Version 1 - Parliament of Western · PDF fileManager, HR Services Final draft for Review ... (MRF) conducted ... Training of new staff on procedures and policies

,,,Government of Western Australia

Department of Education and TrainingShared Services Centre

STAFFING 2010

Readiness Assessment

Recruitment and Selection of School Administrators

and Teachers

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Version 1.0

,3 July 2009

Acceptance and Release Notice

This is a managed document. All copies of this document preceding this release areobsolete and shall be destroyed. This document has not been released for use untilaccepted by the Director, Management Support, ETSSC.

Release. Number'

0.2

1.0

Date

73 July 2009

14 July 2009

Accepted/Authorised By

Principal Consultant,HR Services (DET)

Manager, HR Services

Final draft for Review

Director,

Management Support

Final

Manager,

Reform Coordination Unit

Reason for Release

Tracy Rainford-Watson

Signatory

Cindy Barnard

Trish Fraga-Diaz

Sandra Couch

Signature Date

TABLE OF CONTENTS

I

I . I

INTRODUCTION

2

Purpose

DEFINITION

Overview

Project Assurance

Scope

Decision to Go Live

2.1

2.2

2.3

2.4

3

3. I

3.2

3.3

READINESS CRITERIA

Approach

Readiness Sign Off

Readiness Criteria

OUTSTANDING RISKSAND ISSUES4

2

2

2

2

2

3

7

INTRODUCTION

1.1 PURPOSE

The purpose of the Readiness Assessment is to record relevant factors in determining

readiness to move in-scope Local Merit Selected teaching and all other school

administrator recruitment services to the Education and Training Shared Services

Centre (ETSSC). This document is to empower key stakeholders and management with

a comprehensive resource to assist in the decision to migrate this service through

analysing progress against the readiness criteria including the risk assessment of

outstanding issues.

DEFINITION

2.1 OVERVIEW

2

The Readiness Assessment forms part of the documentation governance structure for

the Staffing 2010 project, which will be transitioned to the ETSSC through a phased

approached for 2009. This objective of assessing readiness is supplemented from other

project documentation which includes the Project Plan, Issue and Risk Log (Appendix

A), Critical Implementation Task Register (Appendix B), Documentation and Product

Configuration (Appendix C), and the Migration Strategy and Cutover Plan. These

documents function as part of a project assurance review to allow management toevaluate readiness for'Go-Live'.

2.2 PROJECTASSURANCE

The internal stakeholders are included in the table below and the decision criteria are

summarised in the section 3 "Readiness Criteria". This table identifies key stakeholdersresponsible for reviewing the project readiness for'Go-Live'.

Name

Kevin Smith

Trish Fraga-Diaz

. .

Cindy Barnard

,. .

Sandra Couch

.

, ., ' Title

Tracy Rainford-Watson

General Manager, ETSSC

Readiness Assessment - Staffing 2010 Transitional process

Director, Management Support

Manager, HR Services

Manager, Reform Coordination Unit

Principal Consultant , HR Services (DET)

, ., ..

. ,

Page I

2.3 SCOPE

The scope of this assessment is to evaluate the readiness to implement recruitment and

selection for LMS Teaching and School Administrator positions (including management

of redeployment for deputy principals) from the Staffing Directorate to ETSSC. The

detailed transition of processes from the Staffing Directorate is documented in the

Migration Strategy and Cutover Plan. This assessment substantiates the intended scope

of the project has not changed and highlights risks, issues and external considerations

which may contribute in impeding deliverables and affectthe assessment of readiness.

2.4 DECISION To Go LIVE

Depending upon the review of the criteria in Section 3 "Readiness Criteria" the decision

to "Go Live" may be contingent upon known issues in Section 4 "Outstanding Risks and

Issues". Section 4 outlines any issues associated with the various decision criteria and

the associated actions taken/planned to be taken to ensure the issue is managed toallow the project to go forward.

READINESS CRITERIA

3.1 APPROACH

3

Assessment should follow systematic criteria that reflect readiness for achieving well

defined objectives and requirements. The readiness criteria presented in section 3.3 are

catsgorised into tangible factors and indicators that shape the project objectives. These

categories reflect the ability to change and redesign processes through the project, the

technical architecture requirements for implementation, and the infrastructure readiness

to go-live. These actions are a collation of results from activities stipulated from specific

tasks in the Critical Implementation Task Register resulting in the project's documentand product deliverables.

3.2 READINESS SIGN OFF

Based upon the acceptance of the key decision makers for ETSSC in consideration of the

listed readiness criteria and outstanding issues, it is recommended that ETSSC proceed

with the migration of services for LMS Teaching and School Administrators positions. This

Readiness Assessment signs-off formally the decision to "Go Live" on the 20'' July 2009.

Readiness Assessment- Staffing 2010 Transitional process Page 2

3.3

Readiness

Categories

READINESS CRITERIA

Issuel

Risk

AdvertisingRequirements

IR,

IR2

. Mapping of Notification of Vacancy to Manager Request Form (MRF) conductedwhen developing MRF on RAMS

Advertising templates, including attraction strategy, completed for RAMS.

IR3146

. JDF registered for HOD/HOLAIPC and Deputy Principals

Selection Criteria from LMS policy forteaching positions to be used inadvertisements.

.

IR415

Activities and Deliversbles

.

Communications&

ChangeManagement

IR618

The closure of JobsOnline will impact on the service required post Go-Live.

. Reviewed policy Advertising and Logo Use

Communication via Ed-Email and FAQ for change in advertising to be on JobsWA..

.

IR7

To address interdependence with other business units, meetings were held aspart of the Migration Strategy.

Process maps developed with in depth discussions with Staffing, Promotions andHousing and Transport through these meetings

.

.

IR9

Possible resistance to cultural shift is determined an 'intangible deliverable' andevaluation can only be conducted post implementation

.

IR17

Information package to other internal business units planned after implementationdate.

One page quick process reference for Staffing and Payroll, and contact referencefor Staffing and ETSSC reception areas


.

IR30

. Documents and emails circulated to schools are vetted by CorporateCommunications and Marketing to reduce possible negative media implications

Additional information

. Communications with RCU maintained on a weekly basis through meetings forprogress updates and issues.

See Section 4.1R3

Overall

Readiness

Requires 'No print media'policy confirmed throughRCU. See Section 4 IR4

RCU to coordinate andadvise other business

units impact of newprocess

Excellent

Discussions indicate that

change management isoutside the control of the

Project

Page 3

Good

Readiness

Categories

Issuel

Risk

Existing Process

IRIO

IR, t

. Identified vacancy arrangements by analysing statistics on JobsOntine,

Existing Central and District pool arrangements confirmed with Staffing onpractices and any current pool

.

IR, 3

Policy andProcedures

. RAMS - WAGOT interface notrequired in the transitional phase for 2009

Ability of panel chair to validate WAGOT registration is embedded into process

IR, 8

.

.

Activities and Deliverables

IR, 9120

Identified employment status of an employee will have minimal impact onemployment offers.

IR2,122

.

ProjectOrganisationand Scope

Business rules for pools advertising to continue with no change in policy.

.

IR23/25

Decision that policy remains unchanged fortransitiona1 2009

.

IR26/45

Recommended and developed approval of selection process to be part of theindependentreview and proper assessment

.

IR, 2

Process maps streamlined to include redeployment clearance request fromStaffing

.

TransitionalProcess

IR3'I

Responsibility of appointment processes (Ie CommencemenVMovement) fromTES to HRMIS determined for Teaching and SchoolAdministrator positions

. Inadequate information provided for causalIrelief appointments and SpeciallyOrganised class teachers and swimming instructors.

IR, 6

. Scope of processes to be transitioned determined prior to implementation date,

. Project planning, analysis and documentation completed for approval and sign off

.

Readiness Assessment- Staffing 2010 Transitional process

Task

Migration Strategy and Cutover Plan developed and distributed for review

Cutover date confirmed with no vacancy closing after the 20th July

Agreement reached for activities indicated in Cutover Plan

.

IR23

.

Additional information

. Redeployment process maps developed for Deputy Principals

. Transitional process which requires vacancy and appointment clearances tocontinue for 2009

OverallReadiness

See Section 4, IR 18

See Section 4, IR 23

Very Good

See section 4.1R 3,132

See Section 4.1R 16

Good

Page 4

See Section 4.1R 23

Very Good

Good

Readiness

Categories

Issuel

Risk

IR34

SystemsReadiness

. Search criteria on JobsWA clearly provided on resources

. RAMS enhancement for MRF and Redeployment Module mapped and developed.

UserAcceptance Testing conducted forthese enhancements

Enhancements in production 12' July to allow further testing before Go-Live date.

.

.

IR35

.


RAMS functionality ready for Go-Live with vacancy and emailtemplates loaded.

460 Manager Access Types created to allow Principals to request for a vacancyvia RAMS

.

,

IR36

Nominate function on RAMS nottested

Functions in the User Permissions Statement of Works in production by Go-Live.

RAMS - HRMIS interface notrequired forthis transitional phase

.

IR40

Skills and

TrainingRequirements

.

. Written confirmation of RAMS network and database capabilities to be confirmed,

.

IR41

RAMS Training scoped, developed and delivered for approximately 170employees,

Training manuals and resources developed for Panel Chair including a processoverview

.

IR42

.

IR43

Online Learning Packages are being developed for regional staff with options of aself pace learning program, as well as training through web conferencing.

.

IR14

Applicantresources have been provided to include tips on application process

.


As part of the training package, information developed by WP&C regarding theSelection and Recruitment guide which includes a CD Rom had been provided

. External panel members (for example community members) will be directed toOpsSC website on the User Guide for Panel Members to ensure conducting a fairand equitable process.

Additional information OverallReadiness

See Section 4, IR35

See Section 4.1R36

Very Good

See Section 4, IR41

External panel membershave not been fullyaddressed due to limited

time and scope. This willbe centrally coordinated byWP&C

Page 5

Very Good

Readiness

Categories

Issuel

Risk

IR38139

IR7

OperationalReadiness

. Resources approved and positions advertised.

Operational staff recruited

Accommodation for new staff allocated

Necessary hardware and software have been procured forthe new team

Generic mailbox and Hotline established,

Operational procedures, manuals and registers developed for Recruitment -Schools

.

.

.

IR39

.


.

IR26

IR26

.

IR3/71

8/10

Training of new staff on procedures and policies

. Standard letters and templates developed as contingency for non-online process

. Offer of Contractletterto be standardised by Labour Relations

. Recruitment Schools intranet website developed and running

Relevant documents and resources uploaded prior to Go - Live.


Additional information OverallReadiness

See Section 4, IR39

Pending final copy from LR

Excellent

Page 6

4 OUTSTANDING RISKSAND ISSUES

The following outlines any issues related to why readiness criteria may not have been signed off. The following documents any contingenciesassociated within the a reementto o forward with the jin Iementation.

No

IR31

IR46

Category

Advertising

Steps have been undertaken to minimise the impact of the above issue. These includes:

. Creating a JobsWA mirror site be incorporated to a DET website

. Obtain list of all JobsOntine administrators to send an email notification of change.

. Redirection and migration of JobsOnline users to JobsWA.

. Further notification to current users will be delivered through Staffing when schools contactthem on school establishment management

Although the volume and probability is high, the impact has been considered manageable given the above countermeasures in place.

Possible confusion regarding location ofadvertisements if Jobs Online site

continues

IssuelRisk

Expanding scope of project will inverselyaffectthe objectives of the project

IR4 Advertising

Confirmation will be required from RCU on policy decision on print media.

IR191

IR20

Policy

Schools may be unaware of processesand business rules for placement ofadvertisements

The scope of this issue has expanded as the JobsOnline board which isprimarily owned by Staffing Directorate is closing as of the 20'' July. Thiscreates a risk for all users who may not be aware of this change. Currentadministrators and authors of the SitVac system will need to be informedof change. While the redirection is part of mitigating this risk, the actualclosing of the entire JobsOnline is outside the scope of project.

Current policy with regards to the LMSfor Teachers will not match the new

process

Action Plan I Description


Policy changes may expose theDepartment to industrial issues

It has been identified that certain schools (eg Indian Ocean TerritoriesSchools - commonwealth funded) will be allowed options for print media(eg Saturday West)

Forthe transitional 2009 process, it has been decided that there will beno changes in the current LMS policy. However, it has been identifiedcertain policies may clash with the new process. For example applicantsare required to respond to an offer in I day, Permanent Teachers cannotbe placed in Temporary positions in LMS schools. Additionally, changesto the General Agreement have not been recommended to reduce therisk of exposing the Department to industrial issues

(Further information in recorded in issue/Risk Log, IR 19)

Probability

High

Impact

Medium

Low

Page 7

High

Low

Low

No

A list of all policy change requirements have been documented to be addressed in the fullimplementation phase of the project in 20.0.

Category

IR23 Procedure

IR3, I32

Delays in vacancy clearances and joboffers through Staffing may negativelyimpact on perceptions of effectivenessof new system

ProjectScope

IssuelRisk

Most positions originally outside the scope of the project have been accounted for. Management and support in advertising these positions will be provide post Go-Live. Also the existing processes will continue for 2009 for School Psychologist as part of the 'bulk run' recruitment conducted centrally.

As such, the impact of this risk is deemed Low.

Lack of clarity about specific services tobe provided by ETSSC

Possible confusion about which

positions are included in project scope

IR35 RAMS

The Nominate function is not unused untilthe next phase of the project in 2010. For User Permission, this enhancement is riot essential at Go-Live and the currentprocedure will be in place untilfull UAT is completed.

These enhancements are riot essential on Go-Live and manual workaround will continue to allow a robust and comprehensive testing plan.

This risk has been mitigated by ensuring that Staffing Consultants arecontacted during the School FTE establishment phase which occursprior to advertising to confirm FTE approval and subsequent advertisingof vacancy. This way, the likelihood of nori-clearance by Staffing isminimised

Lack of funding, time and/or approvalsresulting in RAMS enhancements beingriot developed

IR36


RAMS

The shift of the project scope causes the constant change of prioritiesand uncertainty of a specific working model. This preventedcomprehensive research and analysis for certain positions (ie SchoolPsychologist) to be included on implemented date. Additionally, close toimplementation date, this 'scope creep' expounded by havingJobsOnline closing on the same date

RAMS may be unable to cope with ananticipated increase in the volume ofdata


The User Permissions and Nominate functions have riot gone throughUAT prior to Go-Live. This is due to limited resources by BRS to deliverboth the more urgentfunctions for MRF and Redeployment Module.Furthermore, priority for skinning the JobsWA board on DET websitehad taken precedence before Go-Live

Probability

Pending response from BigRedSky to reassure system ability to handlelarge volume of network traffic and database storage.

Medium

Impact

Low

High Low

Medium

Page 8

Medium

Medium Low

No

Preliminary evaluation from BRS indicated that 15% of spare data and network capabilities will be used for expected 560 vacancies in the firstthree months postimplementation.

A comprehensive reply from BRS is required prior to Go-Live.

Category

IR4, Training

IssuelRisk

Limited timeframe to ensure all

appropriate staff are familiar and trainedIn new processes

This issue of inadequate training can be addressed in a number of ways. Ifthe decision for schools to revertto a manual process, the risk can be assessed asMedium - Low

IR42 Training

With the available resources online and the support from the operational team, this risk can be considered low.

IR39

Applicants may riot be able to effective Iyuse RAMS to seek and apply forpositions

OperationalReadiness

Considering that most staffin the new team (with an exception of two external) are competent in recruitment practices as well as HRMIS and RAMS, andthat thorough resources are provided, this risk can be considered negligible.

While a number of schools will be ready, there are still approximately390 schools which have not have training on the RAMS system. Furthertraining is being provided in Term 3 as well as a self paced learningmodule. A decision is required ifthe option of allowing a manualselection process as opposed to online only process. This option isprovided by ETSSC only after offering the online solutions have beenexhausted. These options include attending training either face to faceor online, hiring a HR Consultantfamiliar with RAMS through the CUAand assigning additional support from either ETSSC or District Office

Limited timeframe to recruit, select andtrain appropriate staff for ETSSC todeliver services.



Due to procedural fairness, applicanttraining is riot developed at thistime to prevent up skilling targeted groups of applicant. Any training willbe in cooperation with WP&C. Tips and resources have been developedtop assist applicants on job search and the application process

Due to limited timeframe, there will be more hands on training providedto the new staff postimplementation. This risk is also managed bypreparing detailed operational procedures and manuals forthe newteam to ensure guidance and supportis available.

Probability Impact

High Medium

Medium Low

High

Page 9

Low