At the closing stages of another academic year, I reflect on a year which started on a high with an overall improvement in annual national assessments and systemic tests as well as improved matric results in the eight high schools in my circuit. The positive outcomes of the hard work of school managers and educators alike set the scene for the road ahead.
At Metropole East, 2013 introduced a new model for circuit and component operations aimed at strengthening service delivery to all our schools. This new endeavour brings me to my topic, 'the road leas travelled'. I had no illusions about the demands posed by this new model of operations with regard to my role as Circuit Manager.Essentially it meant that I would be directly involved in supporting schools on management and governance issues as well as sourcing specialist support from the Curriculum, Special Needs Education, Corporate Services and Institutional Management Governance components. All circuit team members were re-allocated to the components of their specialism under the supervision of the respective Deputy Chief Education Specialists and Component Heads. The Circuit Manager (CM) was left with an Office Assistant shared between two Circuit Managers. The six initial circuits were halfed and a thirteenth created for special schools. On average, each subsection of these six circuits consists of a managable amount of 13 schools.
A flatter circuit management structure was created that intentionally aimed to ensure shorter turn-over rates in addressing schools' needs and specific challenges schools face. As school visits for CMs increased, time spent at the office was minimised, which might have created pressure with regard to administrative duties in the absence good time management practices. New duties for CMs include support and monitoring visits to schools, Performance Management of Principals, Recruitment and Selection processes of Principal and Deputy Principal posts, training of management and School Governing Bodies among others.
In essence, change management involves taking risks. It's about being bold enough to admit when a system has shortcomings and opting for strategic alternatives to address these, is what shapes successful organisations. Looking back on 'the road less travelled', I acknowledge all who have contributed to making this experience a much less stressful one than anticipated and much more rewarding than I've experienced over the last five years in this post. I look ahead to a new year with many more rewarding experiences as we continue our pursuit for educational excellence.
