STEPPING UP TO THE MARK:TAKING RESPONSIBILITY

Gavin Boyd Chief Executive (Designate)Education and Skills Authority (ESA)

Working togetherto make it betterfor every learner

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

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

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

Why Change?

1. We can help learners achieve better educational and personal development outcomes

2. We can re-purpose significant amounts of money / resources

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

PISA - Mean Scores for NI & OECD Countries

    2000 2003 2006

Reading LiteracyNI 519 (+) 517 (+) 495

OECD 500 494 492

Mathematical Literacy

NI 524 (+) 515 (+) 494

OECD 500 500 498

Scientific LiteracyNI 523 (+) 524 (+) 508 (+)

OECD 500 500 500

Post-primary (Non-selective) Schools (4 year average)FSM 2003/04-2006/07 & 5+GCSEs Grades A*-C 2003/04-2006/07

R2 = 0.3201

0

10

20

30

40

50

60

70

80

90

100

0 10 20 30 40 50 60 70 80 90 100

% FSM (4 year average)

% o

f p

up

ils a

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5+

GC

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Non-selective Schs Controlled Schs inclu Integrated Maintained Schs incl Integrated Linear (Non-selective Schs)

45% NI Average

66.6%

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%

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

ESA - Making a Real Difference

• Improving outcomes for all learners by supporting (and challenging!) schools

• Integrating delivery of children’s 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

Managing the Change

CURRENT SERVICES

Transport

School Meals

Finance/Accounts/Payroll

Education Standards

Children’s Services

Youth

Estates’ Planning &

Procurement

TRANSFER

TRANSFORM

INNOVATE

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

Designing ESA: The Process

vision, aims and objectives for service area

service delivery model

people, skills, resources

organisational structure and

location

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

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

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

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