESOURCE ADMINISTRATION (Mrs. M. Alberts) 



1. HR Records 

Management Training. 4 4 1 1 1 1 1 0 2 -2 

2. HR Records 

Management 

Inspections 

3. Preparation , 

Intervention and 

assistance to Districts 

being audited. 

Shortfall of 

50% 

24 6 6 6 6 6 6 0 12 12 50% 

6 0 0 0 3 3 3 3 6 0 0 

4. Ensure that all 

employee records 

comply with NMIR. 100% 25% 25% 25% 25% 25% 25% 25% 100% 0 0 

5. Verification of 

employee information 

between HR REMS , 

PERSAL and Employee 

files. 

Validate leave audit 

information received 

from districts 

Compile monthly report 

to top management 

Determine and provide 

possible training needs 

Provide support and 

oversee the activities of 

24 6 6 6 6 6 6 6 18 -6 25 

12 3 3 3 3 3 3 3 3 12 0 0 

12 3 3 3 3 3 0 3 3 9 -3 25 

12 3 3 3 3 3 3 3 3 12 0 0 

12 3 3 3 3 3 3 3 0 9 -3 25 

276




Performance 

Measures 

correlation of 


the individual 

leave files. 

Pensions: 


services 

terminated of: 

employees who 

applied for 

retirement; 

employees who 

attained 

compulsory 

retirement age. 

Resettlement 

Benefits: 


resettlement 

benefits paid 

within the 

prescribed 30 

days 


Target 

the leave project 

manager 

Receive and validate 

reports against Persal 

Monthly reporting to top 


conduct training in 

terms of retirement and 

death costs. 

Institute disciplinary 

action where and when 

required 

Arrange 

accommodation for 

qualifying employees, 

training on resettlement 

did take place on 03 & 

04 April 2008 and it is 

an on going process 

Receive and pay claims 

within the prescribed 

period on going process 


expenditure against the 

approved budget on 

going process. 


management on going 




12 3 3 3 3 3 3 3 3 12 0 0 

12 3 3 3 3 3 3 3 3 12 0 0 

100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 0 0 

100% 100% 100% 100% 100% 100% 100% 100% 100% 0 0 

100% 100% 100% 100% 100% 100% 100% 100% 100% 0 0 

100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 0 0 

12 3 3 3 3 3 3 3 3 12 0 0 

277




Performance 

Measures 

IOD’s: 


IOD’s reported to 

WCC and 

accounts of 

medical 

practitioners paid 

within the 

prescribed 

period. 

Medical Aid: 

Number of Cases 

implemented that 

were not effected 

programmatically 

by the respective 

medical aid funds 

Leave 

Management: 


Attendance 

registers 

checked, leave 


Persal loaded, 

ensuring 

correlation of 

process 


Target 

Percentage of reported 

cases registered with 

the WCC on going 

process 

Percentage of accounts 

of medical practitioners 

paid within the 

prescribed period 


expenditure against the 

approved budget 


management 

Number of reported 

cases implemented on 

Persal 

Validate leave audit 

information received 

from directorates 

Compile monthly report 

to top management 

Determine and provide 

possible training needs 




100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 0 0 

100% 100% 50% 100% 60% 100% 60% 100% 70% 60% -40% 40% 

100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 0 0 

12 3 3 3 3 3 3 3 3 12 0 0 

100% 100% 99% 100% 100% 100% 100% 100% 100% 100% 0 0 

100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 0 0 

100% 100% 100% 100% 33.33% 100% 0% 100% 100% 33% -67% 67 

100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 0 0 

Provide support and 100% 100% 100% 100% 100% 100% 100% 100% 100% 0 0 

278




Performance 

Measures 


the individual 

leave files. 

Housing: 

Loading of 

Housing 

allowances and 

State guarantee 

Adjustment of 

bond repayments 


exception reports 

available and 

discrepancies 

addressed 

Transactions 

cleared within 

specified timeframes. 


Target 

oversee the activities of 

the leave project 

manager 

All eligible employees in 

receipt of Housing 

allowance and State 

guarantees. 

Draw monthly reports 

on all appointments 

made. 

Receive approvals 

granted for “additional” 

appointments and 

compare with actual 

appointments made 

Produce discrepancy 

report 

1. Draw and download 

PERSAL suspense 

files. 

2. Manipulate and 

distribute downloaded 

suspense files with 

instruction to clear to 

the Director 

12 



Planned Actual Planned Actual 

100% 

Planned Actual Planed Actual Output Units % 

100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 0 0 

12 3 0 3 0 3 2 3 0 2 -10 83 

12 3 0 3 3 3 0 3 0 0 -12 100 

12 3 0 3 0 3 2 3 3 5 -7 58 

12 3 0 3 3 3 3 3 3 9 -3 25 

3 0 3 3 3 3 3 3 9 -3 25 

279




Performance 

Measures 

PM106 Number 

and level of 

functions 

delegated to 

districts. 

PPM Average 

salary and 

benefits of rural 

staff relative to 

urban staff. 

PPM Number of 

newly funded 

posts filled 


Target 

3. Send reminders to 

workstations. 

4. Produce weekly 

progress reports for 

Senior Management 

and monthly progress 

reports for Executive 

Management. 

12 




3 0 3 3 3 3 3 3 9 -3 25 

12 3 3 3 3 3 3 3 3 12 0 0 

Revisit “Delegations” for 

both EE Act and PS 

Act. 1 1 1 0 0 0 N/A 0 0 1 0 0 

Implement payments to 

qualifying employees. 

1. Management plans in 

respect of the filling of 

funded organogram 

posts in place. 

2. To deal with the 


organogram posts 

funded in 2008/2009 


3. Expenditure control 

of the allocated budget. 

100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 0 0 

1 1 1 0 1 0 N/A 0 0 0 0 0 

0 1 1 1 100 

12 3 3 3 3 3 3 3 3 12 0 0 

4. Reports on filling of 12 3 3 3 3 3 3 3 3 12 0 0 

280




Performance 

Measures 


residual posts 

filled. 


Bulletins Issued 


Target 

vacancies. 

� Top Management 

� EXCO 

� OTP 

5. Management plans in 

respect of the filling of 

residual posts in place. 

6. To deal with the 


residual posts. 

7. Expenditure control 

of the allocated budget. 12 3 

8. Reports on filling of 

vacancies. 


� EXCO 

� OTP 

9. Collection of data 

from districts. 

10. Capturing of data 

into Bulletin format. 




1 1 1 0 0 0 N/A 0 0 1 0 0 

6 2 2 1 3 2 8 1 9 22 16 266 

3 

3 3 3 3 3 3 12 0 0 

12 3 3 3 3 3 3 3 3 12 0 0 

100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 0 0 

100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 0 0 

11. Approval of Bulletin. 4 1 1 1 1 1 5 1 2 9 5 125 

12. Printing of Bulletin. 4 1 1 1 1 1 5 1 2 9 5 125 

13. Distribution of 

Bulletin. 

100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 0 0 

281




Performance 

Measures 

To establish 

strong human 

resource 

management 

systems at head 

office and in 

Districts. 


Target 

14. Management Plan 

for filling of Bulletin 

posts. 

15. Report on filling of 

Bulletin posts. 


� EXCO 

� OTP 

Revisit the recruitment 

policy with specific 

reference to equity 

issues and retention 

and succession plans. 

Develop a “Study leave” 

Policy 

Develop a “Sick Leave” 

Policy with specific 

reference to HIV/AIDS 

and its prevalence 

amongst 

educators/Public 

Service Act staff 

2. Manage workflow 

processes for 

HR Administration 

matters: 

Designed and revitalise 

workflow processes in 

respect of new policies 

and procedures 




4 1 1 1 1 1 1 1 2 5 1 25 

12 3 3 3 3 3 1 3 3 10 -2 16 

1 1 0 0 -1 100 

1 1 0 N/A 0 -1 100 

1 1 0 N/A 0 -1 100 

2 

2 

282 

0 

N/A 

0 

- 2 

100




Performance 

Measures 


Target 

3. Design pro-forma 

documents. 

4. Co-ordinate HR 

administration practices 

in District Offices 




60 15 5 15 3 15 0 15 2 10 

23 6 0 6 5 6 6 5 5 16 -7 30 

283 

-50 

83%



R4,500,000.00 

R3,434,083.87 


1. The Directorate planned to place only one (1) advertisement of residual posts but managed to place nine (9). 

2. Only one Bulletin was planned for the quarter but two were issued. 

3. The Directorate surpassed the set timeframe of 30 days for the clearing of transactions by ensuring that the Persal Suspense File only reflects transactions 

that HR components in the entire Province are directly responsible for are not older than 14 days. 

4. The approach by comparing the clearing of transactions by HR Components to that of Salary Components significantly improved the clearing of transactions 

by the latter thereby markedly improving the overall performance of the Department in this particular field and reducing cost generated by the unnecessary 

excessive amount of transactions on the Persal Suspense File. 



Development or revisiting of the “Recruitment”, “Study Leave, and “Sick Leave” 

policies could not be finalized due to staff involvement in recruitment activities. 


The HRA Directorate lacks sufficient staff to comprehensively exercise monitoring 

and control over Leave Management throughout the Province 

284 

Recommendation made to review the organogram so that two separate Subdirectorates 

be established for “Recruitment” and “Policy Formulation”. 

Recommendations were made for the extension of the contract of the Leave Project 

Management and the contract appointment of Cluster Leave Co-ordinators and 

further additional staff to ensure comprehensive leave management that includes the 

auditing of Attendance Registers and leave document management.


The targets not met in respect of exception reports on appointments is a direct result 

of inexperienced staff and the continuous engagement of key staff members in 

special projects in addition to the overlapping of functions between the Directorates 

HRA and HRP & P. 


1. Development or re-visiting of “Recruitment”, “Study Leave” and “Sick Leave” policies 

285 

The structuring of functions in this respect should be revisited.

286

LABOUR RELATIONS 

287

DIRECTORATE: LABOUR RELATIONS (Mr. R. Pretorius) 

PRIORITY / CHALLENGE: Facilitate sound labour relations and labour peace in the workplace. 

STRATEGIC GOAL: Performance Management and Development and Systems and Processes for Enhanced Service Delivery 

STRATEGIC OBJECTIVE: Effective Performance Management and accountability processes for all employees. 

Performance 

Measures Activities 



departmental 

Labour Related 

Matters. 


workshops on 

draft and/or 

signed collective 

agreement 

conducted to 

enhance 

common 

interpretation and 



annual Labour 

Relations 

seminars held. 


reports 

submitted. 

1. Conduct workshops 

on amendments to 

labour law legislation to 

ensure compliance. 

2. Conduct workshops 

on collective 

agreements to support 

timely implementation 

thereof. 

3. Conduct annual 

Labour Relations 

seminar on Labour Law. 

1. Compile monthly 

reports on grievances. 

2. Compile bi-annual 

reports on grievances. 


reports on disputes. 


reports on discipline. 

Annual 

Target 

100% 

100% 

1 


Deviation 

Annual 

Planne 

Actual Planned Actual Planned Actual Planed Actual Output Units % 

d 

100% 

100% 

0% 

100% 

0 

100% 

100% 

0% 

100% 

0 

100% 

100% 

1 

0% 

12 3 3 3 3 3 3 3 3 12 0 0 

2 1 1 0 3 1 0 0 1 4 2 100 

12 3 3 3 3 3 3 3 3 12 0 0 

12 3 3 3 3 3 3 3 3 12 0 0 

5. Compile annual 3 0 0 0 0 0 0 3 3 3 0 0 

288 

0% 

0 

100% 

100% 

0% 

0% 

0 

0 

50% 

0 

-100 

50 

-1 

100 

50 

100





Performance 


Percentages of 

grievances 

responded to in 

specified 

timeframes. 


Quarterly 

Provincial 

meetings 

regarding 

grievances, 

disputes and 

discipline held. 



reports on discipline. 

6. Designated 

employees to respond 

to grievances within the 

specified timeframe. 

7. Quarterly Provincial 

meetings regarding 

discipline, disputes and 

grievances held. 

8. Workshops regarding 

grievances and disputes 

for PS employees held. 

9. Workshops regarding 

grievances and disputes 

for Educators held. 

10. Workshops 

regarding discipline for 

PS Employees held. 

11. Workshops 


SMS members held. 

12. Workshops 


Educators held. 

Annual 

Target 


Deviation 

Annual 

Planne 


d 

100% 100% 60% 100% 50% 100% 83% 100% 80% 68,75 31,25 31,25 

4 1 0 1 0% 1 0 1 0 0 -4 100 

2 0 0 1 0 0 0 1 1 1 -1 50 

2 1 1 0 5 1 0 0 0 6 4 200 

1 1 0 0 5 0 0 0 1 6 5 500 

1 0 0 1 0 0 0 0 0 0 -1 100 

1 0 1 0 5 0 0 1 0 6 5 500 

289





Performance 



disputes 

dismissed in 

favour of the 

Department. 

Monitor 


provisions of 

settlement 

agreements, 


arbitration 

awards through 

monthly reports. 


Labour Law 

Seminars 

attended. 

Monitor 


of sanctions, 

outcome of 

appeals 

implemented 

through monthly 

reports. 



news letters 

developed. 

13. Percentage of 

disputes dismissed. 

Annual 

Target 


Deviation 

Annual 

Planne 


d 

40% 40% 100% 40% 100% 40% 100% 40% 100% 100 6 60 

14. Monitor timely 


settlement agreements, 


arbitration awards. 12 3 3 3 3 3 3 3 3 12 0 0 

15. Attend Labour Law 

Seminars as part of 

capacity building. 

16. Monitor timely 


sanctions, outcome of 

appeals and debt 

recovered by Districts 

as a result of 

disciplinary actions. 

17. Develop quarterly 

news letter as part of 

advocacy campaign. 

2 0 1 1 1 1 0 0 0 1 -1 50 

12 3 3 3 3 3 3 3 3 12 0 0 

4 1 1 1 0 1 0 1 0 1 -3 75 

290





Performance 



bargaining 

council meetings 

attended. 


bargaining 

proposals 

developed. 


PELRC employer 

caucus meetings 

held. 


reports on 

bargaining 

councils 

meetings 

submitted. 

1. Attend ELRC 

meetings. 

2. Attend PELRC 

meetings. 

3. Attend CCPECP 

meetings. 

4. Attend GPSSBC 

meetings. 

5. Attend PELRC subcommittee 

meetings. 

6. Develop bargaining 

proposals for 

departmental mandating 

committee. 

7. Prepare and convene 

PELRC employer 

caucus meetings. 

8. Compile reports on 

ELRC meetings 

attended. 


PELRC meetings 

attended. 


CCPECP meetings 

attended. 

Annual 

Target 


Deviation 

Annual 

Planne 


d 

12 3 0 3 3 3 1 3 0 4 -8 66,7 

12 3 1 3 3 3 3 3 1 8 -4 33,3 

4 1 0 1 1 1 0 1 0 1 -3 75 

4 1 1 1 0 1 0 1 0 1 -3 75 

32 8 2 8 10 8 19 8 3 34 2 6,3 

4 1 1 1 3 1 1 1 0 5 1 25 

12 3 1 3 3 3 2 3 1 7 -5 41,2 

12 3 0 3 3 3 1 3 0 4 -8 66,7 

12 3 1 3 3 3 3 3 1 8 -4 33,3 

4 1 0 1 0 1 0 1 0 0 -4 100 

291





Performance 



meetings on 

matters of mutual 

interest held. 


Cluster Chief 

Directorate 

meetings 

attended. 


submissions 

prepared and 

submitted for the 

appointment of 

FTSS. 


GPSSBC meetings 

attended. 

12. Convene bilateral 

meetings with social 

partners regarding 

matters of mutual 

interest. 

13. Convene meetings 

with District 

management on 

employee relations. 

14. Convene meetings 

with other Directorates 

regarding matters of 

mutual interest. 

15. Attend meetings of 

Cluster Chief Directors 

to support districts on 

matter of mutual 

interest. 

16. Coordinate the 

annual appointment of 

FTSS both educators 

and non-educators. 

Annual 

Target 


Deviation 

Annual 

Planne 


d 

4 1 1 1 0 1 0 1 0 1 -3 75 

7 2 2 2 2 1 3 2 6 13 6 85,7 

73 11 5 27 0 27 0 8 5 10 -63 86,3 

4 1 6 1 1 1 2 1 0 9 5 125 

12 3 0 3 0 3 1 3 0 1 -11 91,7 

1 0 0 0 0 1 1 0 0 1 0 0 

292



187,495 135,959 


1. Establishment of grievance committees at Head Office and Districts. 

2. RBO District visits to Cluster C took place. 

3. Reliable database in place, also used by the Office of the Premier. 

4. Appeals Committee is functional and was able to deal with a large number of appeals in short notice. 

5. 100% Success rate on cases of disputes. 

6. Establishment of displacement committees in district offices. 



All districts to establish a grievance committee and function effectively. Assist and monitor the progress of the establishment of grievance committees in 

district through district visits. 


Abscondments In correlation with HRA identify the absconded employees through district visits and 

follow up visits. 

293


Absenteeism Workshops and training of EDO’s and principals is an ongoing process and 5 districts 

have been trained in dealing with absenteeism. 


Labour Relations vacancies in districts The posts of SES and DCES in districts to be advertised and filled. 


1. Office Accommodation 

2. Filling of vacant posts 

3. Capacity building of Labour Relations employees 

4. Relations with Labour unions. 

294

DIRECTORATE: HUMAN RESOURCE 

DEVELOPMENT 

295

DIRECTORATE: HUMAN RESOURCE DEVELOPMENT (Mrs. Z. Loni) 

PRIORITY / CHALLENGE: Management and coordination of employee learning and development for maximum performance 

STRATEGIC GOAL 5: Performance Management and Development Systems and processes for enhanced service delivery 


Performance 

Measures 

Integrated HRD 

plan in place 

Performance 

agreements 

signed and 

reviews 


Activities 

Annual 

Target 



Develop an IHRDP 1 1 - - - - - - 0 1 100 

Develop a WSP 1 1 1 - - - - - 1 1 100 

Coordinate training per 

job category and per 

district 

Process payment to 

HEIs 

Facilitate placement of 

unemployed graduates 

in Directorates and 

District Offices 

Facilitate payment of 

stipends for the 

unemployed graduates 

Facilitate the payment 

of HEIs 

100% 20% 40% 60% 40% 15% 5% 5% 1% 86% 14% 14% 

417 417 1021 - 951 - - - - 1972 1555 472 

172 172 

203 

172 172 172 172 133 125 47 27% 

172 172 203 172 172 172 172 133 125 47 27% 

900 900 1021 - 900 - - - - 2272 351 39% 

Process funding to HEIs 1897 1897 - - - - - 0 -1897 100 


policy 


members 


at head office and at 

district level 

1 1 - 1 - - - 1 0 0 

1 1 - 1 - - - 1 0 0 

2 1 - 0 - 1 1 0 0 0 100 

296






Districts. 



SMS members 







4 1 1 1 1 1 1 1 4 0 0 

1 1 1 1 1 1 0 0 100 

1 - - 1 - 1 0 0 100 

1 - - 1 - 1 1 - 1 0 0 

PRIORITY / CHALLENGE: Coordination and monitoring of the implementation of a Management tool in getting workforce to achieve results and goals expected. 

Coordination and monitoring of the implementation of a Management tool in getting workforce to achieve results and goals expected. 

STRATEGIC GOAL 5: Performance Management and Development Systems and processes for enhanced service delivery 


Performance 

agreements 

signed and 

reviews 



policy 


members 


at head office and at 

district level 




Districts. 



SMS members 



1 1 - 1 - - 1 0 0 

1 1 - 1 - - 1 0 0 

2 1 - 0 - 1 0 -2 100 

4 1 1 1 1 1 1 2 -2 50 

1 1 1 1 1 0 -1 100 

1 - - 1 - 1 0 -1 100 

297







1 - - 1 - 1 1 2 1 100 

PRIORITY / CHALLENGE: Promoting wellness and creating a conducive working environment in the Department of Education through an effective Integrated Employee 

Wellness Strategy. 

STRATEGIC GOAL 8: Social issues affecting schooling , learners and employees addressed 

STRATEGIC OBJECTIVE 8.3: A safe and healthy environment and employee wellness in the workplace 

Integrated 

Employee 

Wellness 

Strategy in place 

A Provincial 

Integrated 

Employee 

Wellness 

Committee in 


development of an 

Integrated Employee 

Wellness Strategy 

Enlist Consultancy 

Services to develop a 

draft IEW Plan from the 

recommendations of the 

IEWP workshop 

Convene 4 stakeholder 

sessions – one in each 

cluster and one for 

Head Office to gather 

input to, and endorse 

the Draft Plan 

Consolidate stakeholder 

input into a final IEW 

Plan and present to Top 

Management for 

approval 

Print and distribute 

copies of the IEWP 


establishment of a 

Provincial Integrated 


Committee 

1 - - 1 0 - - 0 -1 100 

- 1 - - - - - 0 -1 100 

- 1 - - - - - 0 -1 100 

- 1 - - - - - 0 -1 100 

- - - 1 - - 0 -1 100 

1 - - 1 0 - - 0 -1 100 

298



Place Convene a meeting of 

All IEWP coordinators 

to identify stakeholders 

for participation in the 

IEW committee and to 

draft generic terms of 

reference for IEW 

committees 

Convene a Provincial 

IEW meeting to 

establish and induct a 

Provincial IEW 

Committee 

- 1 1 - - - - 1 0 0 

- - - 1 - - - 0 -1 100 

PRIORITY / CHALLENGE: Promoting wellness and creating a conducive working environment in the Department of Education through an effective Integrated Employee 

Wellness Strategy. 

STRATEGIC GOAL 8: Social issues affecting schooling , learners and employees addressed 

STRATEGIC OBJECTIVE 8.3: A safe and healthy environment and employee wellness in the workplace 


employees 

access health 

and Wellness 

Programmes 

Plan, develop and 

monitor the 


Preventative and 

Promotive Health Care 

Programmes aimed at 

all communicable and 

chronic diseases, 

including HIV & AIDS. 


implementation and 

monitoring of an 

Executive Wellbeing 

Programme 


implementation and 

monitoring of Health, 

Insight and 

Consciousness Training 

5% 5% 1.5% 5% 3% 5% 5% 4.5% -.5% 10 

78 87 26 113 35 44.8 

80 20 210 20 0 40 367 40 577 497 621 

299



All ITC activities put on 

hold. This one was 

replaced with the 

Personal Financial 

Management Training 

Workshops targeting all 

employees particularly 

those at risk, including 

educators. 

Facilitate a debriefing 

session for all current 

ICT graduates 


hold. 

Facilitate The Turning 

Point for a number of 

Employees 


hold 

Facilitate Joy Spring 

for a number of Turning 

Point Graduates 


hold. 

Facilitate The Mile for a 

number of Joy Spring 

Graduates 


hold. 

Plan and monitor the 


specific health and 

wellness enhancing 

activities as informed by 

the Employee Wellness 

Survey , Disease 

Profiling, PILLIR, and 

40 - 

20 - 20 

20 0 20 

11 7 6 3 3 2 10 -1 90.9 

300 

40




reports on health 

hazards 


employees 

participate in 

capacity building 

programmes to 

enhance 


of the IEWP 

KAPB Study reports 

Plan and monitor the 

implementation of a 

Wellness Management 

Programme to facilitate 

Fulfillment of employee 

spiritual, emotional, 

social, physiological, 

intellectual, 

occupational safety and 

security needs 


Occupational Health 

Risks Assessment to 

identify Health hazards 

1 - 1 1 1 0 0 

4 1 1 1 0 1 1 1 2 -2 50 

Refill First Aid Boxes 1 - 1 1 0 0 

Facilitate Training of 

the Provincial Health 

and Wellness 

Committees 

Facilitate the training of 

300 supervisors on 

Constructive 

Confrontation 

Facilitate mop up 

training for 10 


Coordinators on IEW 

Programming 

Facilitate Master 

Training of 36 


Coordinators in 

Mainstreaming HIV & 

AIDS in the Workplace 

1 1 1 1 0 0 

4 2 2 0 0 -4 100 

1 1 - 0 -1 100 

1 2 0 0 -1 100 

Facilitate SMS training 2 1 0 1 0 -2 100 

301



on Diversity 

Management 

Facilitate the training of 

Safety and Health 

Officers 

4 2 0 2 0 0 -4 100 

302

BUDGET AND EXPENDITURE (Employee Wellness) 


R8m R 7 709 093 


1. Successful launch of the Wellness Programme at Grahamstown, Cradock, and Libode Districts 

2. Co-hosting of the World Aids Day with ELRC & HIV and AIDS Directorate 

3. Successful hosting of the Head Office Annual Health Fare 

4. Installation of new Fire extinguishers in the worksite 

5. Purchasing of Emergency Evacuation Chairs for the physically challenged employees 



Poor Programme Communication to the intended beneficiaries at all levels results in 

available services not being effectively utilized. 


Lack of Human Resources to implement the Employee Wellness Programme. 


Delays in paying out the Gym subsidy due the non existence of a PERSAL code to 

do so. A sum of R 339.300.00 is awaiting to be paid to applications received so far, 

and this is affecting our spending pattern. 


A partnership has been established with the Communications Directorate to 

strengthen internal and external programme communication. 

A Staffing Proposal for consideration during the current Organisational Structure 

review process has been submitted to Director HRP & P 

Negotiations among Employee Wellness, HRA and HRP & P resulted in converting 

to BAS payments, 

Delays in the planned trainings due to financial constraints in the Skills Budget Talks on this issue will be started with Skills in preparation for the coming financial 

year 

303


1. Creation of the appropriate posts for and of Staffing Employee Wellness Unit is a critical need. The Unit consists of only 3 employees and ONE loaned 

official at Head Office level only. In the District the programme depends on the mercies of the Assistant Director: HRD where these exist and these are not 

all the districts. Apart from that, at District level the programme depends on volunteers whose involvement is influenced by a number of issues other than 

commitment to the programme. 

2. The Department is a sitting duck in the absence of fire fighting equipment as revealed by the Health Hazards Assessment. Employee Wellness does not 

have the budget to address the identified potential health hazards 

BUDGET AND EXPENDITURE (PMDS) 


NIL NIL 

Achievements (List at least 5) (PMDS) 

1. Roll-out of new Provincial PMDS policy to all DD, CES, ASD, DCES and SES at Head Office 

2. Trained all Head Office DD, CES, ASD, DCES and SES on moderation 

3. OPS Plan in place 

4. Appointment of 5 permanent staff members for PMDS 

5. Got approval for the Moderation Committee for levels 12 and below 

Challenges and Responses (Not more than 5) (PMDS) 


Non compliance of SMS members 

SG to intervene 


Lack of commitment by Supervisors 

Strengthen advocacy &conduct workshops for all Supervisors 


Non adherence to time frames as per PMDS policy Constant reminders and disciplinary action to be taken against defaulters 

304


Non existence of PMDS structures in Districts 

Challenge 5: 

Resuscitation of PMDS structures 


No fulltime PMDS coordinators at district level Appointment of PMDS coordinators at District level 

Issues requiring on going attention (list not more than 5) (PMDS) 

1. Non-payment of SMS. 

2. Time frames 

3. Commitment of Supervisors 

BUDGET AND EXPENDITURE (Skills Development) 


Achievements (List at least 5) (Skills Development) 

305

Challenges and Responses (Not more than 5) (Skills Development) 





Challenge 5 

Issues requiring on going attention (list not more than 5) (Skills Development) 

306 

Response to Challenge 5

DIRECTORATE: HUMAN RESOURCE PLANNING 

307

Performance 

Measures 


Target 

DIRECTORATE: HUMAN RESOURCE PLANNING (Mrs. W. P. Sokutu) 



STRATEGIC GOAL: Performance management systems and processes for enhanced service delivery are enhanced 

STRATEGIC OBJECTIVE : Strategic management of the Department that promotes the transformation agenda 

Number of HRM 

Forums held 



on conducted 

investigations on 

the alignment of 

the structure to 

the strategic plan 



% of ad hoc 

queries attended 

to on the 

structure 


approved 

organizational 

structure loaded 

on PERSAL 



on validation of 

the structure 



on efficiency 

assessments 

Number of time 

studies 

conducted on 

1. Co-ordinate HRM 

forum 

2(a). Conduct 


alignment of 

organizational structure 

2(b). Conduct 


alignment of 


6 1 1 2 2 2 

0 

Note 1 

1 1 4 4 44% 

1 - 1 1 - 1 0 0 

100 100 100 100 100 100 100 100 100 100% 0 0 

3. Loading of 


on PERSAL 1 - - 1 0 0 0 100% 

4. Validation of 


5(a). Conduct 

organizational efficiency 

assessments 

5(b). Conduct 

organizational efficiency 

assessments 

2 1 1 1 0 1 1 50% 

3 1 2 1 1 1 2 5 2 66 

10 6 0 2 

308 

0 

Note 2 

2 2 2 2 80%

Performance 

Measures 

Finance and 

SCM functions 

% of posts with 

job profiles 

audited and 

aligned to the 

approved 

organizational 

structure 

% of job 

descriptions 

captured on 

PERSAL 

% of newly 

defined jobs 

evaluated 

PPM: 


black women in 

senior 

management 

positions 


Employment 

Equity 




on Human 

Resource 

Policies 


Employment 

Equity Policies 

reviewed 


Target 

6. Facilitate 

development of job 

descriptions 

7. Loading job 

descriptions on 

PERSAL 




100 12 12 35 98 35 56 18 - 166 66 66 

100 - 25 25 45 56 30 19 100 0 0 

8. Conduct job 

evaluation 100 10% 100% 30% 17.3 40% 

Appoint women in 

senior positions 

Conduct advocacy on 

the EE Act 

17.3 

Note 3 

20% 20% 74.6% -74.6 25.4% 

22.86% - 25.35% 22.86% 0 25.35% 2.49% 10.8 

4 1 1 2 5 1 1 - - 7 3 75 

Training of line function 

managers on HRP 

policies 3 - 1 2 1 Note 1 1 0 2 -1 33 

Review EE policy 

1 - - - 1 0 - - 0 0 100% 

309

Performance 

Measures 



on the 


of Employment 

Equity plan 


Employment 

Equity 

Consultative 

forum meetings 

held 


Employment 

Equity Indabas 

held 

Data base of 

people with 

disabilities 


reports on 

transfers 

processed 


reports on 

transfers 

processed 

Number of HR 

Planning 

Committee 

meetings held 

PPM: % of exit 

interviews 

conducted 


Target 

Monitor and monitor 

implementation of E E 

plan 

Monitor implementation 

of E E plan 


of E E plan 




5 1 1 1 1 2 2 1 1 5 0 0 

4 1 1 1 1 1 1 1 1 4 0 0 

1 - 1 0 - - - - 0 -1 100% 

Conduct work force EE 

profile 1 1 1 - - 1 0 0 

Facilitate transfer of 

employees internally 

and externally 

Facilitate transfer of 

employees internally 

and externally 


of HR Plan 

Facilitate and monitor 

conducting of exit 

interviews 

3 1 1 1 1 1 1 3 0 0 

3 1 1 1 1 1 1 3 0 0 

4 1 1 1 1 1 2 1 0 4 0 0 

100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 0 0 

310

Performance 

Measures 


reports on exit 

interviews 

conducted 


establishment 

declared 

% of schools 

graded 



on transfer of 

educators due to 

operational 

requirements 


allocated to 

schools 

Proportion 

educator and 

non-educator 

staff relative to 

national 85:15 

target 


Target 

Conduct exit interviews 

Co-ordinate the 

planning and 

provisioning of HR 

according to post 

provisioning norms 

Facilitate grading of 

schools according to 

Nation al Norms 

Monitor the process of 

transfer of educators 

due to operational 

requirements 

Distribution of ad hoc 

posts to schools per 

need 

Achieve adequate 

balance of human 


between educator and 

non educator 




100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 0 0 

0 

Note 1 

0 

Note 1 

2 1 1 - 0 1 

- 

- 

0 

Note 4 

- - 1 -1 50% 

100 100 100 0 - - 100% 0 - 

Educator 86.97% - - 0 0 86.97% - 0 -86.97@ 100% 

Non-educator 10% - - 0 0 10% - 0 -10% 100% 

STRATEGIC GOAL: Balanced funding and redeployment of resources to maximize discretionary support to strategic priorities 

STRATEGIC OBJECTIVE : Appropriate determination of post –baskets and ensuring that every staff member is optimally utilized 

% of PERSAL 

queries resolved 

Management of 

PERSAL desk 

0 

100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 0 0 

311

Performance 

Measures 


PERSAL user’s 

forum meetings 

held 


workstation 

visited 


PERSAL user’s 

data bases 

updated 


districts/ 

workstations with 

effective 

PERSAL 

structures 

% of school post 

establishments 

correctly loaded 

on PERSAL 

% of school 


correctly aligned 

to post 



Target 

Coordinate Persal 

user’s forum meetings 

Monitor the smooth 

running of Persal in 

Districts and Head 

Office 

Monitor the 

establishment of 

effective PERSAL user 

structures 

Establish and maintain 

Persal user’s database 

Loading of school post 

establishment on 

PERSAL 

Monitor alignment of 

post establishment with 

staff establishment on 

PERSAL 

PRIORITY / CHALLENGE: Management of hr information systems 




4 1 1 1 

0 

Note 3 

1 

0 

Note 1 

1 - 1 -3 75 

24 10 20 4 6 4 - 26 2 8.3 

24 - - 12 23 12 - 23 -1 4.16 

24 - 16 16 - 24 8 8 48 24 100 

100 % 100% 100% - - - - - 100% 0 0 

100% 100% 100% - - 100% - - 100% 0 0 

STRATEGIC GOAL: 5 Performance management and development systems and processes for enhanced service delivery. 

STRATEGIC OBJECTIVE: Strategic role of the department enhanced by making management and administration systems work effectively. 

Number of HR 

databases 

1. Development of HR 

databases. 

24 24 144 76 113 303 279 1162 

312

Performance 

Measures 

developed 


Comprehensive 

HR management 

/ oversight 

reports 

submitted. 


Establishment 



HRP&PS policies 

revised 


HRM&D elibraries 

developed 

Number of Policy 



Target 

2. Provide HR 

information for 

management reports. 

3. Provide monthly 

reports on 

establishment 

4. Development and 

revision of HRP related 

policies and monitor 

implementation thereof. 

5. Development of 

HRM&D web based elibraries 

6. Training of line 

function managers on 

HRP and PS policies 




4 1 1 1 2 1 1 1 - 4 0 0 

12 3 3 3 126 3 28 3 35 192 180 1500 

7 2 2 3 3 2 1 - 6 -1 14.2 

3 1 2 1 

313 

1 

0 

Note 2 

0 

Note 1 

- 0 -1 100 

1 0 2 -1 33



R130 058.00 R212 990.26 


1. 501 posts for Accounting clerks to Section 21 schools 

2. 1000 posts for Boarding, Public Ordinary and LSEN Schools (It was the first time for Department to provide human resource posts to the schools) 



Shortage of staff Filling of vacant substantive posts is in process 


Accommodation N/A 


Overlapping functions between HRA & P Matter is receiving attention (meeting is being arranged) 


Non declaration of post establishment Non availability of signatories concerned 


Tremendous workload of the HRIS Sub-Directorate Due to the tremendous workload placed on the HRIS Sub-directorate and coupled 

with the fact that the unit is crossly understaffed especially with the required skills to 

perform activities within the Sub-Directorate for the 2008/2009 Annual Performance 

Plan could not be achieved. These activities will be re-scheduled for the 1 st quarter 

on 2009/2010. 

314


1. Refer to Challenge 5: HRM E-Library rescheduled for 1 st Quarter 2009/2010 

2. Post Provisioning 2009 

3. Employment Equity Targets 

315

316

CHIEF DIRECTORATE: SUPPLY CHAIN 

MANAGEMENT 

317


Supply Chain Management is responsible for ensuring that goods and services for the Department are procured in a fair, transparent and cost effective manner. 

The SCM Chief Directorate is faced with a challenge of, amongst other priorities, reducing the telephone costs. Introduction of PIN Codes and cutting off 

telephone lines after hours and during weekends will ensure that these costs are reduced. Contract Management remains an issue that needs attention, this unit 

needs to be established as a matter of urgency. Filling of vacant posts should be prioritized. Chief Directors have been appointed as Bid Committee Members to 

address the concern around tender processes which had delays in the past resulting in budgets not being spent in time while services are also affected. 

318

CHIEF DIRECTORATE: SUPPLY CHAIN MANAGEMENT (Mr. Vika – acting) 

STRATEGIC GOAL: To provide fair, competitive and cost effective Supply Chain Management and Asset Management support services to enhance quality education 

services 

STRATEGIC OBJECTIVE : To create reliable and conducive environment through effective asset management, auxiliary and procurement services 

Performance 

Measures 

Number of newly 

purchased stock 

items recorded 

Consolidated and 

updated asset 

register in 

maintained 


redundant and 

unserviceable 

assets including 

IT equipment are 

disposed off and 

donations 

received 

Increased 


officials 


Target 

To ensure that all newly 

acquired assets are 

accounted for 

Stocktaking of all 

moveable at schools, 

districts and Head 

Office is performed at 

regular intervals 

Facilitate the provision 

of a reliable asset 

management system for 

the organization. 

Maintain an updated 

disposal and donations 

registers 

Increase capacity and 

skills of officials on 

asset management 

functioning 

To improve the effective 

and efficient utilization 

of GG vehicles and 



100% 10% 50 15 25 78% 25 20 49.5 -50.5 50.5 

100% 1 5% 1 5 25 18% 15% 10.75 -89.25 89.25 

5 

Districts 

All 

levels 

1 5 1 0.5 1 3.5 -1.5 30 

1 20 1 3 

15 5 3 5 3 3 2 11 -4 26.6 

100% 100% 60% 100% 70% 100% 10% 80% 55% -45% 45 

319



services 


Performance 

Measures 


the MMS and 

Subsidized motor 

vehicles scheme 

Reduction in the 


accidents/inciden 

ts reports 

Increased 




the MMS and 

Subsidized motor 




accidents/inciden 

ts reports 

Number of fully 

functional 

registries in the 

Districts and 


Target 

adhoc vehicles 

To improve the effective 

and efficient utilization 

of GG vehicles and 

adhoc vehicles 


number of adhoc 

vehicles and traffic fines 

Ensure that all GG and 

ad-hoc vehicles at Head 

Office are kept in a safe 

and secured parking 

area 

Roll out the 


advocacy campaigns 

across the province on 



50 50 0 20 70% 

10% 5% 5% 5% 5% 5% 10% 0 0 

100% 100% 100% 100% 0 0 

100% 20% 20% 50% 30 30% 0% 20% 70% -30% 30 

320



services 


Performance 

Measures 

Head Office 

Effective postal 

services in place 

Reduction of 

telephone cost 


Directorates/Offic 

ials allocated 

physical and 

other office 

resources 

Created a safe, 

healthy and 

clean 

environment 

Competent and 

skilled security 


Target 

document management. 

Speedy and reliable 

delivery service of 

official documents 

Handle secret 

information with highest 

degree of privacy and 

confidentiality 

Installation of cell-phone 

routers 


appointed officials that 

have been allocated 

accommodation 

Ensure that cost 

effective contracts for 

cleaning, and 

landscaping are in place 

Conduct recruitment of 

the chief risk manager 



100% 1 1 1 0 1 0.5% 1 1 25 -75 75 

100% 10% 5 0.5% 1 

1 1 0.5 0 1 0.5 1 2 1 50 

1 1 1 1 0 1 0.5 1 2,5 1.5 150 

1 1 1 1 0 0 

1 1 0.75 0.25 1 0 0 

321



services 


Performance 

Measures 

and risk manager 

in place 


access control 

points upgraded 

and managed 


personnel 

security services 

performed 

Improved 

procurement 

turnaround time 

and service 


Target 

Functional unit, policies 

and procedures are in 

place 

Organize security risks 

workshops for Head 

Office and Districts 

Provide the contracted 

security services to 

monitor department 

resources 

Ensure that officials 

declare their interests 

and are vetted 

Installation of the biometric 

reader system at 

Head Office main 

entrance 


of consolidated 

procurement plans for 

the department 



1 1 0 0.25 0.25 -0.75 75 

6 6 1 1 2 -4 66.6 

1 1 1 1 0 0 

100% 25% 20% 25% 15 25% 25% 70% -30% 30 

1 1 0 1 0 0.5 -0.5 50 

100% 100% 80% 80% -20% 20 

322



services 


Performance 

Measures 

standards for 

goods and 

services 

Number of bid 

specification and 

tenders awarded 

Improved 

efficiency and 

effectiveness in 

the procure to 

pay process 


Target 

Review supplier 

database and quality 

Functional Bid 

Committees are in place 

Functional Quotations 

Committee in place 

Maintain and update a 

tender register 


of capacity on 

procurement 

procedures and bid 

operations 

Maintain an invoice 

monitoring tool and 

reduce 

Roll out the LOGIS 

implementation in the 

Districts to reduce risks 

of manual purchase 

orders 



100% 100% 40% 15 55% -45% 45 

100% 100% 100% 100% 0 0 

100% 100% 100% 100% 0 0 

100% 100% 25 100% 62,5% -37,5% 37,5 

20 5 5 10 5 5 10 -10 50 

1 1 0.5 1 1 1 1 0,8 -0,2 20 

6 6 2 0 2 -4 66 

323



services 


Performance 

Measures 


applications for 

declaration of 

Interests 

approved 


Service Level 

Agreements 

signed and 

approved 


Target 

Establish a centralized 

stores for fast moving 

items that have a very 

short shelf life 

Declaration of Interest 

and Ex post facto 

registers in place 

Ensure that end users 

are assisted in the 

conclusion of SLA’s 



1 1 0 0 0 1 100 

All 1 1 1 1 1 1 1 3 -1 25 

All 1 1 1 1 1 1 1 4 0 0 

324



R310 825 

Reduced to 

R259 825 


R169 861,65 

1. Appointment of Chief Directors as Bid Committee Members 

2. Pin Code system and cutting off of telephone lines after hours 

3. Approval of more than 800 applications for subsidized vehicles 



Centralized store not in place 

HOD identified a place for this 


Filling of vacant posts 

Posts to be filled 


Referral of tenders above R20M to IBAC 


Over-utilization and abuse of GG-vehicles 


Registration of Suppliers on the Departmental Database 

325 

HOD requested Treasury to un-limit the Department to ensure speedy award of 

tenders 

Proper controls are being put in place and subsidized cars are given to qualifying 


A/CFO granted permission to register suppliers on the Database


1. Contract Management Unit needs to be established as a matter of urgency 

2. Filling of vacant posts need to be prioritized 

3. Asset Management should be prioritized and included on the Organogram 

326

DIRECTORATE: ACQUISITIONS MANAGEMENT 

327

DIRECTORATE: ACQUISITIONS MANAGEMENT (Mr. Haramse - acting) 

PRIORITY / CHALLENGE: Implementation of PPPFA and BEEE ACT and all related SCM acts 

STRATEGIC GOAL: To provide fair, competitive and cost effective SCM and Asset Management support services to enhance quality education services 


Performance 

Measures 

Consolidated 

procurement plan 

Updated 

database 


committees in 

place 

Timeous 

processing and 

award of bids 

Updated tender 

register 

Number of staff 

trained on 

procurement 

procedures and 

bid operations. 

Maintained 

invoice 

monitoring tool 


Target 

1. Facilitate the 

provision of consolidate 

procurement plans for 

the department for 

2009/10 financial year 

2. Conduct two reviews 

and updates on the 

supplier database. 

3. Ensure that bid 

committee members are 

appointed in writing 

(Quotations committee, 

Bid Specification, Bid 

evaluation and Bid 

Award). 

4. Managing bid 

specification and Bids 

awarded 

100% 

(all bids 

submitte 

d) 



1 1 0.8 1 0 1 11 12.8 +11.8 1180 

2 2 0.8 1 0.8 0.8 1 1 3.4 1.4 70 

4 4 4 4 8 4 100 

100% 

(all bids 

submitte 

d) 

100% 

100% 

(all bids 

submitte 

d) 

100% 

(all bids 

submitte 

d) 

100% 

100% 

(all bids 

submitte 

d) 

100% all 

bids 

submitte 

d 

5. Maintain and update 

a tender register 100% 100% 100% 100% 100% 100% 100% 100% 75% 

6. Facilitate capacity 

building on procurement 

procedures and bid 

operations through staff 

training 

50 

74 

75% -25% 25 

25 10% 25 25 24 25 25 85 11 14.8 

7. Maintain an invoice 

monitoring tool 100% 100% 50% 100% 100% 100% 100% 100% 100% 87.5 -12.5 12.5 

328 

- 

25

DIRECTORATE: ACQUISITIONS MANAGEMENT (Mr. Haramse - acting) 

PRIORITY / CHALLENGE: Implementation of PPPFA and BEEE ACT and all related SCM acts 

STRATEGIC GOAL: To provide fair, competitive and cost effective SCM and Asset Management support services to enhance quality education services 


Performance 

Measures 


district with 

LOGIS 

A centralized 

stores in place 


applications for 

declaration of 

Interests vetted. 


Target 

8. Roll-out Logis to 22 

Districts to reduce risk 

of manual purchase 

orders 

9. Establish a 

centralized stores for 

fast moving items that 

have a very short shelf 

life 

10. Ensure that staffs 

declare their interest 

and are vetted. 



22 9 2 7 7 4 4 2 2 15 -7 31.8 

1 0 0 0 0 0 -1 100 

100% 100% 20% 100% 20% 100% 40% 100% 50% 32.5% -67.5% 67.5 

329




1. Advertising of bids within one week of specification being approved 

2. Procurement of goods and services within one week of submission of specification 

3. Timeous submission of procurement plans for the Department 

4. Proper functioning of the procurement committees 



Staff shortage in the Directorate is making it impossible to achieve some of the 

targets 


The Acting SG promised to have a special consideration for SCM 

Bid committee members not meeting and finalizing bids New committees have been formed to deal with this challenge 


Invoices from suppliers taking time to arrive and end users are not signing invoices 

for payment 


1. Proper monitoring of invoices for payment 

2. Compliance to Departmental Procurement Plan 

3. Bid committees to meet on weekly basis and finalize tenders 

4. Special consideration to be given to Acquisitions and beefing up of the staff needed 

330 

Suppliers advised to immediately send invoices and end users to sign twice a week

DIRECTORATE: ASSET, FLEET MANAGEMENT AND 

LOGISTICAL SERVICES 

331

DIRECTORATE: ASSET, FLEET MANAGEMENT AND LOGISTICAL SERVICES (Mr. Ngaba) 

PRIORITY / CHALLENGE: Proper Management, control and safeguarding of the Departments assets. 

STRATEGIC GOAL: To provide fair, efficient, effective and economic asset support service to enhance quality education. 

STRATEGIC OBJECTIVE: To manage departmental assets and eliminate losses and wastage. 

Performance 

Measures 


purchased stock 

items recorded. 

Consolidate and 

updated asset. 

A consolidated 

and updated 

asset registers. 

A monthly 

updated of 

disposal, loss 

control and 

donation 

registers 

Number staff 

trained on asset 

management 

functions 

Reduction of 


decommissioned 

vehicles. 


officials approved 


Target 

1.To ensure that all the 

newly acquired assets 

are accounted for and 

properly recorded 

2.Stocktaking of all 

movable assets at 

schools , districts and 

head office is performed 

at regular intervals. 

3. Draw reports from 

LOGIS to produce an 

asset register for the 


4. Maintain an updated 

disposal, losses and 

donation registers 

5 .Increase capacity 

and skills of officials on 

asset management 

functions 

1. To improve the 

effective and efficient 

utilization of GG 

vehicles and ad-hoc 

vehicles. 

Increased number of 

officials participating in 

100% 



100% of 

acquired 

assets 

40% 


acquired 

assets 

60 


acquired 

assets 

70% 


acquired 

assets 

90% 65% -35% 35 

100% 25% 5% 25% 5 25% 10% 25% 20% 40% -60% 60 

1 0 0,3 0.5% 1 0.5% 0.43% -0.57% 0.57 

12 3 3 3 3 3 3 3 3 12 0 0 

15 5 3 10 3 3 5 14 -1 6.6 

100% 100% 60% 100% 70% 100% 10% 100% 90% 75% -25% 25 

100% 40% 20% 50% 40% 10% 0% 70% -30% 30 

332





Performance 

Measures 

for subsidized 

vehicles 


accidents and 

incidents 

reported 


vehicles kept 

safe 

A framework in 

place 


workshops and 

training held at 

H/O and districts. 

Volume of space 

created for active 

records by 

applying for 

disposal 

authorities from 

the Provincial 

Archives 


Target 

the MMS and 

Subsidised motor 


To reduce number of 

accidents and incidents 

on GG and Adhoc 

vehicles by conducting 

driver training skills 

programes 

3. Ensure that all GG 

and adhoc vehicles at 

Head Office are kept in 

a safe and secured 

parking area 

Develop a framework 

for traffic fines 

1.Roll out the 


advocacy campaigns 

across the Province on 


Workshops for training 

of personnel on records 

management including 

filing systems to ensure 

that the Department has 

a sound filing system for 

all its documents. 

Project on document 

management 



50% 20% 0% 15% 0% 10% 5% 5% 5% 10% -40% 90 

270 (all 

vehicles 

) 

100% 

270 (all 

vehicles 

) 

100% 

270 (all 

vehicles 

) 

100% 

270 (all 

vehicles 

) 

100% 

270 (all 

vehicles 

) 

100% 100% 0 0 

1 0 0 1 0 -1 100 

2 2 1 1 0% 1 0 3 -1 50 

100% 

80% 

100% 

Number of Visiting districts to 23 5 5 5 5 8 0 5 0 10 -13 56,5% 

333 

40% 

100% 

40% 

100% 

70% 

57.5% 

-42.5% 

42.5





Performance 

Measures 

districts visited 

for audit and 

inspection 

purposes 

Number of road 

shows conducted 

All incoming mail, 

money and other 

face value items 

are recorded and 

delivered to the 

relevant office on 

time 

Fully functioning 

registry services 

through out the 

province 


cases where 

information is 

licked are 

reduced 

Security services 

in place 


Target 

conduct audit of records 

and inspection of the 

filling systems and 

registries to monitor 

compliance 

Conduct road shows for 

awareness of records 


governing prescripts 

and encourage officials 

to make use of the 

approved filing system 

2.Speedy and reliable 

delivery services of 

official documents 

3.Handle confidential 

information with the 

highest degree of 

privacy and 

confidentiality 

1.Provide the 

contracted security 

services to monitor 



1 1 1 1 1 0 0 

100% 100% 100% 100% 60% 100% 40% 100% 60% 65% -35% 35 

100% 1 0.33 1 0,5 1 0,5% 1 0,5% 45,75% -54,25 54,25 

1 1 1 1 0 0 

334





Performance 

Measures 

Bio-metric reader 

system in place 

Cellphone 

routers in place 

Cleaning service 

in place 

Gardening 

service in place 


appointed 

The Security 

Manager 

employed . 

Signed and 

approved 

structure. 

Functional Unit, 


Target 

Departmental resources 

2. Installation of biometric 

reader system at 

Head Office main 

entrance. 

3. Installation of 

cellphone routers 

4. Provide cost effective 

telecommunication 

services 


and reliable cleaning 

services 


and reliable gardening 

services 


and accessible cellular 

phone services 

8. Number of newly 

appointed that have 

been allocated 

accommodation 

9. Appointment of a 

skilled and competent 

security manager. 

Development of an 

approved organizational 

structure. 



1 1 0 1 0 1 0 1 0 0 -1 100 

1 1 0.5 0,5 0,5 0,5 -0.5 50 

1 1 0.5 1 0,5 1 1 1 2 1 50 

1 1 1 1 1 1 1 1 1 1 0 0 

1 1 1 1 1 1 1 1 1 1 0 0 

1 1 0.5 1 0,5 1 0,3 1 0,5 0,45 -0,55 55 

1 1 1 1 0 1 0 1 0,5 0,375 -0,625 62,5 

1 0.5 1 0,5 0,3 0,43 0,57 57 

335





Performance 

Measures 

policies and 

procedures in 

place. 

Reliable office 

equipment in 

place 


Target 

Development of policies 

and procedures. 



10. Provide reliable 

office equipment 1 1 1 0,5 1 0,5 1 0,5 0,5 0,5 50 

336


ITEM BUDGET EXPENDITURE 

Equipment Leases 1,500,000.00 1,032,377.76 

Equipment Maintenance 80,000.00 55,081.68 

Cellphone Contracts 2,075,019.00 1,220,789.08 

Cleaning and Security Services 1,650,568.00 1,224,151.00 

Telkom 21,499,313.00 38,204,726.00 

Garden Services 860,000.00 38,204,726.00 

GG Vehicles 22,555,278.00 20,200,000.00 

TOTAL 50,270,178.00 62,608,918.41 


1. Identification of storage space for all Departmental records 

2. Assets accounted for in LOGIS at Head Office 

3. Finalization of all subsidized vehicle applications and submission thereof to other institutions for completion of the process 

4. Allocation of offices in line with the Office Allocation Plan 

5. Prompt response to Auditor-General’s queries 

337



Movement and purchasing of assets by officials Introduction of LOGIS asset management module at Head Office 


Reluctance of officials to relocate 

Development of an Office Allocation Plan 


Credit-worthiness of officials 

Applications should clear their financial status 


Shortage of storage space 


Identification of storage space at old Government Garage and Hanker at Zwelitsha 

Payment of fleet and telephone accounts monthly Approval granted by A/CFO to settle accounts monthly 


1. Insufficient budget to settle accounts for services rendered (i.e. fleet and telephone services) 

2. Inadequate staff and organizational structure in SCM 

3. No staff complement in Asset Management 

4. Inadequate space to accommodate departmental officials 

5. Lack of storage space to file payment vouchers and departmental records 

338

CHIEF DIRECTORATE: FINANCIAL MANAGEMENT 

SERVICES 

339


The Chief Directorate comprises of these Directorates: Financial Planning, Payment Services and Accounting Services. It is responsible for the coordination of the 

Budget for the Department, Payment Services as well as monthly and annual financial reporting. 

ACHIEVEMENTS 

Payroll control was improved by: 

• Adjustment estimate submitted on time 

• Second Budget submission 

• All IYM reports were submitted to Provincial Treasury on time 

• All FINCOM meetings have been held successfully 

• Budget for Section 20 schools have been loaded successfully 

• 2009/10 budget has been loaded and submitted to Treasury 

• Managed to close books and reconcile these on a monthly basis 

CHALLENGES 

Payroll control, though improved, needs to follow up on information on returns. 

Delays in filling the post of the Chief Financial Officer are seriously affecting the performance of this Chief Directorate. 

Delay in filling of other vacant post due to labour. 

Risk of fraud with changing of banking details. 

Storage facilities for finance documents continue to be a challenge but accommodation has now been identified 

MATTERS REQUIRING ONGOING ATTENTION 

Conversion of Balances to the new BAS System needs further attention 

Change of the structure and organogram especially on budget and expenditure control 

Office space and storage space for finance documents 

Filling of Vacant Posts. 

340

CHIEF DIRECTORATE: FINANCIAL MANAGEMENT SERVICES (Mrs. Mdikane) 

STRATEGIC GOALS: (4). Increased levels of service integration at the local level; (5). Performance Management Systems and processes for enhanced service delivery are 

enhanced; (7). Balanced funding and deployment of resources to maximize discretionary support to strategic priorities 

STRATEGIC OBJECTIVES: (4.5) Improved service delivery in education: develop and implement a decentralization plan in line with the Provincial Decentralization Plan 

(PGDP) (5.1). Strong, locally-based corporate services established in District offices; (5.2). Effective performance management and accountability processes for all 

employees; (5.4). Strategic role of the department enhanced by making management and administrative systems work effectively; (7.2) Closely managed appointment of 

additional staff so that resources can be freed up for non-personnel expenditure intended to improve quality and service delivery meeting nationally set targets for 

personnel : non-personnel expenditure 

Performance 

Measures 


FINCOM 

meetings held 


Finance Forum 

Meetings 

Roll out of 

policies and 

procedures 

Performance 

agreements and 


Target 



Convene monthly 

FINCOM meetings 12 3 3 3 3 3 3 3 3 12 0 0 

Convene monthly 

Finance Forum 

Meetings 

Advocacy and 

training on policies 

and procedures 

Provide monthly 

reports on 

23 

districts 

& Head 

office 

12 3 3 3 1 3 1 3 3 8 4 33,3 

Head 

Office 

0 

8 

districts 

Roll out of 

salary 

procedures 

to all 23 

districts 

8 

districts 

Policy on 

Payment of 

ABET, 

Control of 

Revenue & 

Administration 

and 

management 

of 

departmental 

budget were 

rolled out to 

7 

districts 

48 12 12 12 12 12 12 12 12 48 0 0 

341 

0









Performance 

Measures 

workplans 

signed and 

reviews 

conducted 

Roll out 

delegations to 

senior and 

middle 

management 

levels 

Improve payroll 

control up to 

90% 

Improve the 

collectable debt 

recovery by 

50% 


Target 

performance in 4 

specified areas 

Workshop 

delegations to senior 

and middle 

managers (deputy 

directors) 

Provide consolidated 

monthly reports on 

the performance of 

the department on 

this specified area 

Collection of debt 

files and write off 

where necessary 



100% 50% 25% 50% 25% 25% 25% 100 0 0 

276 69 30 69 49.82 69 28.7 69 65.3% 173,82 102,18 37 

50% - 20% - 20% - 30% 50% 44% 28.5 -21.5 43 

Reduce ACB Collection of 50% - 30% - 15% - 35% 50% 30% 40 -10 25 

342









Performance 

Measures 


Target 

account by 50% information on 

rejections to clear 

the accounts through 

Quarterly 

meetings and 

reconciliations 

of accounts with 

local 

municipalities 

Visits to 12 

district offices 

Quarterly meetings 

and reconciliations of 

accounts with local 

municipalities 

Visits to 12 district 

offices 



4 1 0 1 0 

1 

3 1 3 6 2 50 

12 4 0 4 1 4 6 0 1 8 -4 33 

343



3 301 450 1 755 058.41 


1. Adjustment estimate submitted on time 

2. Second Budget submission 

3. All IYM reports were submitted to Provincial Treasury on time 

4. All FINCOM meeting have been held successfully 

5. Combined session between HR and Finance was held and Annual Financial Statements workshop was also held which involved SCM, HR and Finance 



Stability in the CFO impacts negatively on the performance of this Chief directorate 

and the adequacy of Organogram 


Capacity issues to address amongst others, decentralisation of function to districts 

and skills levels to staff deal with financial management issues 


Filling of the post of CFO ( interviews have been conducted) and the amendment of 

the Organogram and other Chief Director Finance 

Rapid staffing of districts will alleviate pressure especially from payment services and 

skills audit to be followed by an intensive training programme & or transfer of staff to 

area where they are best suited 

Integration between Finance and other divisions across the department Combined sessions Finance and other divisions to be arranged at least quarterly 


1. Capacity building and training on SCOA 

2. Clearing of discrepancies emanating from returned payrolls 

3. Filling of Vacant Posts 

344

DIRECTORATE: FINANCIAL PLANNING AND 

BUDGET MANAGEMENT 

345

PRIORITY 

DIRECTORATE: FINANCIAL PLANNING AND BUDGET MANAGEMENT (Mrs Gqoli) 

STRATEGIC GOAL: SG 5: Equity in educational achievements for all learners regardless of race, gender, disability and geographic location 

STRATEGIC OBJECTIVE : SO:5.1: Targeted and preferential funding to enhance achievement prospects for the most disadvantaged learners and communities; SO:5.1: 

Strong, locally-based corporate services established in District offices; SO:5.1: Effective performance management and accountability processes for all employees 

Performance 

Measures 

PM003: Public 

expenditure on 

the poorest 

learners as a 


public 

expenditure on 

the least poor 

learners. 

Activities 

Coordinated 

Departmental Budget 

for submission to 

Treasury 

Facilitating Budget 

Steering Committee 

Meetings 

Annual 

Target 



2 1 1 1 1 2 0 0 

4 1 1 1 1 2 2 4 0 0 

Loading of Budget 1 1 1 1 0 0 

Preparation of 

Adjustment Estimate 

Facilitation of Budget 

and Expenditure 

monitoring meetings 

Submission of IYM to 

Treasury 

Coordinating revenue 

returns from Districts 

and Head Office 

institutions 

Staff Development 

Audit Queries and 

District Visits 

1 1 1 1 0 0 

12 3 3 3 3 3 3 3 3 3 0 0 

12 3 3 3 3 3 3 3 3 3 0 0 

312 78 24 78 39 78 78 63 -249 79,8 

23 7 5 5 -18 78,3 

346



R942,382 R764,040 


1. All In Year monitoring reports have been submitted timeously to Treasury 

2. All FINCOM meetings have been held successfully 

3. 2009/10 Budget has been submitted to Treasury 

4. Adjustments Estimates have been submitted to Treasury 

5. 2009/10 Cash flow Projections has been submitted to Treasury timeously 

6. 2009/10 Budget has been loaded and submitted to Treasury 

7. Two Assistant Directors were employed. 



The structure of the Directorate and the staff constraints 

makes it difficult to focus on Budget as a separate 

component from Expenditure monitoring and this impacts 

negatively on service delivery. 


There is a lot of staff movement as a result of promotions 

to Districts and this grossly affects service delivery. 


Due to time and staff constraints, it is a challenge to visit 

Districts and give them support in terms of Audits and 

other Financial related matters. 

Inputs on the change to the structure and organogram of 

the Directorate to have Budget separate from 

Expenditure monitoring have been made and forwarded 

for review and actioning where possible 

With the assistance of Human Resources, the vacated 

posts have to be advertised and filled as soon as 

possible. 

The monthly Finance Forums and the occasional 

Finance workshop are mostly used to address some 

issues. With the vacant posts in the process of being 

filled, District visits will be done frequently. 

347


Due to time and staff constraints, it is a challenge for 

training and staff development to occur as planned. 


1. Changes to the structure and Organogram of the section 

2. Staff Development 

3. Filling of vacant posts 

4. Office Space especial for the Revenue Section 

With the vacant posts in the process of being filled, 

training of staff will be addressed as soon as possible. 

348

DIRECTORATE: ACCOUNTING SERVICES 

349


STRATEGIC GOAL: Increased levels of service integration at the local level; Performance Management Systems and processes for enhanced service delivery are 

enhanced 

STRATEGIC OBJECTIVE : Strong, locally-based corporate services established in District offices; Effective performance management and accountability processes for all 

employees 

Performance 

Measures 

Maintain an 

efficient debt 

management 

system 

Perform monthly 

bank 

reconciliation 

functions 

Provide financial 

information 

systems 

Activities 

Ensure debt takeon,age 

analysis and 

write-off where 

necessary 

Ensure compliance with 

practice note 01 of 

National Treasury 

Preparation of bank 

reconciliation 

statements 

Clearance of all 

exceptions and monthly 

closure of ledger - 

accounts 

Ensure all suppliers 

have supplier numbers 

Ensure system 

functionality – 

generation of 

transaction and reports 

Comply with Practice 

note no.13 in respect 

of meeting all year end 

closure requirements 

Annual 

Target 



12 3 3 3 3 3 3 3 3 12 0 0 

12 3 3 3 3 3 3 3 3 12 0 0 

100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 0 0 

Maintain effective Preparation of Annual 1 1 1 100% 0 100% 0 100% 0 1 -10 10 

350


STRATEGIC GOAL: Increased levels of service integration at the local level; Performance Management Systems and processes for enhanced service delivery are 

enhanced 

STRATEGIC OBJECTIVE : Strong, locally-based corporate services established in District offices; Effective performance management and accountability processes for all 

employees 

Performance 

Measures 

bookkeeping and 

coordination of 

the audit process 

Activities 

Financial Statements 

Coordination of the 

audit process 

Clearance of all 

suspense accounts 

Annual 

Target 

100% 

50% 



100% 

90% 

40% 

351 

0 

40% 

0 

40% 

50% 

0 

40% 

90% 

40% 

10% 

-10% 

10 

10



9,848,204.12 18, 628,523.20 


1. Despite the staff shortages entities and supplier numbers have been created and authorized. 

2. All Recons were submitted on time for Bookkeeping and Suspense accounts: 

3. Filing systems has now been modified because you can easily find files by journal numbers, and debt numbers. 

4. Financial Statements were submitted on time to Treasury and Auditor General 

5. 2008 tax year journals have been submitted to Rebates section on time. 

6. Manage to close books and reconcile on a monthly basis 

7. Establish of an accounts clearing forum 



Staff shortages The review of organogram is waiting for approval. To 

amend organogram so as to cater for need for Section 

for example 30 accounts to do on monthly basis, to do 

analysis reviews. 


Office Space 

No solution in the near future 


Inter-acting offices not responding on time To meet with the managers and explain the inter-link 

office performance and speed up any queries. 


Districts not understanding properly the new system Proper in-service training to be done on a weekly basis 

grouping districts to attend it in the Head Office. Analyse 

report and communicate with districts. 

352


Processing of Entities with or without order forms Entities to be handled as from the dates received and not 

because they have orders on them 


1. Conversion balances has been carried over to the new BAS 

2. Office space and Staff shortages 

3. The upgrading of BAS System 

353

354

DIRECTORATE: SALARY, GENERAL AND 

TRANSFER PAYMENT SERVICES 

355

PRIORITY / CHALLENGE: Delivery of payrolls, BAS and salary payment 

DIRECTORATE:SALARY PAYMENTS / ACTING GENERAL PAYMENTS (Mr. T. Thys) 

STRATEGIC GOAL: 5: Performance Management Systems and Processes for enhanced service delivery 

STRATEGIC OBJECTIVE : 5.1: Strong locally based corporate services 

Performance 

Measures 

Number of report 

on control 

measure to 

ensure 

compliance at 


District office ( 

salary and 

Rebates, 

function) 


weekly voucher 

report to ensure 

creditors 

payments 

compliance. 

Delivery payrolls 

before payday 

and percentage 

certified returns 


Target 

1. Visit the district and 

comply report based on 

internal control check 

list. 

2. Draw weekly 

vouching bas report as 

an internal control 

measure. 

3 Delivery payrolls and 

pay slips before payday 

and ensure 100% 

certified returns 

16 

Note 1 



16 4 3 4 1 4 6 4 0 10 -6 37,5 

52 13 13 13 13 13 13 13 13 52 0 0 

4 4 4 4 4 4 4 4 16 0 0 

Note 1: The initial target indicated was 12, which was discovered as a typing error – the correct target of 16 was rectified. 

356



4,510,549.00 2,992,447.56 


1. Tax 2008 was submitted on the due date 

2. Payrolls are delivered for the first time in the last fourteen years three days before pay day to all the districts. This improvement was even acknowledged at 

Payments Education Labour Task Team. 

3. All Exams payments submitted were captured and authorized. 

4. No- fee schools and section 21 schools transfers were paid on time. 



The Persal suspense files transactions more that 30 days with regards to finance 

waiting for authorizations was a challenge. 


There has been a big improvement in terms of the latest finance transactions 

according to a persal because our monitor mechanism is having the desired 

results. 

We had a risk of fraud with the changing of banking details. The department brain storm with other provenience and has issued new internal 

control producers that minimizes the risk of fraud and error. 


The storage has been attended. The alternative venue has been ear marked by Auxiliary Service, Infrastructure 

and Payment Services. 


Tax 2008 was submitted at the due date 

357 

Tax backlogs was for 6 years and 2008 was submitted on time, and 2009 in 

process now


PERSAL suspense file transactions A consultant has been appointed and a project team formed to deal with this. 


1. Payroll 

2. Filling of Document 

3. Tax 

4. PERSAL Finance Suspense Account Transaction 

5. Electronic BAS Documents System 

6. PERSAL suspense file 

358

CHIEF DIRECTORATE: FACILITIES AND 

INFRASTRUCTURE MANAGEMENT 

359


The fourth quarter was mainly characterized by a concerted effort by all stakeholders to reduce the over-expenditure of the Infrastructure budget. Projects that are 

still in documentation stage and not awarded were all put on hold. The entire budget for the 2008/09 financial year has been spent and the eventual overexpenditure 

amounted to R61M. This over-expenditure came about because of an amount of R50M that has been top-sliced from the Infrastructure budget earlier 

in the financial year. Meetings were held with the Honourable MECs of both Treasury and Education to highlight the possible over-expenditure and the challenges 

it poses for the 2009/10 financial year. 

Other matters that received attention during this quarter are: 

Interviews and appointment of 1 Assistant Director for Educational Planning, 1 Chief Works Inspector, 1 Admin Officer and 1 Chief Admin Clerk. Some of the 

appointees are still awaiting appointment letters. 

The B6 for the 2009/10 financial year was finalized. 

The monitoring of projects was improved and realistic cash-flows were developed. 

The official opening of schools such as Gonubie High School and the handing over of Byletts Combined School with a hostel for 400 learners, school hall, rugby 

field and a netball field. 

The project to empty the pits of 242 schools was completed. 

Disaster intervention in 12 schools will ultimately provide 64 classrooms. 70 disaster schools still need attention 

360

DIRECTORATE: FACILITIES AND 

INFRASTRUCTURE MANAGEMENT 

361

Performance 

Measures 




space provided at 

Head Office 


Districts provided 

with management 

and 


space 


administrative 

offices with 

information and 

document 

management 


schools under 

construction 


schools with 

extended facilities 


Target 

Promotion of good 

governance and proper 








To ensure the 

promotion of basic 

human rights and 

dignity for the 

enhancement of 

effective teaching and 

learning in schools 

To ensure the 




DIRECTORATE: FACILITIES AND INFRASTRUCTURE MANAGEMENT (Mr. E. D. Fray) 

100% 

4 

75% 

9 



50% 

2 

PROGRAMME !: ADMINISTARTION 

50% 

2 

50% 

2 

- - 2 - 4 0 0 

5% - 25% - 45% - 75% 0 -9 100 

40% - - - 0 -40% 100 

80% 

77 

100% 

51 

PROGRAMME 2: PUBLIC ORDINARY SCHOOL EDUCATION 

15% 38 20% 51 30% 225 80% 77 391 314 407 

55% 

28 

32 

4% 

2 

362 

1 

41% 

21 

21 

100% 

51 

100% 

51 

105 54 105

Performance 

Measures 

through the 

programme of 

learnership 


schools with mud 

and unsafe 

structures 

eradicated 



with emergency 

classrooms 


schools under 

emergency 

repairs 



with clean water 

and sanitary 

facilities 


Target 




To ensure the 







To ensure the 







To ensure the 







To ensure the 







83% 

47 

100% 

57 

100% 

152 

100% 

30 



10% - 25% 22 25% 25 83% 90 137 90 200 

53% 

30 

17% 

26 

50% 

20 

20 

20 

58 

47% 

27 

26% 

39 

50% 

10 

363 

22 - 30 

59 

57% 

87 

80 

15 - - 

100% 

57 

100% 

152 

100% 

30 

100% 

57 

96% 

148 

100% 

30 

129 72 126 

307 155 101 

103 73 243

Performance 

Measures 


schools with pit 

toilets emptied 


public ordinary 

school with 

electricity. 


public ordinary 

school with 

electricity 

maintained.-Non 

Grid Schools 


schools specialist 

facilities to 

enhance quality 

teaching and 

learning 



with hygienic and 


Target 


To ensure the 







To ensure the 







To ensure the 







Establish centers of 

excellence with 

specialist facilities for 

enhancement of quality 

teaching and learning 

Establish centers of 

excellence with 

specialist facilities for 


100% 

250 



78% 14 22% 0 - 90 

100% 

250 

100% 

242 

346 96 38,4 

240 40 48 33 25 25 131 109 45,4 

100% 

1091 

80% 

14 

100% 

30 

279 0 321 0 220 0 271 0 0 -1091 100 

10% 1 25% 1 30% 2 80% 10 14 0 0 

- - 

50% 

15 

364 

6 

50% 

15 

- 

100% 

30 

6 12 18 60

Performance 

Measures 

dignified nutritious 

feeding 

Number of school 

provided with 

proper safety and 

security 

measures 

Number and 

proportion of 

schools online, 

internally and 

externally in each 

District 


schools with 

adequate sport, 

music and culture 

facilities 

Number schools 

provided with 

special needs 

resource centres 


schools with 

upgraded for 

inclusive 

education (full 


Target 

enhancement of quality 

teaching and learning 

Reduce exposure to 

vandalism which 

undermines continued 

provisioning of 

resources in schools 

Promotion of access to 

education for all 

Promotion of access to 

education for all 

Align special schools 

and transform 

educational institutions 

in terms of White Paper 

6 

Align special schools 

and transform 


in terms of White Paper 

6 


100% 

200 



48 

95% 

190 

21 

5% 

10 

24 

100% 

250 

40% 

25 

118 -82 41 

1,655 - - - 0 0 -1,655 100 

75% 

14 

75% 

10 

75% 

5 

- - - 0 - 0 75% 0 0 -14 100 

PROGRAMME 4: SPECIAL NEEDS IN EDUCATION 

15% - 15% 0 20% - 75% 0 0 -10 100 

15% - 15% 0 20% 2 75% 1 3 -2 40 

365

Performance 

Measures 

service) 


historically 

disadvantaged 

FET Colleges 

upgraded 


ordinary schools 

with Grade R 

facilities, water 

supply, electricity 

and functional 

toilets 


Learner 

Assessment 

Centres designed 

to uphold integrity 

of District Offices 

Percentage 

construction of 

Learner 

Assessment 

Centre at Head 

Office 


Target 

Upgrade historically 

disadvantaged FET 

institutions for quality 

teaching and learning, 

including skills transfer 

Provisioning for early 

years education in 

primary schools 

Manage risk through 

proper information 

management; registries 

and safe keeping strong 

rooms 

Manage risk through 

proper information 

management; registries 

and safe keeping strong 

rooms 


65% 

6 

100% 

100 

80% 

4 

100% 

1 



PROGRAMME 5: FURTHER EDUCATION & TRAINING 

10% - 15% 1 20% 2 60% 0 3 -3 50 

PROGRAMME 7: EARLY CHILDHOOD EDUCATION 

- - 25% 0 75% - 100% 60 60 -40 40 

PROGRAMME 8: LEARNER ASSESSMENT 

- - 15% - 25% - 80% 0 0 -4 100 

25% - 50% 45% 75% - 100% 45% 45% -55% 55 

366

FOOTNOTES: 

� In Programme 1 (Administration) targets should be in numbers, not percentage 

� Programme 2 (Public Ordinary School Education) Annual targets should be in numbers 

� Programme 4 (Special Needs in Education) number of schools upgraded as full semi centres 

� Programme 8 (Learner Assessment) numbers, and not percentages, should be corrected. 



R987 032 R1 048 357 


1. The entire Infrastructure budget of R987 032 has been spent 

2. The new Programme Management Team has enhanced the capacity of the Directorate to manage the Implementing Agents 

3. Much more attention needs to be given to the monitoring of projects and expenditure per project which has led to more accurate reporting from Implementing 

Agents 

4. Quantification and costing of Infrastructure backlogs were completed, but rationalization of schools still need to be completed 

5. The 2009/10 planning was completed and the entire budget was committed. 



Capacity to deliver and regular monitoring of progress Enhance project monitoring to identify problematic projects and hold Implementing 

Agents accountable in terms of the SLAs 


Delays in finalizing the B6 for 2009 – 12 project list due to limited budget in 

comparison with huge backlogs, but also large numbers of projects rolled out at the 

beginning of the 2008/09 financial year 


Intensive engagement with Implementing Agents to provide accurate cash-flows per 

project to minimize huge over-expenditure in the 2009/10 financial year and beyond 

Limited number of qualified contractors to fast-track the provision of classrooms, 

especially in the case of disasters and increase in learner enrolments 

Resorting to alternative construction methods 


Roll-out of OTP mud-structure replacement programme due to difficult rural terrain 

and small contractors with limited capacity 

367 

Fast-track the procurement of materials, labour tenders and enhance the capacity by 

PWD to implement the programme. Increase visits to projects to monitor progress


Programme delivery structures were not functional Revival of programme management and coordination structures to improve the 

monitoring of programmes 


1. Early signing of SLAs and Implementing Plans with Implementing Agents, including evaluation instruments to track progress and hold each other accountable 

for non-service delivery 

2. Building internal capacity to reduce outsourcing of sensitive Departmental functions 

3. Improvement in contract management and administrative systems 

4. Timeous processing of variation orders when required. 

368

DIRECTORATE: INFORMATION TECHNOLOGY AND 

SYSTEMS INFRASTRUCTURE 

369

PRIORITY: Learner Attainment Improvement Strategy (Prog 2) 

DIRECTORATE: INFORMATION TECHNOLOGY AND SYSTEMS INFRASTRUCTURE (Mr. J. Te Braake) 


STRATEGIC OBJECTIVE: 1.4: Increased access to and utilization for ICTs also in rural schools, in order to exploit the transformative equalizing potential of Education 

PROJECT 1: Provision of computer equipment to 50 e-Schools for teaching and learning 

PROJECT 2: Provision of computer laboratories to 23 districts 

Performance 

Measures 

1.4.10.1: 


schools 

provided with 

ICT labs for 

teaching and 

learning 

Activities 

1. Establish 

tender for 

security and 

electricity in 

ICT labs 

2. Establish 

tender for 

providing table 

tops with 

chairs in ICT 

Labs 

3. Finalise list 

of schools 

identified to 

become E- 

Schools 

4. Install 

security at 

schools 

targeted as E- 

Schools 

5. Install 

furniture (table 

tops and 

chairs) at 

Annual 

Target 



1 1 1 1 

1 1 1 1 

3 3 3 clusters 3 

50 25 0 25 0 0 0 -50 100 

50 25 0 25 0 0 0 -50 100 

370







Performance 

Measures 

Activities 

schools 


Schools 

6. Install ICT 

equipment at 

schools 


Schools 

7. Install 

network 


at schools 


Schools 

8. Visit schools 

to verify ICT 

Readiness 

9. Visit schools 

to verify 

deliveries and 

installations 

10. Continue 

with E- 


Operations 

Annual 

Target 

50 



Orders 

placed and 

equipment 

configured 

15 64 25 23 10 Completed 

in Q3 

50 15 64 25 23 10 Completed 

in Q3 

50 25 50 25 64 43 Completed 

in Q3 

87 37 74 

87 37 74 

157 107 214 

50 12 25 25 25 25 62 12 24 

16 4 2 4 2 4 3 4 2 9 -7 43.8 

371







Performance 

Measures 

1.4.10.2: The 

effective use of 

the IT and ICT 

facilities in 


development 

of educators 

Activities 

Committee 

Meetings 

11. Visit 

districts to 

verify ICT 

Readiness of 

district E-Labs 

12. Install 

security at 

districts 


Labs 

13. Install 

furniture (table 

tops and 

chairs) at 

districts 


Labs 

14. Install ICT 

equipment at 

districts 


Annual 

Target 



23 11 23 12 14 4 41 18 78 

23 Specifications 

drafted 

23 Specifications 

drafted 

23 

Orders 

placed and 

equipment 

configured 

11 20 12 0 20 -3 13 

11 20 12 0 20 -3 13 

11 20 12 0 12 2 22 -1 4.3 

372







Performance 

Measures 

1.4.10.3: 


schools 

provided with 

ICT user 

support 

Labs 

Activities 

15. Install 

network 


at districts 


Labs 

16. Visit 

districts to 

verify 

deliveries and 

installations 

17. Visit 

schools 

requesting ICT 

support 

18. Monitor 

cost of 

providing user 

support 

19. Service 

Level 

Agreement 

with SITA for 

the provision of 

Annual 

Target 



23 11 20 12 3 12 2 25 2 8.7 

23 11 14 12 5 12 12 31 8 34.8 

360 90 

R591,728 R147,932 

R2,141,349 R535,337 

Regular visits 

made 

No budget 

provided. 

Using IT 

budget 

No budget 

provided 

90 40 90 43 90 76 159 -201 55.8 

R147,932 R55,000 R147,932 R131,212 R147,932 R 87,331 R273,543 R318,185 53.8 

R535,337 

373 

No SLA 

signed 

R535,337 

No SLA 

signed 

R535,337 

No SLA 

signed 

0 

- 

R2,141,349 

100







Performance 

Measures 

Activities 

third line user 

support to 

schools 

Annual 

Target 

Priority: Governance and Administration: Improving Corporate Services (Prog 1) 



Strategic goal: 5. Performance Management and Development Systems and Processes for enhanced service delivery 

Strategic objective: 5.1: Strong, locally-based corporate services established in District offices and Colleges 

5.1.20.1: 


district 

transversal 

systems 

users with 

access to the 

systems 

1. Assess 


users requiring 

connectivity 

2. Obtain 

quotes for 

connectivity 

required 

3. Obtain 

funding for 

connectivity 

required 

4. Place orders 

for connectivity 

required 

5. Monitor 

work done 

1 1 1 1 

1 1 1 1 

1 1 1 1 

1 1 1 1 

1 1 1 1 1 

374







Performance 

Measures 

5.1.20.2: 


Forum 

meetings 

held 

5.1.20.3: 


Help Desk 

calls 

attended to 

5.1.20.4: 

Amount of 

invoices to 

SITA paid 

timeously 

Activities 

6. Sign off 

work 

completed 

7. Convene 

monthly IT 

Forum 

meetings 

Annual 

Target 



1 1 1 1 1 

11 2 2 3 3 3 3 3 2 10 -1 9.1 

8. Provide an 

IT Help Desk 

service 7,368 1,842 1,616 1,842 1,999 1,842 1,710 1,842 1584 8525 1157 15.7 

9. Process 

payments 

timeously 25,976,777 4,508,382 3,206,404 4,508,382 6,442,728 12,451,631 10,915,915 4,508,382 0 R20.5m R5,4m 20.8 

375

Priority: Learner Attainment Improvement Strategy (Prog 2) 


Strategic objective: 5.2: Effective performance management and accountability processes for all employees 

5.2.1.1: 


schools that 

can be 

contacted 

electronically 

by the 

department 

1. Facilitate 

donations and 

purchases for 

ICT equipment 

and 

connectivity to 

schools 

2. Liaise with 

NDoE 

regarding 

ICASA USO 

and with 

Internet 

Service 

Providers 

(ISPs) on the 


of connectivity 

3. Connectivity 

costs for USO for 

section 20 schools 

and Special 

schools 

1,655 / 

5,933 = 

27.9% 

905 / 

5,933 = 

15.3% 

No reliable 

figures 

presently 

1,155 / 

5,933 = 

19.5% 

No 

reliable 

figures 

presently 

1,405 / 

5,933 = 

23.7% 

No reliable 

figures 

presently 

1,655 / 

5,933 = 

27.9% 

No reliable 

figures 

presently 

1,000 250 50 250 350 250 200 250 212 812 188 18.8 

R1,139,400 R284,850 

Not paid for 

by ECDoE 

R284,850 

376 

Not paid 

for by 

ECDoE 

R284,850 

Not paid 

for by 

ECDoE 

R284,850 

Not paid 

for by 

ECDoE 

0 

- 

R1,139,400 

100

Priority: Governance and Administration: Improving Corporate Services (Prog 1) 


Strategic objective: 5.4: Strategic role of the Department enhanced through effective management and administration systems 

5.4.48.1: Extent 

of Disaster 

Recovery Plan 

implemented 

(None, limited, 

substantial, full) 

1. Formulate and 

implement the 

Disaster Recovery 

Plan 

2. Purchase 

equipment 

required to 

upgrade network 

3. Ensure 


Persal users 

4. Ensure 


BAS users 

5. Ensure 


LOGIS users 

6. Ensure 


email users 

Substantial Formulate 

DRP 

Network 

upgrading 

done 

Procure & 

Implement 

Procure & 

Implement 

R500,000 R113,626 R500,000 

Procure & 

Implement 

>95% >93% 95% >93% 95% >94% 80% >95% 90% 90 -5% 5.3 

>93% >90% 95% >91% 90% >92% 80% >93% 90% 87.5 -5.5 5.9 

>60% >55% 

>65% >60% 

95% 

(Note 1) 

95% 

(Note 1) 

Note 1: Connectivity was estimated at 95% so the transversal systems should have been available 95% of the time. 

>57% 80% >58% 80% >60% 90% 86.3 26.3 43.8 

>62% 42% >64% 80% >65% 70% 71.8 6.8 10.5 

377

Budget and Expenditure 


61,282,910 R62,798,546 

Achievements: 

1. Assisted MSTE to provide 268 Schools with e-Learning packages with Curriculum content to improve teaching and learning at Secondary Schools. This 

included a laptop, data projector and tripod screen. 

2. We also assisted MSTE to provide 33 laptops with Data Projector and screen to schools trained on CAD for schools doing Engineering Graphics & Design. 

3. 100 laptops were procured to replace the outdated laptops of 100 EDOs. 

4. We assisted GET to procure 100 laptops for Multi-Grade schools with 13 printers. 



No budget was provided for the ICT for Schools function in respect of 

operating costs. Only capital budget was provided 


The absence of ICT Technicians in the districts makes it difficult to provide 

an effective user support service 


ICT lab administrators are unable to optimally use the labs and manage 

users on the server. 

The sub-programme is focusing on the provision of capital equipment. Funds 

for goods and services items are coming from the IT Support function from 

programme 1. 

Six districts have now employed and ICT Technician and HR are committed to 

prioritizing the filling of the one ICT Technician post in each of the 23 districts. 

A minimum of 1 IT Technician only per district is urgently required. 

An ICT technician’s induction workshop has been planned for middle of May 

to deal with these matters. The district ICT centre administrators will also be 

invited to the workshop. 


There is insufficient office accommodation for the staff and are still waiting We have requested additional office space but no allocations have yet been 

for more posts to be advertised. 

made. 


Technicians already appointed are struggling with transport 

We have applied for subsidized vehicles 


Appointment of ICT Technicians is too slow Availed services to districts to assist on interview panels. 

378


Budget for CAT schools PC top-up too small Provided to only a small number of schools for which we had information 


The moving of the office from Whittlesea to Queenstown came at a bad time 

being the end of the financial year. No orders for cabling could be issued. 


Response to Challenge 1 Public Works have agreed that in future when 

moving offices to a leased building, the cabling will be included in the lease 

agreement. 

1. The urgent filling of ICT Technician posts in King Williams Town, Mthatha, Butterworth, Dutywa, Mt Frere, Fort Beaufort, Ngcobo, and Queenstown, districts. 

2. We have insufficient budget to supply equipment to schools offering Computer Application Technology (CAT) as a subject hence e-Learning activities are 

curtailed. 

379

2.8 TRANSFER PAYMENTS 

This section provides for funds that have been transferred to other institutions, provinces, municipalities, public entities, business enterprises and individuals and 

therefore does not constitute final expenditure by the department. 

PROGRAMME 

Programme 1 

INSTITUTION/BENEFICIARY 

Individuals 

Programme 2 All Public Ordinary Schools 

Individuals 

PURPOSE 

Transfers to schools 

Leave Discounting and Leave Gratuities 

Transfers to schools 


AMOUNT 

TRANSFERRED 

1,650 

5,486 

594,910 

70,747 

Programme 3 All Independent Schools Transfers to schools 44,148 

Programme 4 All Public Special Schools 

Individuals 

Programme 5 All FET colleges 

Individuals 

Transfers to special schools 

Leave discounting and Leave Gratuities 

Transfers to colleges 


55,426 

630 

168,868 

524 

NEED TO COMPLY 

WITH SECTION 38(1)J 

Programme 6 Individuals Leave Discounting and Leave Gratuities 0 No 

Programme 7 All ECD centres Transfers to schools 7,679 Yes 

Programme 8 SETA 

Examination Centres 

Individuals 

Transfer to Department Agency 

Transfers to Examination Centres 


380 

6,642 

13,390 

161 

Yes 

No 

Yes 

No 

Yes 

Yes 

No 

Yes 

No 

Yes 

Yes 

No

PART 3 

MANAGEMENT AND USE OF RESOURCES 

01 APRIL 2008 – 30 MARCH 2009 

381

382

3.1 HUMAN RESOURCE MANAGEMENT 

3.1.1 Progress with the filling of critical posts 

POSITION 

NO. OF 

POSTS 

NO. OF 

VACANCIES AT 

THE START OF 

QUARTER 

PRINCIPALS BULLETIN VOLUME 4/2008 

EQUITABLE SHARE (POST LEVEL 1 EDUCATORS) 

195 195 

VOLUME 5/2008 282 282 

PRINCIPALS BULLETIN VOLUME 7/2008 

ADDENDUM TO VOLUME 7/2008 - PRINCIPALS 

85 85 

POSTS 

HOD & DEPUTY PRINCIPALS BULLETIN VOLUME 

99 99 

8/2008 

"MOP-UP" BULLETIN (HOD & DEPUTY PRINCIPALS 

1685 1685 

POSTS) VOLUME 9/2008 

POST LEVEL 1 EDUCATOR POSTS BULLETIN 

319 319 

VOLUME 1/2009 

ADDENDUM TO POST LEVEL 1 EDUCATOR 

462 462 

POSTS BULLETIN VOLUME 1/2009 454 454 

DISTRICT DIRECTOR 3 3 

SENIOR ADMINISTRATIVE OFFICER 11 11 

ASSISTANT DIRECTOR 49 49 

ADMINISTRATIVE OFFICER 52 52 

PERSONNEL OFFICER 37 37 

383 

LENGTH OF TIME 

POST IS VACANT 

(WHERE 

APPROPRIATE) 

NUMBER OF APPOINTMENTS 

MADE DURING QUARTER 

LESS THAN 12 

MONTHS 3 

LESS THAN 12 

MONTHS 3 

LESS THAN 12 

MONTHS 30 

LESS THAN 12 

MONTHS 40 

LESS THAN 12 

MONTHS 682 

LESS THAN 12 

MONTHS 78 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 1 

LESS THAN 12 

MONTHS 8 

LESS THAN 12 

MONTHS 10 

LESS THAN 12 

MONTHS 3

ADMINISTRATIVE CLERK 97 97 

SWITCHBOARD OPERATOR 3 3 

ACCOUNTING CLERK 35 35 

DATA CAPTURER 9 9 

SENIOR ADMINISTRATIVE CLERK 1 1 

PROVISIONING ADMINISTRATIVE CLERK 15 15 

REGISTRY CLERK 25 25 

DEPUTY DIRECTOR 9 9 

CHIEF WORK STUDY OFFICER 2 2 

CHILD CARE WORKERS 1 1 

SENIOR HOUSE KEEPING SUPERVISOR 1 1 

SENIOR FOOD AID 1 1 

SECRETARY 6 6 

PRINCIPAL PERSONNEL OFFICER 15 15 

CHIEF ACCOUNTING CLERK 15 15 

SENIOR STATE ACCOUNTANT 2 2 

COMPUTER TECHNICIAN 1 1 

STATE ACCOUNTANT 15 15 

384 

LESS THAN 12 

MONTHS 3 

LESS THAN 12 

MONTHS 2 

LESS THAN 12 

MONTHS 2 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 2 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 1 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 1 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0

CHIEF PROVISIONING ADMINISTRATIVE CLERK 8 8 

PERSONAL ASSISTANT 7 7 

DCES 77 77 

SES 288 288 

CES 14 14 

DCES/EDO 1 1 

EDUCATION DISTRICT DIRECTOR 3 3 

EDUCATION DEVELOPMENT OFFICER 

SENIOR PROVISIONING ADMINISTRATION 

3 3 

OFFICER 2 2 

PROVISIONING ADMINISTRATIVE OFFICER 4 4 

INTERNAL AUDITORS 1 1 

CHIEF ADMIN CLERK 13 13 

THERAPISTS/ PRACTITIONER 20 20 

DIRECTOR 2 2 

SENIOR PERSONNEL PRACTITIONER 1 1 

SECRETARY TO THE OFFICE OF THE DIRECTOR 4 4 

CHIEF DIRECTOR 2 2 

JUNIOR QUANTITY SURVEYOR 1 1 

CONTROL WORK INSPECTOR 1 1 

385 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 15 

LESS THAN 12 

MONTHS 16 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 1 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 3 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0

STATE ACCOUNTANT: CHIEF DIRECTOR 1 1 

FORENSIC ANALYSTS 4 4 

SENIOR MANAGER 2 2 

PERSONNEL PRACTITIONER 10 10 

CHIEF PERSONNEL OFFICER 2 2 

LABOUR RELATIONS OFFICER 5 5 

ICT TECHNICIAN 14 14 

CHIEF WORKS INSPECTOR 5 5 

WORKS INSPECTOR 9 9 

CHIEF REGISTRY CLERK 4 4 

SOCIAL WORKER 1 1 

SHE PRACTITIONER 1 1 

EAP PRACTITIONER 1 1 

GENERAL ASSISTANT 9 9 

MESSENGER/DRIVER 1 1 

PERSONAL ASSISTANT/ASSISTANT DIRECTOR 

SECRETARY TO THE OFFICE OF THE CHIEF 

1 1 

DIRECTOR 1 1 

WORKSTUDY OFFICER 1 1 

ADMINISTRATIVE CLERK(1 YEAR CONTRACT) 3 3 

386 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 1 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 1 

LESS THAN 12 

MONTHS 1 

LESS THAN 12 

MONTHS 1 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 4 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 0 

LESS THAN 12 

MONTHS 1

DEPUTY DIRECTOR-GENERAL 2 2 

LESS THAN 12 

MONTHS 

LESS THAN 12 

0 

SUPPLY CHAIN MANAGEMENT SPECIALISTS 2 2 

MONTHS 

LESS THAN 12 

0 

SECRETARY OFFICE OF THE DIRECTOR 1 1 

MONTHS 

LESS THAN 12 

0 

CHILD AND YOUTH CARE WORKER 35 35 

MONTHS 

LESS THAN 12 

0 

SENIOR PERSONNEL OFFICER 2 2 

MONTHS 

LESS THAN 12 

0 

PERSONAL ASSISTANT TO THE DIRECTOR 2 2 

MONTHS 

LESS THAN 12 

0 

TYPIST 1 1 

MONTHS 

LESS THAN 12 

0 

PERSONAL ASSISTANT-CHIEF DIRECTORATE 1 1 

MONTHS 0 

Grand Total 4559 4559 913 

3.1.2 Summary of disciplinary procedures (precautionary suspensions) 

Category of case 

Cases involving officials with 

salary packages >R100 000 that 

may result in dismissals 

Cases involving officials with 

salary packages

Oldest unresolved disciplinary cases (precautionary suspensions) 

Case number 

Date proceedings 

started 

Salary paid 

to the official 

since the 

start of 

proceedings 

Specific actions being taken to resolve the case 

50353764 27 March 2008 R 163,368 Awaiting outcome of appeal 

50276549 23 April 2008 R 193,963 Awaiting outcome of appeal 

11125438 1 September 2008 R 98,682 Awaiting outcome of sanction 

52715001 5 November 2008 R 69,808 Investigation underway 

53724631 20 January 2009 R 17,574 Investigation underway 

13590537 30 January 2009 R 38,188 Investigation underway 

19041918 02 March 2009 R 8,964 Investigation underway 

388

3.2 FINANCIAL MANAGEMENT 

3.2.1 FUNCTIONS OF THE DEPARTMENT’S AUDIT COMMITTEE 

The Directorate: Internal Audit conducted a Compliance Audit at Head Office, District Offices and Schools. At Head Office the audit was performed on the Chief 

Directorate: Supply Chain Management, Chief Directorate: Infrastructure Management and the Directorate: Pay Roll Management. The Districts that were audited 

were Cofimvaba and Ngcobo. 50 Schools, which include 17 from the King William’s Town District, 16 from Fort Beaufort District and another 17 from East London 

District were involved in the audit. 

On 27 February 2009 Audit Committee Meeting No. 31 was held. 

Four (4) officials from the Internal Audit Services attended the National Internal Audit Indaba held in Durban on the 03-07 March 2009. 14 Staff Members of 

Internal Audit & Risk Management Services have been registered for membership with the Institute for Internal Auditors (IIA), and registered members were 

awarded membership certificates. 

A staff development session for Internal Audit was held in the East London Leadership Institute on the 02 April 2009. Various documents (the Internal Auditing 

Procedure Manual, Internal Auditing Methodology and Approach and Internal Audit Framework) were adopted and officially handed over for the consumption by all 

Internal Audit Unit Staff Members. 

The meetings of the Audit Committee according to their annual plan were coordinated. The Assistant Director - Internal Audit Services - is to assume duties in the 

Department of Education with effect from 01 May 2009. The appointment of the Service Provider to provide technical support to Internal Audit Unit is to be 

appointed to assume duties with effect from 01 May 2009. 

389

3.2.2 SUMMARY OF FRAUD, THEFT AND CORRUPTION CASES 

Count of RANK OF 

OFFICIAL 

SALARY AMOUNT CHARGES PREFERRED 

RANK OF OFFICIAL LEVEL INVOLVED AGAINST EMPLOYEE FURTHER ACTION TAKEN AGAINST EMPLOYEE Total 

Educator 6 R 5,590.00 Fraud (Social Development) Debt to be recovered 1 

R 2,460.00 Fraud (Social Development) Debt to be recovered 1 




R 24,900.00 Fraud (Social Development) Case withdrawn 1 

7 R 3,500.00 Financial mismanagement Debt recovered 1 






8 R 48,600.00 Fraud (Social Development) Debt to be recovered 1 


Educator Total 14 

Deputy Principal 

Deputy Principal 

9 R 43,835.70 Financial mismanagement Debt to be recovered 1 

Total 1 

Senior Admin Officer 

Senior Admin Officer 

6 R 129 432.00 Financial mismanagement Debt to be recovered 1 

Total 1 

Principal 9 R 29,285.11 Financial mismanagement Debt to be recovered 1 

R 31,471.02 Financial mismanagement Debt to be recovered 1 

11 R 10,500.00 Financial mismanagement Debt to be recovered 1 

Principal Total 3 

Cleaner 2 R 2,950.00 Fraud (Social Development) Debt to be recovered 1 


Cleaner Total 2 

390

Educator 6 R 3,920.00 Fraud (Social Development) Debt to be recovered 1 




R 1080.00 Fraud (Social Development) Debt to be recovered 1 




Educator Total 8 

Senior Admin Clerk 6 R 34,670.00 Fraud (Social Development) Debt to be recovered 1 

Senior Admin Clerk 

Total 1 

General Worker 2 R 21,380.00 Fraud (Social Development) Debt to be recovered 1 







General Worker Total 7 

Head of department 8 R 16,760.00 Fraud (Social Development) Debt to be recovered 1 

R 23,470.00 Fraud (Social Development) Case withdrawn 1 

Head of department 

Total 2 

Grand Total 39 

391

392

PART 4 

393

394

4.1 CONCLUDING REMARKS 

The following concluding remarks in this Quarter Performance Report for the period 01 April 2008 to 31 March 2009 accentuate 

some of the most pressing issues that the Eastern Cape Department of Education (ECDoE) needs to make decisions on to enhance 

both performance and service delivery. 

4.1.1 ISSUES EMINATING FROM THE JANUARY 2009 SCHOOL VISITS 

In Par. 1.2 of this Performance Report a host of issues were listed that were found lacking in schools, during the January 2009 

school visits. When an analysis of the content of these issues is made, there is hardly anything new that has not been existing in 

schools. Several proposed corrective measures were formulated for each of the categories of findings. The main issue is to include 

these proposed corrective measures in the Departmental Annual Performance (APP) and various Operational Plans and to 

effectively deal with the situation. The corrective measures have to be planned and budgeted for under the respective Chief 

Directorates, and implementation has to be executed. 

4.1.2 RECOMMENDATIONS EMERGING FROM THE PROVINCIAL SUMMIT ON EDUCATION 

This aspect is of the same critical importance as the previous pressing issue. A substantial amount of money was invested in hosting 

the 2-day Provincial Education Summit. An analysis of the issues raised in the draft Summit report shows close correlation to the 

findings at schools during the January 2009 school visits. These overlapping areas need to be synergized and structured into a 

formal plan of action that is costed, implemented, monitored and reported on. Dealing with the issues emerging from these 2 reports 

in a constructive manner will most certainly change the education landscape in the Eastern Cape. 

4.1.3 ASSISTANCE FROM THE NATIONAL DEPARTMENT OF EDUCATION 

The members of the National Task Team that has to render support critical areas where assistance is needed in the Department will 

arrive during the first term of the new financial year and are working hand in hand with officials in various sections. This intervention 

has to be seen as a positive step towards management of the ECDoE. Top Management members have undertook to give their full 

support to the initiative since it also aims to improve the knowledge and skills of Departmental Managers. 

395

4.1.4 CAPACITY BUILDING 

This Performance Report indicated in Parts 1 and 2 that the Curriculum Chief Directorate has gone the extra mile in providing 

educators with lesson plans for the first semester of the academic year. It is trusted that this will be a fruitful intervention that will be 

reflected in positive learner achievement results at the end of the academic year: not only in the external NSC results, but the results 

in all the other grades. This Department can no longer suffer embarrassment as far as education delivery and academic results are 

concerned. The initiative taken by the Chief Directorate: Curriculum Management has to be seen as part of the interventions 

(together with the proposed corrective measures that address the findings of the school visits as well as the recommendations from 

the Provincial Summit on Education) to improve the quality of teaching, learning and assessment in the Province. 

4.1.5 OFFICE ACCOMMODATION 

The lack of proper office accommodation is a refrain that runs through most of the reports by (Chief) Directorates in Part 2 of the 

Performance Report. The appointment of officials in critical post can not be delayed, yet the system has not been able to provide 

sufficient office accommodation for these people to do their work properly. The task team dealing with the provision of office 

accommodation is in place but has a daunting task to perform. The lack of office space also remains a big problem at District level. 

4.1.5 FINANCIAL MANAGEMENT 

4.1.5.1 It has been brought to the attention of Top Management that the misuse of Norms and Standards funding is taking place in 

some no-fee schools. Reports indicate that the monies are not being spent on the items they were intended for and that 

monies are being deposited into personal bank accounts. A proposal was made than a Norms and Standards official be 

appointed at each District Office to oversee the correct spending of the funds. However, until such time that such capacity is 

in place at District level, Principals, EDOs, CESs: Management & Governance, District Directors and Cluster Chief Directors 

will have to take responsibility and accountability for monitoring the proper spending of funds in schools. 

4.1.5.2 As stated in Par. 1.1 of the Performance Report the Department over-spent its budget for the first time in its existence. At the 

April FINCOM meeting the 3 Clusters will present, amongst others, the lessons learnt during the 2008/09 financial year. This 

type of reflection clearly indicates the willingness of the organization to put sustainable financial management practices into 

place. It is envisaged that the Department will continue to grow in terms of the enhanced spending of its budget in the 

2009/10 financial year, and that this will lead to improved service delivery throughout the system. 

396

4.2 ACKNOWLEDGEMENTS 

4.2.1 SECOND QUARTER REPORT PRODUCTION: 

The staff within the Directorate: Strategic Planning Policy Research and Secretariat Services: 

Mr. G. H. Van Der Voort (CES) 

Mr. R. Chigume (Deputy Director) 

Mr. I. C. Bellingan (DCES) 

Mr. S. Mdlondleni (Admin Clerk) 

Ms. B. Makapela (Admin Clerk) 

Ms. F. Tontsi (Intern) 

Mr. S. Matyu (Intern) 

4.2.2 PROGRAMME COORDINATION: 

Programme 1: Mrs. Z Makina 

Programme 2: Ms. N. Skenjana 

Programme 3: Ms. T. J. Z. Mtyida 

Programme 4: Mr. T. J. Z. Mtyida 

Programme 5: Mr. K. Ngaso 

Programme 6: Mr. K. Ngaso 

Programme 7: Ms. N. Skenjana 

Programme 8: Mr. T. J. Z. Mtyida 

Mr S. P. Govender 

4.2.3 OVERALL QUALITY CONTROL: 

Chief Director: Strategic Management Monitoring and Evaluation: Mr. G. F. Mac Master 

397

4.2.4 PUBLISHED BY: 

Department of Education 

Steve Vukile Tshwete Education Complex 

Zone 6 

ZWELITSHA 

Private Bag X0032 

BHISHO 

5608 

398

4.3 ACRONYMS AND ABBREVIATIONS 

ABET Adult Basic Education and Training 

APP Annual Performance Plan 

BAS Basic Accounting System 

CASS Continuous Assessment 

DFID Department for International Development 

DoE Department of Education 

e-Administration Electronic Administration 

EAP Employees Assistance Programme 

ECD Early Childhood Development 

ECDOE Eastern Cape Department of Education 

EDC Education Development Centre 

EDO Education Development Officer 

e-Education Electronic Education 

EFA Education for All 

EFMS Electronic Facilities Management System 

e-Learning Electronic Learning 

EMIS Education Management Information System 

399

EPWP Expanded Public Works Programme 

ETDP-SETA Education, Training and Development Practices – Sector Education and 

Training Authority 

FET Further Education and Training 

FETC Further Education and Training Certificate (at Grade 12) 

FETIs Further Education and Training Institutions 

GET General Education and Training 

GETC General Education and Training Certificate 

Grade R Reception Grade in the year before Grade 1 

GTZ Gesellschaft für Technische Zusammenarbeit (German Agency for 

Technical Cooperation) 

HEIs Higher Education Institutions 

HOD Head of Department 

HRD Human Resource Development 

HRM Human Resource Management 

ICT Information and Communications Technology 

IMET Inter-Sectoral Monitoring and Evaluation Team 

IMT Interim Management Team 

INSET In-Service Training 

400

IQMS Integrated Quality Management System 

JMT Joint Management Team 

Logis Logistics Information System 

LoLT Language of Learning and Teaching 

LSEN Learners with Special Educational Needs 

LTSM Learning and Teaching Support Material 

MEC Member of the Executive Council 

MIP Matric Intervention Programme 

MTEF Medium Term Expenditure Framework 

MTEF Medium term expenditure framework 

NCS National Curriculum Statement 

NDOE National Department of Education 

NGO Non-government organisation 

NGOs Non-Governmental Organizations 

OBE Outcomes Based Education 

PED Provincial Department of Education 

Persal Personnel and Salary System 

PFMA Public Finance Management Act 

401

PFMA Public Finance Management Act, 1999 (Act No 1 of 1999), as amended 

PGDP Provincial Growth and Development Plan 

PSA Public Service Act, 1994 

RPL Recognition of Prior Learning 

SAEF South African Excellence Foundation 

SAMDI South African Management Development Institute 

SASA South African Schools Act (Act No 84 of 1996) 

SCM Supply Chain Management 

SETA Sector Education and Training Authority 

SG Superintendent General 

SGB School Governing Body 

SNP School Nutrition Programme 

WSE Whole School Evaluation 

402

PART 5 

ANNEXURES: 

NATIONAL TREASURY STATUTORY REPORT 

403

404

EASTERN CAPE 

QUARTERLY PERFORMANCE REPORTS: 2008/09 - 1st Quarter 

Annual outputs 

Sector: Education 

Programme / Subprogramme / Performance Measures Target for 

2008/09 as per 

Annual 

Performance 

Plan (APP) 

QUARTERLY OUTPUTS 

Programme 1: Administration 

● Number of schools implementing the School Administration and 

2,380 

Management System 

● Number of schools that can be contacted electronically by the department 1,655 

Programme 2: Public Ordinary Schools 

● Number of learner days covered by the nutrition programme 238,154,741 

● Number of public ordinary schools with water supply 5,191 

● Number of schools with an adequate number of functional toilets 3,530 

● Number of learners benefiting from scholar transport 

Programme 3: Independent School Subsidies 

115,000 

● Number of funded independent schools visited for monitoring purposes 115 

1st Quarter 

Planned output 

as per APP 

900 

905 

64,700,999 

5,211 

3,550 

115,000 

28 

1st Quarter 

Preliminary 

output 

887 

750 

70,207,467 

5,249 

3,588 

78,000 

28 

1st Quarter 

Actual output - 

validated 

887 

750 

74,337,318 

5,249 

3,588 

68,006 

28 

2nd Quarter 


as per APP 

500 

1,155 

64,700,999 

5,221 

3,560 

115,000 

30 

2nd Quarter 

Preliminary 

output 

982 

591 

74,337,318 

5,264 

3,609 

108,957 

20 

2nd Quarter 


validated 

887 

594 

71,683,356 

5,264 

3,609 

82,568 

20 

3rd Quarter 


as per APP 

300 

1,405 

47,752,385 

5,291 

3,630 

115,000 

28 

3rd Quarter 

Preliminary 

output 

887 

594 

52,650,120 

5,334 

3,679 

92,195 

16 

3rd Quarter 


validated 

887 

594 

52,650,120 

5,334 

3,679 

92,195 

16 

4th Quarter 


as per APP 

680 

1,655 

55,064,680 

5,391 

3,730 

115,000 

29 

4th Quarter 

Preliminary 

output 

887 

615 

68,830,850 

4,785 

3,679 

114,751 

9 

4th Quarter 


validated 

887 

615 

68,830,850 

4,785 

3,679 

114,751 

9 

Preliminary 

output 

for 2008/09 

Actual output 

for 2008/09 

982 887 

750 750 

266,025,755 267,501,644 

5,334 5,334 

3,679 3,679 

114,751 114,751 

73 73 

ANNUAL OUTPUTS - NOTE: THE ANNUAL OUTPUT FOR 2008/09 SHOULD BE COMPLETED AND SUBMITTED TOGETHER WITH THE 1ST QUARTER REPORT FOR THE NEXT FINANCIAL YEAR 2009/10 

Provincial Education Sector 

● Number of children of compulsory school going age that attend schools 1,800,000 

1,800,000 1,478,519 1,478,519 1,478,519 1,478,519 

● Number of youths above compulsory school going age attending schools 

and other educational institutions 

560,400 

560,400 456,489 456,489 456,489 456,489 

● Public expenditure on the poorest learners as a percentage of public 

expenditure on the least poor learners 

0% 0% 

● Years input per FETC graduate 14 

- 

- 

● Average highest school grade attained by adults in population 8 

Gr 8 Gr 8 Gr 8 Gr 8 Gr 8 

● Adult literacy rate 

Programme 1: Administration 

85 

85.0% 

92.8% 

92.8% 

92.8% 

92.8% 

● Number of black women in senior management positions 21 

21 

23 

23 

23 

23 

● Percentage of current expenditure going towards non-personnel items 

Programme 2: Public Ordinary School Education 

18 

18.0% 

13.0% 

13.0% 

13.0% 

13.0% 

● Number of learners in public ordinary schools with special needs 16,250 

16,250 12,680 12,680 12,680 12,680 

● Number of public ordinary schools with electricity 4,687 

4,687 

4,524 

4,524 

4,524 

4,524 

● Expenditure on maintenance as a percentage of the value of school 


36% 36.0% 

5.4% 

5.4% 

5.4% 

5.4% 

● Number of schools with more than 40 learners per class 2,071 

2,071 

2,152 

2,152 

2,152 

2,152 

● Number of non-Section 21 schools with all LSMs and other required 

materials delivered on day one of the school year 

3,679 

3,679 

3,873 

3,873 

3,873 

3,873 

● Number of schools with Section 21 status 2,596 

2,596 

5,653 

5,653 

5,653 

5,653 

● Number of working days lost due to educator absenteeism in public 

ordinary schools 

11,961,846 

11,961,846 435,318 435,318 435,318 435,318 

● Number of learner days lost due to learner absenteeism in public ordinary 

schools 

2.1 Public Primary Schools 

44,844,370 

44,844,370 23,795,563 23,795,563 23,795,563 23,795,563 

● Repetition rate in Grades 1 to 7 5 

5.0% 

5.4% 

5.4% 

5.4% 

5.4% 

● Number of learners in Grade 3 attaining acceptable outcomes in Numeracy 

and Literacy 

- 

- 

● Number of learners in Grade 6 attaining g acceptable p outcomes in 

Mathematics, Literacy and Natural Science 

2.2 Public Secondary Schools 

- 

- 

● Number of girl learners who take Mathematics and Science in Grades 10 to 

12 

21,396 

21,396 70,025 70,025 70,025 70,025 

● Repetition rate in Grades 8 to 12 14 

14.0% 

8.6% 

8.6% 

8.6% 

8.6% 

● Pass ratio in Grade 12 examinations 65 

65.0% 

50.6% 

50.6% 

50.6% 

50.6% 

● Pass ratio in Grade 12 for Mathematics and Science 48 

47.5% 

40.5% 

40.5% 

40.5% 

40.5% 

● Number of learners in Grade 9 attaining acceptable educational outcomes 

in all learning areas 

Programme 4: Public Special School Education 

- 

- 

● Number of children with special needs aged 6 to 15 not enrolled in 


Programme 5: Further Education and Training 

1,000 

1,000 

4,472 

4,472 

4,472 

4,472 

● Number of FET students relative to youth in the province 192 

1:192 1:271 1:271 1:271 1:271 

● Number of female students who are in technical fields 6,713 

6,713 

4,937 

4,937 

4,937 

4,937 

● FET college throughput rate 77 

77.0% 

77.0% 

77.0% 

77.0% 

77.0% 

● Number of learners placed in learnership through FET colleges 

Programme 6: Adult Basic Education and Training 

600 

600 

955 

955 

955 

955 

● Number of ABET learners relative to adults in the province 

Programme 7: Early Childhood Development 

63 

1:63 1:94 1:94 1:94 1:94 

● Number of learners in publicly funded Grade R 132,599 

132,599 141,181 141,181 141,181 141,181 

5/29/20091:33 AM 

405 

Actual output for 

2008/09 

as per Annual 

Report

ANNEXURE A 

Variation of target in the APP and those indicated in this report 

Number of learners benefiting from scholar 

transport 

Unavailability of Data 

Years input per FETC graduate Data not available 

Number of learners in Grade 3 attaining 

acceptable outcomes in Numeracy and 

Literacy 


acceptable outcomes in Mathematics, Literacy 

and Natural Science 


acceptable educational outcomes in 

Mathematics, Literacy and Natural Science 

The model is adding up all the quarterly outputs whish should not be the 

case. The annual average number of learners that were transported in 

the Eastern Cape is 97, 834 and not 114,751 as shown in the model. 

Data on this item is not available since Systemic Evaluation data has not 

been collected for the relevant periods. The Systemic Evaluation is a 

National Programme. 







Please not that the in items listed below targets have been rounded off to the nearest 10 since the model could not accept 

fractions. 

406

Performance Measure Target Actual 

Public expenditure on the poorest learner as a percentage of the public expenditure on the 

least poor learner 

1006.5% 980.5% 

Average highest school grade attained by adults in the population 7.7 8 

Adult literacy rate 84.6 92.8% 

Current expenditure going towards non-personnel items 17.5 13% 

407

408

SUMMARY OF CHALLENGES AND RESPONSES PER PROGRAMME FOR THE 4 th QUARTER PERFORMANCE REPORT 

PROGRAMME NO SUB-PROGRAMME CHALLENGES RESPONSES 

1.1 Office of the MEC 

Challenge 1: 

Office of the MEC 


1.2 Corporate Services 

Challenge 2: 

Challenge 3: 

Challenge 1: 

High volume of correspondence 

Challenge 2: 

Not all organogram posts are filled 

Challenge 3: 

Work warrants a range of skills and members are on 

different levels of skills 

Challenge 4: 

Overlapping responsibilities and function with other 

offices e.g. MEC. 

Challenge 1: 

Inability of the Department of Education to implement 

corrective measures to reduce or mitigate audit findings 

and recommendations. Failure of management to 

409 



Office of the SG 


Overhaul the system by reducing the correspondence load 


Will be shortlisting Assistant Director post 


A plan is in place to train all officials 


Regular meetings with the office of the MEC took place 

Internal Audit 


Conduct follow up audits, plead for implementation and report 

non-compliance. To establish internal Audit Activity 

Management as platform to cause the Department of

implement corrective measures on audit findings and 

monitoring results. 

The Risk Management Unit has inadequate number of 

personnel required to perform the duties of Risk 

Management in the Department. 

Challenge 2: 

The Directorate did not get the response it was expecting 

in attendance of the Risk Management Workshop from 

both the Head Office and the District Office. 

The Risk Management Unit does not have the adequate 

qualified staff required to perform to perform the units 

work. 

Challenge 3: 

Staff members in the directorate are leaving the 

Department for better salary levels. Internal Auditors in 

other Departments are paid on Salary Level 8, while in 

the Department of Education Internal Auditors are paid 

on Salary Level 7. The level of attraction and retention of 

competent Internal Audits staff need revival. The Office 

does not have properly secured security systems for our 

highly confidential files 

Challenge 4: 

Budget Constraints: The directorate requested R10 

million and we were only allocated R3 million. Limited 

provision of financial resources to carry out the approved 

Internal Audit Coverage Plan. We do not have necessary 

infrastructural resources such as network cables that 

allow access to the internet and relevant legislations 

which are always of high reference in the nature of our 

work 

Challenge 5: 

It appears that the channel of communication in terms of 

410 

Education to effectively implement the agreed upon corrective 

measures and monitor intervention results. 

We have submitted a correspondence to the HR Chief 

Directorate to advertise our vacant posts and also increase 

the number of interns in our section. 


Due to poor attendance, the Directorate might consider to reorganise 

the Risk Management workshop 


Proposal for review of the salary levels of Internal Auditors 

was prepared and submitted to relevant directorates for 

consideration. To follow-up this matter with Human Resource 

Planning. A correspondence requesting Trellidor Security 

Doors is to be submitted to the Infrastructure Section for 

action 


This was brought to the attention of the Acting CFO for 

consideration. The matter has been brought to the attention 

of infrastructure and IT services and we are still awaiting a 

response on this matter. 


In order to reduce the lead time between recommended 

actions and their implementation, it is recommended that the

eporting is rather long as reports have to get inputs from 

the CFO, DDG and the approval of the SG, Labour and 

Legal Services etc. 

Challenge 1: 

Foundation Phase Catalogue late 

Challenge 2: 

Late Section 21 school orders 

Challenge 1: 

Appointment of staff. 

Challenge 2: 

Proper co-ordination of departmental activities. 

Challenge 1: 

Shortage of personnel 

Challenge 2: 

Lack of cooperation by fellow colleagues in regard with 

complaints referred to them 

411 

reporting route be reviewed 

Learner Teacher Support Material (LTSM) 


All late deliveries stopped on 31 March 2009 


Autonomy over the budget given to Section 21 schools 

makes it difficult to monitor 

CD: Statutory Advisory And Protocol Services 


Submission to H.R. was made. 


Raised in the top management meetings 

Communications And Customer Care 


Need 2 more interns 


Awareness on customer care and support by the senior 

management

Challenge 3: 

Lack of working tools & proper offices in districts 

Challenge 4: 

Influx of complaints from districts 

Challenge 5: 

Updated telephone system 

Challenge 1: 

Staffing 

Challenge 2 

Office Space 

Challenge 1: 

Payment of agency fees 

Challenge 2: 

Timeous compliance with court orders 

412 


Allocation of sufficient resources & office accommodation in 

districts offices. 


High vacancy rate at district offices 


Upgrading the current telephone system 

Community & Stakeholder Liaison 


Appointment of a Director, 2 Deputy Directors, 3 Senior 

Admin Officers: Community Liaison Coordinators, 1 Snr 

Admin Clerk & 2 Admin Clerks 


Provision of office space for this directorate. 

Legal Services 


Obtaining additional funds to pay agency fees 


Departmental officials want to follow departmental 

procedures in complying with court orders despite the limited 

time given in terms of the court orders. This is mostly 

experience at district level.

Challenge 3: 

Non co-operation by some department officials in terms 

of proving necessary information in order to give timeous 

instructions to state attorney. 

Challenge 1: 

No of subsidized vehicles for Gender and Child/Disability 

focal points 

Challenge 2: 

Absence of departmental cell phones 

Challenge 3: 

Lack of adequate office accommodation 

Challenge1: 

Deviation from planned programme for 2 nd and 3 rd 

quarters as per instruction of the Chief Director led to the 

inability to regain lost impetus. 

Challenge 1: 

Non declaration of post establishment 

Challenge 2: 

Shortage of staff 


We plan to work closely with the Office of the Superintendent 

General in Terms of reporting unnecessary delays caused by 

lack of co-operation 

Special Transformatory Programme 


Waiting for approval from Transport Section 


Order cell phone vouchers 


Submit request to Auxiliary Services 

CD: Education Professional Services 

Response to Challenge1: 

Constant re-planning and reorganization allowed for some 

recovery 

CD: Human Resource Management And Development 

413 


Non availability of signatories concerned 


Filling of vacant substantive posts is in process

Challenge 3: 

Development or revisiting of the “Recruitment”, “Study 

Leave, and “Sick Leave” policies could not be finalized 

due to staff involvement in recruitment activities. 

Challenge 4: 

Lack of Human Resources to implement the Employee 

Wellness Programme 

Challenge 5: 

All districts to establish a grievance committee and 

function effectively. 

Challenge 1: 

Development or revisiting of the “Recruitment”, “Study 

Leave, and “Sick Leave” policies could not be finalized 

due to staff involvement in recruitment activities. 

Challenge 2: 

The HRA Directorate lacks sufficient staff to 

comprehensively exercise monitoring and control over 

Leave Management throughout the Province 

Challenge 3: 

The targets not met in respect of exception reports on 

appointments is a direct result of inexperienced staff and 

the continuous engagement of key staff members in 

414 


Recommendation made to review the organogram so that two 

separate Sub-directorates be established for “Recruitment” 

and “Policy Formulation”. 


A Staffing Proposal for consideration during the current 

Organisational Structure review process has been submitted 

to Director HRP & P 


Assist and monitor the progress of the establishment of 

grievance committees in district through district visits. 

Human Resource Administration 


Recommendation made to review the organogram so that two 

separate Sub-directorates be established for “Recruitment” 

and “Policy Formulation 


Recommendations were made for the extension of the 

contract of the Leave Project Management and the contract 

appointment of Cluster Leave Co-ordinators and further 

additional staff to ensure comprehensive leave management 

that includes the auditing of Attendance Registers and leave 



The structuring of functions in this respect should be revisited

special projects in addition to the overlapping of functions 

between the Directorates HRA and HRP & P. 

Challenge 1: 

All districts to establish a grievance committee and 

function effectively. 

Challenge 2: 

Abscondments. 

Challenge 3: 

Absenteeism. 

Challenge 4: 

Labour Relations vacancies in districts. 

Challenge 1: 

Shortage of staff 

Challenge 2: 

Accommodation 

Challenge 3: 

Overlapping functions between HRA & P 

415 



Assist and monitor the progress of the establishment of 

grievance committees in district through district visits. 


In correlation with HRA identify the absconded employees 

through district visits and follow up visits. 


Workshops and training of EDO’s and principals is an 

ongoing process and 5 districts have been trained in dealing 

with absenteeism. 


The posts of SES and DCES in districts to be advertised and 

filled. 

Human Resource Planning 


Filling of vacant substantive posts is in process 


N/A 


Matter is receiving attention (meeting is being arranged)

Challenge 4: 

Non declaration of post establishment 

Challenge 5: 

Tremendous workload of the HRIS Sub-Directorate 

Challenge 1: 

Centralized store not in place 

Challenge 2: 

Filling of vacant posts 

Challenge 3: 

Referral of tenders above R20M to IBAC 

Challenge 4: 

Over-utilization and abuse of GG-vehicles 

Challenge 5: 

Registration of Suppliers on the Departmental Database 

416 


Non availability of signatories concerned 


Due to the tremendous workload placed on the HRIS Subdirectorate 

and coupled with the fact that the unit is crossly 

understaffed especially with the required skills to perform 

activities within the Sub-Directorate for the 2008/2009 Annual 

Performance Plan could not be achieved. These activities 

will be re-scheduled for the 1 st quarter on 2009/2010. 

CD: Supply Chain Management 


HOD identified a place for this 


Posts to be filled 


HOD requested Treasury to un-limit the Department to 

ensure speedy award of tenders 


Proper controls are being put in place and subsidized cars 

are given to qualifying officials 


A/CFO granted permission to register suppliers on the 

Database

Challenge 1: 

Staff shortage in the Directorate makes it impossible to 

achieve some targets 

Challenge 2: 

Bid committee members not meeting and finalizing bids 

Challenge 3: 

Invoices from suppliers taking time to arrive and end 

users not signing invoices for payment 

Challenge 1: 

Movement and purchasing of assets by officials 

Challenge 2: 

Reluctance of officials to relocate 

Challenge 3: 

Credit-worthiness of officials 

Challenge 4: 

Shortage of storage space 

Acquisition Management 


The Acting SG promised to have a special consideration for 

SCM 


New committees have been formed to deal with this 

challenge 


Suppliers advised to immediately send invoices and end 

users to sign twice a week 

Asset, Fleet Management And Logistical Services 

417 


Introduction of LOGIS asset management module at Head 

Office 


Development of an Office Allocation Plan 


Applications should clear their financial status 


Identification of storage space at old Government Garage and 

Hanker at Zwelitsha

Challenge 5: 

Payment of fleet and telephone accounts monthly 

Challenge 1: 

Stability in the CFO impacts negatively on the 

performance of this Chief directorate and the adequacy of 

Organogram 

Challenge 2: 

Capacity issues to address amongst others, 

decentralisation of function to districts and skills levels to 

staff deal with financial management issues 

Challenge 3: 

Integration between Finance and other divisions across 

the department 

Challenge 1: 

The structure of the Directorate and the staff constraints 

makes it difficult to focus on Budget as a separate 

component from Expenditure monitoring and this impacts 

negatively on service delivery. 

Challenge 2: 

There is a lot of staff movement as a result of promotions 

to Districts and this grossly affects service delivery. 

Challenge 3: 

Due to time and staff constraints, it is a challenge to visit 

418 


Approval granted by A/CFO to settle accounts monthly 

CD: Financial Management Services 


Filling of the post of CFO ( interviews have been conducted) 

and the amendment of the Organogram and other Chief 

Director Finance 


Rapid staffing of districts will alleviate pressure especially 

from payment services and skills audit to be followed by an 

intensive training programme & or transfer of staff to area 

where they are best suited 


Combined sessions Finance and other divisions to be 

arranged at least quarterly 

Financial Planning And Budget Management 


Inputs on the change to the structure and organogram of the 

Directorate to have Budget separate from Expenditure 

monitoring have been made and forwarded for review and 

actioning where possible 


With the assistance of Human Resources, the vacated posts 

have to be advertised and filled as soon as possible. 


The monthly Finance Forums and the occasional Finance

Districts and give them support in terms of Audits and 

other Financial related matters. 

Challenge 4: 

Due to time and staff constraints, it is a challenge for 

training and staff development to occur as planned. 

Challenge 1: 

Staff shortages 

Challenge 2: 

Office Space 

Challenge 3: 

Inter-acting offices not responding on time 

Challenge 4: 

Districts not understanding properly the new system 

Challenge 5: 

Processing of Entity documentation 

Challenge 6: 

Processing of Entities with or without order forms 

419 

workshop are mostly used to address some issues. With the 

vacant posts in the process of being filled, District visits will 

be done frequently. 


With the vacant posts in the process of being filled, training of 

staff will be addressed as soon as possible. 

Accounting Services 


The review of organigram is waiting for approval 


No solution in the near future 


To meet with the managers and explain the inter-link office 

performance and speed up any queries. 


Proper in-service training to be done on a weekly basis 

grouping districts to attend it in the Head Office. Analyse 

report and communicate with districts. 


Submission send to Acting CFO to allow items to sign 

checking of the Entity 


Entities to be handled as from the dates received and not 

because they have orders on them

Challenge 1: 

The Persal suspense files transactions more that 30 days 

with regards to finance waiting for authorizations was a 

challenge 

Challenge 2: 

We had a risk of fraud with the changing of banking 

details 

Challenge 3: 

The storage has been attended to. 

Challenge 4: 

Tax 2008 was submitted at the due date 

Challenge 5: 

PERSAL suspense file transactions 

Challenge 1: 

Capacity to deliver and regular monitoring of progress 

420 

Salary General And Transfer Payment Services 


There has been a big improvement in terms of the latest 

finance transactions according to a persal because our 

monitor mechanism is having the desired results. 


The Department brainstormed with other provenience and 

has issued new internal control producers that minimize the 

risk of fraud and error 


The alternative venue has been earmarked by Auxiliary 

Services, Infrastructure and Payment Services 


Tax backlogs was for 6 years and 2008 was submitted on 

time, and 2009 in process now 


A consultant has been appointed and a project team formed 

to deal with this. 

Facilities And Infrastructure Management 


Enhance project monitoring to identify problematic projects 

and hold Implementing Agents accountable in terms of the 

SLAs

Challenge 2: 

Delays in finalizing the B6 for 2009 – 12 project list due to 

limited budget in comparison with huge backlogs, but 

also large numbers of projects rolled out at the beginning 

of the 2008/09 financial year 

Challenge 3: 

Limited number of qualified contractors to fast-track the 

provision of classrooms, especially in the case of 

disasters and increase in learner enrolments 

Challenge 4: 

Roll-out of OTP mud-structure replacement programme 

due to difficult rural terrain and small contractors with 

limited capacity 

Challenge 5: 

Programme delivery structures were not functional 

Challenge1: 

No budget was provided for the ICT for Schools function 

in respect of operating costs. Only capital budget was 

provided. 

Challenge 2: 

The absence of IT Technicians in the districts makes it 

difficult to provide an effective user support service. 

421 


Intensive engagement with Implementing Agents to provide 

accurate cash-flows per project to minimize huge overexpenditure 

in the 2009/10 financial year and beyond 


Resorting to alternative construction methods 


Fast-track the procurement of materials, labour tenders and 

enhance the capacity by PWD to implement the programme. 

Increase visits to projects to monitor progress 


Revival of programme management and coordination 

structures to improve the monitoring of programmes 

IT And Systems Infrastructure 


The sub-programme is focusing on the provision of capital 

equipment. Funds for goods and services items are coming 

from the IT Support function from programme 1. 


Six districts have now employed and ICT Technician and HR 

are committed to prioritizing the filling of the one ICT 

Technician post in each of the 23 districts. A minimum of 1 IT 

Technician only per district is urgently required.

1.3 

Education Management 

Challenge 3: 

ICT lab administrators are unable to optimally use the 

labs and manage users on the server. 

. 

Challenge 4: 

There is insufficient office accommodation for the staff. 

Challenge 5: 

Technicians already appointed are struggling with 

transport. 

Challenge 6: 

Appointment of ICT Technicians is too slow. 

Challenge 7: 

Budget for CAT schools PC top-up too small 

Challenge 1: 

Over expenditure for Scholar Transport 

Challenge 2: 

Infrastructure provisioning in districts especially ECD 

Grade R Centers 

Challenge 3: 

High billing for Municipality payments especially in 

Cluster C 


An ICT technician’s induction workshop has been planned for 

middle of May to deal with these matters. The district ICT 

centre administrators will also be invited to the workshop. 


We have requested additional office space. 


We have applied for subsidized vehicles. 


Availed by services to districts to assist on interview panels. 


Provided to only a small number of schools for which we had 

information 

District Development And Support: Clusters A, B And C 

422 


Proper planning and accurate projections on Scholar 

Transport 


Collective efforts from Works Inspectors and regular 

interaction with Infrastructure and Supply Chain Management 

Response to challenge 3: 

Installation of Pre-paid meters

Challenge 4: 

Under expenditure in Programme 2 due to loading of 

budget according to individual schools 

Challenge 5: 

Decline in Gr. R to 12 performance 

Challenge 6: 

Inadequate LAIS funding 

Challenge 1: 

Budget and Policy Speech, APP and Ops Plans were not 

completed due to the 2009 National and Provincial 

Elections 

Challenge 2: 

The Chief Directorate is facing a problem on office space 

Challenge 1: 


Loading of budget to be done at the beginning of the financial 

year 


Establishment of District LAIS Committees and 

implementation of costed Cluster projects 


Request for more funds to address poor performance in most 

schools 

CD: Strategic Management And Monitoring Evaluation 


The Directorate: SPPRS is now finalizing the publication of 

the APP and Ops Plans as well as the Budget and Policy 

Speech 


Auxiliary Services are in the process of looking for space 

where the Whole Chief Directorate can be placed 

Strategic Planning Policy Research And Secretariat Services 

Due to the elections taking place in the 1 st financial 

quarter of 2009/10, the completion of the Budget + Policy 

Speech, APP, Ops Plans and publication thereof on the 

website has been delayed 

Challenge 2: 

The Directorate lost a key member of staff due to the 

423 


These Statutory Documents will be completed and finalized in 

April 2009 


The current staff is working transversal, while awaiting the

person taking up a promotion post in another 

Government Department 

Challenge 1: 

The Grade 1 – 7 drop-out and repetition rates study has 

still not been awarded to a Service Provider since 2008. 

Yet the sister study for Gr. 8 – 12 for drop-out and 

repetition rate has been awarded. 

Challenge 2: 

The NDoE has been approached to forward their 

calendar of events so that we would be in a position to 

plan effectively and have information-sharing sessions 

with District officials so that they in turn are able to 

feature out activities into their plans. Nothing has been 

received as yet. The National Director for SE is currently 

out of the country and the telephone of the CES remains 

unanswered. 

Challenge 3: 

Early Grade Reading Programme could not take place 

because the information required for the roll-out has not 

been received from NDoE 

Challenge 4: 

Printing of Gr. 3 Main Study Report for 2007 could not be 

printed or disseminated as NDoE did not forward it to 

Provinces. 

Challenge 5: 

The budget for Standardized National Assessment is 

inadequate to meet the needs for the activities 

424 

advertisement of all the vacant posts to be filled in the near 

future 

Quality Promotions And Standards 


Study only to be awarded in new financial year 


Continue to make telephonic contact as e-mails do not get 

responded to 


On-going contact to request the information from NDoE 


On-going contact with NDoE. 


SMAs will be administered through Curriculum Mgt in the new 

financial year

1.4 Human Resource 

Development 

Challenge 6: 

WSE Reports could not be written 

Challenge 7: 

Editing of 2 WSE could not take place in line with the 

above challenge 

Challenge 8: 

WSE Abridged Report could not be written or published 

over the whole financial year. WSE manager had to 

develop a framework for this task, which could not be 

finished on time due to other competing official priorities 

Challenge 1: 

Non compliance of SMS members 

Challenge 2: 

Lack of commitment by Supervisors 

Challenge 3 

Non adherence to time frames as per PMDS policy 

Challenge 4: 

Non existence of PMDS structures in Districts 

425 


The 2 reports still need to be written under the current 

dispensation 


Editing process will take place after reports have been written 


Framework has been developed and aligned with the 

Comprehensive Evaluation Abridged Report format. 

Human Resource Development 


SG to intervene 


Strengthen advocacy &conduct workshops for all Supervisors 


. 

Constant reminders & district visits 


Resuscitation of PMDS structures

1.6 Education Management 

Information Systems 

Challenge 5: 

Delaying of our Social Partners in Co-signing of the WSP 

Challenge 6: 

ICT could not be completed due to commitments of 

teachers to conduct Exams 

Challenge 7: 

Some institutions are not responding in time in giving us 

their invoices 

Challenge 8: 

Adjournment of PSDC 

Challenge 9: 

Non compliance by Districts in submitting reports and 

training plans by some districts 

Challenge 1: 

Tender for the roll-out of SASAMS has not yet been 

awarded 

Challenge 2: 

Shortage of administrative staff at schools 

Challenge 3: 

Low level of administrative computers available at 

426 


Emphasizing of deadlines to our social partners in ways of 

communication 


ICT Learnership will be finalized early in this forth quarter 


Constant reminders by DoE 


Bilateral with the Union and reschedule of the PSDC 


Constant reminder s and district visits 

EMIS 


Either allocate additional funds for the roll-out or reduce the 

scope of the project 


Department addressing the issue via HR 


Liaise with ICT section to promote prioritization of admin

TWO 

PUBLIC 

ORDINARY 

SCHOOL 

EDUCATION 

2. 



schools 

Challenge 4: 

High level of virus infections at school computers 

Challenge 1: 

Section 14 Agreements: Delays in negotiations, by the 

Districts and Land Owners, affect the programme 

Challenge 2: 

Some Grade R Practitioners did not receive stipend in 

January, February month due to contract dates that were 

loaded incorrectly in the PERSAL system. 

Challenge 3: 

There has been a delay in the completion of the 

construction of the Grade R facility. Out of 96 classrooms 

only 5 have been completed 

Challenge 4: 

Resourcing poor schools (QIDS UP). Delay in the 

submission of invoices by Service Providers 

Challenge 1: 

Inaccessible roads 

computers 


Distribution of free antivirus package and regular virus 

database updates to schools 

CD: Institutional Development And Support 


Cluster Chief Directors and District Directors will have to be 

involved as the matter is long overdue. The District Directors 

are now in control and are supporting the programme. 


Districts were advised accordingly and this was sorted out. 


Close monitoring is happening between the Infrastructure 

section, ECD Directorate and the implementing agent. 


Constant reminders are sent to them 

Scholar Support Services And Special Schooling Management 

427 


Engagement of DORT as well as Department of Public Works 

for Rehabilitation

Challenge 2: 

Difficulty finding suitable alternative to a bakkie 

Challenge 3: 

Budget constraints 

Challenge 1 : 

Few schools are still waiting for their budgets which were 

processed late in the financial year. 

Challenge 2: 

King Williams Town District did not support visits by 

External Moderators 

Challenge 3: 

There are still educators without summative scores and 

poor reconciliation of persal, EMIS and District reports 

Challenge 4: 

Induction of newly appointed EDOs could not be done 

Challenge 5: 

EDO Workbook not completed 

Challenge 6: 

SGBs were not inducted as elections will only be held in 

June 2009 


Liaise with DORT for modified version suitable for 

transportation 


Request for additional funding 

Institutional Development, Support And Governance 

428 


All schools are requested to submit letters confirming their 

bank details or bank statements. 


Multi-disciplinary teams to visit the District for support on 

various issues 


Reconciliation of the three systems for a definite number of 

educators in the Province 


They will be integrated in 2009/10 induction programme 


It will be completed and be launched in 2009/10 financial year 


SGBs will be inducted in August 2010, that is , after the 

elections planned for June 20009

2.1 Public Primary Schools 

2.2 Public Secondary 

Schools 

2.3 

Professional Services 

Challenge 1: 

Section 14 Agreements: Delays in negotiations, by the 

Districts and Land Owners, affect the programme. 

Challenge 2: 

Resourcing poor schools(QIDS UP): Delay in the 

submission of invoices by Service Providers 

Challenge 1: 

Under budgeting for School Enrichment Programme 

Challenge 2: 

Integration of the School Enrichment programme with 

other programmes such as School Safety and HIV / AIDS 

programmes. 

Challenge 3: 

The Budget for fencing of schools with high rate of crime 

is located within the Infrastructure programme and is not 

easily accessible for priority crime schools 

Challenge 1: Teacher Preparedness 

The readiness of teachers for Teaching, Learning and 

Assessment. 

429 

Education Resourcing: GET/ECD 


Cluster Chief Directors and District Directors will have to be 

involved as the matter is long overdue. The District Directors 

are now in control and are supporting the programme 


Constant reminders are sent to them 

FET Band 


Lobby for increased Budget allocation and ensure more 

efficiency in budget utilization at all levels. 


Establishing closer working ties with other programmes that 

assist in diverting youth from crime and violence 


Lobby Infrastructure to prioritise schools with high crime rate 

for fencing in order to ensure access control 

CD: Curriculum Management 


Lesson Plans were developed for GET and FET teachers 

covering terms 1 and 2.

Challenge 2: Examination Budget Constraints 

Under-allocation and accruals resulted in the budget 

being consumed. 

Challenge 3:Lack of working space 

The shortage of sufficient office space for the Chief 

Director and staff as well as in the Directorates 

Challenge 4: Unfunded mandates 

Lesson Plan development for GET and FET teachers in 

the province. 

Challenge 1: 

The lesson plan development workshop was an unfunded 

mandate. A planned 684 target for provision of learning 

Area equipment kits to curriculum advisors was not met. 

Only 86 kits were provided. 598 kits were not provided. 

Challenge 1: 

The level of teacher preparation for teaching. 

Challenge 2: 

The finalization of the interface between the Leadership 

Institute, the Human Resource development and the 

Professional Development sub-directorates in relation to 

teacher development 

430 


The cancellation of certain activities and the transfer of funds 

and virements. 


The organisation has resorted to identifying office 

accommodation for the Chief Directorate. 


Funds were sourced from the Education Leadership Institute 

to accommodate the development of Lesson Plans. Currently, 

printing of lesson plans are held in abeyance. 

Curriculum ECD And GET Programmes 


Funds were sourced from the Education Leadership Institute 

to accommodate this project. Unit prices for the kits bought 

were too high to meet the target. Funds were re-directed to 

support other projects e. g. training of untrained teachers. 

Curriculum: FET And ABET Programmes 


Lesson Plans for the whole year will be developed during the 

course of the 1 st term. 


The draft integrated human resource strategy will clearly 

define the role of curriculum directorates in teacher 

development.

2.5 

In-School Sport and 

Culture 

2.6 Conditional Grant 

Challenge 1: 

Lack of pool vehicles for on-site monitoring 

Challenge 2: 

Lack of working space 

Challenge 3: 

Lack of dedicated budget 

Challenge 1: 

Integration of the School Sport Programme in former 

Model C schools 

Challenge 2: 

Lack of regulatory framework for coordination of the 

choral music activities 

Challenge 1: 

189 520 learners did not receive feeding during the 22 

days of March 2009 in Dutywa, Mthatha and East London 

districts due to non delivery of foodstuffs by the following 

service providers: Collywoblles in Dutywa and The 

Business Zone 1268cc in East London district and Lavela 

Trading in Mthatha district 

431 

Tele-Collaborative Learning 


Car hire and/or use of private vehicles 


Staff crowding in one workstation 


Solicit funding from other directorates 

FET Band And Extra-curricular Programmes 


Advocacy campaign about the school sport programme to 

former Model C schools 


Request the national department to accelerate finalisation of 

the developed National Policy Framework. 

School Nutrition Programme 


Contracts of the non - performing service providers were not 

extended. The process of replacement is in progress.

THREE 

INDEPENDENT 

SCHOOL 

SUBSIDIES 

FOUR 

PUBLIC 

SPECIAL 

SCHOOL 

EDUCATION 

Challenge 2: 

The budgeted amount shown was projected as actual 

payments for the month of March 2009. However, due to 

delays with the supplier submission claims for March 

2009, no payments were effected. 

Challenges 3: 

Due to delay in tender processes the tender to feed in 

April 2009 and the tender for purchasing of mobile 

kitchens have not been finalized and therefore are not 

yet awarded 

Challenge 4: 

The late decision taking by the department on whether 

quintile 4 and 5 can be fed or not has caused the delay in 

the development of award letters. 

Challenge 5: 

3 Independent School 

Subsidies Challenge1: 

4 Public Special School 


Non allocation of equitable share to accommodate non 

gazetted learners and ECD sites that are excluded from 

the conditional grant 

Delay in submission of AFS 

Challenge 2: 

Not meeting Norms & Standard for Funding 

Challenge 1: 

Lack of impact at the district level and schools 

432 


All affected payments were rolled over to April 2009 for 

payment. 


Contracts of suppliers that are currently feeding have been 

extended and for secondary schools the bread menu will be 

fed as an interim measure. 


The Department is urged to take decisions in good time to 

allow proper planning. 


The department should make the allocation available to avoid 

overspending. 


Districts instructed to adhere to time frame 


The annual increase of budget 

Inclusive Education 


Dire- need to reorganize our strategies in the implementation

FIVE 

FURTHER 

EDUCATION 

AND TRAINING 

5 


Training 

FET Recapitalization 

Challenge 2: 

Need to improve our planning strategies in the directorate 

Challenge 3: 

Shortage of personnel in districts 

Challenge 1: 

The late release of NC(V) results made it impossible to 

do registration and promotion of learners to the next level 

Challenge 2: 

Newly employed educators in FET Colleges are not 

trained in NC(V) curriculum 

. 

Challenge 1: 

Construction in most colleges is not complete. This is 

caused by constructors not sticking to time frames 

Challenge 2: 

Budget for Recapitalisation has made a mark even with 

the previously disadvantaged FET Colleges but more 

budgets is still needed 

433 

of Inclusive Education 


Need to involve the districts so that our plans should flow 

down to the districts and schools 


Recruitment of relevant personnel 

FET Colleges And ABET Centres 


FET College principals are responsible in making sure that 

ISAT and ICASS marks are submitted on time. National 

Department of Education will inform the Provincial 

Department of Education about colleges that have 

outstanding ISAT and ICASS marks 


Training of educators is planned to take place in May by the 

Chief Directorate-VES. Also the National Department has its 

own plan for training the newly employed educators in 

Engineering studies, Maths & Maths Lit. 

FET Recapitalization 


Follow up and monitoring of building contractors by the are 

affected FET Colleges management and CD:VES is in 

progress 


Programme 5 has budgeted for workshops maintenance.

SEVEN 

EARLY 

CHILDHOOD 

DEVELOP- 

MENT 

7 Early Childhood 

Development 

Challenge 1: 

Some Grade R Practitioners did not receive stipend in 

January, February month due to contract dates that were 

loaded incorrectly in the PERSAL system. 

Challenge 2: 

There has been a delay in the completion of the 

construction of the Grade R facility. Out of 96 classrooms 

only 5 have been completed 

434 

Education Resourcing: GET/ECD 


Districts were advised accordingly and this was sorted out 


Close monitoring is happening between the Infrastructure 

section, ECD Directorate and the implementing agent

EIGHT 

AUXILIARY 

AND 

ASSOCIATED 

SERVICES 


8.3 Special Projects 

Challenge 1: 

The non-payment of Stipends for February and March 09 

to PGTS and Care Givers is threatening these two 

Projects as there is high turnover of staff. 

Challenge 2: 

Over-expenditure in the conditional grant will have spillover 

effect in the budget of the next financial year. 

Challenge 3: 

There are some challenges experienced in some districts 

in relation to the capacity of a few trainer facilitators for 

the OVC Project 

Challenge 1: 

Poor programme communication to the intended 

beneficiaries at all levels results in available services not 

being effectively utilized 

Challenge 2: 

Lack of Human Resources to implement the Employee 

Wellness Programme. 

435 

HIV/AIDS And Social Planning Programmes 

Responses to Challenge 1: 

The Directorate must ensure that the outstanding payments 

forOVC Care givers and PGTs are made as soon as the first 

tranch is transferred in April 09. 


The Directorate must indicate to the National Dept of 

Education the extent of accruals which need to be 

accommodated in the budget of the new financial year 


The project team for the OVC Project has put in place a 

recovery plan to deal with capacity issues amongst Training 

Facilitators. 

Human Resource Development 


A partnership has been established with the Communications 

Directorate to strengthen internal and external programme 

communication 


A Staffing Proposal for consideration during the current 

Organisational Structure review process has been submitted 

to Director HRP & P

8.4 External Examinations 

Challenge 3 

Delays in paying out the Gym subsidy due the non 

existence of a PERSAL code to do so. 

Challenge 4: 

Delays in the planned trainings due to financial 

constraints in the Skills budget 

Challenge 1: 

The budget constraints and under-allocation in some 

areas and the accruals from the previous year which 

consume the allocated budget of the current year of 

operation. 

Challenge 2: 

Inadequate organisational structure which does not 

match the increasing examination mandates. 

Challenge 3: 

The lack of quality controls and management of the 

progression and promotion of candidates from Grades 1- 

11 by EDOs. 

Challenge 4: 

High staff turnover 

436 


Negotiations among Employee Wellness, HRA and HRP+P 

resulted in converting to BAS payments 


Talks on this issue will be started with Skills Development in 

preparation for the coming financial year. 

Assessment And Examinations 


The cancellation of certain activities. Transfer of funds and 

virements. 


Use of overtime to meet inflexible timeframes. And 

submissions have been made to review the structure 


The establishment of the District co-ordination unit within 

exams to quality assure schedules and the holding of the 

road shows for all officials and SMTs 


Continuous recruitment drive and use of interns and training 

them.

CHIEF DIRECTORATE - Department of Education

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