Registrar's Report to Council 2010

Registrar's Report to Council 2010 The Context of Change strategic balance John Kotter 1995 – Leading Change nature of change assumptions of vision The robustness of cxc core business and processes Jamaica situation proved the soundness of theprinciples and fundamental processes Over time these have become ossified practices whose vitality has not been appreciated need to restore adherence to procedure/ doing it right first time Change Staff Development and Empowerment working smarter by taking control of key functions enabled by technology Reduced turn around time on reports for registration and grading (less routing between ISD and EAS or EDPD and direct routing of files; reduction of persons in process) – 30% resource requirement reduction Remote access environment means anytime all the time secure access to files and documents Working Smarter... HR self-service, access to essential records and less transactional pressure on HR Division contingency planning (virtualization) IT Strategic Planning, coordination and execution of IT specific projects segregation of duties with more specialisation and better coordination of IT activities. IT training and skill set for ISD staff Capacity to maintain internal applications PROCESS IMPROVEMENT IT INTELLIGENCE Improved: Structure Change Customer & Public Relations Student Forum Guyana WWW.CXC.ORG Moving to Financial Stability Poor disaster recovery plan (eg recent storm caused us grave challenges), issues with generator, UPS, electricity, vast amount of downtime Network monitoring capability and redundancy provisions Infrastructural potential for Virtual meetings and VOIP conferencing not maximized on account of network and bandwidth constraints - need to leverage this for cost effectiveness in 2011 CONTINGENCY AND FAIL SAFE MECHANISMS COMMITMENT TO THE VISION ONE ORGANIZATION ACTUALIZATION ORGANIZTIONAL SELF-AWARENESS CONDITIONS OF WORK Rapid deterioration of buildings in EZO and WZO: leaking roofs cramped working conditions many locations (multiplying operating and infrastructural costs) progress on new accommodations far slower than should be - Implications for the efficient preparation of exams - Costs of the multiple operation mode Financial Sustainability The challenges of a business mindset compounded by weaknesses in our "ready-for market" products Problems of perception of CXC as "out to make money Management of Partnerships BBM-Xerox with new Digital Printery: required a lot of fine tuning Ian Randle Publishers: getting our basics right Knowledge Cruise: business initiatives boundaries Increased and expanded technology (Online Registration System - cloud computing, external hosting of website, promotion of remote working) Improved IT Infrastructure and communication capacity Territory Visits WHERE DO WE GO FROM HERE? 2011 STRATEGIC OBJECTIVES Seamless operation of IT Fail-safe redundancy Convergent IT architecture Maximize returns on IT investment Develop curriculum & assessment policy for CXC Develop forms and test equating methodology Resource Item Bank Aggressively procure items Calibrate and populate Stronger cost analysis capability Budgeting tied to strategic planning Systematic cost management, financial monitoring and reporting Use of business case scenarios Systematic identification and classification of stakeholders Mechanisms for management and engagement of key categories Create channels of communication and feedback Linking stakeholder strategy to marketing and public relations Connecting with vital constituencies Quality assured templates for developing and implementing new products Project management approach to new initiatives Implementation of New Business Process Consolidation of New Structure Expanding the Utilization of Existing Technologies Extend technology (software) to schools, LRs, candidates, markers Access Efficiency Cost savings Improving Physical Working Conditions