Education Funding Agency – David Ogden


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David Ogden's presentation from the Huddle Government in the Cloud Conference held in January 2013 and how the Education Funding Agency use Huddle.

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Education Funding Agency – David Ogden

  1. 1. David Ogden – Education Funding Agency
  2. 2. Background and contextThe Education Funding Agency is an ExecutiveAgency of the Department for Education.It provides revenue and capital funding foreducation (3 -19) and supports the delivery ofbuilding and maintenance programmes for schools,academies, Free Schools and sixth-form colleges
  3. 3. Arm’s Length Body reformThe Department implemented a huge change programme,with several of its arms length bodies closing and othersbecoming part of the Department. As a result, there are fournew executive agencies responsible for key deliveryfunctions:• The Standards & Testing Agency,• The Teaching Agency,• The National College Agency• The Education Funding Agency
  4. 4. Change in Education Capital expenditure Labour’s flagship programme for investment in the education estate was ‘Building Schools for the Future’ (BSF), a £65bn programme targeted to rebuild or refurbish every secondary school in England It was an ‘Educational Transformation’ programme delivered by Local Authorities and overseen by Partnerships for Schools.
  5. 5. BSF: Procurement and auditabilityResponsibility was with the Local Authority (LA).Depending upon local skill, experience andfinancial resource the management of the processvaried from management by e-mail / dedicatedadministrative personnel to full CollaborativeSoftware packages.
  6. 6. Priority School Building ProgrammeOn 24 May 2012, the Secretary of Stateannounced which schools will have their conditionneeds addressed through the Priority SchoolBuilding programme (PSBP).This is a £2.7bn programmetargeted at the 261 schools inEngland considered to be in theworst condition.
  7. 7. Rebuilding projects It is predicated on utilising Private Finance although 42 schools will be rebuilt using capital funds. The schools are batched geographically:  7 Capital Funded batches  19 Private Finance batches
  8. 8. The PSPB• To be delivered by Central Government• The EFA is responsible for and will manage the procurement being a single intelligent client• Focused on building condition• Must reduce bidding costs to the private sector• Baseline designs to be used by the EFA and shared with contractors to make design process more efficient and effective (share lessons learnt, standardisation of proven technical solutions etc.)• 5 year programme
  9. 9. What we need to manage the processAs a managing agent, Central Government (not the LA) needs totake responsibility for document control, procurement complianceand efficiency. Issues to consider: Data Room Provision (Data Repository) Iterative nature of the Competitive Dialogue Process used in Private Finance procurement » Collaborative working environment Compliance Management / auditability Security of existing data Bidder confidentiality
  10. 10. Collaborative software requirements Needs to sit outside the DfE environment Needs to function as a data repository (Electronic data room) Version control is important, although easily managed Key correspondence to be retained for audit purposes: – Questions / clarifications from bidders – Response to bidders Document submission in electronic format Ability to control access to data (bidders can’t see others’ submissions etc)
  11. 11. Collaboration software requirements Scalable in use Web-based platform, not constrained to operating system Must not be so big / complex that it distracts from running projects Must be intuitive – avoid extensive training and support costs Does not need resourcing or cost capability
  12. 12. Collaboration software requirementsSoftware features available in commercial packages include:  Approval Process Control  Legacy System Integration  Assignment Tracking  Lessons Learned  Assumptions Management  Milestone Tracking  Benefits Realization  Multi-Currency / Language  Billing & Chargeback Tracking  Percent-Complete Tracking  Budgeting & Forecasting  Portfolio Management  Change Management  Progress Tracking  Cost-to-Completion Tracking  Project Accounting / Estimating  Customizable Functionality  Project Workflow  Deliverables Management  Quality Control  Dependency Management  Reporting  Expense Tracking  Requirements Management  Fault Management  Resource Management  Gantt Charts  Risk Management  Knowledge Management  Scheduling  Skill Pool Management  Time Management / Tracking
  13. 13. Huddle: How it supports our objectives Uses workspaces that allow clear project demarcation and management Audit trail / version control Backup / archive IL2 security Paperless submissions Ensuring Bidder confidentiality: Permissions, teams
  14. 14. Huddle: How it supports our objectivesSpin offs - workspaces created for: • Best practise • Standard documents • Programme level documents • Schools in pipeline • Sport England Consultation • Templates for standard file structures
  15. 15. Huddle: How it supports our objectives The best feature is that it is intuitive  Rolled out with minimal training  Can be simplified for use by the private sector  Advisors have readily adopted it without training  Online help available  Provides focused collaboration features and is low maintenance  Usage rising from 227 users to 350 users
  16. 16. Observations  If using for tender submission ensure ability to close access when deadline passed  Whiteboards and discussions are communal - Use for non- confidential information only  Select project management features according to need, avoid excessive features  Private Sector needs of Collaborative software differ from Public Sector - understand your needs and objectives
  17. 17. The G-Cloud Programme Cloud computing has brought about a step change in the economics and sustainability of Information and Communication Technology. Government is committed to the adoption of cloud computing and delivering computing resources. The G-Cloud is an iterative programme of work to achieve this which will deliver fundamental changes in the way the public sector procures and operates ICT.
  18. 18. Thank youQuestions & Answers