2015 administration higher paper 1 finalised marking ... · only award one mark related to time...

2015 Administration

Higher Paper 1

Finalised Marking Instructions

Scottish Qualifications Authority 2015

The information in this publication may be reproduced to support SQA qualifications only on a non-commercial basis. If it is to be used for any other purposes written permission must be obtained from SQA’s NQ Assessment team.

Where the publication includes materials from sources other than SQA (secondary copyright), this material should only be reproduced for the purposes of examination or assessment. If it needs to be reproduced for any other purpose it is the centre’s responsibility to obtain the necessary copyright clearance. SQA’s NQ Assessment team may be able to direct you to the secondary sources.

These Marking Instructions have been prepared by Examination Teams for use by SQA Appointed Markers when marking External Course Assessments. This publication must not be reproduced for commercial or trade purposes.

©

2015

Higher Administration – Paper 1

Solution and Marking Guidelines

ANNOTATION

Where you award a mark show it like this

(You may wish to bracket the relevant scoring

point)

Put the total for the question in the first

column on the right

Put the total for the whole question in the

second column

0 = outline Describe

A = additional comment

R = no mark awarded for repetition

No D = no discussion

1

2

18

20

1 More than naming, but not a detailed description. Candidates will not be expected to develop their answers.

4

Saving expenses associated with commuting to and from work Improved work life balance Time saved travelling to and from work Being able to work around family commitments/own schedule Less stressed as home environment is more comfortable May allow employee to stay with the organisation More motivated as management have trusted them to work from their own home

Notes Must be the advantage that is outlined. Do not accept “motivation will increase” on its own.

2 If no attempt at discussion then only 50% of the marks available. If no discussion, please mark “No D”.

6

Organisation needs to ensure that the homeworker has access to the necessary equipment/software. The organisation may need to maintain equipment/software. The organisation must consider current facilities within the homeworker’s area eg broadband availability Employees need access to the organisation’s intranet in order to access files. Homeworker needs support if any technical difficulties arise. Organisation will need to ensure security of equipment. Organisation will need to ensure the security of information handled by the homeworker – eg installation of anti-virus software/firewall software Organisation needs to ensure that homeworker has access to appropriate training. Employees need access to the organisation’s email to allow for communication between the organisation and employee - this helps to support feelings of isolation relating to working on their own. Organisation needs to ensure general health and safety issues - risk assessment of the work place.

Notes Do not award marks for listed hardware or software – needs justified or exemplified each time

3 Award one mark for outline plus one for additional comment, illustration or example. No marks for simply naming the method.

6

Strategic Decisions Decisions taken by Senior Managers – will affect the organisation in the long term– will have a high risk factor – can take a long time to implement – costly to correct – decisions relate to the organisation’s strategic objectives – example of a strategic decision will be whether to change the structure of the organisation Tactical Decisions Decisions are taken by middle managers – these decisions impact the organisation over a period of weeks – they have a medium-risk factor – tactical decisions support the strategic decisions made - example of a tactical decision will be………. Operational Decisions Decisions taken by junior management and other staff – they are day-to-day decisions – they have an immediate effect – they have a low-risk factor – example of an operational decision will be……

Notes

4 One mark for each justification. 2

To ensure staff are not breaching company policy To ensure that inappropriate emails are not being sent To ensure staff are not wasting time/or for personal issues To ensure staff not passing on sensitive information To scan for viruses Used by supervisors to assist with appraisals/performance reviews

Notes

5 One mark is allocated for each complete statement of comparison 2

Both are used to fill a job vacancy. Internal recruitment means vacancy filled by current employee whereas external means vacancy is filled by a new person from outwith organisation or an external candidate. Internal vacancies may be advertised on the company’s intranet/notice boards whereas external vacancies may be advertised on the company’s website and/or recruitment agencies. Staff within the organisation already know procedures and company set up whereas new recruits would need to be brought up to speed. External recruitment may bring in more talented staff with additional ideas whereas recruiting internally may stifle creativity. Internal recruitment reduces the risk of employing the “wrong” person as candidates are known however external recruitment may attract a wider pool of candidates of a higher quality.

Notes

1 a More than naming, but not a detailed description. Candidates will not be expected to develop their answers.

4

Fear of impact on them if something goes wrong May fear loss of control/fear of staff taking over Job insecurity/loss of status Lack of knowledge of strength of the team Unable to trust subordinates to complete work on time Worry that work will be of poor quality Do not know how to tell others to do work Do not want to overburden staff Fear of conflict/upsetting staff

Notes

1 b Award one mark for outline plus one for additional comment, illustration or example. No marks for simply naming the strategy.

6

Use a to-do list/priorities list to ranks/lists task in order of importance - this will ensure that more urgent/important tasks are completed on time – tasks are ticked off once completed - or can be carried them forward. Eliminate time stealers which slow down output - eg making unnecessary journeys – group jobs together. Prepare an Action Plan which breaks a large project into smaller parts - tasks arranged in order of completion - estimated time for completion of each task - notes can be made to explain actions or changes in priorities – eg organising a training event Delegate tasks to other members of the team – this allows the team leader to focus on key tasks Use an e-diary to enter tasks and set due dates – can set a reminder Use an effective manual filing system to keeps all papers tidy/organised – makes it easier to find information – makes it quicker to make decisions/complete tasks Use an effective electronic filing system to store documents - give documents appropriate names – have a folder hierarchy Use a Gantt chart to keep tasks on track – monitor timing of project using milestones – implement corrective procedures if required Setting targets…. Training….

Notes Only award one mark related to time stealers but could gain additional mark if solution to time stealer relates to a task management strategy

1 c One mark for each justification.

2

To anticipate problems/issues To gain a good reputation as an employer To comply with workplace legislation (Employment Rights Act) To put strategies in place to deal with any issues To check the effectiveness of any policies in place

Notes

1 d If no attempt at discussion then only 50% of the marks available. If no discussion, please mark “No D”. Can be a 7:1 split.

8

Employees Allows employees to gain promotion within the organisation Reduces stress of employees as they have the necessary skills to carry out their job Increased job satisfaction – leads to less absenteeism If employees are continually improving their skills and knowledge then they feel valued Organisation Keeping employees’ skills up-to-date helps to give the business a competitive edge Training can make employees more motivated Better skills may lead to higher productivity – leads to increase profits Can help to retain staff/reduce turnover – this will reduce recruitment costs Can create a good image/reputation for the company - and attract quality job applicants when a job vacancy arises Better quality work produced leading to less customer complaints

Notes Watch for repetition of points If candidate separates employees/organisation in their answer some of the points can appear in either section but not both


4

Within budget available Good transport links Able to accommodate number attending Must have required facilities eg digital projectors, sound systems etc Appropriate access facilities Suitable parking facilities

Notes

2 b Award one mark for outline plus one for additional comment, illustration or example. No marks for simply naming the feature.

6

Speaker notes act as a prompt/reminder to the speaker during the presentation - can be printed - these are hidden from the audience Slides can be programmed to advance automatically at timed intervals – this will allow the speaker to interact better with the audience - different effects can be added to the transition Ability to import/insert from other packages eg spreadsheet graphs, video, sound clips – this can make the presentation more interesting/professional Hyperlinks can be applied to pictures or text - this allows the speaker to call up a different document or website to illustrate/demonstrate a point - used by action buttons to move between different slides within a presentation Creation of a variety of layouts/slides - eg bulleted list, table, graph - different types of information lend themselves to different layouts. Master slide allows global changes to be made to the presentation - eg use of colour, fonts, styles to emphasise points - saves time when making edits to a presentation - ensures consistency Creating and printing handouts relating to training topic – audience do not need to take notes but could add brief comments to the handout – can refer to them later Animation features allow text and graphics to be introduced in an interesting way – eg entrance of text and graphics … Sound/audio can be added/embedded for emphasis – this can be on individual slides or running throughout the presentation Creation and display of eye catching graphs to ease understanding – bars on chart can be customised/animated to emphasise points delivered – step by step overlay of information

Notes Do not award additional marks for repetition eg “makes it more interesting”

2 c If no attempt at discussion then only 50% of the marks available. If no discussion, please mark “No D”.

8

The nature of the task in terms of how challenging the task is - how structured it is - whether the team members believe in the task Presence of a good leader - helps to promote a positive atmosphere – provide good co-ordination – manages conflict Availability of good training to support the team Team members support one another when working on projects together – leads to better decision making/more risks taken It is important all members have a clear idea of what they are there to achieve – they will have clear goals Believe in shared goals – therefore will have a common direction Shared knowledge or skills - means there is better coverage for any absences It is important to have people who have different skills and personalities – leads to better productivity Strong/open communication between team members - team members should be encouraged to express their opinions - suggesting ideas and being prepared to compromise The longer the team is together the more effective it is likely to be – a team will work as a cohesive group, pulling together – more deadlines/targets are met An effective team is normally small – Belbin states 4-6 people Team composition relating to right balance of people (roles) The team may suffer high staff turnover – senior manager would have to spend more time recruiting and training staff Absence of a team leader due to a heavy workload – deadlines might then be missed Team may suffer from a low staff morale – team leader would then have to spend more time counselling/motivating/team building with his staff Staff may not be able to deputise for the leader if they are absent – staff may not have the opportunity to develop skills through delegation

Notes

2 d One mark for each justification

2

Sick leave costs the organisation a lot of money Absences cause disruption of the flow of work Absences cause dissatisfaction amongst other workers Additional burden of work placed on staff who are at work Can flag up other work related issues/problems To establish any patterns of absence Needs to make sure that staff are not abusing the system To reward employees with good/perfect attendance Used in evidence in disciplinary procedures Used for references Used as part of the appraisal process Offer support to staff where they have personal issues

Notes


4

It allows creation of a personal development plan/targets It provides a basis for annual salary reviews It improves motivation Identifies strengths and weaknesses of the employee Helps identify the training and development needs of staff Leads to improved work performance Helps identify candidates for future promotion Provides a forum for staff to raise issues and ask questions Reviews current performance Staff turnover may be reduced

Notes Benefits to the organisation only

3 b Award one mark for outline plus one for additional comment, illustration or example. No marks for simply naming the method.

6

Counselling Employees can speak to a trained member of staff or to an external specialist about specific issues - eg stress, health and careers - all matters are treated in strictest confidence Grievance procedures These aim to help resolve any difficulties between employer and employee (or between employees) in the workplace - employees can formally raise concerns regarding issues such as discrimination or unfair treatment at work - HR can provide advice on the process Return to work interviews/absence management After a period of illness/absence employees may be invited to meet with their line manager – this may result in the employee receiving advice and/or counselling - employees returning to work after a long-term absence may receive support in the form of a phased return Work-life balance initiatives Family friendly policies are used to encourage a better work-life balance – eg flexible working packages ranging from condensed working hours to career breaks, paid or unpaid paternity leave, duvet days Employee well-being initiatives … These aim to improve morale and reduce turnover - eg subsidized canteen/nursery care, health club membership, cinema passes and discounts at various outlets Appraisal… Training/retraining… Buddy systems… Mentoring systems…

Notes

3 c If no attempt at discussion then only 50% of the marks available. If no discussion, please mark “No D”. Can be 7:1 split.

8

The Chairperson will decide a suitable date and time for a meeting – this is normally agreed at the previous meeting when all members are present The Chairperson is responsible for compiling the Agenda items The Chairperson will read appropriate documentation relating to the meeting/agenda Liaise with the Secretary on the preparation of the draft minutes The Secretary will be responsible for booking the accommodation – arranging any necessary equipment – arranging catering The Secretary will also be responsible for preparing and distributing the Agenda The Secretary will also prepare the Chairperson’s Agenda The Secretary will also prepare the minutes of previous meeting Make a note of any apologies received On the day of the meeting the Secretary will:

inform reception where the meeting is being held and give the names of those expected to attend

check the room is ready

check that refreshments are in place

check that equipment is in place

prepare the Attendance Register

Notes Do not award marks for tasks carried out during the meeting. Do not accept “chair signing the previous minutes”.

3 d One mark for each justification.

2

Direct the course of the meeting and ensure that objectives are met Show tact and fairness in their dealing with issues to ensure that all viewpoints are aired/making sure everyone has a chance to speak Be impartial and objective to allow effective decision making To ensure the meeting is set up and run according to Standing Orders Bringing discussion to a close so that all agenda items are covered within time allocated Putting matters to the vote when required To ensure that order is maintained/to keep control/minimise conflict Uses his/her casting vote where appropriate

Notes


4

Opportunity for immediate feedback Can identify uncertainties and clarify immediately Allows for interaction between interviewer and interviewee Allows for more subtle questioning More likely that relationships will be formed between customer and organisation Demonstrations can be given if required May be appropriate if the discussion is confidential Allows body language to be read Promotes a good reputation that would ensure customer loyalty Can make the customer feel valued May help to defuse the situation if face to face as more personal Up-selling can be used in order to increase sales

Notes


6

Written survey such as a pre-printed form or questionnaire with a series of questions – which is posted out to the customer with a reply-paid envelope – permanent record created Telephoning the customer and asking a series of pre-set questions – have become more popular with the increase in call centres – response rates are poor A questionnaire containing a series of questions which is completed on the internet/intranet/on-line – people find this quick and simple to use – sometimes people don’t always read the questions properly Comment cards containing pre-set questions with boxes to tick or circle – cards are placed in suggestion boxes – some people don’t take it seriously and make inappropriate comments Customers can be interviewed on a one-to-one basis/face to face – this can be time-consuming – expensive process Customer focus group is a meeting of a representative sample of customers – can provide in-depth discussion – feedback is immediate – can be expensive to run

Notes Do not accept loyalty cards.

4 c One mark for each justification

2

It compliments quantitative data as it can provide explanations It helps managers to make decisions as customers will give their opinions and value judgements of what they think about their product or service Quantitative/numerical data on its own is insufficient Having both quantitative and qualitative data creates an overall view of the organisation’s performance

Notes

4 d If no attempt at discussion then only 50% of the marks available. If no discussion, please mark “No D”.

8

Premises and décor: dark colours can be demotivating – different colours can affect individuals’ needs – eg blue, lemon and green are seen as restful Lighting/Heating: should be comfortable for the majority of workers - must comply with legal requirements Noise: too much noise can add to stress levels – keep noisy machinery away from where people are working Layout: Open plan layout aids communication – cellular can aid privacy Furniture: design has to be suitable for task – can be adjusted for personal needs – condition of furniture Equipment: design/shape of keyboard and mouse – poorly designed items can cause health issues Overcrowding: people or items – can cause stress, lead to anxiety Cleanliness…

Notes Watch for repetition eg “stress”


4

Role play where staff can practice situations By putting up posters/notices Talks from relevant officials Hold a staff meeting Put information on the company’s intranet E-mail each member of staff their own copy Hold a training event Carry out drills/simulations By issuing newsletters

Notes


6

Staff can choose when to start and finish work – this improves staff morale as they feel in control Fall in absenteeism - staff no longer need to take the whole day off if they sleep-in Staff can bank extra hours worked - staff can then take a flexi-day Reduced stress - staff can travel to work outwith rush hour If necessary staff can finish earlier – this may help retain staff who have other responsibilities such as after school child care Organisation knows that during core time the majority of the staff will be there – this will allow meetings/training to be organised at this time

Notes Accept - can offer staff a better work life balance if related to a point about flexi-time.

5 c If no attempt at discussion then only 50% of the marks available. If no discussion, please mark “No D”.

8

Customer care strategy is a statement about the standards that a customer can expect from an organisation – a good strategy can improve an organisation’s reputation – can lead to an increase in sales Customer service level agreement is an agreement between the organisation and the customer – it states what the organisation promises to do and what the customer can expect –– outlines the responsibilities of the organisation and the customer – eg returns policy – used to increase customer confidence Complaints procedures outlines how customers can complain – outlines the time limits for acknowledging a complaint – states the time limits for communicating outcomes to the customer Loyalty/reward scheme whereby a customer buys goods and services and gain points on their card – these points can be put towards the purchase of more goods and services – organisations use these cards to gather very valuable information on the spending habits of their customers - eg Tesco Clubcard – targeted vouchers may be sent to customers Market research…

Notes

5 d One mark for each justification

2

It sets out the aims of the organisation It explains how an organisation will achieve its aims It contains the values of the organisation It may attract custom It will provide direction for the organisation It will help with employee motivation It may help the image of the organisation

Notes

[END OF MARKING INSTRUCTIONS]

2015 Administration

Higher Paper 2

Finalised Marking Instructions

Scottish Qualifications Authority 2015

The information in this publication may be reproduced to support SQA qualifications only on a non-commercial basis. If it is to be used for any other purposes written permission must be obtained from SQA’s NQ Assessment team. Where the publication includes materials from sources other than SQA (secondary copyright), this material should only be reproduced for the purposes of examination or assessment. If it needs to be reproduced for any other purpose it is the centre’s responsibility to obtain the necessary copyright clearance. SQA’s NQ Assessment team may be able to direct you to the secondary sources. These Marking Instructions have been prepared by Examination Teams for use by SQA Appointed Markers when marking External Course Assessments. This publication must not be reproduced for commercial or trade purposes.

©

ANNOTATIONS

To show mark being awarded

X

To show that a mark has not been awarded

P

Both of the above may be combined with a code to show why the mark has been given or not

4/5

At top RH corner of printout

5/5

If task is correct then this is sufficient eg Tasks 1a and 1b

16/21

Total for the complete Task (eg DB) shown on the first printout for that task at the RH corner

32/60

In a box on the first printout at the LH corner

1

TASK 1A – DATABASE QUERY

Task 1a

EVENT NAME PERFORMANCE

DATE

PERFORMANCE TIME

VENUE NAME

SERVICES CATEGORY

Mary, Queen of Slops

13/06/2015 20:00 The Strand

Security, Audio/Visual, Front of House, Bar

Comedy

Churchill - No Thanks!

12/06/2015 20:45 The Gilded Lily

Security, Audio/Visual, Medical, Bar

Comedy

EVIDENCE MARK COMMENTS

Performance Date

Services

Category

Over 18’s

Print specified fields

1

1

1

1

1

12 or 13 June 2015

Wildcard for Bar

Comedy

Order not important but info must be visible

Accept if on more than one page

TOTAL MARKS 5

Notes:

1 1 1 1A

1 PF

TASK 1 B – AGGREGATE/TOTALS QUERY


Grouped by Performance Date

Total Capacity (Sum)

No of Events (Count)

1

2

2

All or nothing

All or nothing

TOTAL MARKS 5

Notes:

Accept if 2 separate printouts as long as grouped by performance date

Ignore headings

Task 1b

PERFORMANCE DATE SumOfCAPACITY CountOfEVENT NAME

08/06/2015 6030 11

09/06/2015 6030 11

10/06/2015 6680 11

11/06/2015 6880 12

12/06/2015 6880 12

13/06/2015 11230 19

14/06/2015 10930 17

1 2 2

TASK 1C – QUERY/REPORT


Search criteria:

Ticket Sales for 8/6/15

1

Calculations:

Reduced Ticket Price

Subsidy per Performance

Specified fields included

New field headings:

Reduced Ticket Price and

Subsidy per Performance

Format both new fields

for currency

2

2

1

1

1

Category, Event and Capacity

No award if spelling errors. Consistent with other field

headings

If only one field present can award currency mark if

formatted correctly. Must be 2 decimal places.

Grouping:

By Category

1

Content:

Appropriate report title –

must include date

Festival Logo inserted

Report Footer

Presentation

1

1

1

1

No award if spelling/capitalisation errors

No award if spelling/capitalisation errors

Specified fields visibly displayed/layout

TOTAL MARKS 13

Notes:

1 1

1G 1F

1R

1RF

2 2

1£

1N

1P

TASK 2A – EVENT COSTS


Venue Cost per Hour

Venue Cost per Performance

Total Cost per Performance

No of Performances

Total Cost of Event

Replication – columns D & E

Replication – columns G, H & I

Format for currency, 2 decimal places

Printouts – value and formula view (one page,

omitting venue)

2

1

1

2

1

1

1

1

1

(Vlookup)

(Countif)

Columns D, E, G & I

TOTAL MARKS 11

Notes:

Accept named ranges in formulae eg

Venue Cost: =VLOOKUP(B4,Venue_Costs,2,FALSE)

No of Performances: =COUNTIF(Events,A4)

EVENT

PERFORMANCE

DURATION

(HOURS) VENUE COST (PER HOUR)

VENUE COST PER

PERFORMANCE

PERFORMER'S

FEE

TOTAL COST PER

PERFORMANCE NO OF PERFORMANCES

TOTAL COST

OF EVENT

Joe King - A Royal Rumpus 1 =VLOOKUP(B4,'Venue Costs'!$A$4:$B$13,2,FALSE) =C4*D4 875 =E4+F4 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A4) =G4*H4

Singing the Blues 2 =VLOOKUP(B5,'Venue Costs'!$A$4:$B$13,2,FALSE) =C5*D5 925 =E5+F5 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A5) =G5*H5

Swan Lake 2.5 =VLOOKUP(B6,'Venue Costs'!$A$4:$B$13,2,FALSE) =C6*D6 4500 =E6+F6 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A6) =G6*H6

Chicago Fiddlers Society 2 =VLOOKUP(B7,'Venue Costs'!$A$4:$B$13,2,FALSE) =C7*D7 2750 =E7+F7 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A7) =G7*H7

Churchill - No Thanks! 2 =VLOOKUP(B8,'Venue Costs'!$A$4:$B$13,2,FALSE) =C8*D8 720 =E8+F8 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A8) =G8*H8

Milkshake 1.5 =VLOOKUP(B9,'Venue Costs'!$A$4:$B$13,2,FALSE) =C9*D9 550 =E9+F9 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A9) =G9*H9

Sidlaw Brass Band 1.5 =VLOOKUP(B10,'Venue Costs'!$A$4:$B$13,2,FALSE) =C10*D10 400 =E10+F10 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A10) =G10*H10

Apocalypse How? 2.5 =VLOOKUP(B11,'Venue Costs'!$A$4:$B$13,2,FALSE) =C11*D11 675 =E11+F11 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A11) =G11*H11

CSI Dundee 2 =VLOOKUP(B12,'Venue Costs'!$A$4:$B$13,2,FALSE) =C12*D12 475 =E12+F12 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A12) =G12*H12

Jonny Bingham 1 =VLOOKUP(B13,'Venue Costs'!$A$4:$B$13,2,FALSE) =C13*D13 1100 =E13+F13 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A13) =G13*H13

# I Love Art 5 =VLOOKUP(B14,'Venue Costs'!$A$4:$B$13,2,FALSE) =C14*D14 0 =E14+F14 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A14) =G14*H14

The Tom Toms 2 =VLOOKUP(B15,'Venue Costs'!$A$4:$B$13,2,FALSE) =C15*D15 6000 =E15+F15 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A15) =G15*H15

Hope and Glory 2.5 =VLOOKUP(B16,'Venue Costs'!$A$4:$B$13,2,FALSE) =C16*D16 3500 =E16+F16 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A16) =G16*H16

Meet the Authors 3 =VLOOKUP(B17,'Venue Costs'!$A$4:$B$13,2,FALSE) =C17*D17 1200 =E17+F17 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A17) =G17*H17

Come Fry With Me 4 =VLOOKUP(B18,'Venue Costs'!$A$4:$B$13,2,FALSE) =C18*D18 1875 =E18+F18 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A18) =G18*H18

Sultans of Swing 2 =VLOOKUP(B19,'Venue Costs'!$A$4:$B$13,2,FALSE) =C19*D19 7500 =E19+F19 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A19) =G19*H19

Once Upon a Time 1 =VLOOKUP(B20,'Venue Costs'!$A$4:$B$13,2,FALSE) =C20*D20 500 =E20+F20 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A20) =G20*H20

Alpha, Beta, Theta 2.5 =VLOOKUP(B21,'Venue Costs'!$A$4:$B$13,2,FALSE) =C21*D21 1400 =E21+F21 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A21) =G21*H21

Blues n Twos 2 =VLOOKUP(B22,'Venue Costs'!$A$4:$B$13,2,FALSE) =C22*D22 1250 =E22+F22 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A22) =G22*H22

Abstract Additions 5 =VLOOKUP(B23,'Venue Costs'!$A$4:$B$13,2,FALSE) =C23*D23 0 =E23+F23 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A23) =G23*H23

Mary, Queen of Slops 1.5 =VLOOKUP(B24,'Venue Costs'!$A$4:$B$13,2,FALSE) =C24*D24 1650 =E24+F24 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A24) =G24*H24

The Tartan Tenors 1.5 =VLOOKUP(B25,'Venue Costs'!$A$4:$B$13,2,FALSE) =C25*D25 2150 =E25+F25 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A25) =G25*H25

Smallteasers 1.5 =VLOOKUP(B26,'Venue Costs'!$A$4:$B$13,2,FALSE) =C26*D26 800 =E26+F26 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A26) =G26*H26

Salt and Peppa 2 =VLOOKUP(B27,'Venue Costs'!$A$4:$B$13,2,FALSE) =C27*D27 1000 =E27+F27 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A27) =G27*H27

Strictly Come Ballroom 2.5 =VLOOKUP(B28,'Venue Costs'!$A$4:$B$13,2,FALSE) =C28*D28 7000 =E28+F28 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A28) =G28*H28

The Scottish Play 2 =VLOOKUP(B29,'Venue Costs'!$A$4:$B$13,2,FALSE) =C29*D29 1400 =E29+F29 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A29) =G29*H29

Roll Over Beethoven 1 =VLOOKUP(B30,'Venue Costs'!$A$4:$B$13,2,FALSE) =C30*D30 780 =E30+F30 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A30) =G30*H30

A Heightened State of Indifference 2 =VLOOKUP(B31,'Venue Costs'!$A$4:$B$13,2,FALSE) =C31*D31 1650 =E31+F31 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A31) =G31*H31

Wine Wonders of the World 3 =VLOOKUP(B32,'Venue Costs'!$A$4:$B$13,2,FALSE) =C32*D32 375 =E32+F32 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A32) =G32*H32

Creepy Crawlies 1 =VLOOKUP(B33,'Venue Costs'!$A$4:$B$13,2,FALSE) =C33*D33 375 =E33+F33 =COUNTIF(Performances!$B$4:$B$96,'Event Costs'!A33) =G33*H33

2 2 1 1 1

1 11P

TOTAL COST OF EACH EVENT

EVENT

PERFORMANCE

DURATION

(HOURS)

VENUE COST (PER

HOUR)

VENUE COST PER

PERFORMANCE

PERFORMER'S

FEE

TOTAL COST PER

PERFORMANCE

NO OF

PERFORMANCES

TOTAL COST OF

EVENT

Joe King - A Royal Rumpus 1.0 £400.00 £400.00 £875.00 £1,275.00 3 £3,825.00

Singing the Blues 2.0 £250.00 £500.00 £925.00 £1,425.00 2 £2,850.00

Swan Lake 2.5 £1,100.00 £2,750.00 £4,500.00 £7,250.00 2 £14,500.00

Chicago Fiddlers Society 2.0 £1,000.00 £2,000.00 £2,750.00 £4,750.00 3 £14,250.00

Churchill - No Thanks! 2.0 £250.00 £500.00 £720.00 £1,220.00 2 £2,440.00

Milkshake 1.5 £625.00 £937.50 £550.00 £1,487.50 6 £8,925.00

Sidlaw Brass Band 1.5 £400.00 £600.00 £400.00 £1,000.00 1 £1,000.00

Apocalypse How? 2.5 £1,100.00 £2,750.00 £675.00 £3,425.00 2 £6,850.00

CSI Dundee 2.0 £500.00 £1,000.00 £475.00 £1,475.00 4 £5,900.00

Jonny Bingham 1.0 £250.00 £250.00 £1,100.00 £1,350.00 3 £4,050.00

# I Love Art 5.0 £120.00 £600.00 £0.00 £600.00 6 £3,600.00

The Tom Toms 2.0 £500.00 £1,000.00 £6,000.00 £7,000.00 1 £7,000.00

Hope and Glory 2.5 £1,100.00 £2,750.00 £3,500.00 £6,250.00 2 £12,500.00

Meet the Authors 3.0 £120.00 £360.00 £1,200.00 £1,560.00 2 £3,120.00

Come Fry With Me 4.0 £420.00 £1,680.00 £1,875.00 £3,555.00 2 £7,110.00

Sultans of Swing 2.0 £420.00 £840.00 £7,500.00 £8,340.00 7 £58,380.00

Once Upon a Time 1.0 £325.00 £325.00 £500.00 £825.00 10 £8,250.00

Alpha, Beta, Theta 2.5 £500.00 £1,250.00 £1,400.00 £2,650.00 1 £2,650.00

Blues n Twos 2.0 £400.00 £800.00 £1,250.00 £2,050.00 1 £2,050.00

Abstract Additions 5.0 £120.00 £600.00 £0.00 £600.00 2 £1,200.00

Mary, Queen of Slops 1.5 £400.00 £600.00 £1,650.00 £2,250.00 2 £4,500.00

The Tartan Tenors 1.5 £1,000.00 £1,500.00 £2,150.00 £3,650.00 2 £7,300.00

Smallteasers 1.5 £175.00 £262.50 £800.00 £1,062.50 2 £2,125.00

Salt and Peppa 2.0 £175.00 £350.00 £1,000.00 £1,350.00 3 £4,050.00

Strictly Come Ballroom 2.5 £1,000.00 £2,500.00 £7,000.00 £9,500.00 4 £38,000.00

The Scottish Play 2.0 £1,100.00 £2,200.00 £1,400.00 £3,600.00 1 £3,600.00

Roll Over Beethoven 1.0 £325.00 £325.00 £780.00 £1,105.00 4 £4,420.00

A Heightened State of Indifference 2.0 £175.00 £350.00 £1,650.00 £2,000.00 2 £4,000.00

Wine Wonders of the World 3.0 £500.00 £1,500.00 £375.00 £1,875.00 1 £1,875.00

Creepy Crawlies 1.0 £625.00 £625.00 £375.00 £1,000.00 10 £10,000.001£DP

TASK 2B – TICKET AVAILABILITY


Tickets Sold to Date

% of Tickets Available

Availability

Replication of columns C, D and E

Events in order of highest % of tickets

unsold

Print formula view omitting table

2

1

2

1

1

1

(Sumif)

Accept decimal places

(Nested If Statement)

Must be on one page

TOTAL MARKS 8

Notes:

Alternative If Statement formula: =IF(D4=0%,$H$4,IF(D4<=20%,$H$5,$H$6))

Accept named ranges/cells for Tickets Sold to date and/or Availability eg

=SUMIF(Events,A4,Tickets_Sold)

=IF(D4=0%,Sold_Out,IF(D4>20%,Good,Limited))

Award replication mark if all formulae present have been replicated correctly.

TICKET AVAILABILITY

EVENT TICKETS TICKETS SOLD TO DATE

% OF TICKETS

AVAILABLE AVAILABILITY

Churchill - No Thanks! 400 =SUMIF(Performances!$B$4:$B$96,A4,Performances!$C$4:$C$96) =(B4-C4)/B4 =IF(D4=0%,$H$4,IF(D4>20%,$H$6,$H$5))

Creepy Crawlies 8500 =SUMIF(Performances!$B$4:$B$96,A5,Performances!$C$4:$C$96) =(B5-C5)/B5 =IF(D5=0%,$H$4,IF(D5>20%,$H$6,$H$5))

Smallteasers 300 =SUMIF(Performances!$B$4:$B$96,A6,Performances!$C$4:$C$96) =(B6-C6)/B6 =IF(D6=0%,$H$4,IF(D6>20%,$H$6,$H$5))

Sidlaw Brass Band 200 =SUMIF(Performances!$B$4:$B$96,A7,Performances!$C$4:$C$96) =(B7-C7)/B7 =IF(D7=0%,$H$4,IF(D7>20%,$H$6,$H$5))

# I Love Art 600 =SUMIF(Performances!$B$4:$B$96,A8,Performances!$C$4:$C$96) =(B8-C8)/B8 =IF(D8=0%,$H$4,IF(D8>20%,$H$6,$H$5))

CSI Dundee 3200 =SUMIF(Performances!$B$4:$B$96,A9,Performances!$C$4:$C$96) =(B9-C9)/B9 =IF(D9=0%,$H$4,IF(D9>20%,$H$6,$H$5))

Apocalypse How? 2000 =SUMIF(Performances!$B$4:$B$96,A10,Performances!$C$4:$C$96) =(B10-C10)/B10 =IF(D10=0%,$H$4,IF(D10>20%,$H$6,$H$5))

Chicago Fiddlers Society 4500 =SUMIF(Performances!$B$4:$B$96,A11,Performances!$C$4:$C$96) =(B11-C11)/B11 =IF(D11=0%,$H$4,IF(D11>20%,$H$6,$H$5))

A Heightened State of Indifference 300 =SUMIF(Performances!$B$4:$B$96,A12,Performances!$C$4:$C$96) =(B12-C12)/B12 =IF(D12=0%,$H$4,IF(D12>20%,$H$6,$H$5))

Alpha, Beta, Theta 800 =SUMIF(Performances!$B$4:$B$96,A13,Performances!$C$4:$C$96) =(B13-C13)/B13 =IF(D13=0%,$H$4,IF(D13>20%,$H$6,$H$5))

Mary, Queen of Slops 400 =SUMIF(Performances!$B$4:$B$96,A14,Performances!$C$4:$C$96) =(B14-C14)/B14 =IF(D14=0%,$H$4,IF(D14>20%,$H$6,$H$5))

Once Upon a Time 2400 =SUMIF(Performances!$B$4:$B$96,A15,Performances!$C$4:$C$96) =(B15-C15)/B15 =IF(D15=0%,$H$4,IF(D15>20%,$H$6,$H$5))

Milkshake 5100 =SUMIF(Performances!$B$4:$B$96,A16,Performances!$C$4:$C$96) =(B16-C16)/B16 =IF(D16=0%,$H$4,IF(D16>20%,$H$6,$H$5))

Salt and Peppa 450 =SUMIF(Performances!$B$4:$B$96,A17,Performances!$C$4:$C$96) =(B17-C17)/B17 =IF(D17=0%,$H$4,IF(D17>20%,$H$6,$H$5))

Abstract Additions 200 =SUMIF(Performances!$B$4:$B$96,A18,Performances!$C$4:$C$96) =(B18-C18)/B18 =IF(D18=0%,$H$4,IF(D18>20%,$H$6,$H$5))

Wine Wonders of the World 800 =SUMIF(Performances!$B$4:$B$96,A19,Performances!$C$4:$C$96) =(B19-C19)/B19 =IF(D19=0%,$H$4,IF(D19>20%,$H$6,$H$5))

The Scottish Play 1000 =SUMIF(Performances!$B$4:$B$96,A20,Performances!$C$4:$C$96) =(B20-C20)/B20 =IF(D20=0%,$H$4,IF(D20>20%,$H$6,$H$5))

Singing the Blues 400 =SUMIF(Performances!$B$4:$B$96,A21,Performances!$C$4:$C$96) =(B21-C21)/B21 =IF(D21=0%,$H$4,IF(D21>20%,$H$6,$H$5))

Hope and Glory 2000 =SUMIF(Performances!$B$4:$B$96,A22,Performances!$C$4:$C$96) =(B22-C22)/B22 =IF(D22=0%,$H$4,IF(D22>20%,$H$6,$H$5))

The Tom Toms 800 =SUMIF(Performances!$B$4:$B$96,A23,Performances!$C$4:$C$96) =(B23-C23)/B23 =IF(D23=0%,$H$4,IF(D23>20%,$H$6,$H$5))

Meet the Authors 200 =SUMIF(Performances!$B$4:$B$96,A24,Performances!$C$4:$C$96) =(B24-C24)/B24 =IF(D24=0%,$H$4,IF(D24>20%,$H$6,$H$5))

Sultans of Swing 5250 =SUMIF(Performances!$B$4:$B$96,A25,Performances!$C$4:$C$96) =(B25-C25)/B25 =IF(D25=0%,$H$4,IF(D25>20%,$H$6,$H$5))

Blues n Twos 200 =SUMIF(Performances!$B$4:$B$96,A26,Performances!$C$4:$C$96) =(B26-C26)/B26 =IF(D26=0%,$H$4,IF(D26>20%,$H$6,$H$5))

Swan Lake 2000 =SUMIF(Performances!$B$4:$B$96,A27,Performances!$C$4:$C$96) =(B27-C27)/B27 =IF(D27=0%,$H$4,IF(D27>20%,$H$6,$H$5))

The Tartan Tenors 3000 =SUMIF(Performances!$B$4:$B$96,A28,Performances!$C$4:$C$96) =(B28-C28)/B28 =IF(D28=0%,$H$4,IF(D28>20%,$H$6,$H$5))

Roll Over Beethoven 960 =SUMIF(Performances!$B$4:$B$96,A29,Performances!$C$4:$C$96) =(B29-C29)/B29 =IF(D29=0%,$H$4,IF(D29>20%,$H$6,$H$5))

Strictly Come Ballroom 6000 =SUMIF(Performances!$B$4:$B$96,A30,Performances!$C$4:$C$96) =(B30-C30)/B30 =IF(D30=0%,$H$4,IF(D30>20%,$H$6,$H$5))

Come Fry With Me 1500 =SUMIF(Performances!$B$4:$B$96,A31,Performances!$C$4:$C$96) =(B31-C31)/B31 =IF(D31=0%,$H$4,IF(D31>20%,$H$6,$H$5))

Jonny Bingham 400 =SUMIF(Performances!$B$4:$B$96,A32,Performances!$C$4:$C$96) =(B32-C32)/B32 =IF(D32=0%,$H$4,IF(D32>20%,$H$6,$H$5))

Joe King - A Royal Rumpus 600 =SUMIF(Performances!$B$4:$B$96,A33,Performances!$C$4:$C$96) =(B33-C33)/B33 =IF(D33=0%,$H$4,IF(D33>20%,$H$6,$H$5))

21

2

1 1P

TICKET AVAILABILITY

EVENT TICKETS TICKETS SOLD TO DATE

% OF TICKETS

AVAILABLE AVAILABILITY

Churchill - No Thanks! 400 117 71% Good

Creepy Crawlies 8500 3209 62% Good

Smallteasers 300 131 56% Good

Sidlaw Brass Band 200 89 56% Good

# I Love Art 600 280 53% Good

CSI Dundee 3200 1505 53% Good

Apocalypse How? 2000 1017 49% Good

Chicago Fiddlers Society 4500 2381 47% Good

A Heightened State of Indifference 300 167 44% Good

Alpha, Beta, Theta 800 453 43% Good

Mary, Queen of Slops 400 241 40% Good

Once Upon a Time 2400 1471 39% Good

Milkshake 5100 3251 36% Good

Salt and Peppa 450 289 36% Good

Abstract Additions 200 131 35% Good

Wine Wonders of the World 800 547 32% Good

The Scottish Play 1000 745 26% Good

Singing the Blues 400 308 23% Good

Hope and Glory 2000 1610 20% Limited

The Tom Toms 800 644 20% Limited

Meet the Authors 200 162 19% Limited

Sultans of Swing 5250 4262 19% Limited

Blues n Twos 200 165 18% Limited

Swan Lake 2000 1658 17% Limited

The Tartan Tenors 3000 2632 12% Limited

Roll Over Beethoven 960 843 12% Limited

Strictly Come Ballroom 6000 5521 8% Limited

Come Fry With Me 1500 1452 3% Limited

Jonny Bingham 400 390 3% Limited

Joe King - A Royal Rumpus 600 600 0% Sold Out1S

TASK 3 – REPORT


Headings added to front page

Headings and/or front page enhanced

Festival Logo added

1

1

1

Block Caps or Initial Caps but must be consistent

Enhancement – increased font size, bold, page border etc

Anywhere on front page

All headings

Double line spacing

Separate, 2nd

page of document

2

1

1

Insertion of footnote in correct place

Keying in of footnote

1

1

Accept before or after the full stop

Insert query in correct place

Change to appropriate headings

1

1

Consequential to Task 1b

Must be consistent. Accept any meaningful heading.

Key in paragraph (logo competition)

3

One mark per each correct section – refer to markers on solution

Footer

No footer on first page

Insert page numbers

Insert Council Briefing

1

1

1

At right hand side

At left hand side

Presentation

1

Appropriate page breaks, consistent font, appropriate line spacing,

keyed section in correct place

TOTAL MARKS 18

Notes:

Table of contents:

Headings and page numbers must be accurate for both marks and aligned

If additional headings one mark only. If any headings missing, one mark lost each time.

If styles different within the table of contents, deduct one mark from headings mark

Accept with or without CONTENTS heading. No penalty for keying in

Do not need to have leader dots

If all headings are visible and accurate but no page numbers – max 1 mark

If page number comes first – no marks for headings (2)

Of the 2 marks available for headings, deduct for each typo

Accept a different font for the contents page – whole page must be the same font

1H

1E

1L

1NF

2H

1LS 1OP

1

1

1

1

1

1 1 1P

Task 1a - no query on bar


DATE

PERFORMANCE TIME

VENUE NAME

SERVICES CATEGORY




Comedy

CSI Dundee 12/06/2015 19:45 Corn Exchange

Event Management, Box Office, Security, Audio/Visual, Medical, Front of House

Comedy



Comedy


13/06/2015 20:00 The Strand Security, Audio/Visual, Front of House, Bar

Comedy

A Heightened State of Indifference

12/06/2015 19:00 Moonbeam Audio/Visual, Medical, Front of House

Comedy

Task 1a - over 18 omitted


DATE PERFORMANCE

TIME VENUE NAME

SERVICES CATEGORY

Joe King - A Royal Rumpus

12/06/2015 20:00 The Strand


Comedy

Joe King - A Royal Rumpus

13/06/2015 20:00 The Strand


Comedy


13/06/2015 20:00 The Strand


Comedy




Comedy

Task 1a – used “or” line for date but omitted bar

EVENT NAME

PERFORMANCE DATE

PERFORMANCE TIME

VENUE NAME

SERVICES CATEGORY

OVER 18s

ONLY


13/06/2015 20:00 The Strand


Comedy Yes

CSI Dundee

13/06/2015 19:45 Corn Exchange


Comedy Yes




Comedy Yes

Copy Of Task 1a – no date search – all others correct


DATE

PERFORMANCE TIME

VENUE NAME

SERVICES CATEGORY


11/06/2015 20:00 The Strand


Comedy


13/06/2015 20:00 The Strand


Comedy




Comedy




Comedy

Jonny Bingham



Comedy

Jonny Bingham



Comedy

Jonny Bingham



Comedy

Task 1a - no query on bar when using both “criteria” and “or” lines for date


DATE

PERFORMANCE TIME

VENUE NAME

SERVICES CATEGORY

OVER 18s

ONLY


13/06/2015 20:00 The Strand Security, Audio/Visual, Front of House, Bar

Comedy Yes



Comedy Yes



Comedy Yes




Comedy Yes

A Heightened State of Indifference

12/06/2015 19:00 Moonbeam Audio/Visual, Medical, Front of House

Comedy Yes

[END OF MARKING INSTRUCTIONS]

2015 administration higher paper 1 finalised marking ... · only award one mark related to time...

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