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SETA moderation training course

115759 Conduct moderation course or moderation Unit Standard of outcomes-based assessments

PURPOSE OF THE UNIT STANDARD
This unit standard is for people who conduct internal or external moderation course or moderation Unit Standard of outcomes-based assessments. The assessments could be in terms of outcomes defined in a number of documents, including but not limited to unit standards, exit level outcomes, assessment standards, curriculum statements and qualifications. This unit standard will contribute towards the achievement of a variety of qualifications particularly within the field of Education Training and Development Practices and Human Resource Development.

Those who have achieved this unit standard will be able to moderate assessments in terms of the relevant outcome statements and quality assurance requirements. The candidate-moderator will be able to use the prescribed Quality Assurance procedures in a fair, valid, reliable and practicable manner that is free of all bias and discrimination, paying particular attention to the three groups targeted for redress: race, gender and disability.

In particular, people credited with this unit standard are able to:
Demonstrate understanding of moderation course or moderation Unit Standard within the context of an outcomes-based assessment system,
Plan and prepare for moderation course or moderation Unit Standard,
Conduct moderation course or moderation Unit Standard,
Advise and support assessors,
Report, record and administer moderation course or moderation Unit Standard, and
Review moderation course or moderation Unit Standard systems and processes.

LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING
The credit calculation is based on the assumption that learners have previous assessment experience when starting to learn towards this unit standard, and in particular, recognition for the unit standard: NLRD 115753: “Conduct outcomes-based assessments”. It is recommended that candidates should achieve NLRD 115755: “Design and develop outcomes-based assessments” before attempting this unit standard:

It is further assumed that the person has evaluative expertise within the field in which they are moderating assessments.

UNIT STANDARD RANGE
1. This is a generic unit standard, and applies to internal and/or external moderation course or moderation Unit Standard within all fields of learning. It is accepted that moderation course or moderation Unit Standard happens in different ways and at different levels in different sectors, including different models for what constitutes internal versus external moderation course or moderation Unit Standard. This standard is intended to cover any situation in which moderation course or moderation Unit Standard occurs, whether this be internally, i.e. within the ambit of the provider-assessor, or externally through cooperating providers, or externally through professional bodies and quality assurance bodies.

2. Assessment of candidate-moderators will only be valid for award of this unit standard if the following requirements are met:
moderation course or moderation Unit Standard is carried out for assessments that include candidates with special needs, and RPL situations. Where real assessments are not available to cover these situations, the candidate is able to demonstrate how special needs and RPL situations would be addressed within their moderation course or moderation Unit Standard plan and process.
moderation course or moderation Unit Standard covers assessment instruments, assessment design and methodology, assessment records; assessment decisions, reporting and feedback mechanisms.
moderation course or moderation Unit Standard is carried out for assessments involving a variety of assessment techniques, such as work samples, simulations, role-plays, written items, oral, portfolios and projects.
moderation course or moderation Unit Standard activities include pre-assessment interactions with assessors, interactions during assessments and post-assessment interactions.
moderation course or moderation Unit Standard involves at least two sets of real assessment materials for the same standards and at least six assessor decisions.
The assessments that are moderated are in relation to a significant, meaningful and coherent outcome statement that includes assessment criteria and allows for judgements of competence in line with SAQA’s definition of competence i.e. embraces foundational, practical and reflexive dimensions of competence. This means that moderation course or moderation Unit Standard of simple, single-task assessments will not be valid for awarding this unit standard.

3. For the purposes of assessment against this unit standard, candidate-moderators should have access to organisational assessment and moderation course or moderation Unit Standard policies, procedures and systems. It is assumed the organisational policies and procedures are of a quality sufficient for accreditation purposes. Where candidate-moderators are assessed in organisations that do not have a moderation course or moderation Unit Standard system in place, assessors of moderators should provide a mock system for the purposes of the assessment.

4. This unit standard applies to all Moderators, regardless of whether a person carries out moderation course or moderation Unit Standard internally, as part of an organisation’s quality assurance system, or externally, as part of an ETQA or other process to verify assessment results supplied by the provider or assessment agency.

Further range statements are provided in the body of the unit standard where they apply to particular specific outcomes or assessment criteria.

SETA Assessors Training Course

115753 Conduct outcomes-based assessment 

PURPOSE OF THE UNIT STANDARD
This generic Assessors course or Assessor Unit Standard unit standard is for those who assess people for their achievement of learning outcomes in terms of specified criteria using pre-designed assessment instruments. The outcomes and criteria may be defined in a range of documents including but not limited to unit standards, exit level outcomes, assessment standards, curriculum statements and qualifications.

Those who achieve this unit standard will be able to conduct assessments within their fields of expertise. This unit standard will contribute towards the achievement of a variety of qualifications, particularly within the fields of Education Training and Development Practices and Human Resource Development.

People credited with this unit standard are able to carry out assessments in a fair, valid, reliable and practicable manner that is free of all bias and discrimination, paying particular attention to the three groups targeted for redress: race, gender and disability.

  • In particular, people credited with this unit standard will be able to:
  • Demonstrate understanding of outcomes-based assessment;
  • Prepare for assessments;
  • Conduct assessments;
  • Provide feedback on assessments; and
  • Review assessments.

LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING
The credit calculation is based on the assumption that those starting to learn towards this unit standard have no previous assessment experience. It is assumed, though, that the candidate-Assessors course or Assessor Unit Standards have evaluative expertise within the area of learning in which they intend to assess (see Definition of Terms for a definition of “evaluative expertise”).

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UNIT STANDARD RANGE
1. This generic assessment unit standard applies to assessment in all fields of learning. However, it is expected that assessments will be contextualised to meet the requirements of different contexts.

2. Assessment of candidate-Assessors course or Assessor Unit Standards will only be valid for award of this unit standard if the following requirements are met:
Assessments carried out by the candidate-Assessors course or Assessor Unit Standard are in relation to significant, meaningful and coherent outcome statements that include criteria for assessment purposes, and allow for judgements of competence in line with SAQA’s definition of competence i.e. embrace foundational, practical and reflexive dimensions of competence. Outcomes that are highly task-orientated and do not demand much, if any, in the way of reflexive competence, will not be sufficient for measuring competence as an Assessors course or Assessor Unit Standard in terms of this unit standard. It is important that candidate-Assessors course or Assessor Unit Standards select outcomes that enable them to meet the requirement laid out here.
The candidate-Assessors course or Assessor Unit Standard demonstrates repeatability by carrying out at least two assessments :

  • One of which may be a simulated assessment (in order to cover a range of typical assessment situations), and
  • At least one of which must involve a real candidate in a real assessment situation, preferably under the guidance of a mentor.

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The assessments may involve two or more candidates in relation to the same outcome.
Candidate-Assessors course or Assessor Unit Standards produce evidence that they can conduct assessments in RPL situations and for candidates who may have fairly recently acquired the necessary knowledge and skills through courses or learning programmes. However, candidate Assessors course or Assessor Unit Standards do not need to carry out both kinds of assessments in practice for the award of this unit standard. Should candidate-Assessors course or Assessor Unit Standards carry out an RPL-related assessment for the purposes of this unit standard, then it is sufficient for them to show how they might have conducted the assessment differently had it been an assessment linked to recent learning, and vice versa.

3. For the purposes of assessment against this unit standard, candidate-Assessors course or Assessor Unit Standards should have access to Assessment Guides and will not be expected to design assessments. (See Definition of Terms for a definition of Assessment Guides). Candidate Assessors course or Assessor Unit Standards will be expected to interpret the standards at hand in order to ensure their assessment judgements are in accordance with the requirements of the standard. In cases where Assessment Guides are not available, providers should seek ways to make such guides available for the purposes of this assessment. Where candidate-Assessors course or Assessor Unit Standard also intend to design assessments, then providers are encouraged to integrate the learning and assessment of the unit standards:

  • Conduct outcomes-based assessments
  • Design and develop outcomes-based assessments

4. Candidate-Assessors course or Assessor Unit Standards should have access to organisational assessment policies, procedures and systems (including moderation). It is assumed the organisational policies and procedures are of a quality sufficient for accreditation purposes. Where such policies and procedures are not yet available, the provider may make general policies and procedures available for the purposes of this assessment.

Further range statements are provided in the body of the unit standard where they apply to particular specific outcomes or assessment criteria.

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UNIT STANDARD ESSENTIAL EMBEDDED KNOWLEDGE
The following knowledge is embedded within the unit standard, and will be assessed directly or indirectly through assessment of the specific outcomes in terms of the assessment criteria:

  • Outcomes-based education, training and development
  • Principles of assessment – directly assessed through assessment criterion ‘Key principles of assessment are described and illustrated in practical situations. The descriptions highlight the importance of applying the principles in terms of the possible effect on the assessment process and results.’, and indirectly assessed via a requirement to apply the principles throughout the standard.
  • Principles and practices of RPL – directly assessed through assessment criteria ‘RPL is explained in terms of its purpose, processes and related benefits and challenges. Explanations highlight the potential impact of RPL on individuals, learning organisations and the workplace.’, ‘Inputs are sought from candidates regarding special needs and possible sources of evidence that could contribute to valid assessment, including RPL opportunities.
  • Modifications made to the assessment approach on the basis of the inputs do not affect the validity of the assessment.’ and specific outcome ‘Conduct assessments.’, as well as through application in the rest of the standard.
  • Methods of assessment – directly assessed through assessment criterion ‘A variety of assessment methods are described and compared in terms of how they could be used when conducting assessments in different situations.’, and indirectly assessed through application of the methods
  • Potential barriers to assessment – assessed when dealing with special needs.
  • The principles and mechanisms of the NQF – this knowledge underpins the standard
  • Assessment policies and ETQA requirements

WHAT IS REQUIRED TO SUBMIT A PROGRAMME FOR APPROVAL THROUGH THE SETA

What you need to submit a Learning Programme for approval through the SETA.

The following steps are followed in order to submit a learning programme (unit standards) for approval through the ETQA (SETA).

Note: We make reference to the ETQA (Education Training Quality Authority) and not the SETA. The reason for this is because the ETQA Department/Manager within the SETA will review your programme and issue approval. (SETA has different departments who are responsible for different task. The ETQA manager will ultimately approve your programme.)

STEP 1: SETA APPLICATION

 Download the SETA application forms from their website, or contact their ETQA Manager and request the documents.

These documents may include:

-Application document that must be submitted with the programme in order to be processed.

-Include personal and Training Provider contact detail.

-Flow process, summary and matrix copy.

-Checklist that must be completed by the application to ensure all the documentation is correct and in order.

-Administration process (flow processes from printing to uploading)

-OPTIONAL: QMS Policy

 

STEP 2: LIST OF ASSESSORS AND MODERATORS

List of the Assessors and Moderators must be attached.

 

-Must have at least one (1) qualified assessors that is (2) registered with the specific SETA and (3) have a valid letter from the SETA that allows the Assessors to assess in this unit standard.

-Must have at least one (1) qualified moderator that is (2) registered with the specific SETA and (3) have a valid letter form the SETA that allows the Moderators to moderate in this unit standard.

-The Assessors and the Moderator cannot be the same person.

 

STEP 3: IF PURCHASED FROM SOMEONE:

This is “optional” for those individuals who purchased the programme from a third party or developer directory. (Did not develop their own material.)

 

The following information will be required additional with your submission:

-Copy of the purchase agreement that highlight the printing and usage rights.

-Internal moderators report to confirm you have the scope and resources to deliver this programme.

-If this material was previously approved for another training provider, copy/full details of this must also be supplied.

 

STEP 4 : MATRIX AND DELIVERY STRATEGY

Full matrix that include at least the following fields.

Summary:

  1. Unit Standard Number
  2. Unit Standard Description
  3. Purpose of the Unit Standard
  4. Credits with a breakdown of the Notional Hours.
  5. NQF level
  6. Entry Level requirements.
  7. How the CCFO’s was covered and where it is covered in the learning programme.

Detailed:

  1. Unit Standard Number
  2. Specific Outcomes + Numbered
  3. Assessment Criteria + Numbered
  4. Range Statements + Numbered
  5. CCFO + Numbered
  6. Learning Outcomes + Numbered
  7. Theory Notional Hours
  8. Practical Notional Hours
  9. Timeline in classroom
  10. Formative Activity methods
  11. Reference to Formative Activity numbers
  12. Summative Activity methods
  13. Reference to Summative Activity numbers.
  14. Resources, equipment required.
  15. Facilitation method (delivery strategy)

 

STEP 5 : FACILITATORS GUIDE

Detailed facilitator guide that include the following:

-Background of the learning programme.

-Who should attend/minimum entry level requirements.

-Strengths and weaknesses for implementing the programme.

-How feedback will be provided from the learner and from the Facilitator to the Training Provider.

-Sequence/process flow.

-Quality Assurance procedures/legal requirements/safety requirements.

-Time-frames.

-Methods and activity instructions.

-Resources required.

-Formative and Summative instructions.

 

STEP 6 : LEARNER GUIDE

Detailed learner guide that include the following:

-Unit Standard/Programme detail.

-Induction/background

-Purpose of the programme

-Range Statement

-Learner entry level requirements

-Learners with special needs

-Training methods that will be used.

-Tools and resources required for this programme.

-Credit and notional hour’s breakdown.

-Learner support.

-Assessment strategies.

-Formative and Summative activities.

-Navigation through the learner guide.

-Learner rights and responsibilities

-Learner agreement

-Learning map/process flow

-Copy of the unit standard.

-Learning outcomes.

-Assessment Criteria + learning content.

-Learner feedback.

 

STEP 7 : WORKBOOK

Learner workbook that include the following:

-Unit Standard/Programme detail.

-Induction/background

-Appeals policy

-Purpose of the programme

-Range Statement

-Learner entry level requirements

-Learners with special needs

-Training methods that will be used.

-Tools and resources required for this programme.

-Credit and notional hours breakdown.

-Learner support.

-Assessment strategies.

-Formative and Summative activities.

-Navigation through the learner guide.

-Learner registration/CV/ID copy

-Learner rights and responsibilities

-Learner agreement

-Learning map/process flow

-Copy of the unit standard.

 

STEP 8 : ASSESSMENT GUIDE

Reference to unit standard 115755

The complete Assessment guide that consist out of the following sections:

  1. Plan for Assessment.
  2. Preparation of the learner.
  3. Conduct Assessment.
  4. Judgement of the Assessment.
  5. Feedback to the learner.
  6. Review of the Assessment process.

 

STEP 9 : ASSESSMENT MEMO

–Create a separate document calling it the Assessment Memo Cover Page that makes reference to your Unit Standard details, and maybe give it a “confidential” watermark, footnote or disclaimer of some sort.

–Include model answers for each activity/assessment activity in this guide – we’re not recommending any particular format. You may also want to include the following, depending on the topic or structure of your activities:

*Support material and/or references that were provided to the learner – which he/she can use as resources (we mean

resources and references that were given to the learner during the induction or facilitation).

*Observations sheets – these should be in the Assessment Guide already if used previously

*Checklists – to check if the learner’s response is complete or that all required activities were handed in.

*Possible or required sources of evidence – or of course your model answers, or guidelines on how learners were asked or could answer the question.

*Expected quality of evidence – maybe include the amount of pages, size of response, number of words, how many points will be allocated to this activity and so forth.

 

STEP 10 : MENTOR GUIDE

Depending on the type of programme, NQF level and the target group of learner, may the SETA also request a mentoring guide.

Mentor guide is similar to the Facilitator guide, but intended for the supervisor or manager in the workplace to guide them on the instructions and type of exposure the learners should get.

The mentor guide will also be a summary of all the guidelines and instructions given to the learner during the contact sessions for all the summative assessment instructions.

-What the leaner is busy with?

-Instructions provided to the learner during the delivery?

-What the learner should do?

-Period and level of experience required?

-What end-result is expected on completion?

 

STEP 11 : LOGBOOK

The credit calculation of the unit standard is based on a formula (multiple by x 10) that = to the total number of Notional Hours that must be achieved at the end of the learning programme.

Notional Hours consist out of (a) Theory and (b) Practical = Notional Hours.

In order to achieve the “practical” hours, the learner needs to demonstrate how he achieved this, (mostly in the workplace) by means of evidence. (Logbook).

Logbook can be in any form that can provide evidence that the learner (a) had the opportunity to practice the tasks in the workplace and (b) ensure that the minimum notional hours was completed.

SDF in South Africa

imagesAll Companies/Organizations that have a wage bill (inclusive directors drawings) in excess of R500 000 per annum, must pay 1% of this wage bill as a training Levy (SDL). In order to get some of this money back, they need to have an qualified SDF – Skills Development Facilitator (either internal or external) to advice/assist them with various processes.

What is the purpose of a Workplace Skills Plan (WSP)? 

The Workplace Skills Plan serves to structure the type and amount of training for the year ahead, and is based on the skills needs of the organisation. A good WSP should consider current and future needs, taking into account gaps identified through a skills audit, the performance management system, succession planning initiatives, and any new process or technology changes planned for the year.

By when is the levy payable?

The levy must be paid to SARS not later than SEVEN days after the end of the month in respect of which the levy is payable, under cover of a SDL 201 return form.

The functions of a Skills Development Facilitator

  • Assist the employer and employees to develop a Workplace Skills Plan (WSP).
  • Submit the Workplace Skills Plan (WSP) to the relevant Seta.
  • Advise on the implementation of the Workplace Skills Plan.
  • Assist to draft an Annual Training Report (ATR) on the implementation of the Workplace Skills Plan.
  • Advice on the quality assurance requirements set by the Seta.
  • Act as a contact person between you and the Seta.
  • Serve as a resource for all aspects of skills development.

Companies/Organisations can either train their own internal person to become the represented SDF or contact any of our Top Students/Facilitators or Agents.

We at MYSDF offer a free service where we create the opportunities for Companies / Organisations to get in contact directly with these qualified staff with no hidden cost. Simply another way that we support our learners and members of the group

 

What is Facilitation

GUIDELINES TO FACILITATION

The facilitator is responsible for managing meetings, keeping conversations on track, and ensuring each member’s voice is heard. This tip sheet gives some tips for how to accomplish these tasks.

What is Facilitation?

To facilitate is “to make easier” or “help bring about.”. Thus, facilitation in the context of communities of practice is to help smoothly manage the flow and discussions of
a meeting or event. The facilitator guides the dialogue and attempts to maximize member’s time and energy by keeping the event and discussions on track – in terms of time and topic. By taking a group through a process that produces a specific outcome (learning, decision-making, problem-solving, etc.), facilitation generally encourages all members to participate in some way, shape or form. By recognizing and utilizing the unique and valuable contributions of each member, an effective facilitator increases the collective value of the entire community. By mediating the group process, the facilitator plays an active and critical role in ensuring that a community taps deeply into its own knowledge.

What Makes a Good Facilitator?

Competent facilitators have both personal characteristics and acquired skills that make them good at what they do. Many good facilitators make a difficult process seem very natural and intuitive, even when lots of planning and training goes into the craft. We’ve listed some key characteristics here and they are explained in additional detail in the “Advanced Facilitator’s Guide.” Chances are, if you’ve volunteered to take on this role, you have these traits or you have an inclination toward them.

• Good facilitators value people and their ideas
• Good facilitators think quickly and logically
• Good facilitators are excellent communicators
• Good facilitators are both product and process oriented

What are the Facilitator’s Basic Responsibilities?

As a facilitator, you will want to take some basic steps as part of your responsibilities during a meeting or event. The basics are listed below.

• Prepare in Advance.
Good facilitators make their work look effortless and natural, but prepare in advance to be effective. Take into consideration the “who, what, why, and where” of your meeting or event to help you figure out the “how.”
• Plan and Distribute the Agenda.
The meeting agenda is the document that defines what will be done at any particular meeting or event, and it helps both leaders and participants know what to expect and how to prepare. Working with the coordinator and the subject matter expert should get you on the right track for the content of the agenda.
• State your objectives at the beginning of the event.
Members will be much better prepared to contribute and help you meet the objectives if they know what they are.
• Establish Community Expectations.
These ground rules help participants establish appropriate ways to interact with each other during the meeting or event. In a nutshell, you want the group to agree to a respectful, collaborative process. By stating the rules up front and getting agreement from the group, you’re more likely to see that happen.
• Guide the group in presenting and sharing information.
Your methodology may vary, but the methods you use should include all members in the discussion and prevent one or two members from dominating the dialogue. Everyone may not talk, but no one should feel excluded from the process.
• Provide closure and reiterate action items.
As part of ensuring that all ideas and points are captured accurately, it is also the role of the facilitator to ensure that action items are noted and that follow-up on the item is assigned to someone.

What Do I Do? Some Trouble-Shooting Tips

As a facilitator, you may be required to intervene to keep the event on track and obtain optimal productivity. Listed below are some tips for intervening in particular circumstances.

Staying on-task and on-time.

Your community may have a lot to get accomplished in a short amount of time. With groups of passionate and knowledgeable people, it is easy to veer off onto other topics or easily get side-tracked by minute details of a conversation. In order to help the group stay focused, you may want to:

o Remind the group of the “keep focused” expectation
o Don’t be afraid to directly re-focus the group on a particular agenda item
o Try to close the item or set it aside in a “parking lot” for consideration later
o Let the community decide

Dealing with unproductive behaviour.

Difficult behaviour is often unintentional or occurs as the result of an emotionally charged situation. You might be dealing with inattentive members who are engaging in side-bar conversations, taking calls or indiscreetly dealing with e-mail. You might also be dealing with personal agendas or disrespectful behaviour. Progressive intervention will most often assist you in dealing with behaviour that does not help the community achieve its meeting goals or objectives.

• Use gentle and appropriate humour for redirection
• Restate the ground rules directly
• Direct your questions to the individual for clarification
• Seek help from the group
• Address the issue at a break or offline

Stimulating productive inquiry.

While passionate people often have a lot to say and suggestions for action, it is not uncommon for communities to experience lulls in an on-going conversation or a stand-still in a single event. You might want to use the following techniques to keep the conversation going.

• Use probing questions
• Invite the experts to speak up
• Call on individuals in the group
• Invite debate

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