1. The Change Model for Education Sector Reform

2. 1 9 June, 2006 Analyze Current Performance Analyze Determine Drivers of Current Performance Implement Transition Action Plans Implement Transition Action Plans “Unfreeze” Components Requiring Change Determine Desired End State Determine Desired Performance Targets Define the Current State Transition from Current State to Future State Create Vision of the Future End Game Create Vision of the Future End Game Structure, Strategy, Operations, People, and Technology Shift GAP Between Current and Desired GAP Between Current and Desired Education Sector Reform will follow a proven “change model” which begins with a Gap Analysis measuring the difference between the Current State and the desired End Game 1 42 3

3. 2 9 June, 2006 Reform Change Imperatives Ed Sector Must Regain World Wide Reputation and Status. Program Performance and Outcomes Must be Measured and Achieved Detailed Analysis of Diagnostic Recommendations and Fully Understand Current State Drivers of Performance Overcome Tendency to Make Decisions in isolation. Create Implementation Steps to Achieve Integrated Reform of Sector Immediate Reform Requirements and Long Term ED Sector Structure, Strategy, Process Human Capital and Technology Define the Current State Transition from Current State to Future Complete Create Vision of the Future End Game Organization, Strategy, Human Capital, Core Operating Processes and Technology Must Shift to Meet Ed Sector Reform Requirements Organization, Strategy, Human Capital, Core Operating Processes and Technology Must Shift to Meet Ed Sector Reform Requirements GAP Between Current and Required GAP Between Current and Required The Diagnostic helped define the Current State and causes us to ask the question: Has the Ed Sector sufficiently addressed the “end game” or planned the transition from Current State to Future End Game (i.e., Ed Sector Reform)? 1 42 Recommendations for achieving Reform must be analyzed and quantified Interdependencies among the threads that will drive Reform must be clearly understood Quantification of the current organization is required for baseline measurement Implementation process steps must be developed for all components of Reform Organizational Alignment Strategy Human Capital Budget and Planning Information Management With the urgency to move forward, the Ed Sector must determine the end game vision before implementation With no clear picture of the end state the Ed Sector could complete implementation and not achieve Reform requirements 3

4. 3 9 June, 2006 Work in the initiatives will follow the Change Model approach that is being Utilized by the Reform Project Define the Current State Transition from Current State to Future State Transition from Current State to Future State Create Vision of the Future End Game Create Vision of the Future End Game Structure, Strategy, Operations, People, and Technology Shift GAP Between Current and Desired will be Identified by 3.31.06 1 42 3 Organization Fragmented/Siloed Strategy Unclear Poorly Articulated Personnel Not Aligned With Organization and Strategy Budget and Planning Process Unclear and Fragmented Information Management Does Not Enable Sector Performance Organizational Units Aligned With Programs and Processes Vision, Mission and Strategy Align Org and Drive Programs People are Organized, Staffed, Capable to Achieve Outcomes Budget Structure Streamlined Planning Process Optimized IM Enables Ed Sector to Achieve Desired Objectives Transition Work Steps will be contingent upon 3.31.06 Gap Analysis preliminary Vision and Mission statements, and Strategy and will produce initial results Each of the Reform Initiatives will define transition (i.e., implementation) Work Steps By July 31, 2006 each of the Initiatives will be in different stages of implementation completion Organization Alignment, will be complete Vision and Mission Statements will be finished and broadly communicated Strategy will be complete and implementation of high priority strategic initiatives will be underway Budget Structure and Planning Process implementation will be developed and implementation will have begun. Personnel Management workload and staffing requirements will be complete; a new workload based staffing model will be in implementation IM Sector requirements will be defined, but IM implementation will not be underway