Welcome to SVQ Management
Networking Event
April 2013
SVQ Management Networking Event
April
SQA Update
Elaine Snell
Qualifications Manager
SVQ Management
Networking Event April 2013
Verification Update
Bill Breckenridge, Senior EV
SVQ Management Networking Event
Verification visits point to conclusions which
have been drawn in the past:
 Most centres deliver the qualifications well and have suitable
procedures and systems to support delivery
 Candidates usually give very positive feedback and express
considerable satisfaction with centres and with their
experience of SVQ Management
 Most centres aim for continuous improvement – seek to build
on their own good practice and take on board what others are
doing
SVQ Management Networking Event
Continuous Improvement
Centres continue to focus on improving their approach:
Continued adoption of e portfolios, templates and documentation,
and good Internal Verification (IV) practice
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General Feedback
Delivery Systems
Claiming Competence – Candidate Learning
Internal Verification and Standardisation
Transferability and Progression – SCQF levels
CPD
EV Visits
SVQ Management Networking Event
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General Feedback
Feedback from candidates is very positive
Feedback to candidates: either via e-portfolio
systems (diary) or strong planning
documentation
Management Development Programmes
Matching Occupational Role: use of
diagnostic tool
SVQ Management Networking Event
Delivery Systems
Centres generally keep refining their delivery approach
and the systems to support it, for example:
 Clear documentation - final assessor statements;
candidate feedback forms [eg learner questionnaire];
recording templates
 Use of support material for candidates - SQA support
materials
 Feedback to and communication with candidates
 E portfolios
 VLE
 Screening candidates (diagnostic)
 Induction of new assessors
SVQ Management Networking Event
Claiming Competence – Candidate Learning
Key aspects of SVQ Management - candidates
should:
 Provide evidence of their work as managers proving that they work in accordance with all
relevant performance criteria and behaviours in
the standards [performance evidence is crucial]
 Show that they know what the standards are
[must make a connection between the standards
and the evidence provided; select critical pieces
of evidence]
SVQ Management Networking Event
Claiming Competence – Candidate Learning (cont)
Key aspects of SVQ Management - candidates should:
 Show that they possess the underpinning
knowledge and understanding outlined in the
standards
 Take responsibility for their own work [candidate
led] - encourage reflective approach
SVQ Management Networking Event
Claiming Competence – Candidate Learning (cont)
Candidates should show:
 Process evidence: it is what candidates have done/are
doing with policies/procedures that is important, eg
copies of procedures/policies/blank documents are
generally not evidence
 Behaviours: through the candidate’s conduct; can be
evidenced in a variety of ways eg Witness Testimony,
Observation, RAs
 Ownership: decide what evidence to include and best
way to make claims for competence
 Signposting: storyboards, RAs etc should clearly
signpost relevant items
SVQ Management Networking Event
Standardisation
 Logging ‘the ad hoc’ – number of centres do
meet/discuss evidence, candidate work, standards etc
regularly but don’t fully capture the full range of good
work being performed.
 CPD Development activities for assessors, eg preparing
support material; new management techniques as well
as development as an assessor or IV. NB: CPD logs are
still occasionally not fully complete or available
 Dedicated standardisation meetings on SVQ
Management
SVQ Management Networking Event
Internal Verification
 Completing the loop, eg showing how actions identified
are followed through and completed and signed off.
 Cascading EV development points through CPD where
appropriate and evidencing in logs/minutes/action plans.
 Providing feedback to assessors which enable further
development.
SVQ Management Networking Event
Internal Verification (cont)
 Interim and final verification even with experienced
assessors
 Clear and transparent sampling plans to ensure full
coverage of Units/assessments
 Using internal verification as a formal part of induction
programme
SVQ Management Networking Event
Transferability and Progression – SCQF Levels
 Maintain credibility of SVQs in Management – for holders
of the qualifications and others.
 SCQF levels are becoming more important as SVQ
Management is acceptable for credit transfer and/or
progression to other qualifications
 Make sure candidates are at correct level – both
occupationally and on SCQF
 Take account of SCQF levels of Units when making
assessor judgements eg knowledge at SCQF Level 11 in
SVQ 5 in Management
SVQ Management Networking Event
Continuing Professional Development (CPD)
 CPD records should include activities specifically
related to SVQ Management
 Assessors/IVs need to maintain occupational
as well as assessor competence
 CPD records must be available
 Documented policy for staff development of
assessors/IVs associated with SVQ
Management
SVQ Management Networking Event
EV Visits
Vast majority of cases centres very well prepared:
 Availability of sample
 User friendly portfolios: access to e portfolios;
recordings; videos etc
 CPD records
 Role of EV
SVQ Management Networking Event
Huge thanks to Bob Robertson
Thank you for all the work and the commitment
and enthusiasm - of you and your
colleagues in delivering the SVQs in
Management successfully during past year.
Result - Overall the candidates get a positive
and beneficial learning experience.
Skills CFA Management
Update
Stuart McKenna
Scotland Representative, Skills CFA
19 April 2013
Overview
1. Skills CFA
2. Management NOS update
3. Management and Team Leading
SVQ update
4. Modern Apprenticeship update
5. Forthcoming projects
Stuart McKenna
20
©2013 Skills CFA
Skills CFA: An introduction
• Continue to oversee range of
business-related Occupational
Standards, Qualifications and
Modern Apprenticeships
• Aims to promote value of pansector skills and facilitate skills
development
Stuart McKenna
21
©2013 Skills CFA
Management & Leadership
NOS Review
• Incremental review of NOS took
place from March 2011-June
2012
• Major Changes:
– Update of content to keep up-todate and reflective of current
practices
– Change of structure
– Addition of 21 new NOS
Stuart McKenna
22
©2013 Skills CFA
Management & Leadership
NOS Review
• Review completed in June 2012
• New Standards SCQF rated in
August 2012
• Next review not due to take
place until 2015/16, although
this is not guaranteed
Stuart McKenna
23
©2013 Skills CFA
Management & Team
Leading SVQs
• SVQ structures were reviewed
from Sept 2012 – Jan 2013
• Consultation included employers,
providers, colleges and Awarding
Bodies
• Revised structures due to be
implemented by Awarding
Bodies shortly
Stuart McKenna
24
©2013 Skills CFA
Management & Team
Leading SVQs
Stuart McKenna
25
©2013 Skills CFA
• Changes include additional optional
units at all levels
• No changes to mandatory units, size
of qualifications, existing units
• Aim was to ensure new NOS were
included in SVQs, and additional
appropriate options were available for
learners
• Structures include old NOS (existing
units) and new NOS (new optional
units) to minimise disruption for
providers
Modern Apprenticeships
• MAs remain unchanged from
August 2011, although new
SVQs will be included once
approved by individual Awarding
Bodies
• MA numbers increased in
2011/12, but have seen very
significant drop in 2012/13,
likely due to funding restrictions
Stuart McKenna
26
©2013 Skills CFA
Modern Apprenticeships
Stuart McKenna
27
©2013 Skills CFA
• Level 2 Team Leading was
rejected twice by Modern
Apprenticeship Group
• Feedback suggested MAG felt
that the framework was not
appropriate for 16-19 year olds,
and that supervisory roles
should be at Level 3+ only
• No current plans to re-submit for
a third time
Modern Apprenticeships
• Centres are required to register
their candidates with CFA within
8 weeks of commencement
• Certification of learners on new
frameworks to be provided by
CFA
• For learners on old frameworks
(starts before August 2011),
certification remains with MSC
Stuart McKenna
28
©2013 Skills CFA
Future Projects
• NOS
– Bid Writing and Tendering
– Business Continuity Management (Review)
– Business Support, Business Information
and Business Link (Review)
– Parking Administration (Review)
– Public Relations
– Risk Management
– Sales (Review)
• Modern Apprenticeships
Stuart McKenna
29
©2013 Skills CFA
– Level 5 Human Resource Management
– Level 4 Project Management
Future Projects
• Welcome involvement of all
stakeholders in projects.
• Go to:
www.surveymonkey.com/s/CFAActivities-2013-14 to register
interest, or contact CFA direct to
get involved
Stuart McKenna
30
©2013 Skills CFA
SVQ Management Networking Event
PDAs in Management
Tricia Hunter
Minerva People
SVQ Management Networking Event
Leadership Development Programme
Harry Hay
Dumfries and Galloway Council
THE PARTICIPANTS
Leaders and aspiring leaders, who are pivotal to the success of our Council
THE FOCUS
visionary:
ROAD MAP
The structure and the intensity of the LDP will allow you to step back from your day to day responsibility and assess your value to our
Council, developing a broader perspective of your leadership.
The LDP has been customised for our Council by blending leadership theory with case studies real to Dumfries and Galloway.
Participants on the programme will come from a wide range of services and backgrounds and have diverse experience and views but
with the common goal of improving individual and organisational leadership. Collaboration and constructive challenge will be actively
encouraged.
The taught element of the programme will feature eight consecutive half days. In addition, you will be expected to devote 3-6
hours per week for preparation and working towards the two SVQ Level 5 units
THE LDP IS CONSTRUCTED AROUND 4 PARTS
Part 1: a pre programme evaluation of your current strengths and development areas to help you get the most out of the LDP;
Part 2: one half day session per week for eight consecutive weeks focussing on research based leadership theory and reinforced by
issues that are “real” to our Council;
Part 3: as the key driver of the programme is to support you to develop and hone leadership skills and put them into effective
practice, you will require to select and deliver a corporate project which will provide high level evidence to achieve SVQ Level 5
accreditation
Part 4: evaluation and reflection.
PRE
POST
PROJECT
8 WEEKS
TAUGHT
thinking about or
planning the future
with imagination or
wisdom
PART 1
You will be asked to complete a 360 degree feedback questionnaire, a Leadership
Judgement Indicator and behavioural style analysis (DISC). Following completion of these
you will receive individual feedback in a one to one session with Adrian Banger that
should last no more than 2 hours. This will also form part of your induction.
This feedback will provide you with some initial indications about your personal
leadership and managerial style which will be of benefit to you when you progress
through the taught programme and undertake the project.
You will also have a short meeting with your accredited assessor in relation to the
evidence based part of the programme. This will further help you prepare for the taught
sessions.
PART 2
The topics of the 8 taught sessions have been designed to directly support you to complete the
evidence based requirements of the programme. Contents of the LDP include:
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Fit for the Future
Leadership and Leaders
Values, Purpose and Vision
Putting Vision into Practice
Benchmarking and Measuring Improvement
Taking People with You
Changing Culture
To illustrate and reinforce leadership theory examples real to our Council will be used
throughout the LDP.
The project you select will run in parallel to the 8 taught
sessions and will be an integral element of you successfully
completing the two SVQ Level 5 units:
1 Providing direction – provide leadership for your
organisation; and
2 Achieving results – improve organisational performance
PART 4
As the key driver of the programme is to support and develop
your leadership skills and put them into effective practice,
there is a need to gauge the extent to which this has been
achieved.
Programme evaluation will focus on feedback in relation to your
own learning and development, the taught element of the
programme and the SVQ Level 5 units. This will help maximise
the impact and Collectively ensure we create an organisation
that is better and different.
innovation:
PART 3
make changes in something established,
especially by introducing new methods, ideas, or
products
IMPACT ON THE ORGANISATION
• Drive measurable improvements throughout our Council
• Implement effective policies and strategies to deliver on our
Council priorities, values and principles
• Mobilise and inspire our people to deliver exceptional results
Mabie Forest
IMPACT ON YOU
• Develop your capacity to confidently lead and deliver service
and corporate improvement
• Enhance your ability to effectively plan and implement
strategic change
• Improve your self-awareness and judgement to make you a
more confident decision maker
• Acquire an improved insight into the functions and associated
challenges across our Council
SVQ Management Networking Event
PDA in Strategic Leadership at
SCQF level 11
Gywneth Watson
Minerva People
Success in Partnership
SVQ Management Networking Event
April
Looking Forward
Joe Wilson
Head of New Ventures, SQA
Now
Tablet Devices
Mobile Apps
Open Educational Resources
E-books , i-tunes U etc
E-Portfolios
Massive Open On-line Courses
Badges
Social Crowd Sourced
developments
Assessment on demand
Adaptive Testing
New Forms of Scholarly
Publishing
Growth in global benchmarking
Direct Models
1-3 Years
Flipped classroom
Learner Analytics
Peer Supported Learning
Adaptive Tutorials and
Assessment
Game Based Learning
Hi-Bandwidth available to
most in UK
Accreditation for MOOCS
and On-line certification
European Digital Literacy
Standard
New Pedagogy for E-Books
Growth in Publisher Led
Short Courses (
Economist/Guardian/Vogue
etc)
Personal Enquiry Learning
3-D Printing
Wearable Technology
4-5 Years
Rhizomatic Learning
All Learners have access to
browser
E-books normalised
Personal Learning Journeys
Global communities and
standards
Sources
 Horizon Report 2012 http://www.nmc.org/pdf/2012-horizon-report
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HE.pdf
Open University 2012
http://www.open.ac.uk/personalpages/mike.sharples/Reports/Innovat
ing_Pedagogy_report_July_2012.pdf
The Internet in Britain 2011 Report
http://www.oii.ox.ac.uk/publications/oxis2011_report.pdf
Scaling Up UFI Report 2012
http://www.ufi.co.uk/sites/default/files/Scaling%20up_21_5_V3.pdf
BBC Media Literacy :Understanding Capabilities
http://downloads.bbc.co.uk/learning/learningoverview/bbcmedialitera
cy_26072012.pdf
Horizon Report 2013 http://www.nmc.org/pdf/2013-horizon-reportHE.pdf
Looking Forward
Any questions?
SQA SVQ Management Network Event
CMI Membership
CMI Membership is complimentary for 2 members of staff in all SQA SVQ
Management Approved centres
CMI Membership is complimentary for all candidates on SQA SVQs
Management and PDAs
www.managers.org.uk/sqa
The effects of good management &
Leadership
1. Builds business
2. Delivers improved management performance & ROI
3. Attracts and retains talent
4. Boosts well-being
The effects of bad management &
leadership
 Creates the majority of corporate failures
 Costs UK £19 Billion per year
 Has badly damaged trust in business &
government
 Harms well being
MLD builds business. Fact
23%
Increase in organisational performance
32%
People performance
Effective Investment in Management &
Leadership
80% effective managers in high performing organisation –
twice that of low performing organisations
A small improvement makes a BIG difference to
performance:
Equals a 25% boost to workforce or a 65% increase in
capital
True for large organisations and true for SME’s – globally
WELL MANAGED ORGANISATIONS GROW
The Market
Only 1 in 5 managers are qualified – 4 in 5 think they should be. Only 2500
Chartered managers out of 3.5 million.
Only 34% organisations deliver management training and 12% offer national
qualifications
64% of organisations say they have ‘no need’ to train staff
UK lags behind many other countries in management training
Management Effectiveness
Well being well down vs 5 years ago
 Negative management styles more common
 Lower levels of trust
 Managers less positive about managers and organisations ability
 Stress, illness and depression higher
 Job satisfaction lower
Megatrends in Management
From exclusive to inclusive
From controlling to coaching
From competitive to collaborative
... What can successful leaders do to use them?
SQA SVQ Management Network Event