Education Annual Report 2002-2003 - Gauteng Online

REPORT ON PERFORMANCE OF PROGRAMMES AGAINST THE APPROVED PLANSThe Department is also improving the progression rate of learners. The dropout rate in the General Education andTraining phase was reduced significantly especially in the senior phase. As a result, we are now also experiencing pressurefor spaces in secondary schools as more learners are being retained in the system.Other areas of focus include the curriculum delivery strategy that seeks to improve upon learner attainment levels in allGrades; a shift in focus to deal with teacher development through Higher Education Institutions and SAQA accreditedproviders and to build delivery and support systems between head office and districts and between districts and schools toimprove service delivery and improve institutional performance.The Department has entered into an agreement to use the Gauteng Shared Service Centre to support delivery of goodsand services and administration to all levels within its ambit. The relationship with the Gauteng Shared Service Centre isunderpinned by a service level agreement with clear benchmarks for each service area so as to improve the level ofservice delivery through dedicated and professional services.In assessing the state of the Department during 2002/03, the following axes were used:· Skills and Resources The department is adequately resourced and has the required facilities, technologyand funds. The competence of the personnel requires great development and is the major challenge of thedepartment. A skills development plan has been developed and adopted in line with the HRD strategicframework of the Gauteng Province.· Structure The department has completed its restructuring during 2001/02. The restructuring was broughtabout by major changes in the statutory mandates for education. Further reorganization was howeverinevitable in view of the establishment of the Gauteng Shared Services Centre (GSSC). During 2002/03, thedepartment has had to tweak the organogram in the light of the migration of functions to the GSSC. A largenumber of people have also migrated to the GSSC.· Systems and processes As a result of restructuring, a number of systems and process have been reengineeredand are slowly being institutionalised. The change over from FMS to BAS has proved to be achallenge, especially as we have delegated a number of professional and administrative functions to districtlevel. Management structures at all levels, including governance at schools are functional. The IT capacity ofthe department in this regard requires urgent review. The Gauteng Online Project promises to revolutionizeteaching and learning, business processes and communication.· Shared values The department has over a period of time developed a dynamic drive to redress theimbalances of the past and to ensure equity in the provision of education in Gauteng. A charter of values hasalso been developed to enhance corporate synergy and cohesion.· Staff The department has a very good level of representivity in offices. Lagging behind, however, are theinstitutions. The level of experience is negatively impacted on by a high level of natural attrition especially atmiddle management level. The department has put in place a development plan to address the issuesrelated to succession planning. Some more effort and greater focus will be necessary to ensure effectiveWorkplace HIV/AIDS support. As part of employee wellness, a Voluntary Counselling and Testing (VCT)programme needs to be introduced.· Strategy The department has a detailed strategy and policy for the allocation of resourcesbased on poverty and need. Both schools and districts are funded through redressmechanisms. The School Effectiveness Improvement Strategy for curriculum deliveryprovides a platform from which all change initiatives directed at schools will belaunched.GAUTENG DEPARTMENT OF EDUCATION ANNUAL REPORT 2002/0380