Establishing ESA Change Management Strategy

1
Establishing ESA Change Management Strategy

• Presentation to
• Assembly Education Committee
• 22 February 2008

2
Why is Change Necessary?

• Educational outcomes can be better
• - 63 of pupils achieve 5 GCSEs A-C
• - 50 of pupils achieve 5 GCSEs A-C
• (including English and Maths)
• - 37 of socially disadvantaged pupils
• - Huge variation in performance between schools

3
Why is Change Necessary?

• Duplication in management and processes
• Management of interfaces between 11 organisations
• Different interpretations leading to differences
  in delivery of policy
• Different levels of service
• Lack of strategic approach to planning of school
  and youth estate

4
Managing the Change
CURRENT SERVICES Transport School Meals Finance
Accounts Payroll Education Standards Childrens
Services Estates Planning Procurement Youth
etc
TRANSFER
TRANSFORM
INNOVATE
5
SERVICES TO TRANSFER

• Features
• Direct interface with customer
• High risk in terms of service delivery
• Services unlikely to yield significant early
  savings
• Arrangements
• Come into ESA largely in line with current
• arrangements but with streamlined
• management to create regional structure

6
SERVICES TO TRANSFORM

• Features
• Functions to be radically changed to enhance
  services and realise savings
• Limited direct contact with customers
• Mainly back office services
• Arrangements
• Move to common, integrated systems and
  arrangements
• Remove duplication
• Grouping of functions

7
SERVICES TO INNOVATE

• Features
• New services or new responsibilities -
  significantly enhanced service and substantial
  savings
• Arrangements
• Focus on education outcomes
• Enhanced responsiveness, effectiveness and
  flexibility
• Greater integration of service delivery
• Strong local area dimension

8
TIMEFRAME FOR CHANGE
9
SAVINGS

• Initial work by Deloitte savings of 15-25m pa
• Undertaking further work
• Savings will arise from
• - Reduction in duplication in management
• - Reduction in the costs of governance
• arrangements
• - Efficiencies arising from the re-
• configuration of services
• Satisfied that 20m per annum will be achievable
  by year 3 (with potential for further savings in
  later years)

10
NEXT STEPS - ENGAGEMENT

• Engaging with staff in existing organisations
  over next 6 months to inform development of new
  structures and service delivery models
• Timing and nature of engagement tailored to
  service area
• Programme of engagement on service
  re-configuration (TTI) ongoing to April 2009
• Also want to engage with AEC on a regular basis
  to get your input