In 2015, the Quality Assurance Unit provided leadership for the extension and monitoring of the quality management system to support: (i) the strengthening of the CXC business model; (ii) the achievement of financial stability; and (iii) the enhancement of the CXC stakeholder experience.

i. Strengthen our business model

To assist with strengthening the business model, the QAU focused on finalizing and promoting the CXC Qualifications Structure. This structure serves as a framework for illustrating how the CXC suite of qualifications articulate with each other and serve as a foundation for higher level qualifications. The framework is therefore intended to be most useful to: learners - planning their developmental pathways; guidance counsellors - advising learners; educational providers - designing and offering training; and employers - selecting and training employees. A graphical map of the qualifications, and two explainer videos will serve as the major promotional materials. The objective is to promote understanding of the CXC suite of products in order to positively impact uptake, portability, and to limit the type of wastage that occurs when educational pathways are not seamless.

ii. Financial stability

In promoting financial stability, the focus of the QAU was two pronged: (i) providing technical support to the CXC/USAID Strengthening Second Chance Education Initiative; and (ii) monitoring and supporting organizational efficiency and compliance. In relation to the first, quality audits were supported in five second chance institutions across St Lucia and Barbados. These audits assessed the management status in the Second Chance Institutions (SCIs) in preparation for the delivery of training in quality management. The quality management training was also fine tuned in 2015 to better equip SCIs to manage the delivery of CCSLC and CVQ programmes offered by CXC.

In monitoring organizational performance, performance metrics were collated and monitored on a quarterly basis across the organization. The quarterly assessment of performance was shared with the management team and was found useful for evaluating past performance and setting targets for the future. In relation to compliance, five process audits were conducted and two major Root Cause Analyses. Corrective and preventive actions from these and earlier audits and investigations were monitored but the closure rate was low.

iii. Enhanced stakeholder experience

This enhancement was promoted through investment in the right people, consistent use of technology and adherence to quality standards. In this respect, quality documentation was developed and staff were trained in their use; training included face to face workshops, and the provision of self-study materials and sensitization newsletters. A total of two quality plans and 13 policies were approved; some supporting procedures were also developed. Ground work was done on the development of a CXC Client Charter and two internal Operational Level Agreements. The centres of focus were Information systems, Public Information and Customer Services, Human Resources, Finance and Office Management and Quality Assurance. The documentation serves as a basis for training and process audits in subsequent years.