2. Welcome to SVQ Management Networking Event April 2013

3. SVQ Management Networking Event April SQA Update Elaine Snell Qualifications Manager

4. SVQ Management Networking Event April 2013 Verification Update Bill Breckenridge, Senior EV

5. 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

6. 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
General Feedback
Delivery Systems
Claiming Competence – Candidate Learning
Internal Verification and Standardisation
Transferability and Progression – SCQF levels
CPD
EV Visits

7. SVQ Management Networking Event
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

8. 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

9. 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]

10. 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

11. 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

12. 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

13. 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.

14. 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

15. 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

16. 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

17. 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

18. 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.

19. Skills CFA Management Update
Stuart McKenna
Scotland Representative, Skills CFA
19 April 2013

20. Overview Skills CFA Management NOS update
Management and Team Leading SVQ update
Modern Apprenticeship update
Forthcoming projects

21. Skills CFA: An introduction
Continue to oversee range of business-related Occupational Standards, Qualifications and Modern Apprenticeships
Aims to promote value of pan-sector skills and facilitate skills development

22. Management & Leadership NOS Review
Incremental review of NOS took place from March 2011-June 2012
Major Changes:
Update of content to keep up-to-date and reflective of current practices
Change of structure
Addition of 21 new NOS

23. 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

24. 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

25. Management & Team Leading SVQs
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

26. 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

27. Modern Apprenticeships
Level 2 Team Leading was rejected twice by Modern Apprenticeship Group
Feedback suggested MAG felt that the framework was not appropriate for year olds, and that supervisory roles should be at Level 3+ only
No current plans to re-submit for a third time

28. 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

29. Future Projects NOS Modern Apprenticeships 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
Level 5 Human Resource Management
Level 4 Project Management

30. Future Projects Welcome involvement of all stakeholders in projects.
Go to: to register interest, or contact CFA direct to get involved

31. SVQ Management Networking Event
PDAs in Management Tricia Hunter Minerva People

32. SVQ Management Networking Event
Leadership Development Programme
Harry Hay
Dumfries and Galloway Council

34. thinking about or planning the future with imagination or wisdom
ROAD MAP
TAUGHT
PRE
POST
THE PARTICIPANTS
Leaders and aspiring leaders, who are pivotal to the success of our Council
THE FOCUS
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
visionary:
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.
PROJECT
thinking about or planning the future with imagination or wisdom
8 WEEKS

35. 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:
• 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.

36. PART 3
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
innovation:
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.
make changes in something established, especially by introducing new methods, ideas, or products

37. 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

39. SVQ Management Networking Event
PDA in Strategic Leadership at SCQF level 11
Gywneth Watson
Minerva People

40. Success in Partnership

41. SVQ Management Networking Event April
Looking Forward Joe Wilson Head of New Ventures, SQA

42. Now
1-3 Years
4-5 Years
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
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
Rhizomatic Learning
All Learners have access to browser
E-books normalised
Personal Learning Journeys
Global communities and standards

43. Sources
Horizon Report
Open University
The Internet in Britain 2011 Report
Scaling Up UFI Report
BBC Media Literacy :Understanding Capabilities
Horizon Report

44. Looking Forward
Any questions?

45. SQA SVQ Management Network Event
Title

46. 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

47. The effects of good management & Leadership
Builds business
Delivers improved management performance & ROI
Attracts and retains talent
Boosts well-being

48. 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

49. MLD builds business. Fact
32%
23%
People performance
Increase in organisational performance

50. 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

51. The Market
Only 1 in 5 managers are qualified – 4 in 5 think they should be. Only 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

52. Management Effectiveness

53. 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

54. Megatrends in Management
From exclusive to inclusive From controlling to coaching From competitive to collaborative ... What can successful leaders do to use them?

55. SQA SVQ Management Network Event