The report is quite comprehensive in the breakdown of problems, but has to summarise some of them and it means some of the detail is missed. It also uses some language which misses out on opportunities to pin things down. It suffers from vagueness …
Although ICT is mentioned in a number of areas, a common theme that is expressed is that all capital investment needs maintenance and to be refreshed when appropriate. This is expected to be done, in principal, via revenue budgets for smaller amounts and DFC for larger amounts to a certain level. This means that the school should be able to quantify, if asked, how much it expects to have to pay each year for maintenance or refresh of the ICT infrastructure and facilities. It is hard to pin down whether software or ‘changeable’ assets could be included in here … that could be a good discussion over a pint some time in the future. This is where we get vagueness though … when it talks about maintenance / refresh it does not explicitly mention ICT as part of that. Some groups will use this to argue that ICT should never be considered as capital at any time and others that this says that it should. Perhaps some clarification would be nice on this.
Here are a couple of key things for you though … (mainly centred around part 2, but in particular 4.23 to 4.29)
The report talks about how local choice around building design (and this also means IT infrastructure) has often been a hold up, has meant that value for money hasn’t been achieved, that what was requested to be delivered by the leading person (eg the head) could be wasted as that person could have moved on by the time it is delivered. This is no different to one Network Manager coming in, setting things up *their way* and then, when they leave, their replacement starts to do things *their preferred way* meaning the school goes through change again. I’m not limiting this to just tech though … you get the same when a new HoD comes on board, a new site supervisor, a new chef in a kitchen … but schools need to make sure they have a long term plan and stick to it where they can.
The report also recommends that RBCs still exist, that they are changed to a more ‘price book’ style service where you only pay for what you want / need, 10Mpbs for primary schools and 100Mbps for secondary schools, that there should be more use and development of the existing public sector networks to make use of the existing investment as a way of delivering lots of services (including things such as BDUK). It also suggests that being a small school does not mean you use less bandwidth. In fact you might use more as you make more use of online resources to support the lack of specialisms/expertise within the school, and making more use of hosted solutions / services.
The ICT Services Framework should play a large part in any procurement, as should other large scale purchasing arrangements. Putting it bluntly, this means that for every chunk of kit you buy then you must check it against the same costs from BuyingSolutions. The only way the system will work is if people make use of it, and if they find they don’t get the best price from BuyingSolutions then they feed that back.
Other recommendations can also be seen that there should be central advice and procurement, and when that comes to the ICT section of new / rebuilt / refurbished schools, this should be for infrastructure only. It does not say what it considers to be infrastructure though… that worries me.
So … Managed services should not be a pre-requisite of any new building scheme, that the choice of desktop / systems should be down to the school, that there should be a plan to maintain IT infrastructure / assets and refresh it. On the flip side, the ICT services framework (which includes managed services) should be a serious option for all schools when they are considering how to spend their capital investment and how to maintain it. There is nothing wrong with schools have the same basic setup and then fine-tuning … having one person defining a vision or system is a risk …
One thing is clear though, there is a push to have more of a centralised role from a body. that can be DoE, it could be PfS … but the DoE has now taken on board the remnants of Becta. It has the infrastructure team and the safeguarding team, amongst others. The thing we don’t have yet is how the DoE is going to deliver their chunk of the Govt’s IT Strategy. This report *will* contribute to that, I hope!
So, for me the report covers some key problems and makes suggestions about how to deal with them. It agrees with some aspects of the Department’s present strategy (eg Free Schools) but also pushes on that things like RBCs are a good thing, that local authority involvement is still needed, that capital needs to be followed with enough money to cover maintenance and that relying on one person for a vision is not a good thing because they could move on.
A few notes on this then … the Harnessing Technologies grant was removed because there had been enough capital investment. Can we now see the money for the maintenance please? It wasn’t included in any budgets given to schools this year, even with ring-fencing being removed. And if we are talking about having one person making the decisions … then should we really have a politician (and this covers *any* politician from *any* party!) doing the vision / decision making around education? What happens if they move to another part of the Government? Just saying …