Executive Response on C&AG Review of Management Information in Education

Recommendations

Action

Target date

Responsible Officer

R1 Ensure that co-ordinated actions are taken to enable middle managers and all other  relevant  staff  groups  to  identify and  assess  the  management information  needed  to  drive organisational improvement.  

CYPES

A new set of performance measures have been developed as part of the Operational Business Planning Process. These will be socialised through the directorate Senior Management Team (SLT) meetings and then with Team Managers. CYPES will commit to a quarterly report being created, commencing at the end of Q1. Following analysis at the Directorate Leadership Team Meeting (DLT) this report will be shared at SLT and Team Manager meetings to show progress and indicate to DLT the areas for improvement.

These measures are being rolled out across the organisation not just within CYPES.

Q2 2021

Head of Office, Children Young People, Education and Skills

Recommendations

Action

Target date

Responsible Officer

R2 Establish short, medium and long- term business priorities for departmental functions and teams.

CYPES

New team structures are being established following the completion of the second phase of the Target Operating Model (launched 1 September 2020). The new team management structure will enable formal reporting from the CYPES DLT, to directorate SLTs and then to Team Manager meetings. The business planning process for 2022 will commence much earlier (Q3) and will be led through the department's new Integrated Services and Commissioning Team. Cross- department sessions involving increased numbers of staff from more tiers of the organisation will enable a more coherent, bottom-up approach to business planning. This will be delivered through the focus of commission and transformation.

Q4 2021

Head of Office, Children Young People, Education and Skills

R3  Develop,  report  and  monitor outcome-based performance indicators and targets at function and team levels within CYPES.

CYPES

As identified at R1, a new set of performance measures have been developed for 2021, which will be socialised throughout the team and reported on regularly. Through the next stage of the CYPES Target Operating Model and the forthcoming department business support review, the department will seek to increase its capacity and capability in data management. This will enable a greater focus on outcome-based reporting at increased levels of the organisation, not just the DLT but also to include the Team Manager level. Reporting upwards of performance measures will enable the DLT to have a more comprehensive view of performance across CYPES.

Q4 2021

Head of Office, Children Young People, Education and Skills

R4  Develop  reporting  dashboards  at function  and  team  levels  to  record progress against the identified business priorities.

CYPES

The DLT has started to use Power BI to report on key performance measures. However, this work needs advancing to enable the reporting of relevant measures

Q4 2021

Head of Office, Children Young People, Education and Skills

Recommendations

Action

Target date

Responsible Officer

to different teams. This recommendation sits alongside R1 and R3 and will form part of a reporting strategy for the department, to be delivered during 2021. Dashboards will be rolled out on a permissions basis, allowing other teams access to data they need on demand to facilitate work towards their business priorities.

R5 Establish triggers and controls within the  education  function  for  exception reporting  that  managers  at  all  levels should  use  to  determine  whether  to escalate  issues  as  part  of  the  risk management process.

CYPES

Regular reporting of appropriate metrics will form part of the Education SLT agenda. Escalation to the DLT agenda will enable the department's senior team to determine whether to escalate further to the Executive Leadership Team through the risk management structure. When establishing metrics, a threshold for escalation reporting should be identified to enable upward reporting.

Q4 2021

Head of Office, Children Young People, Education and Skills

R6  Develop  and  implement  a Government-wide  strategy  for  data quality to include:

• corporate data quality standards;

• departmental specific standards; and

• a  data  quality  management  and monitoring programme.

COO M&D Information Governance to lead on creating a data strategy in conjunction with our three major programmes (Cyber, ITS and MS Foundations). The data strategy should be aligned to business strategic goals incorporating data policies, standards, quality and monitoring and have measurable outcomes and a future roadmap.

Q1 2021 – Strategy Developed

Q2 2022 – Strategy Implemented

Head of Information Governance, Modernisation & Digital

R7 Finalise and issue data guidelines for effective use of data by schools.

CYPES

The department's data team will work alongside school data staff to review the current data guidelines and assess any gaps.

Q4 2021

Head of Office, Children Young People, Education and Skills

R8  Implement  a  coherent  and systematic  programme  to  monitor compliance with data quality guidelines across the education function.

CYPES

The second phase of the department's Target Operating Model has just been completed. A business support review has just been launched, which includes a review of the capacity and capability of the

Q2 2022

Head of Office, Children Young People, Education and Skills

Recommendations

Action

Target date

Responsible Officer

department's data function and future requirements. The need to address this recommendation to ensure a focus on data quality and compliance will be fed into the review.

R9  Ensure  that  there  is  a  clear  link between CYPES, team and individual objectives  and  outcome-based performance indicators.

CYPES

This recommendation sits alongside the first four recommendations. Establishing performance measures through the business planning process that link back to outcome indicators and then developing a system of reporting and escalation will ensure a greater coherence of the use of management information across the department. The implementation of the My Conversation, My Goals system across GoJ also allows for the monitoring of individual objectives and provides a platform for managers to regularly check on progress with their team members.

Q4 2021

Head of Office, Children Young People, Education and Skills

R10 Develop, report and monitor outcome-based performance indicators for Skills Jersey.

CYPES

In Q3 2020, Skills Jersey will draft service level performance measures using OBA scorecards. From these, data development agendas will be established, and these will influence business level metrics. Work on the Data Development Agenda will continue in Q4 2020 to enable a complete review in Q2 2021. Skills Jersey intend to involve teams in performance conversations around indicators and performance measures and induct them to OBA methodology in Q4 2020.

Q2 2021

Director of Young People, Further Education, Skills and Learning

R11  Embed  the  use  of  the  C&AG recommendation  tracker  across  the States  as  a  mechanism  to  drive improvement

The C&AG and PAC recommendation tracker records action plans in response to recommendations for  all departments. A Tracker Group' has been established to embed the use of the tracker across all departments and

Complete- processes established and embedded

Chief of Staff

Recommendations

Action

Target date

Responsible Officer

to  champion  the  benefits  of  improvement  within departments.

Action  plans  recorded  in  the  tracker  are  periodically monitored and progress against plans is reported to the Operating  Committee, which  includes representatives from  all  departments.  Whilst  recommendations  often focus  on  a  particular  business  area,  the  Operating Committee  discuss  how  they  can  be  applied  more thematically across the organisation to drive corporate improvement. The PAC tracker is also used by the Chief Executive in discussions with Directors General as a tool to monitor progress in departments.

R12  Develop  mechanisms  within CYPES for systematic monitoring of and shared  learning  from  schools complaints.

CYPES

A working party has already been established, which includes colleagues from Customer and Local Services to address this recommendation. A meeting has already taken  place  with  the  Primary  Head  Teacher Representatives to establish the barriers to reporting complaints  and  how  best  this  can  be  resolved.  A commitment has been made to review current systems, reporting lines and adherence to the Government of Jersey Feedback Policy.

Q2 2021

Head of Office, Children Young People, Education and Skills

R13  Ensure  that  there  is  clear  co- ordination  and  leadership  of  the management information agenda both at corporate and departmental level.

SPPP

A thorough review of the wider management information and analytics landscape across the organisation has been conducted and as a result a Hub and Spoke model for organisation-wide Data Analytics has been agreed at executive  level  in  August  2020.  This  will  create  a dedicated  central  analytics  team  who  will  lead  and coordinate  departmental  teams.  A  joined  leadership team across the hub and spoke teams will be created and  will  lead  and  coordinate  the  management

Q2 2021

Director General, Strategic Policy, Planning and Performance

Recommendations

Action

Target date

Responsible Officer

information agenda across the organisation. In addition, a wider network of data analysts is coordinated by the central  team  and  supports  the  implementation  of standards, good practice and professional development.