Organisation - South Staffordshire and Shropshire ... · Web viewLM Level 5 Certificate in...

‘Management Essentials’ programme leading to..

ILM Level 5 Certificate in Leadership & Management

Programme Handbook

Overview

The ‘Management Essentials’ programme is aimed equipping staff with supervisory or management responsibilities at Team Leader and First Line Manager level (indicative bands 6 & 7) with the essential skills, knowledge and confidence to lead and manage effectively. It is also appropriate for those in medical and clinical leadership/management roles who have not had previous access to formal management development.

The programme will be undertaken over a 6 month period and incorporates three major themes:

Personal Effectiveness and Capability as a Leader Business Awareness & Organisational Governance People Management

The programme will be delivered through a blended approach utilising traditional face to face delivery by in-house subject experts, the use of online resources, completion of HFMA e-learning modules, and directed reading.

The main content of the ILM units programme will be delivered through this blended approach, however learners will be expected to undertake additional personal research to prepare for and complete assignment tasks.

The workshops will be delivered on site within Mellor House or the Learning Centre at Stafford or within the Redwoods centre at Shrewsbury. Refreshment and car parking facilities are available at both sites.

Learners will have access to mentoring support through the use of the Trust’s mentoring database should they wish to take up this option.

In line with ILM requirements learners will have up to three years to complete the programme, though it is expected that the qualification will normally be completed within 6 months.

Learners will be expected to maintain a learning journal to record learning reflections and progress throughout the programme. A template for this is provided on day one of the programme.

To achieve the Level 5 Certificate learners must complete and pass three work-based assignments: references 8607-520, 8607-528 and 8607-505. These are marked externally by ILM using their assessment service.

Learners will be provided with reading and resources references as well as copies of presentation slides and handouts where appropriate.

Target Audience and Entry Requirements

Participants will be required to be operationally managing or supervising staff. Whilst there are no formal educational requirements, learners should have a background that will enable them to benefit from the programme. This is likely to be Level 2 Key Skills Literacy and Numeracy or their equivalent. Where intending learners do not have this level of literacy or numeracy, support can be arrange prior to the start of the programme.

Nomination for a place on the programme will normally be made by the individual and his/her line manager to meet needs identified via the Appraisal/Performance development conversation process.

Participants will be asked to complete an application form in order to reserve a place, which will be checked by the programme leader to assess the candidate’s suitability for the programme. Candidates who do not meet the requirements may be encouraged to undertake the Level 3 award in the first instance. Candidates will be required to have completed their Core Mandatory Training prior to commencement of the course. Applications will also be confirmed strategically at division level to ensure that this fits in with the organisation business plans.

Recognition of Prior learning/achievement

The ILM Level 5 programme is run within SSSFT as a development programme and the awarding of the ILM qualification is a by product of this development programme. SSSFT does not operate as an ILM centre which awards qualifications based on Prior learning. Where a learner commences the programme and has already achieved the units within the programme with another provider they will not have to resubmit assignments for these units. However they should provide SSSFT with details of their ILM registration number and details of units achieved. If the programme was still deemed appropriate as a development opportunity for the inidvidiual (this will be decided at the application stage) then the learner would still be expected to attend all workshops.

Some of the workshops within the programme are also run within SSSFT as stand alone sessions. If the learner has attended one of these within the last 12 months please raise this with the programme lead who will confirm whether there can be exemption from attending that particular workshop.

Progression

The Level 5 Certificate in Leadership and management is a free standing qualification accredited through the institute of Leadership and Management (ILM).

Units completed for the Level 5 Certificate may be accredited towards the Level 5 Diploma in Leadership and Management.

ILM Membership

Those studying for the Level 5 Certificate will also gain student membership of the Institute of Leadership and management for 12 months with the option to become a member upon completion.

Costs

The current cost of registration for level 5 Certificate is £281 (as at Sep 15). This charge includes Course Registration, assessment and certification fees. This is funded centrally but failure to complete and submit assignments for assessment may result in the directorate or the individual being recharged to recoup costs.

List of Level 5 Units

Reference Unit Title Credit Value

Guided Learning Hours

8607-520 Assessing Your own Leadership Capability & Performance

6 15

8607-528 Understanding Governance of Organisations 6 18

8607-505 Managing Individual Development 4 18

Summary of Programme

Day 1 - Programme Overview & Role of LeaderIndicative Content Links to

ILM UnitDuration Resources

Introduction to the programme Overview of ILM qualification The Trust’s vision, values and objectives The wider context & political landscape – what

the system looks like, the changing environment and reforms

The managers role in providing high quality, safe, effective services & why important

Values and behaviours of an SSSFT manager. Prevailing styles of leadership within the

organisation Empowerment, decision making and boundaries

in role as manager.

8607-520

AC1.1

AC1.2

AC2.1, AC2.2, AC2.3

7 hours Student Handbook

Day 2 – Leading People and TeamsIndicative Content Links to


Leadership theories Leadership styles Transformational leadership Principles of effective team working, Staff engagement, & good “people”

management practice. Motivation Empowering people Delegation

8607-520

AC3.2AC3.1

7 hours

Emotional IntelligenceAssignment 1 briefingDay 3 – Coaching SkillsIndicative Content Links to


Coaching Skills

Day 4 – Honest ConversationsIndicative Content Links to


Importance of honest conversations Hertzberg & motivation Developing emotional intelligence - Social styles,

values & behaviours Human needs at work and impact of leadership

style (theory X & theory Y) Psychological contract at work Clarifying performance expectations & gap

analysis Working with Conflict – Thomas Kilman Structuring communications, assertiveness and

coaching skills, GROW Questioning & Listening skills Frameworks for confronting conversations, and

giving feedback 5 step model for feedback

8607-520

AC2.3

AC3.1AC3.2

7 hours

Day 5 – Talent Management, Appraisals & Developing PeopleIndicative Content Links to


Understand the term performance management and the link between the PDR process in supporting & developing staff to achieve high performance standards

Using PDR documentation appropriately. Identifying and agreeing objectives and

assessing performance against them. Understand how to deal with under

achievement and the links between appraisal and formally managing poor performance

Feedback and questioning skills to carry out effective review meetings.

Honey & Mumford Learning styles and different types of learning opportunities

Assessing training and development needs Personal developing planning

8607-505AC1.1

AC2.1AC2.2AC2.3

7 hours SSSFT PDR Policy

SSSFT PDR documentation

CIPD factsheet on Performance Appraisal

Honey & Mumford Learning Styles questionnaire

Day 6 – Performance Management & Handling Performance IssuesIndicative Content Links to


Understand the term performance management and its importance in achieving high standards of organisational performance.

Understand processes to set standards of performance.

Recognise performance issues and know how to handle these informally.

Understand legal considerations and strategies for dealing with persistent problems.

Manager’s role and responsibilities for handling performance issues.

Evaluate your own approach to managing performance and identify key actions for improvement.

8607-505AC1.1

AC2.1AC2.2AC2.3

7 hours SSSFT Disciplinary Policy

SSSFT Handling Poor Performance Policy

CIPD factsheet on Performance Management

Day 7 – Recruitment & SelectionIndicative Content Links to


Principles of equality in employment. The recruitment cycle. Stages in systematic recruitment processes and

management role at each stage of the process. Meaningful questions and questioning

techniques for interview. Management responsibilities when a new

member of staff commences in post.

8607-520AC2.1

7 hours SSSFT Recruitment & Selection Policy & guidance

NHS Jobs wesbite

Day 8 – Leading Equality & Diversity and Managing AttendanceIndicative Content Links to


Leading Equality & Diversity Definitions of equality & diversity Process of discrimination Levels of discrimination Types of discrimination Legislative framework and protected

characteristics Equality impact assessments Human Rights & the legislative framework

8607-520AC2.1

3.5 hours SSSFT Dignity & Respect Policy

Managing Attendance Costs, patterns and types of absence.

8607-520AC2.1

3.5 hours SSSFT Supporting

Manager’s role and responsibilities in managing attendance.

Dealing with short term and long term absence. Preventative measures in managing attendance. Legal requirements and case law.

Attendance Policy

Day 9 – Governance, Regulation and Risk ManagementIndicative Content Links to


Description and definition of governance The organisation’s legal structure Governance and accountability Relationship between, roles and responsibilities

for the governing body, membership council and management team

Committee Structures Recruitment processes for governing members Engaging with external stakeholders The NHS regulatory framework, Role of Care

Quality Commission (CQC), and Monitor. Compliance with legislative and regulatory

requirements Standard Operating Procedures for mandatory

indicators from Monitor, e.g. CPA Compliance, 7 day follow up.

Performance Management & monitoring processes

Risk management processes

8607-528

AC 1.1AC1.2AC1.3AC1.4

AC3.1AC3.2AC1.1

AC2.1AC2.2

7 hours SSSFT ‘Must Do’ manual

Day 10 – Business Awareness (Commissioning, Contracting & Financial Management)Indicative Content Links to


The commissioning landscape and business planning

Contents & purpose of a contract and how it is measured, sanctions for not meeting activity

Types of contract and how they relate to provision of services.

Location of contracts and key contacts. Manager’s role in developing and maintaining

relationships with commissioners. Governance associated with contracts and

contracting. Appreciate use of key performance indicators

(KPIs) in different types of contract

8607-528

AC1.1AC2.1

3.5 hours

The financial landscape in the NHS. How budgets are calculated

8607-528AC1.1

3.5 hours HFMAe-learning

Manager’s role is in delivering financial balance. Cost improvement programmes. Standing Financial Instructions (SFIs) and

responsibilities for financial governance. Procurement processes and role as a manager in

controlling costs. Role in managing payroll information Service Line Management/Reporting. Introduction to HFMA E-learning modules

AC2.1 modules

Day 11 – Leading Projects & Leading & Quality Improvement

Indicative Content Links to ILM Unit

Duration Resources

Leading Projects 3.5 hours

Quality Improvement 3.5 hoursDay 12 – Leading and Managing Change/Resilience

Indicative Content Links to ILM Unit

Duration Resources

Leading & Managing Change Meaning of change and barriers to it Forcefield analysis Human reactions to change The change curve and the key phases Resistance behaviours Methods of overcoming resistance (Kotter &

Schlesinger) Four Levers of Influence (Keller & Price) 8 Steps to Successful Change (Kotter)

8607-520AC2.1

3.5 hours

Resilience

Programme delivered in blocks of two days every month over 6 months with Tutorials in between

ORGANISATION Programme dates will normally be advertised through the Trust Website, e-mail, Trust Newsletter or other team briefing processes. They will also be distributed via HR to directorates.

Once accepted for a place on the programme, candidates will be issued with pre-course information approximately 3 weeks prior to the start of the course.

This will include a pre-course questionnaire, which they need to complete in conjunction with their line manager. Participants will have already discussed their personal objectives for attending the programme as part of their personal development review and completion of the Application form. However they will be asked to clarify their expectations of the programme and feed this back to the rest of the group and the course tutor on the induction day. These will be followed up at the end of the programme as part of the evaluation process to ensure that expectations have been met and ongoing improvements to the programme where necessary are made.

All participants will also be asked to complete a post course evaluation questionnaire.

PROGRAMME DESIGN AND DELIVERY MODELSWhere individual and/or organisational requirements differ from the options selected within this guide for delivery of the programme these should be discussed and negotiated with the course tutor.

The mode of delivery of the programme is as follows:

Day release programme

12 full day workshops (including induction) which run in blocks of 2 days over a 6 month period..

Tutorials built in alongside the programme as candidates work on achieving the assignment milestones

Workshops will be held at both Stafford and Shrewsbury to meet the needs of the workforce.

PROGRAMME STRUCTURE INDUCTIONEach programme will commence with an induction session and include written information for participants covering relevant aspects such as:

an outline of ILM qualifications and the related candidate support resources available

the aims of Manager development expectations of, and benefits to, the individual and the organisation

format of the programme – content, hours, attendance patterns, etc the assessment process roles and responsibilities of participants, Centre staff and ILM learning and study skills – with special reference to using open or on-line learning

where applicable information on equal opportunities, appeals procedures and support mechanisms

CONTENTUnits listed below are those that have been selected from the Level 5 Certificate in First Line Management qualification structure as the basis for completing the Level 5 Certificate.

The core sessions must be completed and directly link to assessment requirements. These are facilitated by the programme lead. Additional content is included as part of the programme as this reflects the needs of the organisation and it’s requirements for operational managers. These sessions are facilitated by subject matter experts within the Trust.

Recommended Reading

Stephen Covey – 7 Habits of Highly Effective People

The Kinds Fund (2014).Developing Collective Leadership for Healthcare. London, The Kings Fund.The Kinds Fund (2014).Medical engagement. A journey not an event. London, The Kings FundThe Kings Fund (2012).Leadership for Engagement and Improvement in the NHS: Together we can. London, The Kings FundThe Kings Fund (2011).The Future of Leadership & Management in the NHS: No more heroes. London, the Kings Fund

Title: Managing individual development

Level: 5

Credit value: 4

Learning outcomes (the learner will) Assessment criteria (the learner can)

1 Be able to evaluate individual performance in an organisation

1.1 Conduct a performance gap analysis with an individual in your area of responsibility, to determine development needs

2 Be able to implement a personal development plan, for an individual in an organisation

2.1

2.2

2.3

Critically assess the suitability of a range of development vehicles to meet the needs of an individual within the organisation

Devise and justify a personal development plan to meet the needs of an individual within the organisation

Explain how the personal development plan will be monitored

Additional information about the unit

Unit purpose and aim(s) To develop ability to be able to manage individual development as required by a practising or potential middle manager.

Unit review date 31/03/2017

Details of the relationship between the unit and relevant national occupational standards or professional standards or curricula (if appropriate)

Links to MSC 2004 NOS: C5, C6, D1, D3, D6, D7

Assessment requirements or guidance specified by a sector or regulatory body (if appropriate)

Support for the unit from a sector skills council or other appropriate body (if required)

Management Standards Centre (MSC)

Location of the unit within the subject/sector classification system

Business Management

Name of the organisation submitting the unit

Institute of Leadership & Management

Availability for use Private

Units available from

Unit guided learning hours 16

1 Performance gap analysis Techniques for informal performance assessment and formal appraisal Methods of ensuring fair and objective assessment/appraisal Training needs analysis The role of training Links between quality, appraisal and training

2

Range of training and development techniques activities, their strengths and weaknesses

Learning styles and range/sources of learning opportunities Learning styles and techniques for designing appropriate, cost effective training

to meet identified needs Reporting and recording performance assessment, including confidentiality Mechanisms to provide appropriate feedback and guidance to the individual Techniques for promoting responsibility for self appraisal and development Career development strategies Mechanisms to prepare development plans, including resource implications and

timescales Mentoring and the mentoring cycle, and other support techniques Coaching techniques, including evaluation and feedback Content and format of effective induction to meet organisational and individual

needs Methods to monitor, evaluate and record individual development Relevant feedback techniques Methods to evaluate effectiveness of training Appropriate recording systems

Title: Assessing Your Own Leadership Capability and Performance

Level: 5

Credit value: 6


1 Understand leadership styles within an organisation

1.1

1.2

Review the prevailing leadership styles in the organisation

Assess the impact of the prevailing leadership styles on the organisation’s values and performance

2 Be able to review effectiveness of own leadership capability and performance in meeting organisational values and goals

2.1

2.2

2.3

Assess own ability to apply different leadership styles in a range of situations

Assess own ability to communicate the organisation’s values and goals to staff in own area

Assess own ability to motivate others and build commitment to the organisation’s values and goals

3 Be able to adopt an effective leadership style to motivate staff to achieve organisational values and goals

3.1

3.2

Justify the most effective leadership style to motivate staff in own area, to achieve the organisation’s values and goals

Implement the most effective leadership style in order to motivate staff in own area to achieve the organisation’s values and goals


Unit purpose and aim(s) To develop understanding and ability to lead teams to achieve organisational values and goals as required by a practising or potential middle manager.

Unit expiry date 31/03/2017


Links to MSC 2004 NOS: A2, A3

Assessment requirements or guidance specified by a sector or regulatory body (if

appropriate)


Management Standards Centre (MSC)

Location of the unit within the subject/sector classification system

Business Management

Name of the organisation submitting the unit

Institute of Leadership & Management

Availability for use Private

Units available from 01/01/2008


Additional Guidance about the Unit

Indicative Content:

1 A range of leadership theories and different leadership styles, such as: the trait approach to leadership the behavioural school (McGregor, Blake and Mouton) the contingency or situational school (Fielder, Hersey-Blanchard, Tannenbaum

and Schmidt, Adair) leaders and followers (Servant Leadership, Team Leadership, Transactional

and Transformational) dispersed leadership

The key responsibilities of the leadership role in terms of: taking responsibility contributing to overall vision and goals setting and providing guidance on values setting direction for significant programmes or projects stimulating innovation and enterprise anticipating, planning for and leading change overcoming obstacles delegating setting objectives for teams and individuals communicating and motivating supporting and developing programmes, projects, teams and individuals modelling appropriate behaviour representing the team and feeding back its experiences and views protecting the team and its members

Assessing the impact of different leadership styles Organisational values and acceptable standards of behaviour in the organisation Organisational values and organisational purpose, vision and mission

2 Theories and principles of delegating responsibility and empowering others The critical importance of the leader gaining the motivation and commitment of

others Critiques of the main theories of motivation, such as:

Maslow’s Hierarchy McGregor’s Theory X and Theory Y

Herzberg’s Two Factor Theory Vroom’s Expectancy Theory McClelland’s 3-Needs Theory

Motivational factors that are available to the leader (e.g. safety and security, sense of belonging and common purpose, respect, recognition of achievement, empowerment and self-actualisation, sense of fulfilment, personal and professional development, material rewards, sanctions, job roles and employment conditions)

How to evaluate motivational factors and select those that are appropriate to different situations and people

Effective communication of values and goals Leadership to support the achievement of the organisation’s goals by encouraging

common and acceptable norms of organisational behaviour

3 The concept of emotional intelligence as developed by different theorists and how it applies to the leadership role

The importance of understanding one’s own strengths and limitations Using and interpreting different techniques to identify their own characteristics,

strengths and limitations The importance of continuous self-development and how to identify opportunities to

develop oneself in the leadership role The importance of leaders:

displaying confidence and self-assurance by playing to own strengths and showing a readiness to take calculated risks

being socially aware (empathy, organisational and ‘political’ awareness, service to others)

managing relationships (inspiring, influencing, networking, conflict management)

displaying self-leadership (controlling own emotions, particularly when under stress, being open and honest with others, showing integrity and trust worthiness, being flexible, setting challenging but realistic objectives for themselves and others, taking personal responsibility for significant challenges, seeing setbacks as opportunities rather than threats)

communicating overall vision and goals and how to win and maintain the commitment of teams and individuals to these

Effective techniques for communicating, persuading and negotiating both directly and indirectly with teams and individuals

How to select communication, persuasion and negotiation skills appropriate to different situations and people

The importance of being able to use a repertoire of leadership styles in different situations and with different people

How to develop vision and goals for significant projects or programmes of work The importance of being aware of and analysing the internal and external

environments in which the leader operates The leader’s role in supporting and mentoring team members

Title: Understanding governance of organisations

Level: 5

Credit value: 6



1. Understand the role and responsibilities of governance within an organisation.

1.1

1.2

1.3

1.4

Describe governance as it applies to an organisation that you are familiar with

Describe the range of trustees’ responsibilities within the governing body of an organisation

Explain the organisation’s committee / sub-committee structure for delegating identified roles and responsibilities relating to governance

Compare the main responsibilities of the governing body with those of the organisation’s management team

2. Understand the legal and financial undertakings of a governing body.

2.1

2.2

Evaluate the procedures in place that ensure compliance with legal and regulatory requirements of governance

Evaluate the effectiveness of organisation’s procedures for reviewing its plans and budgets with the governing body

3. Understand how to influence the effectiveness of the governing body

3.1

3.2

3.3

Explain the process for identifying and recruiting members to the governing body

Describe the procedures for monitoring induction, training and on-going development for newly appointed members to the governing body

Critically evaluate how feedback from the organisation’s staff, customers, and other stakeholders impacts on the actions of the governing body


Unit purpose and aim(s) The aim of this unit is to develop understanding of how to respond effectively to the challenges of governance within a public/private enterprise such as charitable

trusts, NGOs, schools, housing associations, or similar social enterprises in order to improve strategic business performance.

Unit review date 31/03/2017


Links to Management & Leadership 2008 NOS:

Assessment requirements or guidance specified by a sector or regulatory body (if appropriate)


Council for Administration (CfA)

Equivalencies agreed for the unit (if required)

Location of the unit within the subject/sector classification system 15.3 – Business Management

Name of the organisation submitting the unit Institute of Leadership & Management

Availability for use

Additional Guidance about the Unit

Indicative Content:

1 Description and definition of governance Legal structure that best fits the aims and objectives, such as Trust, Limited

Company, Community Interest Company, Company Limited by Guarantee, Unincorporated Association

Governance and strategic direction and accountability Responsibilities of trustees Relationship between, and roles and responsibilities of, the governing body

and the management team Delegation of identified roles and responsibilities relating to governance Delegation to committees, staff and volunteers (as applicable)

2 Compliance with legislative and regulatory requirements, protection and use of assets, financial solvency and risk

Risk management Developing, setting and monitoring operational plans and budgets Monitoring spend against plans and budgets

3 Recruitment and selection policies and procedures for members to the

governing body Training and development for members of the governing body Listening and responding to views of others within and external to the

organisation Handling complaints and complaint procedures Consideration of responsibilities to the wider community (such as

environmental impact) Managing conflicts of interest

REFLECTIVE LEARNING AND PERSONAL DEVELOPMENT

Reflective learning and personal development is encouraged for all candidates and thus forms an essential feature of all ILM programmes. Time for this reflective learning and development is outside the guided learning hours.

The intention is to develop the Manager’s skill in reflecting on their learning and how it impacts on their job role.

ASSESSMENT

In order to gain the Level 5 Certificate in Leadership and Management, each learner must successfully complete all three assessments.

Assessments will clearly indicate the learning outcomes that are being assessed, from within the unit(s)

Group unit assessments are not acceptable for this qualification.

Unit assessments will be set at a level appropriate to that of the qualification and present assessments directly related to the unit(s) to which they refer.

Written responses are expected to be the norm. Where justifiable, oral responses may be recorded on audio or videocassette to facilitate assessment and verification but must be auditable.

A satisfactory standard must be achieved in each unit assessment in order to “pass” this multi-part assessment component. “Satisfactory” is defined as attaining a minimum of 50 per cent (half) of the available marks for each unit assessment.

Unit assessments are intended to offer an opportunity for learning as well as assessment, and for this reason participants may re-submit any unit assessment which does not reach the required standard at the first attempt. The course tutor will provide tutorial guidance to assist candidates in satisfactorily completing the assessment at their second attempt.

Compensation of marks across several unit assessments is not permitted. For example, one unsatisfactory unit assessment cannot be off-set by another from the same candidate which is exceptionally good.

SSSFT utilises the ILM assessment service. All assessments are collated by SSSFT on a cohort basis and submitted to ILM for external marking. Feedback received will be passed back to the candidate by the centre.

ASSESSMENT CRITERIA

In order to pass, candidates need to achieve not less than 50 marks in total, AND achieve a certain minimum number of marks within each section – these are shown in brackets. (In other words a candidate may have 50+ marks in total, but will fail if the minimum marks in one section are not achieved. There is NO compensation between sections).

Whilst candidates will not be penalised for weak grammar and spelling, it should be stressed that this is a qualification for operational managers and therefore language and presentation aspects should be commensurate with this.

QUALITY ASSURANCE

South Staffordshire and Shropshire Healthcare NHS Foundation Trust is committed to Quality Assurance and to continuous improvement. All staff shall be given adequate time and resource to ensure that the system is implemented effectively.

Qualified and Occupational Competence of Staff

The centre will ensure that all staff are occupationally competent.

CVs and appropriate certificates will be held on a centre file available for auditing.

The centre will ensure that members of the delivery and assessment team maintain their occupational competence through:

Annual staff appraisal in accordance with the centre’s approval criteria

EXTERNAL VERIFICATION

Briefly, the ILM External Verifier has four main functions:

to conduct holistic monitoring of the centre’s operations against the original accreditation documentation (and any current amendments), and overall compliance with the requirements of ILM

to monitor standards of specific programme provision and assessment

to support and advise Centres in establishing and developing effective programmes

to act as a channel of information between Centres and ILM

The centre will ensure that members of the delivery team are available to meet the External Verifier as requested.

The centre will also ensure that any actions determined by the External verifier will be actioned within the agreed timescale

Feedback from the External Verifier reports will be disseminated as appropriate

FINAL RESULTS

The Level 5 Certificate in Leadership and Management is awarded to participants who satisfactorily complete the programme of learning and development, and the assessed assignments.

ILM believes that at this stage in their development, participants should be given every opportunity to meet the requirements for the qualification. Therefore candidates may re-submit the assessed component once only free of charge. Any further resubmissions would need to be funded by the candidate.

All candidates will be contacted personally by the course tutor to convey the assessment results.

REVIEW AND EVALUATION

All aspects of programme delivery, assessment, support mechanisms and record keeping will be reviewed and evaluated by the programme team. The views of all parties, including participants and sponsors will be sought.

Participants will be asked to complete course evaluation questionnaires on completion of the programme and again 6 months after completing the programme.

APPEAL AGAINST AN EXTERNAL ASSESSMENT DECISION

Where a candidate wishes to appeal against an assessment decision made by the ILM Assessment Service the following applies:

The appeal can only be made through the accredited centre providing the programme, and not directly by the registered candidate.

The appeal must be made within 21 working days of the centre receiving the assessment decision from the ILM Assessment Service.

The appeal must be made in writing and emailed to ILM

Upon receipt of the appeal, this will be acknowledged within 5 working days, in writing to the centre.

ILM will first check the accredited status of the centre, and the candidate’s registration.

The original piece of work will be re-assessed by a Lead Assessor.

The outcome of the appeal will be notified in writing to the centre within 28 working days of its receipt by ILM.

This decision will be final.

Where the original decision is upheld, the current charge will be levied (refer to current fee sheet, or telephone Operations Department at ILM London). Where the original decision is overturned, no charge will apply.

FURTHER APPEAL

A further appeal may be made to the Group Appeals Board of the City and Guilds Group (within 10 working days of the centre’s receipt of the decision from ILM). This should be made on Form GAB(Cen) obtainable from the Customer Services Enquiry Unit at City and Guilds. A fee is payable. Full details are provided in the Review and Appeals Policy and Procedure for the City and Guilds Group.

Organisation - South Staffordshire and Shropshire ... · Web viewLM Level 5 Certificate in...

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