1. The Young People’s Learning Agency and Academies Peter Lauener Chief Executive Designate, YPLA Independent Academies Association Conference 4 February 2010

2. The Young People’s Learning Agency and Academies Agenda today….. Why the YPLA YPLA Mission, Role Vision and Values Timetable and Milestones Challenges and Opportunities

3. 400 180,000 Why the YPLA?

4. Young People’s Learning Agency Our Mission Championing Young People’s Learning Our Role providing financial support to young learners (EMAs) funding Academies for all their provision supporting local authorities’ commissioning of suitable education and training opportunities for all 16-19 year olds.

5. What kind of organisation? An NDPB……. Board of up to 15 members from all sectors £10 billion budget… and rising About 500 staff around the country Building a new organisation with staff from DCSF and LSC

6. Our values Professional Responsive Impartial Dynamic Efficient

7. Timetable and Milestones Up and running April 2010 –55 days to go! By end March: –YPLA Board to be appointed –Remit and grant letter issued – including details on academies –Appointment announced of Director of Academies On 1 April –Transfer of LSC staff to YPLA –Academies staff moving on loan from DCSF for grant calculations, funding and liaison From April –Publishing final version of National Commissioning Framework –Consult on and prepare intervention policy –Prepare Business Plan On 1 Sept –YPLA assumes responsibility for education advice and SIPs for academies

8. YPLA – Academies Division

9. Challenges Building systems and standards for a large scale funding operation for academies Delivering bespoke services which fit the Academy ethos and different organisational structures Supporting high standards in all academies, including through SIPs and education advice Keeping the National Commissioning Framework for 16-19 education and training simple in practice Raising the Participation Age in 2013 and 2015

10. Transformation succeeds by creating a sense of urgency developing a powerful guiding coalition is created agreeing a a compelling vision not undercommunicating the vision by a Factor of Ten removing Obstacles to the New Vision systematically planning and creating short-term wins not declaring Victory too soon not Anchoring Changes in the Corporation’s Culture John P.Kotter

11. Understanding dynamic change “Successful change in business is about getting the balance right. You have to get your troops together( bottom-up energy) and face them in the right direction (top down energy). You must grab their imagination (inside-out energy) to ensure that your customers get what they want (outside-in energy)” Sir John Harvey-Jones

12. Any questions?