ATC171018: Report of the Select Committee on Education and Recreation on a joint oversight visit with the Select Committee on Social Services to the Northern Cape Province, dated 18 October 2017

NCOP Education and Technology, Sports, Arts and Culture

Report of the Select Committee on Education and Recreation on a joint oversight visit with the Select Committee on Social Services to the Northern Cape Province, dated 18 October 2017

 

The Select Committee on Education and Recreation, having undertaken a joint oversight visit with the Select Committee on Social Services to the Mpumalanga Province from 14-18 August 2017, reports as follows:

 

1.         Background and introduction

 

The Select Committee on Education and Recreation (hereinafter, the Committee) conducted an oversight visit to the Northern Cape Province from 14-18 August 2017. The oversight visit was in line with the Committee’s 2014-2019 Strategic Plan and the 2017/18 Annual Performance Plan. This oversight was guided by the priorities as set in the major government plans such as the National Development Plan 2030 and the Medium Term Strategic Framework, 2014 – 2019. 

 

With regard to higher education, the Committee visited the Sol Plaatje University in order to see the growth of the institution as it is a relatively new university. The Committee also felt it relevant to visit the Northern Cape Urban College to look at certification backlogs, poor Mathematics pass rate and poor throughput rate in TVET Colleges. In as far as arts and culture is concerned, the Committee visited the Northern Cape Theatre for the purpose of looking at the role played by the Theatre in enhancing arts and culture activities in the Northern Cape Province.

 

This report, therefore, contains an account of the journey of the Committee to the above-mentioned Province. Furthermore, it provides a summary of the key issues that emerged from the interactions between the Committee and Stakeholders of the different sites visited as well as the Committee’s deliberations, observations and recommendations.

 

2.         Delegation

 

The delegation comprised of the following:

Committee Members:

Hon LL Zwane (Chairperson), Hon P Samka (Eastern Cape), Hon ML Moshodi (Free State), Hon DB Ngwenya (Gauteng), Hon M Khawula (KwaZulu-Natal), Hon TK Mampuru (Limpopo), Hon LC Dlamini (Mpumalanga), Hon C Hattingh (North West) and Hon TG Mpambo-Sibhukwana (Western Cape).

 

 

 

Support staff:

Ms N Skaka (Committee Secretary), Mr L Komle (Committee Content Advisor), Ms L Stofile (Committee Researcher) and Ms Z France (Committee Assistant).

 

3.         Oversight and Monitoring Visit in the Sol Plaatje University

 

The Sol Plaatje University (here after referred as the “SPU”) is one of two new universities to be set up in the post-apartheid South Africa in response to increasing access to higher education. In July 2013, the State President, Honourable Mr J G Zuma, announced that the name of the new Northern Cape University to be named after liberation icon, Sol Plaatje. Sol Plaatje was South Africa’s most respected intellectual, journalist, linguist, politician, translator and astute writer. The Minister for Higher Education and Training, Dr Blade Nzimande gazetted such a move for the establishment of the Sol Plaatje University (the SPU). The SPU was established in terms of section 20 of the Higher Education Act No. 101 of 1997 (with amendments) which provides that “the Minister of Education, in consultation with the Council for Higher Education (CHE) as well as other interested people, may establish, merge and close public higher education institutions”.

 

The oversight visit to the SPU took place on Wednesday, 16 August 2017. The visit began with a meeting with the Executive and Senior Management of the University where the Vice-Chancellor and Principal, Prof Yunus Ballim did a presentation, and ended with a site tour. Prof Ballim informed the delegation that the visit happened while they were experiencing student protest. His presentation was as follows:

 

The formal planning of two new universities in South Africa started in May 2012. A five-person Council was appointed in July 2013 and the Interim Head was appointed in September 2013. The SPU’s first academic year started on 17 Feb 2014. The Academic “Posture” of the SPU includes being the modest in the range of academic disciplines, drawing on need and uniqueness of Northern Cape and being very ambitious about the depth of intellectual engagement in these disciplines.

 

In its first year (2014) of operations, SPU planned to offer three programmes:

• A Diploma in Information Technology: Applications;
• A Diploma in Retail Management; and
• A Bachelor of Education Degree for secondary school and FET teachers of mathematics, natural science and technology.

Given its location in the Northern Cape and proximity to as the Square Kilometre Array (SKA) and the South African Large Telescope (SALT), Sol Plaatje University will also be developing knowledge and skills in disciplines related to space exploration. However, the current academic focus is on teacher education, ICT and Data Science, heritage studies, paleo-sciences and creative writing in African languages.  SPU has four Schools i.e. School of Economic and Management Sciences, School of Humanities, School of Education and School of Natural Sciences. The first BSc in Data Science was developed in 2015 with a focus on Heritage Studies being done in 2015 and BA, BSc, BComm in 2016. Academic Plans for the year 2017 and beyond include Heritage Studies (Museums, paleo-sciences, social anthropology and human origins), creative writing in African languages, Agriculture in water-stressed regions, IT and value-add activities related to SKA as well as Management as a cross-cutting discipline.

The following is the SPU’s planned enrolment size and shape:

	Planned/actual enrolment
	Actual target 2014	Actual target 2015	Actual target 2016	Actual target 2017	Proposed target 2018	Proposed target 2019
First time entering students	124	270	300	450	800	800
Total undergraduate	124	370	710	1050	1600	2100
Postgraduate to Masters level	0	0	0	40	20	100
Masters	0	0	0	0	10	30
Doctors	0	0	0	0	0	0
Total postgraduate	0	0	0	0	30	130
Occasional students	0	0	0	0	0	0
TOTAL ENROLMENT	124	370	710	1050	1630	2230

 

 All campus spaces have good quality wireless access and all lecture rooms have smart podiums with internet access and document cameras. Pedagogy takes for granted that all students have laptop computers. SPU is committed to the tutorial-based approach to teaching and its residences are primarily learning spaces.

 

40% of the SPU students are from Kimberley with another 40% from the rest of the Northern Cape and 20% from the rest of SA. The University is predominantly African and Coloured with its students coming from rural and township schools with few “A” symbols in Grade 12. Around 10% of students are from homes that speak English. For the past 3 years, the SPU had a 90% university average course pass rate with around 80% students on track to graduate.

 

The following are the Core Values at the SPU:

• Academic freedom and institutional autonomy;
• Diversity of opinion;
• Respect for the civilised search for truth;
• Act as the conscience of its community;
• Positive and developmental response to the damage of apartheid; and
• Graduates who are critical and positively engaged citizens.

 

The SPU Council has 15 external members made of 3 Senior Judges, 2 senior academics, 2 lawyers, 1 CA, 1 software engineer, 1 senior geophysicist, 1 higher education specialist, 1 city manager, 1 senior higher education administrator and 2 senior corporate managers.

 

1. Challenges

The following are the challenges encountered by the SPU:

• Student funding is the major concern,
• Availability of space
• The language of instruction is a problem
• NSFAS problems are very serious
• Enrolment disincentives are also a problem
• Operational budget was never settled
• Difficulty in finding senior leadership
• Political issues

 

1. Observations

The Committee made the following observations:

• The university is the only one in SA that has re-curriculated the Bachelor of Education Degree.
• The university is the only one in SA that offers a Bachelor of Science Degree in Data Science.
• It has plans to develop centre for creative writing in African Languages.
• All students have laptops.
• The university has more than 90% pass rate, and around 80% of students are on track to graduate.
• Student funding is a major problem.
• It is difficult for the university to find senior leadership.
• The university has a community engagement programme in collaboration with the Department of Social Development and South African Police Services.

 

1. Recommendations

The following were the recommendations made:

• The university should ensure that the re-curriculated B Ed degree responds to the needs of the school primarily in the Province and in the entire country.
• The university should form partnership and exchange programmes with overseas universities to strengthen their BSc in data science.
• The university should keep up the pass rate and increase it if possible.
• The university should advertise widely for senior positions.

 

1. Oversight and Monitoring in the Northern Cape Urban College

 

The visit to the Northern Cape Urban College (the College) began with the presentation which was given by its Acting Principal, Dr E Mashele on Tuesday, 15 August 2017 at the Garden Court Hotel. It ended with an in-loco visit of the College’s Moremogolo and Phatsimang Campuses on Wednesday, 16 August 2017.

 

Dr Mashele’s presented as follows:

 

The College’s vision is to develop well prepared citizens with relevant competencies and its mission involves providing optimal access to learners as well as providing quality, market-related Technical & Vocational Education and Training, complementing General Education and Training and striving towards lifelong learning for the community. The values include integrity, respect, people orientation, fairness, loyalty, accountability and professionalism.

 

The five strategic goals of the Department of Higher Education (DHET) are as follows:

• To provide a sound Post-School Education and Training legislative framework;

• To provide Post-School Education and Training services;

• To provide Post-School Education and Training capacity;

• To facilitate a strong stakeholder network; and

• To ensure continuous business excellence within the Department of Higher Education and Training.

 

The College has three campuses and these are the following:

• The City Campus which is situated in the Central Business District of Kimberley;
• The Moremogolo Campus which is situated in Galeshewe Township approximately 10 kilometres from the Central Business District; and
• The Phatsimang Campus which is situated next to Moremogolo Campus separated by a fence. 

 

The Phatsimang Campus was transferred to the College in 2015 without Human and Financial support from Department. It is very expensive for the College to maintain salaries and maintenance. It has a hostel which accommodates 392 students. The infrastructure maintenance and payment of salaries of Phatsimang Campus present a budgetary constraint such that the College will not be able to pay salaries by the end of year. The Infrastructure Department Unit of DHET inspected and assessed the dilapidated state of the buildings and the estimated cost to refurbish and renovate it will cost ± R10 million.

 

The College has a total number of 236 staff. It has an acting principal and no deputy principals but three positions have, however, been advertised. There’s a total of 124 support staff of which 10 of those are in middle management and 112 academic staff. Of the 112 academic staff, 78 are paid by persal and 34 are paid by college council. Of the 124 support staff, 79 are by paid persal and 45 are paid college council. The 236 staff members are made of 136 males and 100 females. Of the 136 males, 60 are Africans, 34 are Coloureds, 2 are Asians and 40 are Whites and of the 100 females, 45 are Africans, 35 are Coloureds and 20 are Whites.

 

Programmes offered by the College are the following:

 

City Campus	Moremogolo Campus	Phatsimang Campus
BUSINESS STUDIES	BUSINESS STUDIES	BUSINESS STUDIES
NC(V)	NC(V)	Report 191 (Nated)
Finance, Economics & Acc.	Office Administration	HR Management N4-N6
Tourism	Safety in Society	Public Management
Report 191 (Nated)	Civil Engineering	N4 – N6
Management Assistant N4-N6	Report 191 (Nated)
Marketing Management N4-N6	Engineering Studies N1-N3
Financial Management N4-N6
Engineering Studies
NC(V)
Electrical
Engineering Related Design
Report 191 (Nated)
Engineering Studies N1-N4

 

The skills programmes offered are the following:

• Mechanical;
• Electrical;
• Bricklaying;
• Jewellery;
• Plumbing;
• Boiler making;
• Carpentry;
• Upholstery; and
• Plastering.

 

Occupational programmes includes:

• Hair care (Learnership);
• Information technology;
• Plumbing (Learnership);
• Disaster Management (Learnership);
• Early Child Development, L4, L5 and Diploma (Learnership); and
• Agricultural; and Sport Administration.

 

For the year 2016, the College enrolled 5 376 students of which 1 470 were for NC(V), 3 906 for Report 191 and 235 for Occupational programmes. In 2017, the enrolment was 4 101 students of which 686 were for NC(V), 3 107 for Report 191 and 308 for Occupational Programmes. In terms of certification backlogs, the College reported that it had a total number of 74 NC(V) backlogs and 328 Report 191 (Nated) backlogs in all its three Campuses.

 

In terms of results for Mathematics, Mathematics Literacy and Science, the College reported as follows:

 

Campus	Level	Mathematics	Engineering Science	Mathematics Literacy
City Campus	N1	86%	93%	-
	N2	71%	85%	-
	N3	41%	56%	-
	N4	71%	74%	-
	Level 2	-	-	58%
	Level 3	-	-	78%
	Level 4	-	-	70%
Moremogolo	Level 2	34%	-	62%
	Level 3	52%	-	71%
	Level 4	30%	-	45%

 

Looking at the 2016 examination results in terms of the NC(V), the City Campus had 39% certification and 68% throughput rate while the Moremogolo Campus had 41% certification and 71% throughput rate. The average percentage for both Campuses was 40:70 respectively. In terms of Report 191 (Nated), the City Campus had 48% in terms of Certification in Business Studies and 34% in terms of Engineering Studies. The Throughput rate was 71% and 58% for the Business and Engineering Studies respectively. The Phatsimang Campus had 33% in terms of the Certification and 60% in terms of the Throughput rate. Both Campuses had an average percentage of 38:63 respectively.

 

The College was allocated R45 550 000 for compensation of employees in the 2016/17 financial year and R46 841 000 for the 2017/2018 financial year. The allocation for direct transfer was R7 110 000 for the 2016/17 financial year and R9 256 000 for the 2017/18 financial year. The total bursary allocation was R24 620 000 for the 2016/2017 financial year and R25 851 000 for the 2017/18 financial year. The total budget allocation was R77 280 000 for the 2016/17 financial year and R81 948 000 for the 2017/18 financial year. There was an underfunding of R43 957 273 in the 2016/17 financial year.

 

The NSFAS allocation for the year 2017 was R25 851 000 and R7 843 932 of this amount was paid up front. There was no payment for online applications as they had problems.

 

The following is the 2017 College Improvement Plan:

• Set target for Academic Performance;
• Analysis of Results;
• Develop common Quality Assured Assessments through Programme meetings;
• Improved Monitoring and Evaluation;
• Improved Lecturer Class Attendance;
• Implement strategies to improve teaching and learning;
• Staff Development Strategies;
• Lecturers Work Integrated Learning Programme;
• Optimal utilization of Student Support Centres;
• Buy-in and support from SRC to improve academic performance;
• Incentives to award academic excellence;
• Provincial collaboration on curriculum matters; and
• Academic Support to repeaters.

 

The College made the following recommendations:

• Review of TVET colleges funding norms;
• Capacity building with industries;
• Establishment of a Centre of Excellence (Plumbing, Electrical & Construction);
• Accreditation of Engineering Workshops;
• Green Skills Programmes;
• Review of TVET College staffing formula; and
• Greater collaboration with SETA’s.

 

1. Challenges

Challenges encountered by the College include:

• Low Certification Rate;
• Improve Job Placement;
• Work Integrated Learning: Students (5 days) & Lecturers in Industry;
• Inadequate Funding;
• Inadequate NSFAS Allocation;
• Late Release of Results;
• Backlog of Certificates; and
• Leakages of Question Papers.

 

1. Observations

The Committee observed as follows:

• The College does not have a Deputy Principal: Corporate Services because of an outstanding case. The College can only employ when the case has been finalised.
•  There is a challenge of shortage of accommodation.
• The online application for NSFAS is a challenge, as students do not want to sign the SOP, which renders the applications incomplete.
• Only 63% of staff complement were migrated to the DHET and the rest is still paid by the College Council. The College has more support staff than teaching staff.
• Only the construction workshop is accredited at the college.  The College is still pushing for other workshops to be accredited.
• Lecturers find a way of taking all 36 days for sick leave, and this means that they plan for sick leave or they plan to be sick.
• The College has appointed a new Business Manager to approach at least 50 companies by the end of the year.

 

1. Recommendations

The Committee made the following recommendations:

• The college should expedite the case of the Deputy Principal: Corporate Services so that the post can be filled.
• The college should find ways of using local available accommodation for students, however, it must be of acceptable quality.
• The college should convince students of the rational of signing the SOP so that their NSFAS funds can be paid on time.
• The college should have a plan of reducing the support staff over time.
• The college should ensure that it has more workshops that are accredited.
• The management of the college should monitor the sick leave phenomenon closely.

 

5.         Oversight and Monitoring in the Northern Cape Theatre

 

The Northern Cape Theatre (the Theatre) is situated in Kimberley, the capital and largest city of the Northern Cape Province of South Africa. It is located approximately 110 km east of the confluence of the Vaal and Orange Rivers. The city has considerable historical significance due to its diamond mining past and the siege during the Second Anglo-Boer War.

 

The visit to the Theatre also began by presentations that were made by the Department of Arts and Culture and the Department of Sport, Arts and Culture on Tuesday, 15 August 2017 and ended with a site tour that took place on Wednesday, 16 August 2017.

 

Presentation by the Department of Sport, Arts and Culture

The Department of Sport, Arts and Culture informed the Committee as follows:

 

The MEC appointed the Council for Cultural Affairs (the Council) in 2011 over a three-year term. The Department developed an Act that created a Provincial Public Entity known as the Northern Cape Arts and Culture Council as provided for in the PFMA of 1999 to manage the affairs of the Council.

 

The Theatre was constructed in the mid-1950s to serve as an Assembly Hall and host theatre productions for the Northern Cape Technical College. By the year 2008, the condition of the Theatre had deteriorated to a point that it was deemed unsafe and could no longer be used to host productions. As a result, the Department of Labour shut down the facility due to Occupational Health and Safety concerns.

 

The objects and functions of the Council set out in the NCACC Act are broad enough to accommodate the administration of the Warrenton Cultural Resort, Mayibuye Multi-Purpose Centre and the Northen Cape Theatre.

 

During November 2010, the Department of Roads and Public Works appointed Nel Mahlangu Constructors as a preferred service provider to undertake the upgrading of the Theatre. The contract price awarded was R12 589 020.00. The contract was initially for a period of 10 months with a planned completion date of September 2011.

 

When the work commenced in the Theatre it became clear that the seating was in a far worse state than was originally thought and therefore needed to be replaced to match the look of the revamped Theatre. When the old seats were removed, it came apparent that the floor finish in the Theatre was in a neglected state due to roof leaks and that prompted for new carpets to be laid before installation of new seating. These new emerging critical areas led to deviations as they were not in the original contract, but, due to an apparent lack of funds, this led to delays on the upgrade. However, the contractor completed work on areas not affected by new emerging critical areas due to lack of funds but the situation dragged on from January to July 2013. By 31 July 2013, the contractor gave notice of termination of the Contract in terms of clause 38.0 and left the site. During a period of more than a year when the contractor was off-site, a portion of the roof was blown off causing substantial damage to new ceiling in the auditorium. The damage to the ceiling was as a result of the fact that the aluminium cladding was not done due to budgetary constraints leaving the eaves open and the wind to dislodge some portions of the roof sheets.

 

The repairs to all the damages together with critical emerging areas, that required deviations, had to be moved to what was referred to as the 2nd phase of upgrading. On 24 August 2014, the Department of Roads and Public Works advised the contractor to return to site to complete the project and the contractor agreed to return on 10 September 2014. At that time, the contractor was confident that the outstanding work would be completed by 24 March 2015. The delays by the specialist nominated sub- contractor and additional work on lifts led to a hand-over only taking place on 4 December 2015. Additions on phase 2 included:

• Auditorium seating;
• Repair of auditorium roofing sheets;
• Repair of auditorium ceiling;
• Installation of Rein zinc cladding;
• Auditorium flooring;
• Sound, Lights equipment and Stage mechanical (covered by DSAC);
• Installation of lifts;
• Payments of a Final Account; and
• Payment of Professional fees to Consultants.

The DSAC was, therefore, of the opinion is that the Theatre was fully functional after the installation of sound, lights and stage mechanical equipment. Also that it will be ready for use during the oncoming National Gariep Kunstefees, National Old Mutual Choral Festival and other local and external productions that will ensure that revenue is generated to sustain the facility and lessen reliance on government funding.

 

The total project cost for this phase currently stands at R12 523 860.89. R10 million, as a first tranche, was received from DAC during March 2014 and R2 million is still being awaited to finally complete the project to cover for payments to the contractor and professional fees.

 

Presentation by the Department of Arts and Culture

The National Department presentation was done by Ms K Sethibelo (DDG for Institutional Governance) who informed the Committee as follows:

 

The Northern Cape Department of Sport, Arts and Culture submitted the proposal for funding in the 2010/2011 financial year. R12 million was approved based on the proposal and the allocation was divided in two tranches, R10 000 000 and R2 000 000. The DAC funded the second phase of the project as requested. The first tranche of R10 000 000.00 was transferred in the 2015/16 financial year. Delays to sign the Memorandum of Agreement was due to outstanding documents like audited financial statements.

 

The following were the delivery timeframes:

• Commencement date: 10 September 2014
• Estimated Practical completion: 24 March 2015
• Practical completion: 4 December 2015
• Final Completion: Not yet finalized 

 

Reasons for delay in completing the project were the following:

• Delays caused by the damages to the roof and new ceiling in the auditorium during the time the project was initially put on hold in phase 1.
• Delays caused by the specialist nominated sub-contractor for cladding.
• Delays in the approval of additional costs for work on the lift.

 

The scope of work included:

• New extended foyer;
• New covered Patio;
• New ablution facilities;
• New disability access (lifts and ramps);
• New VIP lounge;
• Conversion for new administrative offices;
• New auditorium seating;
• New control room for sound and lights;
• Revamped production offices and back stage rooms;
• New emergency exit routes;
• Air-conditioning system (central plant);
•  Stand by generator;
•   New lights installation;
•   New plumbing and water reticulation (including water pump at the basement); and
• New roof and ceiling works.

 

The total estimated budget for the second phase as funded by DAC were as follows:

• Expenditure on completion made up of the contract amount totalling to R 9 650 274.44, professional fees amounting to R 1 335 568.45 and the total project costs of R 12 523 860.89; and
• An outstanding payment to consultants and contractor amounting to R 2 523 860.89.

 

The following were reasons for delays by DAC to transfer the last tranche:

• Delayed letter from appointed accountant, a condition stipulated in the Memorandum of Agreement;
• Delayed detailed final report from consultants;
• Delayed documents required to register bank details by National Treasury;
• Registration was done after 31 March 2017;
• Commitment not included in 2017 ENE, will only be included during adjustment period; and
• R2 000 000 will be transferred as soon as virements is approved.

 

In conclusion, Ms. Sethibelo mentioned that a site inspection was conducted by a representative from DAC together with the professional team and it was found out that the quality of work done was satisfactory. Work done was within the specification as per the Bill of Quantity which coincides with the expenditure. The theatre is structurally functional and outstanding work is on the stage equipment, catwalks, sound and lighting. These were not part of the scope of work but they need to be upgraded before the Theatre becomes fully functional.

 

1. Challenges

The following are the challenges:

• The fact that the building is not being utilized at present is a concern as the mechanical installation could deteriorate and malfunction due to the fact that these systems are not in regular use.
• Inadequate funding from the Province to operationalize the Theatre.
• Delays by the DAC to release the last trance of R2 million to cover for final account and professional fees.

 

1. Observations

The following were the observations made by the Committee:

• The theatre was not active for six months so it had to re-register to the data base of the national treasury.
• The theatre is not fully functional, such that the curtain on the stage was not draped yet.
• The theatre does not have its own employees such that it uses the Department of Arts and Culture employees in the Province.
• The theatre will open its doors on the 31 August 2017.
• The lightning, mechanisation and the sound is in working condition, although the money (R4.2 million) used to procure these seems steep.
• The changing rooms at the back are in good condition and they looked like they have been recently painted.
• The auditorium is in good conditions and the new chairs are comfortable.
• The theatre is sustained by using a fee structure.

 

1. Recommendations

The Committee recommended as follows:

• The DAC and the Provincial Department should see to it that the theatre is utilised maximally.
• The last tranche of the money (R2 million) should be paid to the theatre as soon as possible so that the project can be fully completed.
• The DAC should ensure that the detailed final report from the consultants is sought.
• The DAC and the theatre CEO should ensure documents that are needed by the National Treasury to register bank details are available. 

 

1. Conclusion

The opening of the new universities was a good move by the Department of Higher Education and Training. Now, these universities must deliver on their mandate so that the needy youth can get access to higher education. The Department of Higher Education and Training should monitor closely the enrolment targets on the programmes that offered by these two universities, as they should respond to the critical skills in the country.

 

The Technical and Vocational Education and Training (TVET) College sector is poised, in its new location which is the post-school education and training system. It has to be a significant locus of delivery of vocational and continuing education and training with strong links to industry in order to meet critical skills shortages. Currently, the TVET College system is expanding and it has seen more young people making it their first choice.

 

The Northern Cape Theatre is an entity of the Provincial Department of Sports, Arts and Culture and is important in terms of show casing performing arts. The CEO has to ensure that the theatre is used optimally and that it is able to generate revenue.

 

 

 

1. Appreciation

The delegation, led by Hon LL Zwane MP (Chairperson: Select Committee on Education and Recreation), would like to thank all Stakeholders for the support given during the oversight visit.

 

Having undertaken the oversight visit to the Mpumalanga Province as an accountability and oversight mechanism, the Select Committee recommends that the House endorse the oversight report of the Select Committee on Education and Recreation. 

 

 

Report to be considered.