STEPPING UP

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STEPPING UP TO THE MARK TAKING RESPONSIBILITY
Gavin Boyd Chief Executive (Designate) Education
and Skills Authority (ESA) Working together to
make it better for every learner
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Background to the RPA

• Started by the Executive in 2002
• To create a modern citizen-centred, high quality
  system of public administration
• Recent history Direct Rule V Devolution
• Reform of public sector across a range of service
  areas
• Local Government
• Health and Social Care
• Education
• Executive Agencies water, planning, roads,
  rates, driver and vehicle licensing

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Creation of The Education and Skills Authority
(ESA)

• On 1 April 2009
• ESA will be established
• 9 Legacy organisations will be dissolved
• Frontline services of 2 other organisations will
  transfer to ESA
• Operational services currently in the Department
  of Education will transfer to ESA

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ESA - Statistics

• Total population 1.7m - 326,000 school pupils
• 1,254 schools
• 50,000 staff teaching and non-teaching
• Annual budget - 1.8b
• Geographical area 5,400 square miles

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Why Change?

1. We can help learners achieve better educational
   and personal development outcomes
2. We can re-purpose significant amounts of money /
   resources

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Educational Outcomes Can Be Improved

• 64 of pupils achieve 5 GCSEs A-C
• 52 of pupils achieve 5 GCSEs A-C
• (including English and Maths)
• 38 of socially disadvantaged pupils
• Huge variation in performance between schools

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PISA - Mean Scores for NI OECD Countries

    2000 2003 2006
Reading Literacy NI 519 () 517 () 495
Reading Literacy OECD 500 494 492
Mathematical Literacy NI 524 () 515 () 494
Mathematical Literacy OECD 500 500 498
Scientific Literacy NI 523 () 524 () 508 ()
Scientific Literacy OECD 500 500 500
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Selective Post-Primary Schools

• Also a wide variation in performance
• GCSEs
• 2007 achieving 7 GCSEs A-C
• ranged from 70 - 100
• A Levels
• 2007 - achieving 3 A Levels at A-C ranged from
  42 - 91

10
We Can Organise the System Better

• System is over-engineered
• Duplication of management and process
• Management of interfaces between 11 organisations
• Inconsistent delivery of policy
• Different levels of service
• Need to reflect greater expectations from the
  community

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ESA - Making a Real Difference

• Improving outcomes for all learners by supporting
  (and challenging!) schools
• Integrating delivery of childrens services
• Area planning of school and youth provision
• Building schools more quickly
• Releasing 20m savings for frontline by 2011/12
• Reallocation of resources to make a real
  difference

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Managing the Change

CURRENT SERVICES Transport School
Meals Finance/Accounts/Payroll Education
Standards Childrens Services Youth Estates
Planning Procurement
TRANSFER
TRANSFORM
INNOVATE
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Implications for Services

• Transfer
• Come into ESA largely in line with current
  arrangements but with streamlined management to
  create regional structure
• Transform
• Will change significantly
• Move to common, integrated systems
• Removal of duplication
• Grouping of functions
• Innovate
• Radical change
• Focus on education outcomes
• Enhanced responsiveness, effectiveness and
  flexibility
• Greater integration of service delivery
• Strong area dimension

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Designing ESA The Process

• vision, aims and objectives for service area

service delivery model
people, skills, resources
organisational structure and location
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Managing the Change

• DE Oversight Board - governance
• ESA Implementation Team
• Projects in HR, Industrial Relations,
  Communications, Finance, ICT and Estates
  Management
• Transition Board involving leaders of the
  legacy organisations in managing the change
  process

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Communications and Engagement

• Change Management Strategy agreed with
  Chairpersons, Chief Executives and senior
  managers
• 350 senior managers involved in designing service
  delivery models
• Ongoing programme of communications and
  engagement with staff, trade unions and
  stakeholders

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Next Steps/Challenges

• Publish 2nd tier structures
• Consult on service delivery models
• Communicate the Outline Business Case
• Location Strategy
• Recruitment, Redundancy and Voluntary Severance
  Strategy
• ESA Shadow Board
• Second tier appointments
• Day 1 planning

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Why Change?

• Better educational outcomes
• Better personal development opportunities
• Equality of access to excellent provision
• Greater focus on the pupil
• A streamlined and fit for purpose system of
  education administration