part a: strategic overview - Department of Education

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NUMBER AND IDENTIFICATION OF GOALS and OBJECTIVES STATEMENT OF GOALS WITH ASSOCIATED STRATEGIC OBJECTIVES 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 8.5 Cross Cutting Strategic Goals and Objectives In order to be implemented the objectives of the strategic plan must be assigned to specific Directorates within the Department, and the appropriate budget and resources must be allocated for the necessary activities to be undertaken. In some cases, however, strategic objectives relate to the work of many Directorates and functions within the Department and as a result, they are not easily allocated organizationally or in respect to budgetary programmes. Some of these crosscutting objectives are outlined in Table 3. Table 3: Cross Cutting Strategic Goals and Objectives 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 and Special Needs 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 Strategic Goal 5: Performance management systems and processes for enhanced service delivery Strategic Objective 2: Effective accountability and performance management processes for staff 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 5 Year ECDoE Strategic Plan for 2005/06 2005-06 to 2009/10 2009-10. March 21 F (6).doc 2006 Page 15 15
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 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 5: Care and support for those who are infected or affected by HIV/AIDS Strategic Goal 9: Adequate physical and institutional infrastructure to support teaching and learning at all levels 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 8.6 Monitoring and Evaluation The measurement of progress in the attainment of these goals and objectives will require policy change and formulation and the development and maintenance of a planning, evaluation, monitoring and research component within the Department. The support and upgrade of the EMIS section will ensure a strong and reliable data source is available to track and support the transformation process. 9. INFORMATION SYSTEMS TO MONITOR PROGRESS Information systems to monitor progress are divided into three main components – financial information systems, operational information systems and information reporting systems. All these systems are computerised. But, in addition to the computerised information that is made available through these well established and routine IT systems in Government, the Department has put in place its own structures for research monitoring, evaluation and reporting. Together these systems and structures constitute the basic facilities for monitoring progress. Each is reviewed briefly below. 9.1 Financial Information Systems The Department operates the National Treasury’s transversal systems of Persal, BAS and Logis systems for personnel and salary administration, accounting, and ordering and stores management. The Logis and BAS systems now have an interface, which means that transaction information initiated in the Logis system is transferred directly to the BAS system without the need for again capturing the data. Logis is now a web-based system. An interface also operates between the Persal and BAS systems. 5 5 Year ECDoE Strategic Plan Plan for for 2005/06 2005-06 to to 2009/10 2009-10. March 21 F 2006 (6).doc Page 16 Page 16 contents part A: strategic overview
Page 3 and 4: FOREWORD BY THE MEMBER OF THE EXECU
Page 5 and 6: FOREWORD BY THE MEMBER OF THE EXECU
Page 7 and 8: List of Tables Table 1: Strategic G
Page 9 and 10: ACRONYMS ABET Adult Basic Education
Page 11 and 12: e a s t e r n c a p e d e p a r t m
Page 13 and 14: Gradually, this strategy refocuses
Page 15 and 16: 6. SECTORAL SITUATION ANALYSIS 6.1
Page 17 and 18: � Key national policy frameworks
Page 19 and 20: � Public administration must be b
Page 21 and 22: 8.1.4 The Transformation Agenda of
Page 23 and 24: No Strategic Goal Rationale and Foc
Page 25: NUMBER AND IDENTIFICATION OF GOALS
Page 29 and 30: � Monthly Reports� � Quarterl
Page 33 and 34: Table 5: Programmes and Sub-Program
Page 35 and 36: STRATEGIC GOALS AND OBJECTIVES PROG
Page 37 and 38: STRATEGIC GOALS AND OBJECTIVES 5.6
Page 39 and 40: Table 7: Overview of Programmes Lis
Page 41 and 42: 11.4. Overview of Policies, Priorit
Page 43 and 44: SUB-PROGRAMME: - Purpose - Transfor
Page 57 and 58: SUB-PROGRAMME: SUB-PROGRAMME: - Pur
Page 59 and 60: SUB-PROGRAMME: SUB-PROGRAMME: - Pur
Page 65 and 66: � ICT professional development of
Page 67 and 68: meal for our poorer children. These
Page 69 and 70: the relative share of the South Afr
Page 71 and 72: Table 10: Distribution of Total Pop
Page 73 and 74: The map shows that the highest aver
Page 75 and 76: Map 1: Population Density Distribut
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District Total Population aged 7-18
Page 79 and 80:
When comparing the school-age popul
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Table 12: Socio-economic Deprivatio
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13.4.1 Employment, Income and other
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13.7 Education Profile of People in
Page 87 and 88:
13.9. Programme 2 - Public Ordinary
Page 89 and 90:
Total Population aged 14-18 GER Sec
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13.9.4 Over-aged Learners Several o
Page 93 and 94:
Table 26 mirrors provincial aggrega
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Map 4: Learner : Educator Ration pe
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Map 5: Learner: Classroom Ratios pe
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The highest performing ex-Departmen
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Combined schools with more secondar
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LSEN schools. There are 666 special
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14. EVALUATION OF CURRENT IMPLEMENT
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5 Year ECDoE Strategic Plan for 200
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The obvious group of small schools
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establishment had been largely comp
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15.6 Performance Management System
Page 115 and 116:
Table 50: 4: Expected MTEF Figures
Page 117:
� Compliance on journal entries:
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