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Matthew Goniwe School of Leadership and Governance 2012/13 Annual Report

PROFESSSIOONNAALIISSMMPROFESSSSIIOONNAALLIISSMM QUEST FOR QQUALIITYQQQQUUUUEST FOOR QQQUALLIITTYY

003 statistical highlights 005 board of directors 008 chairman’s letter to shareholders 010 corporate data 012 signifi cant events 015 the year in review 016 network 017 fl eet management 018 products and services 021 people development 023 environment 024 supporting our communities 026 subsidiaries 030 list of awards 032 statement on risk management 034 corporate governance report 058 fi nancials 115 notice of annual general meeting

Contents

Rufus M. MmutlanaChief Executive Offi cer: MGSLG

GDE STRATEGIC GOALS

MGLSG exists to support and provide capacity-building service to the Gauteng Department of Education (GDE). GDE Strategic Goals are to:• Ensure Gauteng has effective schools and learning institutions• Ensure that the GDE head offi ce and district offi ces provide relevant,

coordinated and effective support• Enable young people to make the transition from school to further

education and or work that provides further training opportunities• Strengthen GDE’s partnerships with all stakeholders, resulting in education

becoming a societal priority

MGSLG VISION, MISSION, VALUES AND GOALS

MGSLG’s vision:… is to be the leading school governance and leadership development institute

MGSLG’s Mission Statement: …is to provide developmental programmes to enhance competence and performance for effective learning in schools

MGSLG VALUES

We Know Our Values:car·ing

AdjectiveDisplaying kindness and concern for others.NounThe work or practice of looking after those unable to care for themselves, esp. the sick and the elderly.Synonymscareful

See also: Organisation

CLIENT-CENTERED CLIENT-CENTEREDAPPROACH

A CARINGA CAARRINNG ORGANISAATIOONNN

P Professionalism

Q Quest for Quality

C Client-centered Approach

C a Caring organisation

MGSLG’s Strategic Goals and Supporting Objectives:During the years 2011/12 – 2013/14, MGSLG will focus its efforts and energies on the attainment of the following key strategic goals as illustrated in the fi gure below:

MGSLG’S Strategic Objectives

Strategic Goal Supporting Strategic Objectives

1. Service delivery - To develop and deliver support programmes and products for effective learning

1. Teacher Development:• Pre-service training • In-service training • Communities of practice • Teacher Development Centres (TDCs)

2. School Governance:• SGB training• Representative Council of Learners (RCL) training• Parental and Family Support

2. Organisational support - To create an enabling environment to support MGSLG’s service delivery

1. Good governance 2. Organisational strengthening and support3. Policies and procedures4. Human resource and development systems5. IT systems and support6. Financial Improvement Plan7. Infrastructure development strategy and plan8. Research and development 9. Planning, monitoring and impact evaluation capacity10. Strategic support capacity 11. MGSLG School Capacity-Building Model

3. Stakeholder management - To forge new partnerships and strengthen existing ones as well as maintain close liaison with all stakeholders

1. Review of the partnerships necessary to deliver MGSLG strategy2. Fostering of strategic relations with key stakeholders in the GDE

system3. Strengthening of stakeholder/partner participation.

To develop and deliver support

programmes and products for

e ective learning

To create an enabling

environment to support

MGSLG’s service delivery

To forge new partnerships and

strengthen existing ones as

well as maintain close liaison

with all stakeholders

SERVICE DELIVERY ORGANISATIONAL SUPPORT STAKEHOLDER MANAGEMENT

MGSLG Annual Report | 2012/13 | 4

On behalf of the Board of Directors of the Matthew Goniwe School of Leadership

and Governance (MGSLG), I herewith endorse the 2012/13 Annual Report as a

true refl ection of the valuable work achieved by the school during the reporting

period. This accomplishment is based on good investment and capacity-building

over a period of years.

The MEC for Gauteng Education, Hon Barbara Creecy, appointed the Board of

Directors in 2011. Since then the Board has executed its duties conscientiously.

One of the key considerations in the execution of its duties was alignment

between MGSLG strategies and the strategic goals of the Gauteng Department

of Education.

The MGSLG has managed to consolidate its programme delivery and focus in

line with its mission as mandated by the Gauteng Department of Education. This

school has delivered on key programmes developed to support the capacity-

building initiatives of the Gauteng Department of Education in areas of School

Governance, Teacher Development, Parental and Family Support, Education

District Support and Representative Council of Learners. These programmes were

delivered in accordance with the budget allocated and the lean internal capacity

supplemented by a cohort of external developers and facilitators. The full details

regarding the extent of achievement and progress are contained in the report.

The year 2012/13 was not without challenges for MGSLG. In particular, there were

a number of challenges relating to some programmes which include:

• Funding constraints leading to delay in the full roll-out of some programmes;

• Low attendance, particularly in School Governance programmes and the

Secondary School Improvement Programme (SSIP);

Foreword by Chairperson of the Board of Directors

I would like to take this opportunity to applaud the Board members for their consistent focus on the governance work and the management team under the CEO leadership for their dedication in the execution of programmes. We are looking forward to the next fi nancial year with a great anticipation as it will be the last year of the current MGSLG strategic plan 2011/12 – 2013/14.


• Nature of employment contracts for the internal staff; and

• Need for more regular and comprehensive monitoring and evaluation of programmes.

All these challenges are part of the priority list for the Board and management team and it is the understanding of the Board that

through the engagement with GDE and other stakeholders these challenges will ultimately be addressed.

The Board of Directors has always exercised its corporate governance role to support and guide the executive team in institutional

strategic direction and programme execution. Amongst others, the following milestones were realised:

• Regular board meetings attended by board members plus sub-committee meetings in specifi c oversight areas such as Human

Resources Management; Audit and Risk Management and Financial Management;

• The Annual General Meeting (AGM), which approved the 2011/12 Annual Report and audited fi nancial statements;

• Deliberation and approval of the 2012/13 Annual Performance Plan (APP);

• Analysis and approval of regular quarterly performance reports from management;

• Analysis and approval of HR reports, including salary matters in accordance with applicable delegations, plus Ministerial

pronouncements; and

• Analysis and approval of regular fi nancial management reports, including Supply Chain Management submissions as per the

MGSLG delegations.

I would like to take this opportunity to applaud the Board members for their consistent focus on governance work and the

management team under the CEO leadership for their dedication in the execution of programmes. We are looking forward to the

next fi nancial year with great anticipation as it will be the last year for implementation of the current MGSLG strategic plan 2011/12

– 2013/14.

We know our valuespro·fes·sion·al·ism

Noun

• The competence or skill expected of a professional.• The practicing of an activity, esp. a sport, by professional rather than amateur players.

See also: Quality


MGSLG BOARD OF DIRECTORS

Mr Neeshan BaltonBoard Chairperson

Mr Rufus M. Mmutlana

Mr Ernest Mahlaule

Mr Matakanye MatakanyeMr Sibusiso Mahlangu Ms Staff Sithole Mr Tshidiso Ledimo

Prof Veronica McKay Prof Brahm FleischMr Mahlomola Kekana

NB: Photo not available at the time of printing.


CEO’s foreword

We shall continue to draw courage and inspiration to adapt and improve which can be summed up through an extract from Jim Collins’ book Good to Great, 2001, “Enduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing world.”This is a magical combination of “preserve the core and stimulate progress”.

We Know Our Values:qual·i·ty

Noun

• The standard of something as measured against other things of a similar kind; the degree of excellence of something: “quality of life”.

• General excellence of standard or level: “quality beers”.

Synonymsgrade - kind - merit - property - class - attribute

The 2012/13 Financial Year represented a mid-term period for the MGSLG three year Strategic plan. The completion of this financial year therefore represents the implementation of two thirds of the strategic plan targets.

During this year (2012/13), the organisation consolidated and built on the progress made in the 2011/12 fi nancial year. Some of the programmes were carried over from the previous year due to some challenges which delayed progress. These were resolved through introduction of new approaches and implementation of system changes which were closely monitored throughout the fi nancial year.

In a nutshell, MGSLG experienced a number of milestone achievements in the capacity-building areas relating to teacher development, school governance and training support systems. These milestones, in summary include:

These milestones, in summary include:• Successful completion of SGB elections across the schools in Gauteng Province;• Induction of SGB members in 1 457 schools out of 2 168 schools covering 8 122

School Governing Body (SGB) members;• Implementation and hosting of the SGB database system containing SGB

member profi le details including training details;• Successful roll-out of a new and improved Parental/Family Support Programme

(PFSP) offered in fi ve languages in 1 107 schools out of an identifi ed 1 282 priority schools covering 101 966 parents trained;

• Completion of a study on the Representative Council of Learners (RCL) training needs analysis which will lead to a new and comprehensive modular capacity-building programme in the next fi nancial year;

• Completion of Curriculum Assessment Policy Statements (CAPS) training for Foundation Phase, grade 11 and grade 12 covering 59 667 teachers;

• Training of 4 732 teachers in Secondary School Improvement Programme (SSIP);• Completion of the Advanced Certifi cate in Education (ACE): School Leadership

and Management programme with the graduation of 177 students;• Completion of the School Management Team (SMT) Middle Managers

Programme with 223 graduates;• Successful completion of the HIV and AIDS training programme;• Successful completion of the Early Childhood Development (ECD) level 4

programme with a total of 1 554 practitioners completing the programme, an important feat as this ECD cohort was the fi rst for MGSLG;

• Successful hosting of the Matthew Goniwe Memorial Lecture, which was combined with the renaming of the MGSLG’s regional campus hall after the founding Executive Director, the late Ms. Zandile Kunene-Mbeje;


• Support of GDE critical programmes such as the Extra-School Support Programme (ESSP) in a project management capacity.

There was also progress made in terms of fi nancial, corporate services and stakeholder relations, i.e.:• MGSLG has maintained an unqualifi ed audit for the ninth season

since its establishment;• Stabilisation of MGSLG staff complement (both internal staff and

external individual facilitators);• Entering into agreement with organisations such as the ETDP SETA,

Department of Safety and Security for the funding and execution of value-adding programmes;

• Development and implementation of a risk-management plan• Prudent management of available fi nancial resources to cope with

unexpected budget cuts

The progress made in the areas highlighted above was not achieved without challenges. The three most important ones were:1. Budgetary shortfalls which resulted in some programmes being

halted, the targeted number of participants reduced and delayed development and rollout of training

2. Low attendance by identifi ed participants as compared to those anticipated for different reasons, specifi cally in two programmes, i.e.:• SSIP for teachers – programme had to be halted in July 2012

due to low attendance by teachers;• SGB induction training – programme was completed;

participants who did not attend will be trained in the next fi nancial year.

3. Identifying skills gaps within MGSLG’s pool of facilitators and re-skilling them.

Moving forward, as part of the last lap in its three-year strategic plan, MGSLG expects to focus on:• Implementation of the last two phases of CAPS orientation (grade

12 and the Senior Phase)• Full roll-out of the following programmes:

a. SMT training,b. Representative Council of Learners (RCL) training,c. Financial management training for SGBs,d. Induction of GDE Head Offi ce and District Offi cials on the realigned structure.

• New fi ve-year strategy and organogram;• Finalisation of entity status through GDE; • Comprehensive on-going monitoring and evaluation of

programmes.

I would like to acknowledge the leadership, support and regular encouragement received from our MEC for Education in Gauteng, Hon. Barbara Creecy, our Board of Directors led by Mr Neeshan Balton, GDE, our various stakeholders, and last but not least the MGSLG teams.

We shall continue to draw courage and inspiration to adapt and improve. This intention can be summed up through an extract from Jim Collins’ book Good to Great, 2001, “Enduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing world.”

This is a magical combination of “preserve the core and stimulate progress”.


MGSLG is a semi-autonomous, non-profi t organisation established to serve as the training arm for the Gauteng Department of Education. This school plays an important capacity-building role for School Governing Bodies, teachers, learner leaders, parents with children in Gauteng public schools and school leaders and managers in the form of principals and SMTs. The school is located in two campuses – the Vrededorp Campus which serves as the Head Offi ce and the Benoni Campus which mainly serves as a training site for programmes.MGSLG is entering tenth year of its existence since it was established in 2003 with a mandate to support GDE capacity-building initiatives, especially in areas such as: MGSLG is entering its tenth year of its existence since it was established in 2003 with a mandate to support GDE capacity building initiatives, especially in areas such as:• Professional growth of educators and school governors;• School leadership and management development;• Improving education practice through research;• Other capacity-building initiatives relating to new education policy

initiatives and teacher up-skilling.

MGSLG has, over the years, established viable and value-adding partnerships with Higher Education Institutes and other public/private institutes and individuals in its quest to conceptualise and develop cutting-edge programmes for the schooling sector in the Gauteng province.

Some of the feedback on our programmes has been positive and encouraging such as those captured below:

Participant training evaluation form quotes from CAPS training of June 2012:• “The objectives were accomplished as per the set objectives of the

training”• “The expectations were met particularly on new content in grade

11. Furthermore, group discussions were an eye opener ..”• “The knowledge acquired is good enough for one to apply it

because it is simple and straight forward.”• Given this welcome reception and feedback by recipients of

training, MGSLG can build on better programmes going forward.

Given this welcome reception and approach MGSLG can take a leaf and build on better programmes going forward.

SUMMARY OF PROGRAMME INITIATIVES AND PROGRESSSecondary School Improvement Programme (SSIP)The SSIP Teacher Development component focussed on the provision

of teacher development support in Accounting, Business Studies, Economics, English FAL, History and Geography to all teachers in underperforming secondary schools across grades 10 to 12.

The Registry Directorate provided routine back-end data management support through the compilation of participant attendance reports in each of the six subjects managed by MGSLG. Over the reporting period a total of 4 732 out of an expected 15 202 participants attended the programme. The SSIP Teacher Development programme was suspended in June 2013 and the service delivery model reviewed.

Curriculum and Assessment Policy Statements (CAPS) The roll-out of the Curriculum and Assessment Policy Statements (CAPS) involved the provision of orientation and content training to all teachers involved in the delivery of the new CAPS curriculum throughout the province.

June 2012 CAPS roll-outMGSLG was critically involved in the overall coordination of the CAPS June 2012 Orientation Training and October 2012 Content Training for all teachers in the Gauteng province. The Registry Directorate occupied centre stage in terms of the intensive coordination and logistical planning that underpinned the exercise. Consistent support was offered by the Registry Directorate to ensure that all lead teachers and subject advisors responsible for all facilitation of learning in the CAPS Content Training Programme were registered.

Furthermore, the reporting of all attendance by participants remained the responsibility of the Registry Directorate The overall attendance of participants in the CAPS Orientation Programme in June 2012 was fairly signifi cant given that 41 118 out of an expected 47 757 Intermediate Phase participants attended over the scheduled three days – an average of 13 706 participants per day and constituting 86% of the expected participants for the respective phase. 14 331 attendees represented the highest attendance over the 3-day training. In terms of grade 11, a total of 37 358 of an expected 41 931 participants attended the programme over three days – an average of 12 453 participants per day constituting 89% of the expected participants for the grade 11 programme.

13 483 attendees represented the highest attendance over the three-day training. Registry was also responsible for facilitating the identifi cation of all lead teachers and participants who attended the CAPS June 2012 roll-out. Each of these cohorts has been identifi ed for the issuing of participation certifi cates in the new fi nancial year.

An overview of MGSLG


October 2012 CAPS roll-outThe October 2012 CAPS Programme involved the provision of content training to all Intermediate Phase and grade 11 educators. The attendance by participants in this component was not made compulsory and participants could independently decide to attend this programme.

The Registry Directorate remained responsible for reporting on participant attendance for the grade 11 and Intermediate Phase cohorts. In terms of attendance, 12 997 out of an expected group of 19 113 participants attended the 3-day content training in the Intermediate Phase. This constituted an average of 4 332 participants per day and 68% of the expected target. 5 268 attendees represented the highest attendance over the three-day training. In terms of grade 11, a total of 5 195 of an expected 6362 participants attended a one-day content programme. This constituted 82% of the expected participants for the grade 11 programme.

Preparation for the June 2013 CAPS Programme for Senior Phase and Grade 12 TeachersThe Registry Directorate developed, presented and circulated a fi xed set of Data Management Guidelines to the CAPS Project Management (PMT) and Project Implementation Teams (PITs) to manage the planned June 2013 CAPS programme involving grade 12 and Senior Phase (grade 7, 8 and 9) educators. The Directorate also assembled teacher participant data from the 2011 Annual School Survey and circulated this to the districts to check and verify. It is anticipated that these proactive actions will minimise the management and control challenges that confronted this critical programme during the 2012-13 roll put period.

The Re-skilling and upskilling ProgrammeThe Teacher Development Directorate was supported by the Registry Directorate with the development of the database to determine the participants for the re-skilling and up-skilling of teachers either declared or likely to be declared in excess. Close to 3 000 GDE educators were identifi ed for participation in up-skilling programmes with Higher Education Institutions (HEIs) operating in the province.

The SMT Capacity-building ProgrammeThe Teacher Development Directorate targeted a pool of 852 participants (or three SMT members from each participating school) for an SMT Capacity-building Programme to be delivered by Wits University, the University of Johannesburg and the University of Pretoria. The SMT participants involved in the Capacity-building Programmes were allocated by region with 120 principals from Ekudibeng placed at Wits, 399 SMT members from Johannesburg placed at the University of

Johannesburg and 333 Tshwaga participants placed at the University of Pretoria. Registry completed 391 in-house registrations to maintain an internal record of all participants involved in the programme. The full registration of all outstanding participants will be completed in the new fi nancial period.

Mentoring and Coaching Programme for Homework Supervisors The registration of participants in the ETDP SETA-funded Mentoring and Coaching Programme for Homework Supervisors was supported by the Directorate. 300 Homework supervisors were targeted for participation in this programme. The Registry Directorate supported this process by coordinating the contractual arrangements and record-keeping of all targeted participants with the ETDP SETA.

Early Childhood Development (ECD)Further Education and Training Certifi cate – Cohort 1The Registry Directorate managed the recording of all attendance in the programme and provided monthly and quarterly attendance fi gures for this cohort. In addition, the Directorate prepared the monthly stipend schedules for participants in the programme. At the end of the formal contact sessions of the programme in September 2012, 1 554 students were still actively involved in the programme. Attendance by all active students averaged 95% across the full programme.

Further Education and Training Certifi cate – Cohort 2The identifi cation of the targeted 900 participants in the NQF Level 4 ECD Programme was supported by the Directorate. The programme involved an assessment exercise that preceded the fi nal selection of the targeted participants and this process was fully supported by the Directorate. The Registry Directorate analysed all the assessment data, identifi ed the targeted participants who qualifi ed, eliminated those that already had the qualifi cation and pre-registered the participants who qualifi ed. While the nominees for this project had exceeded the 900 target, complete registrations of all ECD Cohort 2 participants still fell short of the 900 targeted participants. 720 full and complete registrations were fi nalised. The remaining 180 participants will be registered before the scheduled start of the facilitation programme.

This cohort will begin classes in the new fi nancial period and the Registry Directorate will continue to support the fi nal registration process and the delivery of the monthly stipend to all participants in the programme.

2012 SGB Elections and Inauguration ProgrammeThe National Minister of Basic Education declared March 2012 the month


for conducting all SGB elections in the country. MGSLG, in partnership with the GDE, successfully coordinated the delivery of the elections in over 2 000 schools throughout the Gauteng province. MGSLG also coordinated the SGB Inauguration Programme where all newly elected chairpersons accompanied by their principals were provided with a brief orientation of their roles and responsibilities and prepared for their formal induction training programme scheduled for June 2013.

SGB Management SystemThe SGB Management System was developed in partnership with the GDE to assist with managing the roll-out of the SGB elections in March 2012. The system was developed and tested over the period under review. The system is currently being hosted on the MGSLG servers and contains the profi les of over 23 000 SGB members in the province. The profi les have been analysed and analytical reports have been developed and submitted to the GDE outlining the profi les of the SGB cohort in individual districts and the province at large.

SGB Induction ProgrammeThe School Governance Directorate facilitated the provision of an SGB Induction Training Programme to all SGBs established as a result of the March 2012 province-wide elections. The period July to September 2012 was marked by the completion of the School Induction Training Programme for all newly elected SGB members. The routine back-end data management support offered by the Registry Directorate continued with the submission of regular attendance reports and analyses for the SGB Induction Training Programme. A total of 8 122 participants from 1 457 (71%) public schools participated in the SGB Induction Programme.

Parental/Family Support Programme 2012-13 (PFSP)The Registry Directorate managed the back-end data management support function in the 2012-13 P/FSP Workshop Programme. Full and detailed attendance analysis reports compiled by the Registry Directorate were presented at the P/FSP PMT and PIT meetings held over the reporting period. Intensive coordination and planning logistics were undertaken to support the roll-out of the P/FSP Workshop Programme (School Governance Directorate). The roll-out of the workshop programme involved the successful deployment of close to 500 facilitators on a weekly basis to over 130 schools over nine 9-week delivery period. The programme successfully reached 101 966 parents from 1 107 schools. Consistent support was also offered by the Registry Directorate to support all claims management processes during the roll-out of the programme.

This involved the registration of all School Governance facilitators, P/

FSP facilitators, administrators, monitors and advocacy agents utilised in the P/FSP Workshop Programme and the tracking of all payments due to these personnel in the delivery of the P/FSP 2012-13 Workshop Programme.

The 2012/13 Parental/Family Support Programme was marked by a series of broad innovations that were notably absent from the 2011/12 roll-out. The revised and updated 2012-13 Parenting Programme isolated 75 high priority schools, fi ve from each district identifi ed by the relevant districts, and provided these targeted schools with a year-long onsite support programme to enhance their school governance effectiveness. The intention of the onsite programme was to provide additional, focused support over 12 months to participating schools experiencing specifi c social challenges. The focus of this additional support was based on a whole-school approach incorporating the combined contributions of parents, learners, educators, community organisations and structures, SGBs and SMTs.

The schools identifi ed for this intervention were subject to a range of different challenges that included, amongst others:• Poor attendance at the 2011 parent meetings and parent meetings

in general;• Discipline and corporal punishment issues;• Abuse, including sexual, drug and substance abuse;• Bullying and gangsterism;• Teenage pregnancy;• Issues with physical and mental wellness;• HIV and AIDS;• Child-headed households.

The onsite support intervention to address the key challenges listed above was undertaken with the support of nine experienced specialist service providers. The specialist support offered to each of the participating schools over a 12-month period enabled them to identify key operational and social challenges, prioritise and plan interventions to address those challenges within their competence range and begin the task of introducing effective monitoring and evaluation processes to independently manage their schools.

The year-long on-site intervention that the targeted schools were taken through empowered them to develop and begin utilising the necessary tools, templates, systems and processes to ensure continued school effectiveness. At the conclusion of the on-site support programme the performance of the targeted schools revealed signifi cant improvements on key school governance indicators. Furthermore, concrete sustainable


approaches in response to the major social challenges experienced by the individual schools as highlighted above were introduced. In this regard participating schools reported that interaction and cooperation between and amongst SMTs and SGB members had improved and this has created the necessary platform for addressing the much deeper teaching and learning and social challenges impacting the school.

PROGRAMMES CONCEPTUALISED DURING THE 2012/13 FINANCIAL YEAR

The School Financial Management Training programme (Delayed due to financial constraints)The School Financial Management Training programme that was targeted to follow the induction offering was kicked off with the establishment of a PMT and consolidated further with the creation of a Materials Development Task Team. A full training schedule for the delivery of a reduced School Financial Management training programme was developed and adopted by the PMT.

The trainingexpectation was also contingent on the completion of a basic School Financial Management toolkit that will include all support templates and tools to enable SGBs to complete their planning, budgeting and submission of audited fi nancial statements. The training materials will be developed in the new fi nancial year and the scheduled training will then follow.

The Representative Council of Learners Capacity Development Programme (Delayed to avoid interference with 2012 exams)A capacity-building programme for all Representative Council of Learners

(RCLs) was approved during the 2012-13 fi nancial period. The capacity-building programme was to be framed in the context of the fi ndings of a short, rigorous needs-based research component. The research component commenced in the fi rst quarter of the calendar year and the delivery of a training programme is scheduled to take place in 2013/14 fi nancial year.

IDSO Monitoring and Support Programme (Delayed due to financial constraints)Initial discussions were taken with the GET/IDS Directorate in terms of the development of a suitable IDSO Monitoring and Support System.

Learner Discipline (Combined with SGB Programme)Formal approval was obtained for the development of a suitable capacity-building programme for SGBs to manage all school-based learner disciplinary processes.

Policy Orientation Programme (GDE to workshop Districts on the policies)The School Governance Directorate assembled, collated, printed and distributed a Policy Orientation fi le containing all relevant policies for SGBs to utilise.

Recruitment and Selection Programme (Delayed due to financial constraints)The School Governance Directorate interrogated and studied pre-existing MGSLG Recruitment & Selection materials. A schedule was set in place to revise and update the programme. Budget cuts however prevented the Directorate from taking the work further. This programme will be attended to in the new fi nancial period

We know our valuesap·proach

VerbCome near or nearer to (someone or something) in distance: “the train approached the main line”; “she heard him approach”.NounA way of dealing with something: “we need a whole new approach to the job”.Synonymsverb. near - approximate - draw nearnoun. access - oncoming


"Ensuring that sharpened "Ensuring that sharpened

learning and teaching take learning and teaching take

place in the classroom place in the classroom

everyday"everyday"

The period 2012-2013 was marked by an intensive activity for the emergent Registry Directorate. The Directorate has only been in existence for three years and is constantly revising its operations to meet the expanding volume of work and the attempt to be more effi cient. MGSLG as an institution has expanded its operations and the Registry Directorate has been forced to constantly adjust to meet the requirements of the institution’s new mandates. The primary challenge facing the Directorate is the need to expand the skills base and general profi le of the Directorate. Coupled with the need for progressive and incremental infrastructure upgrades, the Directorate is primed to service the minimal data management needs that are currently required or necessary. Thus may change radically as the institution expands and a wider set of mandates is determined. Increasingly, the Directorate will need to engage in proactive data analysis and reporting so that the use of data to inform decision-making is realised. Increased energy in refi ning our operational framework and developing an informed Registry Services Strategy will also become immediate targets for the Directorate in the new fi nancial year.

The fi nancial year was marked by a series of teacher development and school governance activities that framed the work of the Registry Directorate. This report will focus on the successes, achievements and challenges faced by the Registry Directorate in the delivering on the school governance and teacher development mandate over the period 1 April 2012 to 31 March 2013. The report comprises three main parts, namely a management component detailing unique registry-specifi c strategic and operational matters, a Teacher Development (TD) component detailing registry services rendered to the TD branch and a School Governance (SG) component detailing services rendered to the SG Directorate.

Graduation ManagementThe Registry Directorate managed two key certifi cation ceremonies on behalf of MGSLG. The Registry Directorate in collaboration with the Teacher Development Directorate successfully hosted the 2010-12 ACE Cohort Graduation Programme. The ceremony that marked this event involved the graduation of 165 students at Belvedere Special School on 20 October 2012. Following the formal graduation, the Directorate also facilitated the issuing of the relevant certifi cate to a further 12 competent students who submitted their portfolios of evidence after the graduation ceremony. In addition, the Directorate managed the certifi cation ceremony for the 2010-11 GDE General Education and Training funded middle managers who successfully completed the Lead and Manage a Subject, Learning Area or Phase Unit Standard (SAQA ID 115435). The latter ceremony was held at MGSLG ( Johannesburg) on 13 October 2012 held in honour of 223 students that were declared competent in the said Unit Standard.

Registry and Data Management


Registry Systems Management & Development The Registry Directorate remains the guardian of all learner/participant records on behalf of the institution. To this end, considerable effort was expended on cleaning and updating existing registry managed datasets Namely Integrated Campus Administration System (ICAS), Registration and Assessment Data, SGB Member Profi le Data, School Governance Facilitator Claim Management data and CAPS June 2012 and 2013 Participant Data. In terms of systems maintenance and development, the Registry Directorate continued to contribute to the enhancement of the Facilitator Claim Management System, updated data on the Learner Management System and continued with its internal File Management Controls to safeguard all the paper records that underpin the Directorate’s work. The ICAS constitutes the proprietary software application system utilised by MGSLG to manage all learner records.

The system requires regular updating and ongoing clean-up of learner data. Over the reporting period, the Registry Directorate undertook four quarterly data clean-up interventions to ensure that the most up-to-date data is maintained on our institutional learner management system.

Norms and Standards for School Funding Task TeamFurther effort was also expended by the Registry Directorate in the Gauteng Department of Education-managed Task Team to mediate the changes to the Norms and Standards for School Funding.

The aforementioned task team had to unpack the latest changes to the said legislation and develop a draft communication plan to share with properly registered SGB Associations.

Programme Reporting and Data AnalysisThe Registry Directorate developed and circulated a number of data reports to assist the GDE in identifying relevant schools for capacity building programmes. In addition, extensive and detailed data analysis reports were developed based on currently serving SGB members elected in the nation-wide elections in 2012. A full report on the provincial size and shape of the 2012 SGB composite cohort based on the SGB member profi les collected by MGSLG was also developed and circulated to all internal stakeholders.

Programme Qualification Qualification Type

Duration No. of Graduates

Date Venue

2010-12 ACE Programme

SAQA ID 73529 Advanced Certifi cate in Education: School Management and Leadership

Certifi cate – 120 credits

2 years 165 + 12 (177) 20 October 2012

Belvedere Special School (Benoni)

Middle Manager Programme

Unit Standard ID 115435 Manage a Subject, Learning Area or Phase

Unit Standards based – 12 credits

6 months 223 13 October 2012

MGSLG Vrededorp ( Johannesburg)


No. Type of Report Report Focus Area Purpose Date

1. Training Report: Gauteng West

Number of schools and participants in the GW roll-out of the 2012 SGB induction programme and 2012 Parental/Family Support Workshop Programme (P/FSP)

Preparation for MEC Visit to Munsieville in Gauteng West

September 2012

2. Training Report: Parental attendance in 2012 P/FSP

Overall attendance in the 2011 P/FSP Workshop Programme

Develop a faith-based organisation strategy to support MGSLG programmes

October 2012

3. Training Report: Tshwane South

Number of schools and participants in the TS roll-out of the 2012 SGB induction programme and 2012 Parental/Family Support Workshop Programme (P/FSP)

Training needs analysis for continued school governance support interventions in TS priority schools

February 2013

4. Training Report: Trinity Secondary School ( Johannesburg Central District)

Number of schools and participants from Trinity Secondary School in the 2012 SGB Induction Programme & 2012 Parental/Family Support Workshop Programme (P/FSP)

Special Report Requested by MEC for Education

March 2013

5. SGB Member Profi le

15 District reports detailing the profi le of the cohort of newly elected SGB Members in the district

Provide GDE district offi cials with an SGB member profi le report to prioritise training

March 2013

6. 2012 SGB size and shape report

Consolidated SGB size and shape provincial report

SGB size and shape report to inform planning

March 2013

School Governance Reports

We know our valuescli·ent

Noun• A person or organization using the services of a lawyer or other professional person or company.• A person receiving social or medical services.

Synonymscustomer - shopper - patron - buyer - purchaser


BRANCH OVERVIEW

The fi nancial year 2012/13 witnessed intensive consolidation of MGSLG strategic initiatives. The signifi cant expansion of the MGSLG mandate necessitated, not only an increase in human resources, but also had a profound effect on how MGSLG would provide quality training to a broader teacher development fraternity. The need for MGSLG to have technology capability was requires continuous exploration of various formats for future teacher development programmes that will reduce conventional training and increase the use of e-learning formats.

The District and Leadership Framework to create a pathway for capacity-building within the context of the implementation of the GDE realigned structure served as an initial platform for the 2013/14 year. This initiated an accreditation mapping process that would ensure that the programmes offered are credible and receive SACE endorsements for teachers to accumulate Continuous Professional Teacher Development points.

The implementation of the Higher Education Quality Framework provided MGSLG with an opportunity to explore leadership development beyond that offered by the Advanced Certifi cate in Education (ACE) and to ensure that programmes offered were aligned to the developmental needs with regard to teachers’ career-pathing aspirations.

This has also provided the opportunity to strengthen our partnerships with Higher Education Institutions and accrediting agencies such as the ETDP SETA. The Deans’ Forum provided strategic leverage in teacher development conversations and was operationalized through the School Management Development, Early Childhood and re-skilling and up-skilling programmes. The MGSLG ECD Pre-Grade R programme was successfully completed. There is positive feedback like:

Rose Mdyogolo (ECD Practitioner level 4 Pre grade R)“Matthew Goniwe has helped me in so many way (sic) and opened my eyes in ways that I’m now able to observe children and to get satisfying results and improve performance and make sure that my work is meaningful and attainable. I am able to communicate better and to work more effi ciently. I’m now able to focus on how to improve the quality and time to perform my daily tasks.

I am now looking forward to level 5 because I’ve gained great experience. Matthew Goniwe we need such training and I’m very glad that you took this initiative to embark (sic) early learning practitioner to expand their knowledge and the experience not forgetting the stipend (sic) that you offered.”

The institutionalisation of interventions deepens the MGSLG footprint by ensuring that GDE intervention programmes become integral and are sustained within the broader teacher development initiatives. The ETDP SETA has been a critical partner in working towards an envisaged qualifi cation for Mathematics and Languages as it relates to the Gauteng Primary Literacy and Mathematics strategy for priority schools in the GET band of the schooling system.

The training of teachers in CAPS in the Intermediate Phase and grade 11 has been extensive in that over 30 000 teachers were trained. Despite the high demands of this scale of training, it was extremely successful. The SASAMS and Multigrade teaching programmes were successfully completed as well as the HIV/AIDS programme. The GDE is intending to implement the re-aligned structure in 2013/14 fi nancial year. The implementation of this realigned structure has to be accompanied by intensive training and change management processes. To this end MGSLG will spearhead the development of a district framework for teacher development and advocate the 80% support and 20% compliance principle in training offi cials to support schools.

Teacher Development


No. Programme Target Successes Variance Comment

1. Secondary School Improvement Programme (SSIP)

The provision of Teacher Development Support to a targeted 15 202 Accounting, Business Studies, Economics, English FAL, History and Geography teachers in all underperforming secondary schools across Grades 10 to 12.

4732 participants 10470 Programme suspended in July 2012 to review the model given unsatisfactory poor attendance statistics

2. Curriculum and Assessment Policy Statements

June 2012 CAPS Orientation Training for Intermediate Phase teachers

41 118 out of an expected 47 757 Intermediate Phase participants attended over the scheduled three days – an average of 13 706 participants per day and constituting 86% of the expected participants for the respective phase. 14 331 attendees represented the highest attendance over the three-day training.

6639 All participants that missed the June 2012 Training targeted for Just in Time Training scheduled for October 2012


June 2012 CAPS Orientation Training for Grade 11 Teachers

37358 of an expected 41952 participants attended the programme over 3 days – an average of 12453 participants per day constituting 89% of the expected participants for the grade 11 Programme. 13483 attendees represented the highest attendance over the 3-day training.

4573 All participants that missed the June 2012 Training targeted for Just in Time Training scheduled for October 2012

We know our visiongov·ern·ance

Noun

• The action or manner of governing.• Sway; control.

Synonymsrule - government - reign - administration - management

Teacher Development Capacity-building Achievements 2012-13


No. Programme Target Successes Variance Comment

4. Curriculum & Assessment Policy Statements

October 2012 voluntary CAPS Just-in-Time content training for Intermediate Phase Teachers

12 997 out of an expected group of 19 113 participants attended the three-day content training in the Intermediate Phase. This constituted an average of 4 332 participants per day and 68% of the expected target. 5 268 attendees represented the highest attendance over the three-day training.

6116


October 2012 voluntary CAPS Just-in-Time content training for grade 11 teachers

5 195 of an expected 6 362 participants attended a one-day content programme. This constituted 82% of the expected participants for the grade 11 programme

1167

6. The SMT capacity building programme

The Teacher Development Directorate targeted a pool of 852 participants (or three SMT members from each participating school) for an SMT capacity-building programme to be delivered by Wits University, the University of Johannesburg and the University of Pretoria.

The SMT participants involved in the capacity building programmes were allocated by region with 120 principals from Ekudibeng placed at Wits, 399 SMT members from Johannesburg placed at the University of Johannesburg and 333 Tshwaga participants placed at the University of Pretoria.

7. Mentoring and coaching programme for homework supervisors

300 Homework supervisors were targeted for participation in this programme.

290 participants formally registered

10 Final set of participants to be confi rmed early in the next fi nancial period

8. Early Childhood Development

Further Education and Training Certifi cate (Cohort 1) - 1 940 participants

At the end of the formal contact sessions of the programme in September 2012, 1554 students were still actively involved in the programme. Attendance by all active students in the programme averaged 95% across the full programme.

386 Participants dropped out or failed to submit their Portfolios of evidence

9. Early Childhood Development

Further Education & Training Certifi cate (Cohort 2) – 900 participants

720 full and complete registrations were fi nalised.

180 Outstanding participants will be registered early in the new fi nancial year


OUTPUT TARGET INDICATOR ACTUAL PERFORMANCE AGAINST TARGET

ACHIEVED /NOT ACHIEVEDCOMMENT OR REASONS FOR VARIANCE

TEACHER DEVELOPMENT IMPLEMENTATION PLAN THAT IS ALIGNED TO PRIORITY INTERVENTIONS AND OTHER EDUCATION STRATEGIES

• All GET and FET Phase teachers participating in developmental programmes and other education strategies

• Aligned Teacher Development Implementation Plan developed and approved

• Approved service delivery model for teacher development

• The three-year Teacher Development Plan has been developed and approved by the GDE

ACHIEVED

HIGH QUALITY IN-SERVICE EDUCATION AND TRAINING (INSET) TO EDUCATORS IN ALL PHASES OF THE PROVINCIAL EDUCATION SYSTEM TO SUPPORT THE GDE’S INTERVENTION PROGRAMMES

• 1605 ECD NQF level practitioners trained

• Train ECD facilitators in the Recognition of Prior Learning (RPL)

• Multigrade Teaching Programme

• Completed Accredited ECD NQF Level 4 training programme for 1940 practitioners.

• Trained teachers (30) and district offi cials (5).

• Continued training with an original target of 1940 ECD practitioners

• 1 554ECD practitioners in NQF Level 4 programme covering 23 modules completed.

• Overall attendance of 95% maintained throughout the programme

• 18 months programme completed within projected time

• Screening of second cohort of facilitators completed successfully

• Agreement reached with owners to allow practitioners to participate in the ECD programme

• ECD learning resources distributed to all ECD facilitators and practitioners

• 12 multigrade teachers trained• 3 district offi cials trained• Support to multigrade

teachers provided at school level

PARTIALLY ACHIEVED• Awaiting ETDP SETA

verifi cation of fi rst cohort assessment

• PARTIALLY ACHIEVED

• Multigrade teaching phased out by GDE




HIGH QUALITY INSET TO EDUCATORS IN ALL PHASES OF THE PROVINCIAL EDUCATION SYSTEM TO SUPPORT THE GDE’S INTERVENTION PROGRAMMES

• Conduct Perma-culture training

• Trained participants from 30 schools for the Severely Intellectually Disabled (SID) in the establishment of food gardens

• Trained 120 learners and teacher from identifi ed 30 schools

• Food gardens in 30 schools established.

ACHIEVED

• Training in Alternative Augmentative Communication

Trained (15) Special School teachers and district offi cials

Trained 10 teachers and fi ve district offi cials in Improvement of communication in the Foundation Phase

ACHIEVED

• Training of educators and district offi cials from Special Schools in South African Sign Language.

• Trained (145) educators and (20) district offi cials from Foundation and Intermediate Phase.

• Trained 98 educators and 20 district offi cials on:• SA Sign Language Basic

Conversation Course (NQF Level 4 US 115074)

• Communicative Tasks (NQF Level 4 US 115079) for educators and

• SA Sign Language Basic Conversation Course (NQF Level 4 US 115074) for district offi cials.

PARTIALLY ACHIEVEDOne unit standard to be completed in the new fi nancial year due to programme prerequisites

• Capacity-building for identifi ed SMTs

• Developed and printed SMT toolkit

• Developed capacity-building model

• Developed monitoring and evaluation model

• Research conducted as part of needs analysis

• Reports on Lessons-learned from middle managers training were reviewed

• SMT toolkit was developed

ACHIEVED




HIGH QUALITY INSET TO EDUCATORS IN ALL PHASES OF THE PROVINCIAL EDUCATION SYSTEM TO SUPPORT THE GDE’S INTERVENTION PROGRAMMES

• 250 school leaders identifi ed by the GDE

• Trained principals and deputy-principals (250) in the ACE qualifi cation

• 177 ACE participants graduated with an ACE qualifi cation in October 2012

• Attendance – 80 %

PARTIALLY ACHIEVED73 participants dropped out or did not graduate due to non submission of portfolio of evidence

New HEQF introduced

• Capacity-building for identifi ed priority schools SMTs through formal training and coaching

• Supplied SMT toolkit to all priority schools at three per school

• Conducted a total of 24 workshops (eight per cluster) for three SMT members per school

• Implemented a coaching programme in identifi ed schools

• 60% of target schools have received the toolkit

• Buy-in secured for the programme

• A total of eight out of 24 workshops held to date and a total of 910 SMTs have been trained in those workshops.

• Participating schools have started the diagnosis at the three different levels to use data to develop Subject Improvement Plans

• Coaching programme implemented in a third of targeted schools

PARTIALLY ACHIEVED: • Programme

ongoing

DISTRICT DEVELOPMENT

• Support advocacy and induction of offi cials on the GDE realigned structure

• Conduct capacity-building for the implementation of the GDE realigned structure

• Indicators to be determined in the next fi nancial year subject to budget availability

NOT ACHIEVEDNo budget – deferred to the new fi nancial year as part of the implementation of GDE realigned structure




CAPS INTERMEDIATE FET PHASES

• Trained Intermediate and grade 11 teachers in CAPS

• 17 500 Intermediate Phase teachers trained in CAPS

• 15 000 grade 11 teachers capacitated to teach grade 11 in the new curriculum CAPS

• Voluntary just-in time CAPS content training

• 12 997 Intermediate Phase teachers trained in CAPS (highest number per day – 5 268)

• 5195 grade 11 teacher trained in CAPS

ACHIEVEDTraining was not compulsory but voluntary

SA SAMS CAPACITY- BUILDING PROJECT

• Training of SMT members identifi ed for training on SA SAMS

• Training of School Administrators identifi ed for training on SA SAMS

• Trained SMT and School Administrators in SA SAMS

• Deferred to 2013/14 Financial Year

NOT ACHIEVED• Deferred

to the next fi nancial year due to logistical and contractual delays

LESSON PLAN DEVELOPMENT PROCESS: FOUNDATION AND INTERMEDIATE PHASE

• Lesson plans for grade R Life Skills

• Lesson plans for FP Life Skills

• Lesson plans for IP Life Skills and Social Sciences

• Developed lesson plans for Life Skills in grade R, Foundation and Intermediate Phases

• None NOT ACHIEVED• Deferred

to the next fi nancial year due to budgetary constraints




HIV-AIDS PROJECT :ESSP PROJECT

• First Aid kit:• Supply of new

kits• Supply of

refi lls• Training of

teachers for level 1-2

• Training on Drug abuse, awareness, education and prevention

• AET Centres:• Establishment

of food gardens

• HIV-AIDS Education

• Supplied 781 new kits and 1 485 Refi lls

• Trained 429 teachers on First Aid at level 1-2

• Trained 724 school personnel

• Trained 440 ESSP staff and 5 GDE district offi cials

• Supplied garden starter pack kits to 57 centres and trained 151 AET stakeholders

• Trained 151 AET stakeholders on HIV-AIDS education

• Supplied all new fi rst aid kits and refi lls

• Trained 429 Teachers on First Aid at level 1-2

• Trained 724 school personnel

• Trained 440 ESSP staff and 5 GDE district offi cials

• Supplied garden starter pack kits to 57 centres and trained 151 AET stakeholders

• Trained 151 AET stakeholders on HIV-AIDS education

PARTIALLY ACHIEVED• The supply

of fi ne arts materials to 300 schools which is outstanding.

We know our visionlead·er·ship

Noun• The action of leading a group of people or an organization.• The state or position of being a leader.

Synonymsguidance - lead - direction - management - command


School GovernanceBRANCH OVERVIEWIn the 2012/13 fi nancial year, the School Governance Directorate as one of the oldest unit within MGSLG, experienced a couple of changes relating to its leadership after the departure of the director and introduction of a new approach to capacity-building to support schools.

The 2012/13 fi nancial year started with the management of the SGB elections process, followed by the development of a fully functional SGB management system consisting of over 23 000 SGB profi les. A research study was conducted on the functionality of the SGBs in Gauteng. A report emanating from this study was used to inform the capacity-building of SGBs. A custom-made plan was designed to address a number of focus areas in the schooling system taking into consideration the phase into the SGB three year strategy.

These included:• SGB Induction programme roll-out which targeted all

newly elected SGB members and provided them with toolkits;

• Parental and Family Support Programme roll-out and mentoring and support to priority schools, which generated over 100 000 parents workshopped on their role in supporting their children in schooling;

• Training Needs Analysis survey for RCL to inform a comprehensive capacity development programme for roll-out in 2014;

• Planning and development of:• Financial Management programme• Representative Council of Learners capacity-

building• Learner discipline• Recruitment and selection programme

There were some delays in implementing some programmes due to reallocations, which led to deferring delivery to 2013. The MGSLG once again invested in facilitator training to ensure that the quality of the training is of the required standard.

NO. PROGRAMME TARGET SUCCESSES VARIANCE COMMENT

1. 2012 SGB elections

Election of an SGB in each of 2 168 GDE public schools

Completed the 2012 SGB elections successfully in 2014 schools by end of March 2012

154 schools

Outstanding schools unable to constitute a quorum and election was concluded early in new fi nancial year

2. SGB induction programme 2012-13

Induction training for each newly elected SGB based on an SGB toolkit

8 122 participants from 1 457 schools successfully trained

711 schools

Outstanding schools and participants will be prioritised for a further round of training in the new fi nancial year

3. Parental/Family Support Workshop Programme 2012-13

The presentation of an on-site Parental Workshop in 1 282 underperforming and district prioritised schools

The programme successfully reached 101 966 parents from 1 107 schools.

175 schools

All outstanding schools to be prioritised in the 2013-14 workshop roll-out programme

4. On-site support to priority schools

75 out of 150 schools identifi ed by districts

All 75 identifi ed schools supported for a period of six months

None Lessons learnt from this new initiative are to be used in the next fi nancial year

5. Induction of QLTC structure members

450 QLTC members 450 QLTC members successfully trained in three languages

None Training successfully completed.

School Governance Capacity-Building Achievements 2012-13


SCHOOL GOVERNANCE: Performance ReportOBJECTIVE: ENSURING FUNCTIONAL SCHOOL GOVERNANCE SYSTEM FOR EFFECTIVE TEACHING AND LEARNING IN THE CLASSROOM



2012 SGB ELECTIONS

• Election of SGBs in each of the 2 168 public schools

• All public schools have elected an SGB

• 2014 out of 2 168 schools have elected operational SGBs

• SGB management system developed to manage the rollout of elections and to maintain the database of SGBs in the province. The system currently hosts profi les of 23 000 SGB members in the province.

ACHIEVED• 154 schools

unable to constitute a quorum and election to be concluded early in the new fi nancial year

SGB INDUCTION PROGRAMME

• Induction programme for all newly elected SGB based on an SGB toolkit

• All newly elected SGB trained on roles and responsibilities of SGBs

• 8 122 SGB members from 1 457 schools successfully trained on Induction on their roles and responsibilities

ACHIEVED• SGBs from the

711 schools will be trained in the new fi nancial year

SCHOOL POLICY RECRUITMENT AND SELECTION ORIENTATION

• Provide all schools with relevant school policies fi les

• All schools provided with relevant school policies and templates.

• A policy orientation fi le collated, printed and supplied to all schools

ACHIEVED

RECRUITMENT AND SELECTION

• Development of training module and templates

• One day training for schools with vacancies

• All SGB executive members are trained to be able to recruit and recommend personnel for appointment

• Recruitment and selection material reviewed

PARTIALLY ACHIEVED• Due to budget

cuts to be conducted in the next fi nancial year




RECRUITMENT AND TRAINING OF 150 FACILITATORS

• Recruiting and interviewing to select 150 best facilitators

• All facilitators receive accredited training in facilitation skills and material content

• Adequately equipped facilitators to train all newly elected SGBs

NOT ACHIEVED

SCHOOL FINANCIAL MANAGEMENT

• Provide school fi nancial management programme for all newly elected SGBs

• All newly elected SGB trained on school fi nancial management.

NOT ACHIEVED • Deferred to 2013/14 fi nancial

year due to budgetary constraints

LEARNER DISCIPLINE AND EXPULSIONS

• Development of training toolkit

• Training programme for Identifi ed schools experiencing related problems

• All SGB members are able to respond to learner discipline and expulsions as per policy

NOT ACHIEVED

TRAINING IDSOS IN MONITORING SGB FUNCTIONALITY

• Development of training pack including software programme for provincial reporting

• All IDSOs are able to monitor and support SGBs in schools

NOT ACHIEVED• GDE realigned structure

processes, to be incorporated into the capacity-building as per the realigned structure.




PARENTAL AND FAMILY SUPPORT WORKSHOP PROGRAMME

• Provide on-site parental workshops in 1 282 priority schools and district prioritised schools

• Parents from 1 282 priority schools workshopped on parenting and family support skills

• 101 966 parents from 1 107 schools workshopped on parenting and family support skills

• 75 high priority schools with specifi c social challenges received additional on-site support to enhance their school governance effectiveness

ACHIEVED• 175 schools to be

workshopped in the new fi nancial year

We know our visionin·sti·tute

NounA society or organization having a particular object or common factor, esp. a scientifi c, educational, or social one.

VerbSet in motion or establish (something, esp. a program, system, or inquiry): “the award was instituted in 1900”.

Synonymsnoun. institution - establishment - schoolverb. establish - found - constitute - start - set up


General Management

Vital refurbishment and maintenance work undertaken for the whole institution is an ongoing process. The refurbishment process has been most actively followed at the Vrededorp Campus. At the Benoni Campus the main focus was on the setting up of the IT support systems and an information hub.

BRANCH OVERVIEW

The General Management Branch covers units of Human Resources, Information Technology, Resource Centre and Communications and Asset Maintenance and Management.

The major work carried out during this period has been in Human Resources. The recruitment which has been implemented for the fi lling of various vacant posts and the support given to branches on recruitment processes for facilitators has been at the centre of this.

Performance management and development has also been an important focus, with the emphasis falling on the identifi cation of staff development needs. A skills audit was conducted during the year which has assisted in identifying the staff skills defi cit. The skills audit report identifi ed gaps within the organisation and plans to address these have been fi nalised and some of the identifi ed gaps have already been corrected.

Vital refurbishment and maintenance work undertaken for the whole institution is an ongoing process. The refurbishment process has been most actively followed at the Vrededorp Campus.

At the Benoni Campus the main focus was on the setting up of the IT support systems and an information hub. The Benoni Campus was refurbished and the main hall offi cially named by Hon. MEC Barbara Creecy in honour of the late Ms. Zandile Kunene-Mbeje, the fi rst CEO of MGSLG.

Audit reports for approaches to IT strategy have been completed and submitted for management’s consideration.


ORGANOGRAMThe MGSLG organogram has not been reviewed in the past year. The need to redesign the organisation has been one critical and central theme in HR. However, the process to develop a new fi ve-year strategy delayed this as the new structure should relate to strategy. Below is the organogram refl ecting the current and operational structure.


STAFF PROFILEat all levels meets the EE requirements. The only major gap in the employment distribution is in the Senior Management level where the bulk of offi cials are male. The Board of Directors has taken a resolution to address this anomaly. The total number of staff perks at MGSLG remained unchanged during the report period, as is the organogram. In the table below the staff profi le is provided;

Category Teacher Development branch

COO / School Governancebranch

GM branch CEO branch TOTAL

Resignations 3 1 - - 4

Retirement 1 1

Disciplinary Actions and warnings

2 warnings - 1 warning 3

Dismissals 1 dismissal 1

Grievance - 1 - - 1

Contract Expiry 2 - - - 2

During the period under review, one disciplinary hearing was conducted leading to a dismissal. Three written warnings were reported and a single grievance hearing was held which was resolved amicably. Four resignations were registered in the period, all of which took place due to better offers and conditions of employment being found elsewhere.

Two employee’s contracts ended and they were not renewed; one employee retired in this period. Exit interviews were conducted for all.

PEOPLE MANAGEMENT AND EMPOWERMENTLabour Relations and staff attrition- 2012-2013

Occupation Category

Racial Equity Gender Equity Age Groups

A C I W Total Male Female <35 <35-55 >55

SENIOR MANAGERS

6 1 1 8 6 2 0 6 2

MIDDLE MANAGERS

12 1 2 2 17 10 7 3 12 2

ADMIN STAFF 17 6 1 0 24 4 20 20 4 0

SUPPORT STAFF

15 0 0 0 15 9 6 4 11 0

TOTALS 64 29 35 27 33 4


Training for Period March 2012 - March 2013

Male Female

Programme trained Top Manage-ment

Senior Directors

Middle Manag-ers

Adminis-trators

Support Staff

Total Number of delegates

A C I W A C I W

Effective Offi ce Management for administrators

10 10 7 3

Facilities management course

1 1 1

HR leadership conference

2 2 2

Librarians workshop 1 1 1

Librarians conference 1 1 1 1

Early Childhood Development conference

1 1

Basic Education conference

1 1 1 3 1 1 1

International conferences (Ghana and Cyprus)

2 2 1 1

Education Management conference (EMASA)

2 5 7

Facilities Management conference

1 1 2 1 1

VAT workshop 1 1 2 1 1

Labour Guide workshop

1 1 1

Microsoft Visio 1 2 2 3 8 3 1 2 1 1

Microsoft Excel 1 2 13 17 33 9 2 1 1 15 3 1 1

Microsoft Project 1 3 20 11 35 10 1 1 20 2 1

Microsoft Offi ce Basics

1 1 1

TOTALS 12 8 47 43 110 28 2 5 2 49 9 3 5


MGSLG administrators attended writing skills training that took place over fi ve days and focused on honing skills in minute-taking and report writing. It is vital for the organization that the skills learnt are put into practice thus ensuring that the institution is gaining a return on investment.

Training for staff on MS Excel, MS Project, MS Visio and MS Word was conducted during the festive season’s downtime. Most units participated; the key gaps identifi ed in the training process were related to the frequent lack of linkage between training done, to work and organisational project work, its implementation and translation of these new skills in the creation of a better-performing institution.

BUSINESS PROCESSES AND SYSTEMSThe Business Mapping and Processes (BMP) for MGSLG were completed. These processes have a huge bearing on the automation of systems and related operational requirements. The main purpose of BMP is to assist the institution in the coordination of operations in a dynamic and systematic way, identifi cation of requirements for the prioritisation of best practice, to model, stimulate, provide basis for automation and management and to become a monitoring tool for business.

These can enable the implementation of project and programmes and provide fl exibility and scalability in a controlled manner wherein workfl ows (both human and automated) are determined in real-time by events and/or outcomes within the process. Effective knowledge transfer is made possible as processes in which employees can be trained become better documented.

The business maps and processes involve the following key aspects: Human Resources, Financial Management, and Programme Delivery and other inbuilt process for smooth operations of the institution.

INFORMATION, TECHNOLOGY AND COMMUNICATION (ITC) MANAGEMENT SYSTEMSThe King III report requires that management put in place systems and policies to limit and reduce IT risks. The MGSLG has developed and implemented a risk plan that covers and ensures mediation of risks and IT risks in particular. MGSLG enforces the policies on IT usage and a continual review of current communication and IT polices to ensure on-going vigilance based on new technologies to reduce risk.

Communication System/processesMGSLG devised four internal reporting structures to support communication throughout the organization: the Top Management Team, Senior Management Team (SMS), Operations Committee (OPCO) and the overall staff meeting. These structures continue to meet on a monthly and quarterly basis. In the period under review, the institution held a staff retreat to review the organisational performance and also to brief staff on the overall strategy.

SERVICE DELIVERY IMPROVEMENTS AND INNOVATIONTo support programme delivery, MGSLG has introduced the following innovative initiatives:• Payroll moved from the Finance unit to Human Resources Unit based within the General Management• SGB database• Conceptualisation of ISO 10006• New SSIP model• New CAPS roll-out/management plan• ECD pre-screening processes


PARTNERSHIPS, AGREEMENTS AND STAKEHOLDER MANAGEMENTMGSLG continued its engagement with the accrediting agencies for its programme accreditation. Interaction with the Council for Higher Education (CHE) involved the upload of the results for the fi nal cohort of ACE students to whom MGSLG was permitted to deliver the programme. A formal engagement was undertaken by MGSLG with the South African Council of Educators (SACE) to obtain clarity on their Continuous Professional Teacher Development (CPDT) Points System that will come into effect for all principals and deputy principals in 2014. MGSLG registration with the Education Training and Development Practices (ETDP) SETA expired in December 2012; and was successfully reaccredited for a further three years (up to the end of March 2016).

The following are some organisations that MGSLG has partnerships with:• ETDP SETA• SACE• Council of Higher Education (CHE)• ZENEX Foundation• Institutions of Higher Education• Multi-stake forum with SGB associations

OUTPUT 1: EFFECTIVE ORGANIZATIONAL STRUCTURES IN PLACE

ACTIVITY TARGET INDICATOR ACTUAL PERFORMANCE AGAINST TARGET ACHIEVED / NOT ACHIEVEDCOMMENT OR REASONS FOR VARIANCE

CAPACITY-BUILDING PLAN IN PLACE

• Roll-out of staff capacity framework based on skills audit and WSP

• Institutional skills audits

• Training interventions to close skills gaps

• Completed WSP

• Skills audit conducted for 54 staff members• Three-year staff development plan developed• 27 staff members trained on supply chain and

procurement management• • 12 Administration staff trained in offi ce

management• Senior managers attended a strategic HR

seminar• Operational managers attended an EMASA

conference• Both the HOP and COO an attended

international conference on education and management in Ghana and Cyprus respectively

• MGSLG staff presented research papers in conferences on:• Resource on the INTERSEN resources

priorities• ECD• EMASA

• MGSLG staff members trained in Microsoft Visio, Excel and Project

• Submitted the WSP to the ETDPSETA

ACHIEVED




EFFECTIVE RECRUITMENT REWARD AND EXIT PROCESSES AND STRATEGIES IN PLACE

• Recruitment plans to be implemented to fi ll vacant posts

• Recruitment plans to be implemented to fi ll vacant posts

• Review of staff contracts before the end of the year

• (To link to strategy and PMDS)

• Contracts for all staff with contracts ending before June 2013 reviewed

• Recruitment plans implemented for the Director and Project Managers and administrator position completed in the period

• Review process and systems in place. The strategy and requirement of staffi ng as well as applicable performance process have taken place

• Staff contracts reviewed and agreed to by the BoD

• Exit interviews conducted for 4 employees

PARTIALLY ACHIEVEDThe organogram and organisational deign was not completed

DEVELOP A REMUNERATION STRATEGY FOR THE INSTITUTION

• Remuneration strategy for the institution in place

• Salary structure and job evaluation implemented

• A remuneration strategy, salary structure and job evaluation implemented

• Performance reviews

• Performance reviews were concluded for the year ending March 2012

• Signed Performance agreements with all staff members for the new year

• Concluded rewards payment based on performance

• Performance review processes for the previous year were completed and reports submitted

• Performance agreements with all staff signed

• Rewards payment concluded for the period with moderation by the Institutional and HR sub-committee (IHR) and the Board of Directors (BoD)

ACHIEVED




DEVELOP A REMUNERATION STRATEGY FOR THE INSTITUTION

• Management of salary bill and plan

• Manage and plan for wage payments and allocations for projects as required

• The migration and implementation of the payroll function has been completed from VIP Payroll to Pastel Payroll. Planning for wage payments has been fi nalized. In the forth coming year focus will be on improving the facilitator payments system.

• Maintaining regular updates of staff records on Pastel Payroll.

ACHIEVED

OUTPUT 2: PROPERTY ASSET MANAGEMENT AND MAINTENANCE


COST EFFECTIVE ACQUISITION AND OPTIMAL UTILIZATION OF FIXED AND MOVABLE ASSETS

• An asset acquisition and disposal policy aligned to institutional needs and strategy in place

• Ensuring optimal use of available space

• Asset acquisition and disposal policy aligned to institutional needs and strategy

• Optimal usage of all available space

• The asset and disposal policy has been developed

• All institutional assets have been insured in a more cost effective manner

• A 99- year lease agreement with the GDE has been fi nalised for the Benoni premises

• Lease agreement extension for the Trap der Jeugd has been completed for another year

PARTIALLY ACHIEVEDThe policy to be implemented in the next fi nancial year




COST EFFECTIVE ACQUISITION AND OPTIMAL UTILIZATION OF FIXED AND MOVABLE ASSETS

• A risk management plan in place

• Internal verifi cation of assets to minimise loss

• A risk management plan in place

• Records for external asset audit purposes in compliance with PFMA requirements

• Internal verifi cation of assets to minimise loss

• Risk management plan reviewed

• Reviewed risk management plan

• Reviewed assets register

Periodical updating of asset register conducted

ACHIEVED

EFFICIENT SAFETY AND SECURITY SYSTEMS IN PLACE

• Continuous liaison with relevant safety and security service providers

• Effective management of internal security system in place

• Effective management of security personnel

• Zero reports of security incidents

• 100% adherence of security protocols

• An ongoing security system and management of security systems and staff is provided

PARTIALLY ACHIEVED Ageing infrastructure to be upgraded in the new fi nancial year



ACTIVITY TARGET INDICATOR ACTUAL PERFORMANCE AGAINST TARGET

ACHIEVED / NOT ACHIEVEDCOMMENT OR REASONS FOR VARIANCE

EFFECTIVE GENERAL MAINTENANCE OF FIXED ASSETS

• Full functionality of all utility services

• Well maintained offi ces

• A reviewed 3 year maintenance plan and its implementation

• Functional utility services• Continuous identifi cation

of structural repair needs and maintenance

• Review and implementation of the three year maintenance plan

• All utilities are fully functional 99% of the time

• The Benoni campus refurbishment was completed

ACHIEVED

OUTPUT 3: INFORMATION AND RESOURCE CENTRE MANAGEMENT



COMMUNUICA-TIONS AND RESOURCE CENTRE MANAGEMENT

• Reviewed Risk Management Plan in place

• Up to date security systems

• An effective library system in place

• Relevant asset acquisition and proper maintenance plan in place

• Effective communication and knowledge management system in place

• Reviewed risk Management Plan in place

• Effective library system• Relevant library

resources that support institutional needs

• All new media items indexed and catalogued and made secure against theft

• Reviewed communication plan Maintain and expand a network of similar institutions

• Revamped and updated website

• Maintenance of Risk management system implemented on an on-going basis

• Acquired documents and book-stock in line with the institutional needs and strategic needs

• Relevant curated material is being acquired electronically on an on-going basis

• The branch is supporting the institution in the provision of desktop research

• Initial discussion on draft institutional communications marketing strategy

• Resources (online) are shared as an on-going process.

• Website content is updated on an on-going basis

• A fi nal draft of the Terms of Reference for a website revamp drawn up

ACHIEVED


OUTPUT 4: INFORMATION MANAGEMENT SYSTEMS



INFORMATION MANAGEMENT SYSTEMS

Implementation of effective and effi cient telephony

• PABX capable of Voice over Internet Protocol (VoIP)

• Low cost telephone costs and free inter campus calls

• VoIP enabled PBX and telephones have been installed in both MGSLG campuses

• Monitoring system for the use of telephones has been implemented to ensure proper monitoring of telephone usage

• Telephone Management System is installed and confi gured for both campuses.

PARTIALLY ACHIEVEDVoice over IP to connect the two campuses to be implemented in the new fi nancial year

INFORMATION MANAGEMENT SYSTEMS

Development and implementation of the IT strategy

• IT strategy that supports MGSLG operations

• An assessment of strategic needs and systems analysis has been completed

PARTIALLY ACHIEVED

Upgrade and maintenance of the ICT infrastructure

• Effective and current IT systems

• Stable and reliable network

• Available and functional wireless network

• All the wireless access points have been re-confi gured to allow for the creation of one big secured wireless network

ACHIEVED

Risk management • Reliable data backup system

• Offsite data storage

• Data backups are done on a regular basis

• Backup media are stored offsite

ACHIEVED


Chief Executive Office and Financial Management

BRANCH OVERVIEWThis branch covers the offi ce of the CEO and the Financial Management Units. This branch plays a central role in MGSLG; it provides support on Corporate Governance matters, leadership and coordination of overall organisational structures including strategic planning, monitoring and reporting processes. It also manages and provides guidance and resource allocation, expenditure monitoring and compliance.

CORPORATE GOVERNANCEThe MGSLG is committed to implementing and maintaining a culture of effective corporate governance in line with the Code of Corporate Governance Principles for South Africa (King III Code) and the Companies Act 71 of 2008 (the Companies Act).

The coming into effect of the Companies Act on 01 May 2011 has signifi cantly altered the company law of South Africa in ensuring that it remains in tune with changed business trends and development.

In response thereto, MGSLG reviewed its corporate governance practices to ensure that it adheres to all good corporate governance principles as well as the legislative framework governing organs of state.

The purpose of this section of the report is to inter alia outline the level of corporate governance applied in MGSLG during the fi nancial year 2012/13.

This report will provide, amongst others, the following:• Applicable legal framework during the fi nancial year under review;• An overview of the roles, responsibilities and functioning of the Board and its Committees;• Details on attendance of various meetings; and• A summary of the Board interaction with the management to ensure that the principles of good corporate governance

are implemented.

APPLICABLE LEGAL FRAMEWORK DURING THE YEAR UNDER REVIEWThe primary sources of law and regulations governing MGSLG are, amongst others, the following:• Companies Act 71 of 2008 (Companies Act);• Companies Act Regulations 2011(the Companies Regulations);• King III Report (King III Code);• The Memorandum of Incorporation (MOI); and • Public Finance Management Act 01 of 1999 (PFMA).


The Companies Act 71 of 2008 (the Companies Act)During the fi nancial year under review, the Board was trained on the Companies Act and its implications for the business of MGSLG.

In ensuring compliance, MGSLG implemented alternative governance controls and introduced several changes required by the Companies Act. As a case in point, MGSLG has revised its MOI, so as to ensure that they are in line with the Companies Act.

The Company’s structures were reviewed to ensure that MGSLG’s constitutive documents adhere to the Companies Act.In accordance with the provisions of section 34(2) of the Companies Act, MGSLG has appointed a company secretary to provide advice and guidance to the Board in discharging their duties.

Various presentations on the implications of the Companies Act were held and will continue in the new fi nancial year 2012/13. An overall implementation plan for the Companies Act is being fi nalised.

The King III ReportDuring the year under review, the Board has adopted the best practice standards of good corporate governance as recommended in King III Code. The Board is fully committed to King III Code and its directors recognise the importance of conducting the business of MGSLG in accordance with the best corporate practices.

Additional principles of corporate governance were implemented in line with the Company’s strategy. In accordance with Chapter 1 of King III Code, the Board is ultimately responsible for the MGSLG’s effective corporate governance. During the year under review, all directors have in terms of principle 1.4 of the Code, participated in determining MGSLG’s programme strategies. The composition of the Board comprises a balance of both executive and non-executive directors, with a majority of non-executive directors.

In compliance with principle 1.18 of King III Code; the Board is led by an independent non-executive Chairman who is not the CEOof the MGSLG.

MGSLG has appointed an Audit Committee consisting of at least three members, who are all independent non-executive directors. In compliance with King III Code, the chairman of the Audit Committee is an independent non-executive director and is not the Chairman of the Board.

The Board has in terms of the King III Code appointed a Risk Committee to assist the Board in reviewing the risk management process.

The Terms of Reference for the Board Committees are in the process of being revised to ensure that they are in line with the King III Code and the applicable legal framework. Each Committee acts in accordance with delegated of authority of the Board as set out in their Terms of Reference.

The Memorandum of Incorporation The coming into effect of the new Companies Act has materially changed the requirements of the Company’s founding documents. Under the old Companies Act of 1973, companies were required to have two constitutive documents, namely articles and memorandum of association.


The new Companies Act provides for a single constitutive document in the form of the Memorandum of Incorporation which replaces the Articles and Memorandum of Association. The MOI sets out the rights and obligations of the Board and the Company as well as the relationship between the directors and the shareholder.

In order to ensure compliance with the new Companies Act, MGSLG has undertaken a process to review its MOI. The process entails the amendments of the MOI as to ensure that they are in line with the Companies Act. MGSLG has therefore amended its MOI and has submitted same to the MEC for comments and approval.

The new MOI was approved by the MEC on behalf of the GDE as a sole member. Accordingly, the new MOI has now been fi led with the Companies Intellectual Property Commission (CIPC).

The Public Finance Management Act 1 of 1999 (PFMA)During the year under review, MGSLG conducted a comprehensive review of all applicable legislations to it. In particular, MGSLG has reviewed the general implications of the Public Finance Management Act 1 of 1999 (PFMA) on its business practices.

The purpose of the PFMA is to inter alia promote sound fi nancial management and ensure transparency and effective management of the revenue, expenditure, assets and liabilities of the institution to which the PFMA applies.

The fi ndings of a review revealed that MGSLG is currently not registered as a public entity in terms of the PFMA. Though not listed under the PFMA, the Board was advised that MGSLG is contractually bound to comply with the provisions of the PFMA on the basis of the MOU that was entered into between MGSLG and GDE.

MGSLG is required to comply with the PFMA in order to manage and minimise the risk of loss. The PFMA places various obligations and responsibilities on the Board as an accounting authority of MGSLG.

In managing MGSLG, the Board has committed itself to ensure that it adheres to the highest standards of ethical conduct and ensure that its affairs are conducted in line with the provisions of the PFMA

GDE is in the process of listing MGSLG as a public entity to ensure full compliance with the PFMA.

THE BOARD OF DIRECTORSThe Board Governance and Fiduciary Duties MGSLG has a unitary Board that assumes overall responsibility for the strategic leadership of MGSLG. Therefore the Board is ultimately responsible for the Company’s corporate governance standards.

The Board exercises the standards of reasonable care, skill and diligence in the deliberation and strategic leadership of the affairs of MGSLG.

The directors of MGSLG are committed to conducting the business affairs of MGSLG with integrity and fairness and in accordance with the principles of good governance practice.


The Board has therefore established mechanisms, which are appropriate to mitigate the business risks of MGSLG and that will ensure continuous reassessment of the quality of the MGSLG’s corporate governance practices.

The Board is responsible for ensuring that internal controls at all levels are effective and through its meetings the Board evaluates the internal control as well as the responsibility of the management.

Board Structure and CompositionDuring the year (2012/13) under review, MGSLG has a unitary Board Structure with majority of its members being independ-ent non-executive directors, all of whom were appointed by the MEC

The current Board comprises of the following directors:(a) Mr Neeshan Balton (Non-executive director);(b) Ms Staff Sithole (Non-executive director);(c) Mr Ernest Mahlaule (Non-executive director);(d) Prof Brahm Fleisch (Non-executive director);(e) Mr Mahlomola Kekana (Non-executive director);(f) Mr Tshediso Ledimo (Non-executive director);(g) Prof Veronica Mckay (Non-executive director);(h) Mr Mahana Matakanya (Non-executive director); (i) Mr Rufus Mmutlana (Chief Executive Offi cer); and( j) Mr Sibusiso Mahlangu (Finance Director).

The term of offi ce of non-executive directors is three years, subject to the extension of the term of offi ce by the MEC. MGSLG therefore complies with the Companies Act, which requires a Non-Profi t Company to have a minimum number of three directors.

During the year under review, the following two non- executive directors resigned:(a) Mr Hope Papo; and(b) Ms Anthea Cereseto

The following members were appointed during the year 2012/13:(a) Prof Veronica Mckay; and(b) Mr Mahana Matakanya.

In compliance with the Companies Act, MGSLG updated its records with the CIPC.

The Board has the authority to delegate its power to the executive structures and Board Committees.

Board ResponsibilitiesThe general powers and responsibilities of the Board are set out in the Company’s MOI.

In addition to their fi duciary duties, the Board must ensure that MGSLG’s business is conducted in line with sound corporate governance principles.

The Board also adopts strategic plans for MGSLG. The monitoring of operational performance provides management with effective leadership in line with the Company’s values.


The Board is responsible for the strategic leadership and ultimate control of the Company.

Chairperson and Chief Executive OfficerThe responsibilities of the Chairperson of the Board and the CEO are clearly separated. The Chairperson’s role is to set the ethical tone for the Board and to ensure that the Board remains effi cient and focused.

Mr Neeshan Balton is the non-executive chairperson and his role is separated from that of the CEO, Mr Rufus Mmutlana.

Mr Balton provides overall leadership to the Board without limiting the principles of collective responsibility for Board decisions.

The CEO, Mr Mmutlana reports to the Board and is responsible for the day-to-day business of MGSLG. The CEO is also responsible for the implementation of the strategies of MGSLG once approved by the Board.

Executive and Non-Executive DirectorsThe Executive Directors and management team are responsible for making and implementing the operational decision for MGSLG.

The Non-Executive Directors bring a broad range of skills and experience which complement those of the Executive Directors and contribute to the formulation of the Company’s strategy.

The Company Secretary MGSLG has appointed the Company Secretary to assist it with the compliance issues in line with the principles of good corporate governance.

The Company Secretary plays a vital role in the corporate governance of the Company.

MNS as Company Secretary is responsible for ensuring Board compliance with procedures and applicable legal framework.

A Company Secretary is accountable to the Board and his/her duties include:(a) providing directors collectively and individually with guidance as to their duties, responsibilities and powers;(b) making directors aware of any law relevant to or affecting the company;(c) reporting to the board on any failure on the part of the company or director to comply with the Companies Act;(d) ensuring minutes of all board meetings and the meetings of any committees of the directors, or of the company’s audit committee, are properly recorded;(e) certifying in the annual fi nancial statements whether the company has fi led required returns and notices in terms of the Act, and whether all such returns and notices appear to be true, correct and up to date; and(f) ensuring that a copy of the company’s annual fi nancial statements is sent to every person entitled to it.

MNS’s duties are on-going, subject to the review of the contract entered into between MNS and MGSLG, which is coming into an end on 15 July 2013. .

Board Meetings During the year under review, a total of six board meetings were held.

The Board conducted three ordinary meetings to consider inter alia strategic issues, approve fi nancial results and budget as well as to monitor performance of the Company.


Two special meetings were held to discuss urgent issues relating to MGSLG’s Annual Performance Plan, ECD Tender outside the CEO’s approval authority and the senior employee’s contract of employment.

The quarterly reports from the CEO, Finance Director and the chairperson of each committee, as well as a number of key performance indicators were considered.

The details of individual attendance of Board Meetings are set out hereunder:

Directors Special Meeting: 11/05/12

Quarterly Meeting: 23/07/12


Annual General Meeting: 19/11/12

Special Meeting: 15/01/13


Date of Appointment

Mr Neeshan Balton

Attended Attended Attended Attended Attended Attended 25/07/2011

Ms Staff Sithole Attended Attended Attended Did not Attended

Did not Attended

Attended 25/07/2011

Mr Ernest Mahlaule

Did not Attended

Attended Attended Attended Attended Attended 25/07/2011

Prof Brahm Fleish


Mr Mahlomola Kekana


Mr Tshidiso Ledimo

Did not Attended

Did not Attended

Did not Attended

Did not Attended

Attended Attended 25/07/2011

Mr Mahana Matakanya

N/A N/A N/A N/A N/A N/A 18/02/2013

Prof Veronica Mckay

N/A N/A N/A N/A N/A N/A 18/02/2013

Mr Rufus Mmutlana

Attended Attended Attended Attended Attended Attended

Mr Sibusiso Mahlangu

Attended Attended Attended Attended Attended Attended

The Board Induction and Training Members of the Board have attended an induction programme conducted by the Institute of Directors. The programme included a briefi ng on directors’ fi duciary duties as well as statutory duties and responsibilities. Training for the newly appointed directors will take place in the next fi nancial year.

Various presentations on the implications of the Companies Act, King III Code and the PFMA as well as the new MOI were conducted by MNS Attorneys in their capacity as Company Secretary.

There is however a need to conduct on-going training of directors through regular updates on changes to laws, rules and regulations.


Conflict of InterestAll directors are obliged to declare any interests that they may have in their personal capacity, if those interest impacts the Company. In every Board Meeting, the Company Secretary circulates the declaration for any existing or potential fi nancial interest for the directors to complete and sign and these are duly recorded.

THE BOARD COMMITTEESThe Sub-Committees play an important role in enhancing good corporate governance and improving internal controls to ensure sustainable performance of the Company.

Audit, Finance and Risk Sub-CommitteeDuring the year under review, the Audit Committee considered the adequacy and expertise of the Company’s fi nance. The Audit Committee is satisfi ed with the expertise of the Finance Director and the Company’s fi nance functions.

The meetings of the Audit Committee are conducted quarterly and are held prior to the main Board meetings.

The Audit Committee recommended and the Board accepted an internal audit and fi nance quarterly report. There is however, a need for the Audit Committee to conduct quarterly assessments, review the internal control systems, and report its fi ndings to the Board on a quarterly basis.

The details of individual attendance of Audit, Finance and Risk Sub-committee Meetings are as follows:

Following the resignation of two Directors (Ms Anthea Cereseto and Mr Hope Papo) the two sub-committees above were merged into one. The new Audit, Finance and Risk Sub-committee is chaired by Mr Ernest Mahlaule (Non-Executive Director), with other members being Prof Brahm Fleisch (Non-Executive Director), Mr Sibusiso Mahlangu and Mr Rufus Mmutlana (both Executive Directors)

Audit, Finance and Risk Sub-Committee

Directors Quarterly Meeting: 23/07/12




Mr Ernest Mahlaule (Chairperson)

Attended Attended Attended deferred

Prof Brahm Fleisch Attended Attended Attended deferred

Mr Sibusiso Mahlangu Attended Attended Attended deferred

Audit and Risk Sub Committee


Mr Ernest Mahlaule (Chairperson)

Attended

Ms Anthea Cereseto Attended

Ms Anusha Naidu Attended

Mr Sibusiso Mahlangu Attended

Finance Sub-Committee


Mr Hope Papo (Chairperson)

Attended

Prof. Brahm Fleisch Attended

Mr Sibusiso Mahlangu Attended


HR and Institutional Sub-Committee (HRI) The HRI Committee’s role is to advise the Board on institutional development matters such as training strategies, accreditation matters, quality assurance as well as human resources management and developmentThe meetings of the HR Committee are conducted quarterly and are held prior to the main Board meetings. The details of individual attendance of Board Meetings are set out as follows:

HR and Institutional Sub-Committee Meetings Attendance:

ACCOUNTING AND AUDITING The Board places strong emphasis on achieving the highest level of fi nancial management, accounting and reporting.

The Board is committed to compliance with International Financial Reporting Standards (“IRFS”) and the requirements of the Companies Act.

It is the Board’s responsibility to prepare fi nancial statements that fairly present the state of affairs at the end of the fi nancial year.

The external auditors were therefore given unrestricted access to all fi nancial records and related data, including minutes of all meetings of the Board and Sub-committees.

The Auditors provide independent assessment systems of internal control to the extent necessary for the audit and express an independent opinion on whether the fi nancial statements are fairly presented.

COMMUNICATION WITH STAKEHOLDERS MGSLG is committed to timeous and effective communication with the GDE and other stakeholders through stakeholder meetings and during annual general meetings.

Matters relating to fi nance and any other relevant matters are communicated to GDE in a timeous and transparent manner.





Ms Staff Sithole (Chairperson)

Attended Attended deferred Attended

Mr Mahlomola Kekana Attended Attended deferred Attended

Mr Tshediso Ledimo Did not Attended Did not Attended deferred Did not Attended

Mr Rufus Mmutlana Attended Attended deferred Attended

Dr Thabi Molete Attended Attended deferred Attended

Mr Matime Papane Attended Attended deferred Attended


OBJECTIVE: INSTITUTIONAL SUPPORT FOR EFFECTIVE CORE PROGRAMMATIC DELIVERY



DEVELOP A 5-YEAR MEMORANDUM OF UNDERSTANDING BETWEEN GDE AND MGSLG (2012 – 2016)

• Meetings with GDE to fi nalise the MOU;

• Develop a new funding model;

• Mediate a transitional process from the old MOU to the new MOU

• A signed MOU in place focussing on GDE mandates MGSLG obligations incorporating the funding model

• Meetings held with GDE to discuss MGSLG entity status;

• A business case developed in partnership with GDE for recommendation of MGSLG entity status;

• Matter to be fi nalised in the next Financial Year through GDE

PARTIALLY ACHIEVED

3-YEAR STRATEGIC PLAN (2011/12 – 2013/14)

• Management Strategic Performance Review and status analysis

• Alignment of the strategy with new developments

• 3 year strategic plan approved

• Annual Performance Plan Approved

• Strategic Performance Review session held;

• Regular reporting on strategic plan

• Revised inputs implemented

ACHIEVED

CORPORATE GOVERNANCE

• Comply with corporate governance requirements

• Monitoring and oversight of implementation of strategy

• Well-functioning Board of Directors;

• Strategic plan reviewed;

• Annual General Meeting convened;

• Approved Annual Report and AFS;

• Articles of Association revised

• Two new members appointed

• 7 Meetings convened• AGM convened• Annual Report

approved• Annual Audited

Financial Statements approved

• Company Secretary appointed

• MOI fi led with CIPC

ACHIEVED

CHIEF EXECUTIVE OFFICE AND FINANCIAL MANAGEMENT: Performance Report





A BUSINESS PLAN TO GUIDE MGSLG OPERATIONS

• Develop an Annual Performance Plan for 2012/2013 Financial Year

• MGSLG Annual Performance Plan (APP) approved and funded.

• Annual Performance plan approved

ACHIEVED

INSTITUTIONAL MANAGEMENT SYSTEMS AND MODELS

• Conduct institutional review of strategy and processes in place

• Conduct institutional review of policies and system for quality and management processes in implemented

• Conduct an on-going quality review process for materials, teaching and assessments is in place and adhered to

• Institutional Quality Management System Framework;

• Relevant Quality Management System Committee/s set up;

• Reviewed and approved systems and policies;

• Compliance with identifi ed certifying bodies;

• QMS system set up• Accreditation

with ETDP SETA maintained

• Accreditation with SACE as a Teacher Development institute

ACHIEVED

COMPLIANCE WITH RELEVANT LEGISLATION

• Perform institutional audit and ensure compliance

• Audit report• Unqualifi ed audit• Clean internal

audit

• Internal and external audit conducted

• Unqualifi ed audit status maintained

ACHIEVED





DONOR FUNDING • Source funding to support some of MGSLG capacity-building initiatives

• Funding proposal developed

• Presentations to potential donors

• Secured at least one new donor agreement

• MOU signed with Global Access for the use of digital technology in capacity-building programmes

• Programme funding secured with the ETDP SETA

ACHIEVED

PARTNERSHIPS WITH STAKEHOLDERS

• Meetings and interactions with HEIs

• Meetings and workshops with SGB associations and teacher unions within Gauteng

• Partnership agreements on joint programme delivery between MGSLG and at least two stakeholders

• † MOU signed with BMF for capacity-building of SGBs in Soweto

PARTIALLY ACHIEVED• Joint

programme delivery to be implemented in the next fi nancial year

FINANCIAL MANAGEMENT SUPPORT

• Review 3 year budgets• Provide regular

fi nancial reports• Ensure compliance

with SARS and other regulatory bodies

• Review and implement cost cutting measures

• Monitor and control programme expenditure

• Review fi nance model

• Good fi nancial health of MGSLG

• Financial management systems in place

• Compliance with relevant legislation

• Accurate and timeous payment of salaries, PAYE, UIF and levies

• Reliable fi nancial systems, including budgets and compliance with regulations.

• Cost savings

ACHIEVED





AUDITING • Conduct internal and external audits

• Achieve clean audited fi nancial reports

• Implementation of audit

• Audit recommendations implemented

• Clean audit maintained

ACHIEVED

RISK MANAGEMENT AND PLANNING

• Implement audit recommendations

• Review a risk management plan

• Implement a risk management plan

• Implement a risk mitigation plan

• Create risk awareness

• Manage risk to the organisation

• Updated fi nancial and procurement policies

• A risk assessment workshop through Gauteng Provincial Treasury, which culminated in the risk management plan.

• Risk and Audit recommendations implemented.

ACHIEVED

We know our visionschool

Noun• An institution for educating children.• A large group of fi sh or sea mammals.

Verb Send to school; educate. (of fi sh or sea mammals) Form a large group.

Synonymsnoun. college - facultyverb. train - educate - teach - instruct - discipline


Finance Report and Audited Financial StatementsREVIEW OF RESULTSThe operating results and the state of fi nancial affairs of the institution are presented in the annual fi nancial statements as set out on pages 53 to 81 of the annual report.

MGSLG is a non-profi t company whose main business is to provide school leadership, school governance and teacher development capacity-building interventions as mandated by GDE. However, occasionally MGSLG performs ad-hoc tasks on behalf of GDE which are outside its scope of operation.

MGSLG generates its core revenue from GDE in the form of grants earmarked for capacity-building interventions.

Revenue from core business remained steady, slightly increasing by 2% to R130 million from R127 million in the 2011/12 fi nancial year. 58 % of revenue was generated through Teacher Development which derives the bulk of their GDE revenue from Early Childhood Development (ECD) and Curriculum and Assessment Policy Statements (CAPS). The remaining 42% is made up of School Governance, Parental Family Support Programme and other income. The revenue split indicates a moderate increase in contributions of combined School Governing Bodies and Parental Family Support Programme from 31% contribution in the 2011/12 fi nancial year.

Other income grew from R1, 054 million to R1, 503 million mainly due to an increase in funding and programmes from the ETDP-SETA in the current fi nancial year. The ETDP-SETA funding allows MGSLG to offer programmes to benefi ciaries who are not targeted through the GDE-funded programmes.

Investment revenue grew by 12% due to good working capital management given the low interest rate environment and steady revenue fi gures.

Operating expenses went up slightly by 1% from R121 million to R122 million. The good cost management is a result of the expenditure control measures introduced in the 2011/12 fi nancial year, which is very impressive given that it is well below the infl ation rate.

Operating surplus was 15, 9% higher, an increase of R1, 2 million from R7, 483 million to R9, 256 million during the period under review. All programmes increased their margins and most signifi cantly SGB training programmes. The institution’s margin improvement can be credited to both the cost savings initiatives introduced and improved data management by the Registry Directorate.

As a result retained income is R12 million higher from R26 million to R38 million, a substantial 46% increase in light of budget cuts implemented during the fi nancial year.


Review of operationsDuring the fi nancial year MGSLG had to revise both its programmes and budgets due to budget cuts introduced by the GDE. The total budget for 2012/13 fi nancial year was reduced by R85 million in the middle of the year from an initial APP budget of R320 million to R235 million; This resulted in delays and downscaling of certain programmes. The affected programmes were Parental and Family Support Programme, Reskilling and Upskilling of teachers, In-service training, Leadership development and District support.

The Advanced Certifi cate in Education (ACE/NCS) is being phased out and MGSLG’s last cohort graduated during the fi nancial year; therefore there will be no further funding for this particular project.

Despite MGSLG’s cost control initiatives, the major cost drivers continue to be catering excluding transfers to hosting schools. Printing contributes 51% of total expenditure and training or facilitation costs contribute 28.5%. Catering and printing costs can only be better controlled by introducing or utilising a mixed approach to training rather than the current contact method. The role played by the Registry in gathering data prior to training and analysis of post training is key in cost management and allocation of resources.

Review of financial positionTotal assets decreased from R148 million to R100 million. Property, plant and equipment remained at R27 million as a result of net investment in IT equipment.

Non-current assets were a major contributor to the R48 million decrease in total. During the reporting period cash and cash equivalents remained steady going down slightly by R600, 000 to R47, 5 million. Trade and other receivables had a huge drop from R72 million to R25 million a 66.6% decline as a result of improved relations between MGSLG and GDE, and the commitment to transfer funds on a regular basis as per agreed schedule of transfers.

Deferred income decreased by 54%, from R74 million to R34 million as a result of improved project planning and implementation. This has enabled MGSLG to complete programmes on time and deliver programmes such as CAPS which require massive investments with a maximum duration of three days.

Trade and other payables dropped by almost R19 million from R22,5 million to R3,3 million as a result of improved working capital management, in an effort to reduce accruals.

Supply Chain Management and Black Economic EmpowermentOverall spending on BBBEE entities during the fi nancial year stood at 64%, with the major contributors being printing, catering and training. In terms of BBBEE procurement, MGSLG procured 78% of its printing spending from wholly previously disadvantaged entities, 62% training went to HDIs and 22% to HEIs and Non-Governmental Organisations. 100% of catering spend went to entities owned by previously disadvantaged individuals. The majority of BBBEE training spend is not a core business of the institution.

Risk Management and ComplianceA risk assessment exercise was conducted by the Gauteng Audit Services, which culminated in the risk management plan.

MGSLG has complied with all applicable South African Revenue Services regulations in terms of Pay As You Earn (including skills levies and unemployment insurance fund), Value Added Tax and Income Tax.

In terms of the Public Finance and Management Act (PFMA), MGSLG has ensured that all its processes and procedures are guided accordingly.


ANNUAL FINANCIAL STATEMENTSThe reports and statements set out below comprise the annual fi nancial statements presented to the members:Index PageDirectors’ Responsibilities and Approval 57Independent Auditors’ Report 59Directors’ Report 61Statement of Financial Position 63Statement of Comprehensive Income 64Statement Of Changes in Equity 65Statement of Cash Flows 66Accounting Policies 67Notes to the Annual Financial Statements 70Supplementary Information 78

BUILDING UP THE NUMBERS

GENERAL INFORMATION

Country of incorporation and domicile South AfricaNature of business and principal activities School Leadership, School Governance & Teacher Development Training Directors Balton Neeshan (Chairperson) Fleisch Brahm Kekana Mahlomola Ledimo Tshediso Matakanya Mahana Aubrey Mahlaule Ernest (Chairperson Audit and Risk Sub-committee) Mckay Veronica Irene Sithole Mokganyetsi (Chairperson-HR and Institutional Sub-committee) Registered offi ce 40 Hull Street Corner 8th and Hull Street Vrededorp Johannesburg 2092

Business address 40 Hull Street Corner 8th and Hull Street Vrededorp Johannesburg 2092

Postal address Postnet Suite 161 Private Bag X9 Melville 2109Bankers Standard Bank of South Africa

Auditors SizweNtsalubaGobodo Inc. Chartered Accountants (S.A.) Registered Auditors

Secretary Mncedisi Ndlovu & Sedumedi Attorneys

Company registration number 2002/025756/08

These fi nancial statements were prepared under the supervision of Sibusiso Mahlangu (Finance Director)

Matthew Goniwe School of Leadership & Governance

(Registration number 2002/025756/08)Annual Financial Statements for the year ended 31 March 2013


Directors’ Responsibilities and Approval The directors are required by the Companies Act 71 of 2008, to maintain adequate accounting records and are responsible for the content and integrity of the annual fi nancial statements and related fi nancial information included in this report. It is their responsibility to ensure that the annual fi nancial statements fairly present the state of affairs of the company as at the end of the fi nancial year and the results of its operations and cash fl ows for the period then ended, in conformity with the International Financial Reporting Standards. The external auditors are engaged to express an independent opinion on the annual fi nancial statements.

The annual fi nancial statements are prepared in accordance with International Financial Reporting Standards and are based upon appropriate accounting policies consistently applied and supported by reasonable and prudent judgments and estimates.

The directors acknowledge that they are ultimately responsible for the system of internal fi nancial control established by the company and place considerable importance on maintaining a strong control environment. To enable the directors to meet these responsibilities, the board sets standards for internal control aimed at reducing the risk of error or loss in a cost effective manner.

The standards include the proper delegation of responsibilities within a clearly defi ned framework, effective accounting procedures and adequate segregation of duties to ensure an acceptable level of risk. These controls are monitored throughout the company and all employees are required to maintain the highest ethical standards in ensuring the company’s business is conducted in a manner that in all reasonable circumstances is above reproach. The focus of risk management in the company is on identifying, assessing, managing and monitoring all known forms of risk across the company. While operating risk cannot be fully eliminated, the company endeavours to minimise it by ensuring that appropriate infrastructure, controls, systems

and ethical behaviour are applied and managed within predetermined procedures and constraints. The directors are of the opinion, based on the information and explanations given by management that the system of internal control provides reasonable assurance that the fi nancial records may be relied on for the preparation of the annual fi nancial statements. However, any system of internal fi nancial control can provide only reasonable, and not absolute, assurance against material misstatement or loss.

The directors have reviewed the company’s cash fl ow forecast for the year to 31 March 2014 and, in the light of this review and the current fi nancial position, they are satisfi ed that the company has or has access to adequate resources to continue in operational existence for the foreseeable future.

The external auditors are responsible for independently reviewing and reporting on the company’s annual fi nancial statements. The annual fi nancial statements have been examined by the company’s external auditors and their report is presented on page 59-60 of this report.

The annual fi nancial statements set out on pages 55 to 81, which have been prepared on the going concern basis, were approved by the board on 13 August 2013 and were signed on its behalf by:

Neeshan Balton (Chairperson) 13 August 2013

Ernest Mahlaule (Chairperson-Audit Committee)13 August 2013

Johannesburg




BALANCING THE BOOKS



Independent Auditors’ Report

We have audited the annual fi nancial statements of Matthew Goniwe School of Leadership & Governance, which comprise the statement of fi nancial position as at 31 March 2013, and the statement of comprehensive income, statement of changes in equity and statement of cash fl ows for the year then ended, and a summary of signifi cant accounting policies and other explanatory notes, and the directors’ report, as set out on pages 55 to 81.

Directors’ Responsibility for the Annual Financial StatementsThe company’s directors are responsible for the preparation and fair presentation of these annual fi nancial statements in accordance with the International Financial Reporting Standards, and requirements of the Companies Act 71 of 2008, and for such internal control as the directors determine is necessary to enable the preparation of annual fi nancial statements that are free from material misstatements, whether due to fraud or error.

Auditors’ ResponsibilityOur responsibility is to express an opinion on these annual fi nancial statements based on our audit. We conducted our audit in accordance with International Standards on Auditing. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance whether the annual fi nancial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the annual fi nancial statements. The procedures selected depend on the auditors’ judgement, including the assessment of the risks of material misstatement of the annual fi nancial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the annual fi nancial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control.

An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the annual fi nancial statements.

We believe that the audit evidence we have obtained is suffi cient and appropriate to provide a basis for our audit opinion.

OpinionIn our opinion, the annual fi nancial statements present fairly, in all material respects, the fi nancial position of Matthew Goniwe School of Leadership & Governance as at 31 March 2013, and its fi nancial performance and its cash fl ows for the year then ended in accordance with the International Financial Reporting Standards, and in the manner required by the Companies Act 71 of 2008.


Other reports required by the Companies ActAs part of our audit of the fi nancial statements for the year ended 31 March 2013, we have read the Directors’ report for the purpose of identifying whether there are material inconsistencies between this report and the audited fi nancial statements. This report is the responsibility of the respective preparer. Based on reading this report we have not identifi ed material inconsistencies between this report and the audited fi nancial statements. However, we have not audited this report and accordingly do not express an opinion on this report.

Supplementary informationWe draw your attention to the fact that the supplementary information set out on pages 79 to 81 does not form part of the annual fi nancial statements and is presented as additional information. We have not audited this information and accordingly do not express an opinion thereon.

SizweNtsalubaGobodo Inc.Director: Chico PatelRegistered Auditor Woodmead13 August 2013




Directors’ Report The directors submit their report for the year ended 31 March 2013.

1. Review of activitiesMain business and operationsMGSLG is a Non Profi t Company(NPC) engaged in school leadership, school governance and teacher development capacity building interventions with principal operations in South Africa.

The operating results and state of affairs of the company are fully set out in the attached annual fi nancial statements and do not in our opinion require any further comment.

Net profi t of the company was R 12 076 797 (2012: profi t R 10 506 107).

2. Going concernThe annual fi nancial statements have been prepared on the basis of accounting policies applicable to a going concern. This basis presumes that funds will be available to fi nance future operations and that the realisation of assets and settlement of liabilities, contingent obligations and commitments will occur in the ordinary course of business.

3. Events after the reporting periodThe directors are not aware of any matter or circumstance arising since the end of the fi nancial year.

4. DirectorsThe directors of the company during the year and to the date of this report are as follows: Name Nationality ChangesBalton Neeshan (Chairperson) South African Appointed 25 July 2011Cereseto Anthea South African Resigned 26 October 2012 Fleisch Brahm South African Appointed 25 July 2011Kekana Mahlomola South African Appointed 25 July 2011Ledimo Tshediso South African Appointed 25 July 2011Mahlaule Ernest (Chairperson – Audit Committee) South African Appointed 25 July 2011Matakanya Manaha Aubrey South African Appointed 19 February 2013Mckay Veronica Irene South African Appointed 18 February 2013Papo Hope South African Resigned 26 October 2012Sithole Mokganyetsi (Chairperson-HR and South African Appointed 25 July 2011Institutional committee)




5. Secretary The secretary of the company is Mncedisi Ndlovu & Sedumedi Attorneys of:

Business address 1st Floor 28 Fricker Road Illovo 2196 Postal address P O Box 10100 Johannesburg 2000

6. Auditors SizweNtsalubaGobodo Inc will continue in offi ce in accordance with section 90 of the Companies Act 71 of 2008.




Financial ReportsMatthew Goniwe School of Leadership & Governance(Registration number 2002/025756/08)Annual Financial Statements for the year ended 31 March 2013

2013 2012

AssetsNon-Current Assets Property, plant and equipment 2 27 107 572 27 661 078 Intangible assets 3 148 582 230 750 27 256 154 27 891 828 Current Assets Trade and other receivables 4 25 314 283 72 394 205 Cash and cash equivalents 5 47 577 957 48 161 602 77 892 240 120 555 807 Total Assets 100 148 394 148 447 635 Equity and Liabilities Equity Retained income 38 237 850 27 218 362 38 237 850 27 218 362Liabilities Non-Current Liabilities Deferred income 6 23 454 272 24 002 052 23 454 272 24 002 052 Current Liabilities Deferred income 6 34 722 500 74 092 721 Provisions 7 338 612 558 770 Bank overdraft 5 - Trade and other payables 8 3 395 160 22 575 730 38 456 272 97 227 221 Total Liabilities 61 910 544 121 229 273 Total Equity and Liabilities 100 148 394 148 447 635

Figures in Rands Note(s)

Statement of Financial Position



2013 2012

Revenue 9 130 127 022 127 947 222 Other income 1 503 852 1 054 057Operating expenses (122 374 372) (121 016 736) Operating profi t 10 9 256 503 7 984 543 Investment revenue 11 2 820 294 2 522 042 Finance costs 12 - (478) Profi t for the year 12 076 797 10 506 107 Other comprehensive income - - Total comprehensive income for the year 12 076 797 10 506 107 Total comprehensive income attributable to: Owners of the parent 12 076 797 10 506 107


Statement of Comprehensive Income



Balance at 01 April 2011 16 712 255 16 712 255 Total comprehensive income for the year 10 506 107 10 506 107 Balance at 01 April 2012 as previously stated 27 218 362 27 218 362 Adjustments to opening retained income (1 057 309) (1 057 309)Restated opening retained income 26 161 053 26 161 053Total comprehensive income for the year 12 076 797 12 076 797 Balance at 31 March 2013 38 237 850 38 237 850

Retained income Total equityFigures in Rand s

Statement of Changes in Equity



2013 2012

Cash fl ows from operating activities Cash generated from operations 14 (1 828 456) 3 690 709 Interest income 2 820 294 2 522 042 Finance costs - (478) Net cash from operating activities 991 838 6 212 273 Cash fl ows from investing activities Purchase of property, plant and equipment 2 (1 523 676) (507 293) Sale of property, plant and equipment 2 - (80 164) Purchase of other intangible assets 3 (51 807) (45 351) Net cash from investing activities (1 575 483) (632 808) Total cash movement for the year (583 645) 5 579 465 Cash at the beginning of the year 48 161 602 42 582 137 Total cash at end of the year 5 47 577 957 48 161 602


Statement of Cash Flows



1. Presentation of Annual Financial StatementsThe annual fi nancial statements have been prepared in accordance with the International Financial Reporting Standards, and the requirements of the Companies Act 71 of 2008. The annual fi nancial statements have been prepared on the historical cost basis, and incorporate the principal accounting policies set out below. They are presented in South African Rands.

These accounting policies are consistent with the previous period.

1.1 Property, plant and equipmentProperty, plant and equipment are tangible items that:• are held for use in the production or supply of goods or services, for rental to others or for administrative purposes; and• are expected to be used during more than one period.

Costs include costs incurred initially to acquire or construct an item of property, plant and equipment and costs incurred subsequent-ly to add to, replace part of, or service it. If a replacement cost is recognised in the carrying amount of an item of property, plant and equipment, the carrying amount of the replaced part is derecognised.

Property, plant and equipment are carried at cost less accumulated depreciation and any impairment losses.

Depreciation is provided using the straight-line method to write down the cost, less estimated residual value over the useful life of the property, plant and equipment, which is as follows:

Item Average useful life (years)Furniture and fi xtures 12.5Offi ce equipment 9Computer equipment 9Security system 9Buildings 50

The residual value, depreciation method and the useful life of each asset are reviewed at each annual reporting period if there are indicators present that there is a change from the previous estimate.

Each part of an item of property, plant and equipment with a cost that is signifi cant in relation to the total cost of the item and that has signifi cantly different patterns of consumption of economic benefi ts is depreciated separately over its useful life.

Gains and losses on disposals are determined by comparing the proceeds with the carrying amount and are recognised in profi t or loss in the period.

Accounting Policies


1.2 Intangible assetsAn intangible asset is an identifi able non-monetary asset without physical substance.

Intangible assets are initially recognised at cost. The amortisation period and the amortisation method for intangible assets are reviewed at each reporting period date if there are indicators present that there is a change from the previous estimate.

Amortisation is provided to write down the intangible assets, on a straight line basis, to their residual values as follows:

Item Useful lifeComputer software 9

1.3 LeasesA lease is classifi ed as a fi nance lease if it transfers substantially all the risks and rewards incidental to ownership. A lease is classifi ed as an operating lease if it does not transfer substantially all the risks and rewards incidental to ownership.

Operating leases – lesseeOperating lease payments are recognised as an expense on a straight-line basis over the lease term. The difference between the amounts recognised as an expense and the contractual payments are recognised as an operating lease asset or liability. Any resultant liability is not discounted.

1.4 Impairment of assetsThe company assesses at each reporting period date whether there is any indication that an asset may be impaired. If any such indication exists, the company estimates the recoverable amount of the asset.

Irrespective of whether there is any indication of impairment, the company also:• tests goodwill, with an indefi nite useful life or intangible assets not yet available for use for impairment annually by

comparing its carrying amount with its recoverable amount. This impairment test is performed during the annual period and at the same time every period.

If there is any indication that an asset may be impaired, the recoverable amount is estimated for the individual asset. If it is not possible to estimate the recoverable amount of the individual asset, the recoverable amount of the cash-generating unit to which the asset belongs is determined.

If an impairment loss subsequently reverses, the carrying amount of the asset (or group of related assets) is increased to the revised estimate of its recoverable amount (selling price less costs to complete and sell, in the case of inventories), but not in excess of the amount that would have been determined had no impairment loss been recognised for the asset (or group of assets) in prior years. A reversal of impairment is recognised immediately in profi t or loss.


Accounting Policies (Cont)


1.5 Provisions and contingenciesProvisions are recognised when:• the company has an obligation at the reporting period date as a result of a past event;• it is probable that the company will be required to transfer economic benefi ts in settlement; and• the amount of the obligation can be estimated reliably.

1.6 Government grantsGovernment grants are recognised when there is reasonable assurance that:• the company will comply with the conditions attaching to them; and• the grants will be received.

Government grants are recognised as income over the periods necessary to match them with the related costs that they are intended to compensate.

A government grant that becomes receivable as compensation for expenses or losses already incurred or for the purpose of giving immediate fi nancial support to the entity with no future related costs is recognised as income of the period in which it becomes receivable.

Grants related to income are presented as a credit in the income statement.


Accounting Policies (Cont)



2013 2012 Cost / Valuation Accumulated Carrying Cost / Valuation Accumulated Carrying value depreciation value depreciation Land & Buildings 27 389 028 (2 738 289) 24 650 739 27 389 028 (2 190 508) 25 198 520 Furniture and fi xtures 1 199 887 (603 340) 596 547 1 187 465 (503 907) 683 558 Offi ce equipment 862 771 (317 241) 545 530 574 039 (296 103) 277 936 Computer equipment 1 741 441 (491 531) 1 249 910 2 009 975 (587 280) 1 422 695 Security Systems 192 305 (127 460) 64 845 186 715 (108 346) 78 369 Total 31 385 432 (4 277 861) 27 107 571 31 347 222 (3 686 144) 27 661 078 Reconciliation of property, plant and equipment - 2013 Opening balance Additions Disposals Depreciation TotalLand & Buildings 25 198 520 (547 781) 24 650 739Furniture and fi xtures 683 558 63 660 (150 671) 596 547Offi ce equipment 277 936 338 732 (50 000) ( 21 138) 545 530Computer equipment 1 422 695 1 115 694 (1 068 534) (219 945) 1 249 910Security Systems 78 369 5 591 ( 19 114) 64 845 27 661 078 1 523 676 (1 118 534) (958 649) 27 107 571 Reconciliation of property, plant and equipment - 2012 Opening balance Additions Disposals Depreciation TotalLand & Buildings 25 746 300 - - (547 780) 25 198 520 Furniture and fi xtures 657 652 124 554 - (98 648) 683 558 Offi ce equipment 311 083 - (11 418) (21 729) 277 936 Computer equipment 1 179 575 351 918 - (108 798) 1 422 695 Security systems 64 486 30 821 - (16 938) 78 369 27 959 096 507 293 (11 418) (793 893) 27 661 078 Land and buildings are capitalised under a 99 year lease agreement commencing 1 September 2005. The land and buildings are situated in Benoni and Vrededorp.

Figures in Rands

Notes to the Annual Financial Statements

2. Property, plant and equipment



2013 2012 Cost / Valuation Accumulated Carrying Cost /Valuation Accumulated Carrying value amortisation value amortisation Computer software 253 536 (104 954) 148 582 295 206 (64 456) 230 750 3. Intangibles (continued)Reconciliation of intangible assets - 2013 Opening Additions Disposals Amortisation Total balanceComputer software 230 750 51 807 (93 477) (40 498) 148 582 Reconciliation of intangible assets - 2012 Opening balance Additions Amortisation TotalComputer software 213 036 45 351 (27 637) 230 750

4. Trade and other receivables Trade receivables 23 928 096 48 849 800 *Receivable-ESSP,GDE & DCS - 20 273 997 VAT 1 220 574 3 265 908 Other receivable 165 613 4 500

25 314 283 72 394 205 *4.1 ESSP ReconciliationOpening Balance 20 273 997 - Payments - 82 306 723Receipts (20 273 997) (62 032 726)Closing Balance - 20 273 997

Figures in Rands


3. Intangible assets



Cash and cash equivalents consist of: Cash on hand 4 000 4 000 Bank balances 1 984 046 1 894 588 Short-term deposits 45 589 911 46 263 014 Bank overdraft - - 47 577 957 48 161 602 Current assets 47 577 957 48 161 602 Current liabilities - 47 577 957 48 161 602

Figures in Rands

5. Cash and cash equivalents

2013 2012




*Non-current liabilities 23 454 272 24 002 052 Current liabilities 34 722 500 74 092 721 58 176 772 98 094 773 *Non-current liabilities

Liabilities arising from a 99 year building lease

Balance at the beginning of the year 24 002 252 24 549 833 Transfer during the year (547 780) (542 781) Balance at end of year 23 454 472 24 002 252

7. ProvisionsReconciliation of provisions - 2013 Opening balance Additions Reversed during the year TotalProvision for 13th cheques 558 770 338 612 (558 770) 338 612 8. Trade and other payables Trade payables 2 428 529 3 256 331 Accruals 966 631 19 319 399 3 395 160 22 575 730

Figures in Rands

6. Deferred income




Grant Income 130 127 022 127 947 222 130 127 022 40 801 131

10. Operating profi tOperating profi t for the year is stated after accounting for the following: Operating lease charges Lease rentals on operating lease - Other . Contractual amounts 73 562 45 000 Loss on sale of property, plant and equipment ( 39 731) (91 582) Depreciation on property, plant and equipment (999 147) 930 606 Employee costs 32 660 777 35 296 619 Research and development - 2 747 360

11. Investment revenue Interest revenue Bank 2 820 294 2 522 042 2 820 294 2 522 04212. Finance costs Other interest paid - 478 - 478

Figures in Rands

9. Revenue

2013 2012




Fees 360 000 330 300 360 000 330 300

14. Cash generated from operations Profi t before taxation 12 076 797 35 155 791 Adjustments for: Depreciation and amortisation 999 147 930 606 Loss on sale of assets 39 731 91 582 Interest received (2 820 294) (2 522 042) Finance costs - 478 Movements in provisions (220 158) 764 093 Other non-cash items (432 810) (109 076) Changes in working capital: Trade and other receivables 47 079 922 (63 435 148) Trade and other payables (19 180 570) 21 305 663 Deferred income (39 370 221) 11 508 762 Cash (utilised by) / generated from operations (1 828 456) 3 690 709

Figures in Rands

13. Auditors’ remuneration



Financial ReportsMatthew Goniwe School of Leadership & Governance(Registration number 2002/025756/08)Annual Financial Statements for the year ended 31 March 2013Standards, interpretations and amendments that have been issued but not yet effective:

Standard Details of amendment Annual periods beginning on or after

IFRS 9 Financial Instruments

• Standard forms the fi rst part of a three-part project to replace IAS 39 Financial Instruments: Recognition and Measurement.

1 January 2013

IFRS 1, First-time Adoption of International Financial Reporting Standards

• Government loans:• A fi rst-time adopter shall classify all government loans received as a fi nancial

liability or an equity instrument in accordance with IAS 32 Financial Instruments: Presentation. Except as permitted by paragraph B11, a fi rst-time adopter shall apply the requirements in IFRS 9 Financial Instruments and IAS 20 Accounting for Government Grants and Disclosure of Government Assistance prospectively to government loans existing at the date of transition to IFRSs and shall not recognise the corresponding benefi t of the government loan at a below-market rate of interest as a government grant.

• Re- adoption of IFRSs:• The application of IFRS 1 for entities that previously applied IFRS 1 and stopped and

applied other GAAP frameworks. The entity may choose to apply IFRS 1 when it re-adopts IFRSs. The entity is allowed, rather than required, to apply IFRS 1

• Borrowing costs on fi rst time adoption:When the entity chooses to apply the exemption in paragraph D23 of IFRS 1, the borrowing costs that were capitalised in accordance with previous GAAP should be carried forward in the opening statement of fi nancial position

1 January 2013

IFRS 7, Financial Instruments: Disclosures

• Amendments require entities to disclose gross amounts subject to rights of set-off, amounts set off in accordance with the accounting standards followed, and the related net credit exposure. This information will help investors understand the extent to which an entity has set off in its balance sheet and the effects of rights of set-off on the entity’s rights and obligations.

1 January 2013

IFRS 9 Financial Instruments

• Standard forms the fi rst part of a three-part project to replace IAS 39 Financial Instruments: Recognition and Measurement.

1 January 2015

IFRS 10, Consolidated Financial Statements

• It provides a single consolidation model that identifi es control as the basis for consolidation for all types of entities. IFRS 10 replaces IAS 27 Consolidated and Separate Financial Statements and SIC-12 Consolidation— Special Purpose Entities.

• Standard builds on existing principles by identifying the concept of control as the determining factor in whether an entity should be included within the consolidated fi nancial statements of the parent company and provides additional guidance to assist in the determination of control where this is diffi cult to assess.

1 January 2013


Financial ReportsMatthew Goniwe School of Leadership & Governance(Registration number 2002/025756/08)Annual Financial Statements for the year ended 31 March 2013Standards, interpretations and amendments that have been issued but not yet effective:

Standard Details of amendment Annual periods beginning on or after

IFRS 13, Fair Value Measurement

• Guidance on fair value measurement and disclosure requirements. 1 January 2013

IAS 1, Presentation of Financial Statements

• Clarifi cation of the requirements for comparative information. • As a minimum, two statements of fi nancial position, two statements of profi t or loss and other

comprehensive income, two separate statements of profi t or loss (if presented), two statements of cash fl ows and two statements of changes in equity, and related notes.

• If any additional periods, in addition to preceding period, are presented as comparative, for any statements, relate notes should also be presented. However, if the entity presents the third statement of fi nancial position due to retrospective application of change in accounting policy, retrospective restatement or reclassifi cation, it need not present the related notes.

1 January 2013

IAS 16, Property, Plant and Equipment

• The improvement was to clarify that spare parts, servicing equipment and stand by equipment are recognised as property, plant and equipment if the y meet the requirements of IAS 16, and they are not treated as inventory.

1 January 2013

IAS 19, Employee Benefi ts

• Amendments to the accounting for current and future obligations resulting from the provision of defi ned benefi t plans.

1 January 2013

IAS 27, Separate Financial Statements

• Consequential amendments resulting from the issue of IFRS 10, 11 and 12. 1 January 2013

IAS 28, Investments in Associates and Joint ventures

• This standard shall be applied by all entities that are investors with joint control of, or signifi cant infl uence over, an investee

• Consequential amendments resulting from the issue of IFRS 10, 11 and 12

1 January 2013

IAS 32, Financial Instruments: Presentation

• Amendments require entities to disclose gross amounts subject to rights of set-off, amounts set off in accordance with the accounting standards followed, and the related net credit exposure. This information will help investors understand the extent to which an entity has set off in its balance sheet and the effects of rights of set-off on the entity’s rights and obligations.

• The clarifi cation that tax effects of distribution to holders of equity instruments and transaction costs of an equity instruments are accounted for in terms of IAS 12 Income taxes.

1 January 2013

IAS 34, Interim Financial Reporting

• Interim fi nancial reporting and segment information for total assets and liabilities. 1 January 2013

Various improvements to IFRSA number of standards have been amended as part of the International Accounting Standards Boards (IASB) annual improvement project. Management is in the proc-ess of considering the relevant amendments to the standards and determining the fi nancial implications and impact on the company.



2013 2012

Revenue

Revenue 130 127 022 127 947 222 Other income Discount received 4 449 5 353 Recoveries - 23 099 Sundry income 1 025 392 1 023 105 Donations 41 200 2 500 Interest received 11 2 820 294 2 522 042 3 891 335 3 576 099 Expenses (Refer to page 20) (122 374 372) (121 016 736) Operating profi t 10 12 076 797 10 506 585 Finance costs 12 - (478)

Profi t (loss) before taxation 12 076 797 10 506 107 Taxation - - Profi t for the year 12 076 797 10 506 107


Supplementary information



2013 2012

Operating expensesAccounting fees ( 34 958) (184 840) Administration and management fees (7 060) (6 000) Advertising ( 79 412) (5 742 372) Auditors’ remuneration (434 000) (220 220) Bad debts - - Bank charges (448 256) (441 684) Cleaning (47 366) (118 777) Computer expenses (590 630) (570 423) Depreciation, amortisation and impairments (990 147) (930 606) Donations - (19 800) Employee costs (32 461 088) (35 296 619) Entertainment (1 345) (553)

Catering (10 992 368) (9 828 486)Hiring of Equipment (541 563) (262 949) Meeting expenses - (185 878) Accommodation and Meals (353 919) (38 998) Subsistence allowance (6 561) (3 638) *Project Costs (50 498 654) (41 387 132) Insurance (155 382) (163 217) Lease rentals on operating lease ( 73 562) (45 000) Legal expenses (21 132) (186 817) Loss on disposal of assets (39 731) (91 582) Other consulting and professional fees (319 175) (1 965 133) Sundry expenses (10 047) (2 032) Postage (23 470) (436 554) Printing (12 897 783) (12 878 176) Protective clothing - (4 789) Repairs and maintenance (557 661) (627 172) Research and development costs (870 000) (2 747 360) Security ( 29 630) (22 766)

Figures in Rands



Software expenses (173 276) (165 836) Staff welfare (894 030) (299 844) Subscriptions (26 078) (41 964) Telephone and fax ( 720 356) (696 552) Training (7 012 138) (4 274 591) Travel - local ( 723 162) (800 228) Utilities ( 331 429) (328 193) (122 374 372) (121 016 736)

*Project costs include the following line items accounted for under different projects (Refer to table on the next page):- Project costs- Facilitation- Launch- Stipends- General expenses- Resource material- Stationary- Site maintenance - Management systems- Lessons plan


2013 2012Figures in Rands





Figures in Rands

*Breakdown of Project Costs

Item School Governance

ECD PSFP Teacher HIV/AIDS Other(SMT) Total

Opening Balance - 35 041 829 28 957 982 - 10 092 910 - R 74 092 721

Add Income Received: Transferred to Deferred Income

- 46 000 000 22 467 400 1 200 000 69 667 400

Less Total Cost Utilised/Transferred to Revenue

(35 041 829) (28 957 983) (36 237 737) (4 180 580)

( 1 060 017) (105 478 146)

Less: Total utilised to fund other GDE project costs

( 3 559 475) (3 559 475)

Closing balance 42 440 525 - (13 770 337) 5 912 329 ( 139 983) 34 722 500

Deffered Income Reconciliation

Project Management 2 064 863 1 431 529.39 3 496 392.54

Salaries and Facilitation costs 869 982 8 519 494 14 283 207.87 16 366 295.00 40 038 979.06

Catering 890 220 3 076 139 8 406 324.60 140 827.00 92 842.00 6 500.00 12 612 852.53

Printing and Stationery 4 549 868 4 075 086 7 179 417.77 6 080.00 672 857.00 16 483 308.77

Resource Material (ECD learning

resources)

536 074 588 288 1 789 211.00 2 913 573.15

Onsite Support - 7 503 780 - 7 503 780.00

Hosting of Schools - 3 124 699 - 3 124 699.22

Marketing - 445 000 - 445 000.00

Other project costs 503 932 831 950 2 037 805.14 262 843.00 183 041.00 3 819 571.24

Total expenditure 9 414 939 28 164 437 31 906 755.38 1 578 436.39 19 184 048.00 189 541.00 90 438 156.51

TotalOther (NCS,Research)

ECD (Early Childhood

Development)

HIV/AIDS (Health &

Safety)

Teacher Development

Parental Involvement

(PIP)

GovernanceProject name

Expenditure item


ABBREVIATIONS AND ACCRONYMS FREQUENTLY USED IN THE REPORT AND EDUCATION SECTOR

ABET Adult Basic Education and TrainingACE Advanced Certifi cate in EducationADEM Agency for the Development of Educational ManagementANA Annual National AssessmentsCAPS Curriculum and Assessment Policy StatementCCEAM Commonwealth Council for Educational Administration and ManagementCES Chief Educational SpecialistCHE Council for Higher EducationCoPs Communities of PracticeCPTD Continuing Professional Teacher DevelopmentDBE Department of Basic EducationDIT District Implementation TeamDHE Department of Higher EducationDPSA Department of Public Service and AdministrationECD Early Childhood DevelopmentELRC Education Labour Relations CouncilEMASA Education Management Association of South AfricaEMGD Education, Management and Governance DevelopmentEMIS Education Management Information SystemsEPWP Expanded Public Works ProgrammeEQUIP Education Quality Improvement ProgrammeESSP Extra Support School ProgrammeETDP SETA Education, Training and Development Practices – Sector Education Training AuthorityFAL First Additional LanguageFET Further Education and TrainingFIDELM Foundation for International Dialogue on Educational Leadership and ManagementGA Governance AllianceGCRA Gauteng City Region AcademyGDE Gauteng Department of EducationGET General Education and TrainingGIED Gauteng Institute for Educational DevelopmentGPLMS Gauteng Primary Literacy and Maths StrategyGPLS Gauteng Primary Literacy StrategyGSSC Gauteng Shared Services CentreHEI Higher Education InstitutionHOD Head of DepartmentHRDM&S Human Resource Development, Monitoring and SystemsICT Information Communication TechnologyIDSO Institutional Development and Support Offi cerInter-Sen Intermediate-Senior PhaseIPET Initial Professional Education of TeachersIQMS Integrated Quality Management SystemISS Inclusion and Special Schools


IT System Information Technology SystemLNC Local Network CoordinatorLSEN Learners with Special Educational NeedsLTSM Learning and Teaching Support MaterialMEC Member of Executive CouncilMGSLG Matthew Goniwe School of Leadership and GovernanceMOA/MOU Memorandum of Agreement/Memorandum of UnderstandingMST Mathematics, Science and Technology NAPSG National Association of Parents in School GovernanceNASGB National Association of School Governing BodiesNCS National Curriculum StatementNPDE National Profession Diploma in EducationNSB National Standards BodyOFSTED Offi ce for Standards in EducationOSD Occupational Specifi c DispensationPGCE Postgraduate Certifi cate in EducationPGP Personal Growth PlanPIT Project Implementation TeamPMDS Performance Management and Development SystemPMT Project Management TeamQIDS UP Quality Improvement Development Upliftment ProgrammeRCL Representative Council of LearnersSACE South African Council for EducatorsSADTU South African Democratic Teachers UnionSAOUG South African Online User GroupSAQA South African Qualifi cations AuthoritySDA Skills Development ActSDP School Development PlanSGB School Governing BodySGB (SAQA) Standard Generating BodySLIS Special Library Information SystemSMT School Management TeamSSIP Secondary School Improvement ProgrammeTDC Teacher Development CentreTLO Teacher Liaison Offi cerWSE Whole School Evaluation


Physical Address:

40 Hull Street

Vrededorp

Johannesburg

South Africa

Tel: +27 (11) 830 2200

Fax: +27 (11) 830 2201

Postal Address:

Postnet Suite 161

Private Bag X9

Melville

2109

South Africa

www.mgslg.co.za

Date post:	07-Jul-2020
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