Strategic Review of the EDUCO Program - EQUIP123.net

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Strategic Review of the EDUCO ProgramJuly 2010In El Salvador, the innovation of the ACEs has been a phenomenon of great interest to all, and has hadcertain successes that seem empirically undeniable, but also has had certain problems. One aspect rarelymentioned is that the ACEs integrate governance with management. It is not clear that this is the mostadvisable state of affairs, as was mentioned earlier in this paper. To the extent that El Salvador seeks toredefine its school governance, it is possible that it will be important to separate what is managementfrom what is governance. In countries where there is clear, effective legislation on these aspects of theeducation sector (e.g. England or South Africa), the functions of a Board of Governors are distinguishedfrom the boards for professional management of the school. For example, in England, “the governingbody has general responsibility for the conduct of the school with a view to promoting high standardsof educational achievement.” 9 And the distinction is clear. For example, “Individual governors do nothave an automatic right to enter the school whenever they wish…. Governors should arrange their visitswith the head teacher, who has responsibility for the day-to-day management of the school.” All thisis explained in English manuals (and in other countries) with a wealth of detail and examples. This isnot to imply that El Salvador has to imitate any of this; the legislation should correspond to the specificneeds and possibilities of the people. It would be advisable to think all of this through well, and to try togain conscious clarity, instead of simply supposing that management and governance are the same thing,or to not be aware of the difference.9 See http://www.governornet.co.uk/linkAttachments/GttL%20Amd%201%20-%20full%20Guide%20with%20full%20links.pdf72
Strategic Review of the EDUCO ProgramJuly 2010Annex 4. Matrix of implementations for unification of systemActivities1. MACRO DESIGN PHASEFormation of MINED support teamsDesignation ofperson in chargeof implementationprocess in MINEDFormation of taskforce for macrodesign phaseDescriptionMINED decides which unit and/or personwill head the transition process (under hisor her own authority or authority delegatedby a MINED authority) and is accountable toMINED authorities.MINED authorities must find a technicalprofessional to lead the detail work andbecome the head of the task force, investedwith sufficient authority by the MINEDauthorities. The person should have theauthority to coordinate among existing units.This task force head should be assigned parttimeto this task. It may be necessary for thisperson to have to delegate some of his/herdaily responsibilities to other staff memberswhile heading this process.MINED will form a task force withrepresentatives from 1) Strategic Planning(because of the habit and custom that thisgroup will presumably have to coordinatethe work of others, set goals, etc.); 2)Quality Monitoring, National EducationOffice (because of its intrinsic interest andexperience with standards); 3) MINEDManagement Office (because in the endthe effort is about school management andgovernance); and 4) Legal Office.Personsresponsible bylevelsMINED authoritiesMINED authoritiesand task force headEstimated time frameIdentification of thisperson: 1 week at most.This person should workconstantly during thetime this transition andimplementation processtakes. This new functionshould be included in theperson’s job description.Formation of task force: 1week at most.Initial phase of work: 2weeks, fulltime.Estimated costsNot applicable (no significantamount of effort required, butthe decision must be made).It may be necessary during allstages to include costs relatedto the time of personnel whowill participate in the taskforce, particularly the activity’scoordinator.Form supportteams for thethree technicalareas: humanresources, schoolmanagement, andgovernanceIn addition to the task force, it will benecessary to form three sub-groups orcommittees in charge of working out thedetails related to these three areas. Thesub-groups should include personnel fromthe Human Development Office, NationalEducation Office, and National Office forDepartmental Management.MINED authoritiesand task force headFormation of team: 1week at most.Initial phase of work: 2weeks, fulltime.Form supportteams atdepartmental andlocal levelsThe mixed team should have a support teamat the departmental and local level that canhelp to validate the process of time andpersons in charge in the departments and theschools. It can be a small group of 5 persons,which includes departmental directors,advisors, and school principals.MINED authoritiesand task force headFormation of team: 1week at most.This team should beavailable when called.It does not requireexclusive dedication tothe work.73
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