Creating a single operating framework for a diverse organisation

1. 13:1 - May the odds be
forever in our favour
Creating a single operating
framework for a diverse
organisation

2. Val Innes
HE Operations Manager (SQA)
University of the Highlands and
Islands
Valerie.Innes@uhi.ac.uk

3. Welcome to our campus
• Tertiary institution
>8,300 HE students
>31,000 enrolled on FE
programmes
• 13 academic partners
• 2 faculties
• 6 subject networks
• 47% HE undergraduates
on SQA programmes

4. SCQF framework

5. For example
• BSc (Hons) Psychology
– 4 year honours degree
• BA (Hons) Popular Music
– Year 1 = HNC Music
– Years 2, 3, 4 = UHI degree
• BSc (Hons) Computing
– Years 1 and 2 = HND Computer Science
– Years 3 and 4 = UHI degree

6. What about SQA?
• Awarding body
• UHI is a single entity for all SQA purposes
– all SQA provision within the university’s SQA
centre considered HE ( >=SCQF level 7)
– all students registered via UHI single centre
• UHI holds maximum devolvable powers
from SQA for key quality assurance
functions

7. Our challenge

8. Synergy
Internal
change
SQA
quality
assurance

9. What changed?
• Roles combined
– SQA coordinator role
– Project management
• HN Operations Committee
• Network HN programme leaders
• SQA systems verification
• Network progression boards

10. SQA Quality Assurance Criteria
2015-18
• Systems verification: 1 of 4 QA processes
• 6 categories
– Management of a centre
– Resources
– Candidate support
– Internal assessment and verification
– External assessment
– Data management
• 29 criteria (out of 37)

11. So…?
• Evidence mapped to SQA systems
verification criteria
• UHI systems verification action plan
• UHI/SQA Malpractice Policy
• Revised appeals procedure
• Clarified candidate evidence retention requirements
• Data cleansing
• Staff induction criteria
• Etc

12. Network progression boards
• Purpose:
– Tracking student progress (identifying those at risk of
not achieving)
– Ensure students are registered on the Group Award
and attached to the correct units
– Confirm entered results
– Ensuring that student withdrawals are timeously
processed and registered on SITS
• Interim and end-of-year boards
• 10 during 2015/16
• 12 for 2017/18

13. Network
Progression
Board
SLWG
HN Operations
Committee
Mitigating
circumstances
Core
reports

14. What was the problem?
• Core reports
– Multiple report versions
– Title named individual APs but used by others
– Lack of ownership and coordination
– No one report did everything that is required
• Mitigating circumstances
– Degree process couldn’t apply to HN activity
– Each AP had own practice
– Lack of confidence in decision making

15. So…?
• Mitigating circumstances implemented
2016/17
• Core reporting revised and ownership sits
with HN OC
• Additional programmes engaging 2016/17
• ‘Ownership’ rollout
• Positive feedback!

16. What next?

17. Any questions?