ESA Change Management Programme

1
ESA Change Management Programme

• Gavin Boyd
• Chief Executive Designate
• Education and Skills Authority
• 25 June 2008

2
Introduction Objectives and Workshop Process

• Objectives
• To develop the visions for services under ESA
• To draw on knowledge and expertise of staff in
  existing organisations
• To engage staff and increase buy-in
• Process
• 17 service-based workshops during May and June
• 350 participants from the sector
• Chief Executives, 2nd Tier, Trade Unions workshops

3
Strengths and Areas for Improvement

• Strengths
• High quality services
• Local knowledge and relationships
• Experience of inter-Board/regional working
• Partnerships with external organisations
• Staff knowledge, skills and motivation
• Some common business processes (across Boards)
• Experience of change processes

• Areas for Improvement
• Policy interpretation and guidance varies
• Different processes and/or standards operating
• Information/communication and customer interface
  weak
• Service models and culture outdated
• Structures lines of accountability not clear
• Resources number and quality

4
Key Messages Views of Principals
Services that ESA should provide
Services to help Principals manage their
organisations (HR, ICT, Finance)
Services to co-ordinate and support children with
social problems outside the school (Special
Education Needs, Education Welfare, Psychology)
Services to help develop leadership within
schools (Governors, Principals, Senior
Management)
Services to support teachers in the classroom
(to deliver the curriculum)
To support school improvement ESA must

• give schools flexibility to purchase support
  services
• understand the business needs of schools
• develop a strong relationship with Principals

• Have credibility with all schools
• promote and share good practice
• provide services according to need
• ensure consistency and quality of all services

5
Opportunities with ESA
1. Better link between policy and service delivery

• Opportunities
• Removal of inconsistency in interpretation of
  policy
• Services better involved in informing policy
• Regional-level analysis of need and service
  provision
• Equality in service provision across all areas
• Robust and effective management information

• Examples
• Estate planning new build
• Curriculum roll-out
• Concessionary transport
• Special educational needs
• Single admissions system
• Single HR strategy
• Home working, leave

6
Opportunities with ESA
3. Efficiency and streamlining

• Opportunities
• Economies of scale
• Clarity on accountability/ responsibility
• Reducing admin burden on front line
• Removal of artificial geographic boundaries
• Harnessing new technology

• Examples
• Procurement rationalisation of suppliers
• Coordinated curriculum development
• Single back-office functions e.g. payroll and
  pensions, accounts, HR, ICT
• On-line facilities e.g. HR policies and
  procedures, awards/grants, application forms etc

7
Opportunities with ESA
4. Co-ordination across services and sectors

• Opportunities
• Integrated, child-centred service delivery
• One-stop shop single contact point
• Development of new partnerships within education
• Co-operation with voluntary/ community sector

• Examples
• Local multi-disciplinary team approach to
  childrens services and school support
• Contribution of youth service to education
  outcomes
• Use of school facilities by community
  organisations
• Curriculum development and roll-out

8
Opportunities with ESA
5. Staff and skills

• Opportunities
• Training and development identify need and
  deliver at regional level
• Greater specialisation and better staff
  contingency
• Career path available to professionals
• Ensure right people, at right grades, doing the
  right jobs

• Examples
• Training to schools on assessment and curriculum
• Sharing of good practice and expertise across
  sector
• Standardising grades and responsibilities within
  services

9
Change Management Next Steps

• Develop service delivery models for key services
• Identify skills, people and resources needed for
  new models of working
• Develop organisational structure and initial
  location strategy
• Ongoing involvement of staff through consultative
  groups, further workshops etc
• Working with Transition Board to identify and
  address key harmonisation issues