2. The Business Models Of OpusOpus Learning Ltd has 2 main
business models: 1. direct services to candidates and 2. support
services to partners to support candidates.
3. Direct Services To Candidates And StudentsThree main
provisions of learning: Opus Learning Coaches Info ILPD (Informed
Learning and Professional Development Limited)Further programmes in
Education, and in Management.
4. Exercise1:Take a few minutes to explore these sites to get
an indication of our range of offerings.
5. Support services to partners We have signed two agreements
so far: Institution Location of Territory of Qualifications Target
Partner activity numbers Bourneville College Birmingham Kolkata HND
Business 20 per semester Principals Academy Singapore Singapore and
HND Business 100 per Korea semester Target another 9 partners for
this year, with an average intake of 30 candidates per semester (or
trimester). 7-800 candidates per year, each with us for an average
of 3 years.
6. What We Offer Our Partners a fully hosted client-branded,
adaptable Moodle 2 based ecommerce delivery platform on the Cloud
to market recognised SQA qualifications worldwideor a fully
integrated solution of Opus content into existing institutional
systems.
7. Exercise2 The Opus Partner Brochure is hereTake a few
moments to read this brochure.It is in the pack
8. Other Future Business Models Apprenticeship and work based
learning Future free services Opus MOOC
9. The Quality System of Opus
10. Current Policies and procedures1 The Opus Quality Assurance
Strategy2 Self-Assessment Process3 Learning Experience
Observations4 Programme Validation5 Programme Information6
On-Programme Assessment and Verification7 Equal Opportunity Policy8
Student Achievement9 Opus Ltd Survey Reports10 The Opus Charter
2012-201411 Complaints Procedure12 Opus and the SQA13 Relationship
with Corporations14 Opus Organisational Chart
11. The Opus Partner QS Manual Five Categories: Management of a
centre Resources Candidate Support Assessment & Verification
The PAI Quality Manual Records/Data Management All signposted to
four QA processes All pre-rated as High/Medium/Low impact All must
be supported by possible sources of evidence
12. The SQA Approach to Quality Assurance: The Four Processes
Systems Approval Qualification Approval Systems Verification
Qualification Verification
13. Most Important Policies Assessment/Re-Assessment Policy
Candidate Authentication Policy Candidate Appeals Procedure
Candidate Induction Policy & Procedure Individual Learning
Agreement Internal Verification Policy & Procedures Malpractice
Policy Model for Assessment/Verification Plagiarism Policy Pre-exit
Guidance Self-Assessment Process Staff Development Policy
14. Exercise3:Make yourself familiar with all of the policies.
Do this in your own time.
15. The Important Processes Supporting Students
16. Individual Learning Agreement Learner Name: Main Programme
of Study: Additional Qualifications: Long term career/educational
aims Steps/targets to achieve long term aims Programme / Progress
Review Dates Revised Details (R) / Additio nal (A) Referral for
support in: Yes No Communication/English/Literacy Numeracy ESOL
(English for Speakers of Other Languages) LLD (Learners with
Learning Difficulties) Learners with Physical Disabilities or
Sensory Impairment
17. Candidate Authentication Policy Digital Authentication +
Physical Authentication
18. Digital Authentication
19. Digital Recording Of Candidate Progress Student interacts
with contentLearnerinteractingwith content, Makes notes, responds
toleaving traces quiz, send messages, etc Store in MLE Capture
notes Print off record of learning
20. The Physical Presence Requirements of a ProgrammeIn each
programme there are various pointswhere physical presence is
required bycandidates.Closed book instrument of assessmentProctored
examination, eg graded unitPresentation by candidate, eg in a unit
using powerpointPresence at meeting, eg unit on communications
21. The Authentication TableAction Point Action Problem with ID
Action on problem with idSign on of candidate Assign secure login
to Username and Re-issue username and candidate to VLE, password
wrong password assign to tutorPhysical presence point
Invigilator/proctor Photo-id missing Do not proceed with checks
photo-id assessment Photo-id not accepted Report to Head of
Academy, who will decide whether to proceed with assessmentDigital
Check via Tutor monitors Lack of progress Discuss with
candidateworkbook Candidate progress via Change of personality,
Report to Head of Digital workbook or suspicion of Academy.
personatingDigital Check via VLE Tutor monitors Lack of activity
Discuss with candidate Candidate activity through activity
logs
22. The Plagiarism Policy We are obliged to ensure that the
qualifications its candidates receive are a fair and accurate
representation of their work, and of the knowledge and skills
attained. We will take all appropriate measures to ensure that
candidates work is in fact their own, and will take action where
plagiarism and/or malpractice have occurred.NONE OF THIS PAGE IS MY
WORK
23. The Malpractice Policy We comply with the SQA policy and
procedures to handle aspects of malpractice.
http://www.sqa.org.uk/files_ccc/CandidateMalpracticeGuida
nceForCentres.pdf
http://www.sqa.org.uk/files_ccc/Malpractice_in_IAQs.pdf
25. Exercise 4Discuss scenarios where you may suspect
malpractice in assessment and your responses.
26. Assessment/Re-Assessment PolicyAssessment - First attempt
at any form of assessment.Re-assessment - Any agreed further
assessment.The planned assessment approaches gather all the
necessary evidence for each specification. Assessment evidence is
gathered for all learning outcomes. Standards as set out in Unit
specifications are accurately applied to the work of all
candidates. Systematic internal moderation/verification procedures
are applied in line with Opus policy. Staff have confidence in the
assessment procedure.
27. Assessment Support Material A marking schedule is required
for each assessment. Model solutions are required for each
assessment. The format of the solutions should tie in with the
marking schedule. Marking schedules and model solutions must be
approved by the appropriate curriculum group to comply with IA/IV
procedures.
28. Internal Moderation/Verification and External
Moderation/VerificationInternal moderation/verification and
external moderation/verification will be carried out in accordance
with policy and procedures as outlined in the Quality Assurance
Manuals.
29. Assessment and Re-Assessment Policy and ProceduresUnless
there are specific SQA guidelines the following policy should be
followed.
30. Assessment/Re-Assessment of closed book and In Class
assessments Situation 1 Fails 1st attempt, but is good attempt
Remediation offered Re-assessment using SAME Instrument of
Assessment
31. Situation 2Situation 2Fails 1st attempt, and is poor
attemptRemediation offeredRe-assessment using DIFFERENT
Instrumentof Assessment
32. Assignment/Project Based Assessments Under exceptional
circumstances, approved by the programme team leader prior to the
submission date, an extension of time may be granted to allow
submission at a later agreed date. Failure to submit an
assignment/project on the agreed date will result in FAIL. A second
agreed submission date will be set and this will be regarded as a
re-assessment. Failure to satisfy all performance criteria/evidence
requirements on the first submission must be followed by corrective
feedback from the tutor and a second agreed submission date set.
Failure to submit a re-assessment on the agreed date will result in
a FAIL. Failure to satisfy all performance criteria/evidence
requirements on the second submission will result in a FAIL. All
outcomes in the unit must be re-assessed, with a different
instrument.
33. HN Graded Units Each Faculty/programme Team will decide on
the appropriate action to be taken with regard to initial
assessment planning. Re-assessment issues of Graded Units will be
agreed at Programme Team meetings and thereafter sanctioned by the
Academic Board. This applies to both exam based and project based
Graded Units. Resits to achieve upgraded scores are not
permitted.
34. Internal Verification Policy & Procedures
35. Role of the Internal Verifier (IV) within Opus Persons
appointed will have a good understanding of HND assessment
requirements and must be a subject expert. They are responsible for
ensuring the standardisation process The internal verification
process will be monitored by the designated Lead Internal.
36. Planning Role Monitor that the internal verifier (IV)
schedule covers all units and all assessors on a programme. Advise
on the interpretation of National standards. Internal verifier goes
through all assignments in brief before issue to learners
Standardisation meetings can be used to develop quality and
consistency of assessment across assessors involved in different
units across different programmes.
37. Undertaking Role Includes Provide advice and support to
assessors on a regular basis. Advise on the appropriateness of
assessment evidence with regard to level, sufficiency,
authenticity, validity and consistency. Check the quality of
assessment to ensure that it is consistent, fair and reliable.
Ensure own assessment decisions are internally verified by another
person. Give feedback to assessors and identify action to be taken
where appropriate. There is evidence that candidate achievement
record of progress are up- to-date, monitored and action taken
where necessary Records of candidate achievement provide a clear
audit trail of assessment and internal verification of the HND
38. Reviewing Role Includes Ensure appropriate corrective
action is taken when assignment briefs are not fit for purpose or
when assessment decisions are not accurate. Provide feedback on
aspects of the assessment system to the programme team, senior
management. Standardisation of assessment must take place when
there is more than one assessor engaged in delivery and assessment
of an assignment or unit.
39. Strategy for Internal VerificationSampling The sample
should present a sufficiently accurate picture of the quality of
assessments to be confident that those decisions not sampled also
meet national standards. It should reflect: Examples of work from
all markers in Units where more than one marker contributes to the
Unit assessment For experienced assessors, at least 5 candidates or
25% of the candidates whichever is the greater. For a new Assessor
a 100% sampling should continue until the Internal Verifier is
satisfied that accurate decisions are being made. If an Internal
Verifier is not satisfied with the Assessors marking decision an
increased sample will be used. If the assessment decisions do not
improve the Programme Manager will be informed.
40. Standardising Assessment Practice Standardisation meetings
will be held with the Assessment Team that will include all
assessors, the IV and Quality Nominee. The meetings will focus on
areas such as revisions to standards where appropriate, problems
with generating evidence, the validity and sufficiency of evidence,
the different approaches by assessors and candidate progress. The
minutes from all meetings will be distributed to all participants
and all action points monitored to ensure implementation. Meetings
will be held weekly in the first instance to ensure ease of
implementation then fortnightly thereafter.
41. Model for Assessment/Verification The SQA view on
assessment and verification is given in their guidebook: Guide to
Assessment There is also an open course on the SQA Academy on
Assessment: http://www.sqaacademy.org.uk/course/view.php?id=109 You
cam sign in as a guest, or register for access.
42. An Assessor An Assessor is one who conducts the Assessment
Process. An Assessor must have a good understanding of the
assessment cycle. An Assessor will carry out the following tasks:
Agree assessment arrangements with candidates Conduct assessment
with candidates Review evidence and communicate assessment
decisions to candidates Contribute and conform to internal quality
assurance requirements
43. An Internal Verifier An Internal Verifier is one who
conducts the Internal Verification Process. An Internal Verifier
must have a good understanding of the assessment cycle. An Internal
Verifier will carry out the following tasks: Prepare to internally
verify the assessment process Arrange and conduct internal
verification of the assessment process Review and standardise
assessment practices and procedures
44. Candidate Requests Assessment Instrument from VLE
Assessment sent to Candidate Assessment And Verifications time
limited PDF Assessment pdf System And Process Map Candidate
responds to Assessment Candidate Attempt Assessor reviews Verifier
Assessment consultation Attempt Makes comments yes Satisfactory No
Sign Sign No assessment assessment Resubmit? record detailing
record detailing Satisfactory re-assessment yes Send assessment
record to Assessor Assessor sends comments candidate Verifier
complete record comments to consultation in VLE/SQA candidate
Connect Candidate Candidate attempt Assessment Record Candidate
Resubmits
45. Tasks for Tutor/Assessor Monitor VLE activity, identify
lack of progress and contact course leader. Monitor Digital
Workbook identify any outliers in progress, contact course leader
with details. Respond to direct emails from candidate, making use
of FAQs for response.
46. Timing of Assessment Model Unit name Unit code Credit SCQF
Number Notional VerifierFor Bournville College, we value level of
assess ments Assessor time (minutes) Overhead Minuteswere asked to
produce a YEAR 1 Business Accounting Business Law: An Introduction
F84M 34 F84P34 2 1 7 7 2 3 52 66 7 7timing model for Communication:
Analysing and Presenting Complex Communication DE3N 34 1 7 3 66 7
Creating a Culture of Customer Care H1F0 34 1 7 2 44 7assessments.
We carried out Economic Issues: An Introduction Economics 1: Micro
and Macro Theory and F7J8 34 F7J6 35 1 1 7 8 3 3 66 66 7 7an
exercise in timing, and Application Human Resource Management:
Introduction H1KP 34 1 7 2 44 7 Information Technology:
Applications D75X 34 1 7 1 22 7came up with the following Software
1 IT in Business: Spreadsheets F84V 34 1 7 3 66 7 Managing People
and Organisations F84T 34 2 7 2 52 7findings: Marketing: An
Introduction Personal Development Planning F7BX 34 DE3R 34 1 1 7 7
1 1 22 22 7 7 Business: Graded Unit 1 H0HY 34 1 7 Exam 45 20Page 24
YEAR 2 Behavioural Skills for Business F84L 35 1 8 1 22 7 Business
Contractual Relationships F84N 34 1 7 3 66 7 Business Culture and
Strategy F7J7 35 2 8 4 104 7 Economics 2: The World Economy F86E 35
1 8 1 22 7 Information and Communication Technology F84W 35 2 8 3
78 7 in Business International Marketing: An Introduction DG6M 34 1
7 2 44 7 Preparing Financial Forecasts F84R 35 1 8 2 44 7
Presentation Skills F84E 35 1 8 3 66 7 Statistics for Business F84K
35 1 8 3 66 7 Training and Developing the Workforce A6HC 34 2 7 3
78 7 Business: Graded Unit 2 H0J0 35 2 8 Project 90 40 Research
Skills F60A 34 1 7 Project 60 20 Project Management F1NH 34 1 7
Project 40 13 Leadership in Public Sector F3HM 35 1 8 Project 60 20
Marketing Practice DG6V 34 1 7 4 88 7 Totals 928 170
47. The Opus Delivery System In the study pack, there is a
powerpoint presentation on the Opus Digital Work book. Explore this
presentation in your own time, send any comments to:
[email protected][email protected]
48. Opus Environment The rest of this session will consist of a
run through of the Opus Learning environment, presented by Ken
Currie.
49. A Candidate Case Study, email Flows and ReportsUnit Title:
Communication: Communication: Analysing and Presenting Complex
Communication Outcome Task Evidence to be retained 1 Summarising
and evaluating a Written or taped oral responses complex business
text 2 Producing a range of complex written One or a portfolio of
complex business documents business document(s) of at least 1,500
words 3 Planning, contributing to and Support materials, such as
documenting a formal meeting planning notes, presentation slides or
other visual aid. A detailed observation checklist, and/or video
recording
50. The email traffic is shown below:
51. The evidence gathered is in the form of a set of files held
in our file store.Assignment Number 1
LA_DEL_ROSARIO_Assignment_no._2.docx Unit assessment no 1 Llewellyn
Del Rosario 041212.docxAssignment number 2
Assignment_-_LA_DEL_ROSARIO.docx LA_DEL_ROSARIO_ASSESSMENT_NO._3 jg
comments.docx LA_DEL_ROSARIO_ASSESSMENT_NO._3.docx
LA_DEL_ROSARIO_ASSESSMENT_NO._3_revised.docx Unit assessment no 2
Llewellyn Del Rosario v2 280912.docx Unit assessment no 2 Llewellyn
Del Rosario.docxAssignment Number 3 8th TPAG MEA - AGENDA FINAL.doc
8th TPAG meeting attendance 001.pdf
8th_TPAG_meeting_attendance_001.pdf Assignment 3 v2.docx Assignment
3.docx LLewie audio record.MP3 Minutes 8th MEA TPAG Meeting - 19th
November 2012 Final.docx
Minutes_8th_MEA_TPAG_Meeting_-_19th_November_2012_draft_2 (1).docx
Unit assessment no 3 Llewellyn Del Rosario 041212.docx
52. Interoperations between Opus and SQA Opus support for
Centre Approval One of the major features of the Opus operation is
the support we provide to our partners in the achievement of Centre
and Qualification approval from SQA. We have two clients who have
gone through two different processes.
53. Bournville CollegeAt Bournville College we have provided
the following support: Support in gaining Centre recognition form
SQA Training of staff in Opus systems Provision of a Bournville
College version of the Opus learning environment Support for the
planning of the delivery of the Bournville HND in Business. This
was very detailed. We supplied the following: Bournville
Environment Project Plan Financial model Assessor/verifier Plan New
content to their specification
54. Principals Academy, SingaporeAt the PA we have provided the
following support Development of the PA Quality Manual Support for
Centre Approval including all documentation, and attendance at
meetings with SQA. Delivery of all documentation required for the
delivery of the HND Business We have indicated that we shall
support the PA in all aspects of delivery, including: Financial
Model Payments Gateway Staff Training Project Planning Instance of
environment.
55. SQA Connect Our main data interchange with SQA is SQA
Connect. This is where we input student data and also input results
of assessment. http://www.sqa.org.uk/sqa/44795.html SQA Connect is
operated by our Chairman of the Academic Board Mr Ken Currie. All
communication with SQA is via Ken for data purposes. Other
Communication with SQA Currently John Gordon is the SQA
Coordinator, but this is likely to change in the coming weeks.
