part a: strategic overview - Department of Education
part a: strategic overview - Department of Education
part a: strategic overview - Department of Education
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The De<strong>part</strong>ment collaborates with other Provincial Government De<strong>part</strong>ments and structures in the three<br />
provincial Clusters, especially the Social Needs Cluster, in pursuing these priorities. We will work with other<br />
members <strong>of</strong> this and other Clusters in pursuing integrated planning, budgeting, service delivery, as well as<br />
pooling <strong>of</strong> resources and capabilities since we believe Government can achieve much more in this way with its<br />
available resources. In addition to this, we shall continue to engage all stakeholders and social <strong>part</strong>ners in the<br />
planning and delivery <strong>of</strong> our programmes. To this end, all stakeholders were invited to the <strong>Education</strong> Summit<br />
convened from 13 to 15 July 2005 to deliberate on the ransformation Agenda. My De<strong>part</strong>ment and I will also<br />
work closely with the four higher education institutions (HEIs) in the Province to more effectively harness their<br />
expertise and specialized skills to the best advantage <strong>of</strong> the De<strong>part</strong>ment and the Province.<br />
I am very pleased that the De<strong>part</strong>ment, who has the biggest share <strong>of</strong> the Provincial Budget and the<br />
biggest footprint <strong>of</strong> all the Provincial De<strong>part</strong>ments with over 6 000 educational facilities and a presence in<br />
most communities, has embarked on an initiative called ‘Local Economic Development and <strong>Education</strong>al<br />
Provisioning’ to make a more significant contribution towards poverty alleviation and employment creation<br />
in the Province by targeting community cooperatives as service providers in procuring goods and services.<br />
I regard these cooperatives as more effective vehicles for broad based black economic empowerment and<br />
moral regeneration as they are rooted in the indigenous culture <strong>of</strong> ilima/letsema. This initiative is also based<br />
on cooperative governance and community-public-private <strong>part</strong>nership, and it will realize my vision <strong>of</strong> schools<br />
becoming ‘centres <strong>of</strong> community life’. Social issues like poverty significantly impact on our learners; it is for<br />
instance not possible to effectively teach a hungry or malnourished child and for her or him to do well at<br />
school. The Provincial Executive Council (EXCO) adopted our recommendation that this initiative be rolled<br />
out to other provincial de<strong>part</strong>ments and institutions and that the De<strong>part</strong>ment <strong>of</strong> Economic Affairs, Environment<br />
and Tourism be the Lead De<strong>part</strong>ment in implementing the initiative in the Province. The high level <strong>of</strong> poverty<br />
(63.6% <strong>of</strong> households) and 53.7% unemployment in the Province indicates the extent <strong>of</strong> the prevalence <strong>of</strong> the<br />
Second Economy epitomized by market failure which demands effective government intervention.<br />
Over and above the Provincial priorities, the De<strong>part</strong>ment’s Strategic Plan reflects the priorities set by the<br />
National De<strong>part</strong>ment <strong>of</strong> <strong>Education</strong> and Government. The plan further outlines our strategy to turn this<br />
De<strong>part</strong>ment into an organization capable <strong>of</strong> delivering quality services in a manner that is timely, relevant<br />
and responsive to the developmental needs <strong>of</strong> the Province and the country in general. The De<strong>part</strong>ment is<br />
committed to rolling out its service delivery model articulated in previous plans by establishing adequately<br />
resourced and capacitated District Offices. Key to this end is the implementation <strong>of</strong> a matrix structure to<br />
facilitate programme and project management between provincial Head Office and the District Offices.<br />
However, the Executive Council’s resolution that the districts in the Province need to be properly coordinated,<br />
implies that serious consideration be given to the fact that the current number <strong>of</strong> District Offices in the<br />
De<strong>part</strong>ment do not coincide with the existing demarcation <strong>of</strong> District and Metropolitan Municipalities to<br />
facilitate coordination and integration <strong>of</strong> planning and service delivery between the De<strong>part</strong>ment and these<br />
municipalities. This will also entail that attention be given to strengthening the Circuits, mindful <strong>of</strong> the<br />
concomitant financial implications. Furthermore, related to a possible reconfiguration <strong>of</strong> the District Offices is<br />
to establish and/or develop comprehensive primary and secondary schools that <strong>of</strong>fer good quality education in<br />
these centres to attract people with <strong>part</strong>icular scarce skills such as educators and other public servants, who<br />
have to now send their children elsewhere where schools <strong>of</strong> this nature exist inside or outside the Province.<br />
The slight improvement in the 2005 matric results has demonstrated that my De<strong>part</strong>ment is close to turning<br />
the corner and beginning to make, as the biggest provincial de<strong>part</strong>ment, its rightful contribution in realizing the<br />
provincial vision: the Eastern Cape, a compelling place to live, work and invest in!<br />
M Matomela, MPL<br />
MEC FOR EDUCATION