The development of a strategic plan for the KwaZulu-Natal Department of Education and Culture

Iyer, Megan (2000-12)

Thesis (MBA)--Stellenbosch University, 2000.

Thesis

ENGLISH ABSTRACT: "The national education leadership is unanimous that our system of education and training has major weaknesses and carries deadly baggage from our past. Large parts of our system are seriously dysfunctional. It will not be an exaggeration to say that there is a crisis at each level of the system" (The Natal Mercury, Tuesday 27 July 1999). The above heart-wrenching statement by Professor Kader Asmal, Minister of Education, echoes the sentiments and concerns of all stakeholders within the KwaZulu-Natal schooling fraternity. This study project proposes that the biggest reason for the present crisis in education in KwaZulu-Natal is that there is no formal, structured and focused strategic management process. The objective of the study project is to craft a strategic plan for the KwaZulu- Natal Department of Education and Culture (hereafter referred to as KZNDEC), thereby providing a catalyst to the department in realising the importance of strategic management, while illustrating the application of the strategic management process in the department. The first part of the study project is intended to set the scene. Chapter 2, firstly, provides an overview of strategic management, and, secondly, discusses the application of strategic management in the public sector. It emphasises that public organisations function in an environment where there is a lesser degree of market exposure and a greater degree of reliance on appropriations from authoritative bodies than with private sector organisations. This significant difference has necessitated two minor adaptations to the model, as designed in chapter 3. The model as proposed by Thompson and Strickland (1996: 4) was adapted to suit the needs of the KZNDEC. The second part of the study project is the practical application of the model, designed in chapter 3, to the KZNDEC. Given the seriousness of the situation, the widespread and complicated "cancerous" problems plaguing the department, and the expectations of stakeholders, chapter 7 proposes that the primary means of achieving its vision, and thereby meeting its new demands and challenges, is to reinvent the department by creating a high-performance organisation. The following strategies are proposed: • The recruitment, into key strategic positions in the department, of a team of high powered business-cultured individuals that are fully empowered and supported by the national and provincial Ministers of education; • The design and implementation of management structures, as proposed in Figure 3.3, to cost-effectively support the core activities of the department; • To create a performance driven culture underpinned by good work ethic and a strong value system; • Develop the professional quality of the teaching force by educators being well trained and thoroughly prepared in organisational, administrative, managerial and research skills in order to run schools like successful businesses; • Develop administrative competence that fully supports the core activities through rationalisation of the administrative functions at "centres of excellence" to overcome scarce skills and budgetary constraints; • The building of capacity through focused and intensive training and developmental programmes; • To restrict personnel costs to at most 85% oftotal costs; • Address the inequity in education provision through the implementation of the norms and minimum standards for the funding of public schools; • Fostering public-private partnerships with International Donor Agencies to assist by way of financial aid, skills transfer, and training and development; • Improve the public image of the department; and • A commitment to the concept of Ubuntu with emphasis on caring. The end result of the study project is a clearly defined, thorough and well thought-out strategic plan for the KZNDEC, which could be of immense benefit in assisting the department to compile their own strategy. There are a few thought-provoking strategies that are sensitive and radical, as good strategy should be.

AFRIKAANSE OPSOMMING: "Die leierskorps van nasionale onderwys is dit eens dat ons stelsel van onderwys en opleiding ernstige swakhede bevat en swaar dra aan dooie bagasie uit ons verlede. Groot gedeeltes van ons stelsel gaan mank aan ernstige gebreke. Dit sou geen oordrywing wees om te beweer dat daar 'n krisis bestaan op elke vlak van die stelsel" (Vry vertaal uit The Natal Mercury, Dinsdag 27 Julie 1999). Bogenoemde beklemmende verklaring deur Professor Kader Asmal, Minister van Onderwys, vervat die sentimente en besorghede van alle belanghebbendes binne KwaZulu-Natal se skoolgemeenskappe. Hierdie studieprojek huldig die standpunt dat die belangrikste rede vir die huidige krisis in die onderwys in KwaZulu-Natal is dat 'n formele, gestruktureerde en toegespitste strategiese bestuursproses ontbreek. Die doel met die studieprojek is om vir die KwaZulu- Natal Departement van Onderwys en Kultuur (hierna genoem KZNDOK), 'n strategiese plan te ontwerp om daardeur te poog om die Departement oor te haal om die belangrikheid van strategiese bestuur te besef, en terselfdertyd die toepassing daarvan in die Departement te illustreer. Die eerste gedeelte van die studieprojek het ten doel om die agtergrondsituasie te skep. Hoofstuk 2 verskaf eerstens 'n oorsig van strategiese bestuur en, tweedens, 'n bespreking van die toepassing van strategiese bestuur in die openbare sektor. Dit beklemtoon dat openbare organisasies binne 'n omgewing funksioneer waarin daar 'n geringer mate van markblootstelling voorkom en 'n groter mate van steun op gesagsliggame as wat die geval is met private organisasies. Hierdie betekenisvolle verskil het twee geringe aanpassings aan die model, soos ontwerp in hoofstuk 3, genoodsaak. Die model, soos voorgestel deur Thompson en Strickland (1996:4) is aangepas om by die behoeftes van die KZNDOK te pas. Die tweede deel van die studieprojek behels die praktiese toepassing van die model, ontwerp in hoofstuk 3, op die KZNDOK. Gegewe die erns van die situasie, die vertaktheid van die gekompliseerde "kankeragtige" probleme wat die Departement teister, en die verwagtinge van die belanghebbendes, doen hoofstuk 7 aan die hand dat die primêre wyse waarop die Departement sy visie kan vervul, en daardeur sy nuwe eise en uitdagings kan nakom, is om dit te herskep in 'n organisasie met hoë werkverrigting. Die volgende strategieë word voorgestel: • Die werwing, vir sleutel-strategiese poste in die Departement, van 'n span gesaghebbende individue wat besigheidsgeorienteerd is, ten volle bemagtig is en gesteun word deur die nasionale en provinsiale ministers van onderwys. • Die ontwerp en instelling van bestuurstrukture, soos voorgestel in Figuur 3.3., om die kernaktiwiteite van die Departement op kostedoeltreffende wyse te ondersteun. • Om 'n prestasiegedrewe kultuur te skep wat berus op 'n etos van goeie dienslewering en 'n sterk waardestelsel. • Ontwikkel die professionele kwaliteit van die onderrigkorps deur opvoeders wat goed opgelei en deeglik voorbereid is ten opsigte van organisatoriese, administratiewe, bestuurs- en navorsingsvaardighede ten einde skole soos suksesvolle besighede te bestuur. • Ontwikkel administratiewe bevoegdhede wat die kernaktiwiteite ten volle ondersteun, deur rasionalisering van die administratiewe funksies by uitnemende sentra om skaars vaardighede en begrotingsbeperkinge te bowe te kom. • Die bevordering van bekwaamheid deur toegespitste en intensiewe opleiding en ontwikkelingsprogramme. Om personeeluitgawe tot maksimum 85% van totale uitgawe te beperk. • Om die ongelykheid in onderwysvoorsiening te probeer uitskakel deur die instelling van norme en minimum standaarde ten opsigte van die befondsing van openbare skole. • Kweek openbare-private venootskappe met internasionale skenkeragente om ondersteuning te verleen by wyse van finansiele hulp, die oordra van vaardighede en opleiding en ontwikkeling. • Verbeter die openbare beeld van die Departement. • 'n Verbintenis tot die begrip Ubuntu met die klem op omgee. Die eindresultaat van die studieprojek is 'n duidelik uitgestipte, deeglike en weldeurdagte strategiese plan vir die KZNDOK, wat van enorme waarde kan wees om die Departement te ondersteun in die saamstel van sy eie strategie. 'n Paar uitdagende strategieë word voorgehou, wat sensitief en radikaal is, soos goeie strategie behoort te wees.

Please refer to this item in SUNScholar by using the following persistent URL: http://hdl.handle.net/10019.1/49681
This item appears in the following collections: