Newsletters


2020-04-13
Newsletter 259 - School Development & Improvement Planning 2006-2009 - PART 35


ATTACHMENT 21

METRO CENTRAL EDUCATION DISTRICT
CIRCUIT 6

GUIDING PRINCIPLES (of the new circuit after wced restructuring)
1. The new circuit is not
2. An amalgamation
3. An integration or absorption
4. It is an entirely new Circuit
5. New vision and mission, systems and procedures
6. What has work well in old Crt 4 and 5 may be continued
7. What did not work so well will be abandoned, adapted, amended
8. For next four months GUIDING PRINCIPLES
9. Continue to focus on important and urgent matters – as per old Crt 4 and 5
10. Wind down on matters that is important but not urgent
11. We will introduce few immediate and unnecessary changes
12. Indentify those matters which are IMPORTANT & URGENT
13. Maintain operations
14. Consult on new systems and procedures
15. FEW WORKING PRINCPLES/PROTOCOLS
16. Empowerment, not dis-empowerment of principals
17. Principals will be held accountable and responsible for the exercise of discretion
18. Use discretion wisely (consult with SMT)
19. WE do not have legal authority to close the school or shorten the school
day
20. Outings – consult you SGB, take care of the safety of learners, inform
IMG Manager
21. We encourage independence & interdependence not dependency
22. Encourage and nurture hope, do not destroy it
23. Be mindful of the resources you are expected to manage (money, people,
time)
24. Manage the school, do not be a mere facilitator or be a conduit or
messenger
25. Contingency & Crisis management– stabilize the situation, report matter
to police if necessary, follow up with HO, then call your IMG Manager
26. Public Sector – easier to be redeemed after the fact, than asking for
permission – so act wisely and with great circumspection in the exercise of
you discretion
27. You manage your school, IMG manage the principal/deputy
28. Report crisis/ contingencies to IMG – exercise discretion
29. When in doubt, call the IMG Manager
30. Reducing those matters which are important but not urgent
31. NOT INTRODUCING NEW AND UNNECESSARY CHANGES DURING NEXT 4 MONTHS WILL US THE OPPORTUNITY
32. To build new vision and mission
33. Build team identity and coherence
34. Social capital
35. Get to know one another

CURRENT REALITY
? It is going to be expected us to perform way beyond the constraints of our current reality
? Odds are stacked against us
? Classes overcrowded
? Teachers overburdened
? Learners able, but not always ready and willing
? Parental apathy
? Community alienation
? Tension between core & pastoral functions
? Little-no support from home
? Poverty
? Curriculum with good intentions, but inappropriate for our current township community
? Sounds like a hopeless situation
? Two choices – “surrender (die) or fight”
? If we surrender = lets close the schools and resign our jobs
? If we choose to fight = we bring hope and the believe that today we work towards a better tomorrow = such be the nature of my contribution
? Dept support services has its limitations – the need is always greater
? Lack of classroom socialisation

36. IMPERATIVES
37. Introductions
38. Start to build cohesion
39. Extend goodwill, cooperation, patience and understanding
40. Identify important and urgent matters
41. Identify the important and urgent and necessary new issues (systems and procedures)
42. Continue to deliver a service which may exceed our collective capacity
43. Fill all vacant posts asap
44. Circuit or school may have limited autonomy or limited operational
Independence, but remember we are
45. Part of National, Provincial, Local Government, Education District, Circuit, Sub-Circuit or Cluster/Unit

46. THE GREATEST & PRIMARY CHALLENGE WE HAVE IS THE
LITERACY AND NUMERACY LEVELS OF OUR LEANERS IN OUR 21 PRIMARY SCHOOL