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CARIBBEAN EXAMINATIONS COUNCIL

SEC (8) 2017

CXC (1.11A) 2017

REPORT ON THE ADMINISTRATION OF THE 2017 EXAMINATIONS

STRATEGIC OVERVIEW
1. The strategic objectives for the period 2018-2020 remain:

I. To strengthen our business model through diversification of our
examinations portfolio, segment profile and geographic markets.
II. To secure financial stability through sustainable revenue growth;
increased efficiency and expense management.
III. To deliver an enhanced stakeholder experience through

investment in the right people, consistent use of technology and
adherence to quality standards

2. In keeping with the strategic objectives, the Examinations Administration and Security
Division (EAS) focused on activities to strengthen the product offering, reduce the cost of
operations in the delivery of services to our stakeholders and contribute to the overall
improvement of the Council’s operation.

Operational Efficiency

3. E-Testing was expanded from 12 components in January session to 57 components in
the May-June session. To support this activity, the division provided orientation/training to
and engaged Local Registrars and Invigilators in all participating territories. While the initial
engagement sessions were done at CXC’s Headquarters in 2016, the 2017 sessions were via
webinar and virtual meetings.

4. E-SBA was expanded to allow samples to be submitted online except for CSEC® Visual
Arts and CAPE® Art & Design. Though some centres experienced a few hiccups across the
region, most territories reported satisfaction with the overall performance of the new system.
5. The May-June session saw a doubling of the number of papers that was marked
electronically; this resulted in over 600 electronically marked questions. Unfortunately, again
this year, marking in a few subjects continued into August.

Strengthen Business Model
6. Support for the expansion of product offerings continued with the management of the

Trinidad and Tobago, Barbados and Guyana national examinations. In keeping with the
organization’s plan to acquire ISO 9001 certification, the division continued its work on
process reform. With the assistance of the Quality Officer and Business Analyst, processes in
the division were reviewed, standardized and performance metrics redefined. The new