27
The matrix Standard Self-Assessment Tool (Offline) Organisation Name: Page 1 of 27 Version Dated: 07 January 2020 © The Growth Company Limited 2020 The matrix Standard is delivered by The Growth Company on behalf of the Department for Education. Email: [email protected] Phone: 01423 229665

matrixstandard.com · Web view2020/01/07  · If you would like to use the services of an Advisor, please contact us. Key contact details are as follows: Key contact details are as

  • Upload
    others

  • View
    1

  • Download
    0

Embed Size (px)

Citation preview

Page 1: matrixstandard.com · Web view2020/01/07  · If you would like to use the services of an Advisor, please contact us. Key contact details are as follows: Key contact details are as

The matrix Standard

Self-Assessment Tool (Offline)

Organisation Name:

Page 1 of 18Version Dated: 07 January 2020© The Growth Company Limited 2020

The matrix Standard is delivered by The Growth Companyon behalf of the Department for Education.

Email: [email protected] Phone: 01423 229665

Page 2: matrixstandard.com · Web view2020/01/07  · If you would like to use the services of an Advisor, please contact us. Key contact details are as follows: Key contact details are as

matrix Self-Assessment

This self-assessment booklet will provide you with a simple overview of how you currently fare against the requirements of the matrix Standard. The responses that you give will enable you to see clearly where you may have areas that you need to focus on and develop in order to achieve the matrix Standard.

How to use this document:

1. Review each criteria statement and identify the range of evidence available which supports each statement. Ask yourself questions such as

a. How embedded is the process which supports this criterion?

b. Are we consistent across the organisation / service as a whole?

c. Do we believe all our staff and volunteers involved in delivering our service/s, customer / clients and partners would be able to give a positive response if asked questions relating to this criterion (where relevant)?

d. What is the impact on our organisational / service/s performance if we do not ensure we are doing what the criteria asks?

2. Then judge the strength of the evidence through a RAG rating – Red – no / insufficient evidence, Amber – evidence available but may need further development, Green – sufficient relevant evidence.

3. Where you have judged the evidence available to support the criteria as Red, then this is clearly an area for development / exploration and should be included in your organisation improvement plan. (See Appendix 1). The Amber criteria will also need to be addressed before assessment, but if you have ten or more Red criteria focus on these first before adding the Amber criteria to your improvement plan.

4. You can either compete this self-assessment with members of your information, advice and guidance team and / or with the support of a matrix Registered Advisor. If you would like to use the services of an Advisor, please contact us. Key contact details are as follows:

Email: [email protected]

Phone: 01423 229665

Web: www.matrixstandard.com

Page 2 of 18Version Dated: 07 January 2020© The Growth Company Limited 2020

Page 3: matrixstandard.com · Web view2020/01/07  · If you would like to use the services of an Advisor, please contact us. Key contact details are as follows: Key contact details are as

Key Linkages:Although there is no one way to approach working with the Standard, it is important to understand the key linkages within it. You will see references within some criteria to other areas of the Standard, for example:

The main key linkages across the Standard start with criterion 1.1 and follow through to criteria in Element 4 following a ‘Plan, Do and Review cycle.

PLAN DO REVIEW PLAN

The Organisation and the Service

1.1 The service has clearly defined measurable aims and objectives which link to any wider organisational strategic aims

3.2 The service is delivered effectively to meet its aims and objectives

4.1 The organisation measures and evaluates the service against its stated aims and objectives and identifies improvements

Individuals / Clients

1.5 The organisation defines client outcomes and uses them as a measure of success for the service

3.1 The service is defined so that clients are clear about what they might expect

4.2 The organisation monitors and evaluates client outcomes to support and improve service delivery

Being really clear about what you are trying to achieve through your information, advice and guidance delivery at organisation, service and client level will ensure there is a firm foundation for your service delivery.

Page 3 of 18Version Dated: 07 January 2020© The Growth Company Limited 2020

The matrix Standard is delivered by The Growth Companyon behalf of the Department for Education.

Email: [email protected] Phone: 01423 229665

Page 4: matrixstandard.com · Web view2020/01/07  · If you would like to use the services of an Advisor, please contact us. Key contact details are as follows: Key contact details are as

Self-Assessment Preparation:

Prompts Responses Improvement Plan

The OrganisationThis refers to the body which manages, administers and delivers the information, advice and guidance (IAG) service and has applied for initial accreditation or accreditation review against the matrix Standard.

Which team’s / job roles / members of staff within your ‘organisation’ are engaged in the management, administration and delivery of the Information, Advice & Guidance (IAG) service/s?

Do you have volunteers supporting the service/s? If so, what role do they fulfil?

Do you have an organisational structure chart which identifies IAG roles and responsibilities?

Which partners do you work with to enable you to deliver the service/s? e.g. funding partners / those you work with in collaboration / signposting and referral partners – who could talk knowledgeably about what it is like to work with you?

The ServiceThis is the IAG provided by the organisation to support individuals in their choice of career, learning, work and life goals.

What IAG is provided? If there is more than one service can you define and describe them all clearly and simply?

Where is the service delivered? (Locations / Postcodes.)

What role do the staff members identified above play in the delivery of your IAG service/s?

ClientsThis refers to people who access the service/s, whether they are employees of the organisation or external users of the service/s.

Who receives the IAG provided by the service/s?

Describe your clients and what IAG they receive at different times of their relationship with you

Page 4 of 18Version Dated: 07 January 2020© The Growth Company Limited 2020

The matrix Standard is delivered by The Growth Companyon behalf of the Department for Education.

Email: [email protected] Phone: 01423 229665

Page 5: matrixstandard.com · Web view2020/01/07  · If you would like to use the services of an Advisor, please contact us. Key contact details are as follows: Key contact details are as

ELEMENT ONE: LEADERSHIP & MANAGEMENT

Criteria What This Might Mean Prompts Evidence Available RAG Improvement Plan Reference

1.1 The service has clearly defined measurable aims and objectives which link to any wider organisational strategic aims.

Milestones or targets for the service need to be clear, for example, the number of job outcomes, qualifications to be achieved. However, you need to be clear about the contribution IAG makes to the achievement of your organisational aims. Your Assessor will want to speak to a senior person within your organisation to confirm the overall strategic aims and how the IAG service fits with these. Useful documents may include Vision, Mission, and planning documents. This criteria links closely to 3.2 and 4.1

What are the key aims and objectives of your IAG service/s?

How are these key aims and objectives developed and reviewed – who is involved, when and how?

How does the IAG service delivery support achievement of wider organisational aims?

1.2 The service is provided with clear leadership and direction.

Your leadership team has effectively communicated what the organisation is striving to achieve and how this relates to the service/s being delivered. Staff can clearly describe what the organisation is trying to achieve and have a clear understanding of where it is heading.

How do you communicate the purpose of the IAG service/s to staff / volunteers etc?

How do staff / volunteers know what is to be achieved?

How do staff / volunteers know the ‘sense of direction’ of the organisation and the service/s?

1.3 The organisation implements policies to promote equality and diversity, impartiality, confidentiality and professional integrity in all aspects of service delivery.

The implementation of equality and diversity could be demonstrated by providing materials in a range of formats, or by using monitoring data to target specific groups; for example, you may have found through monitoring that there is an attainment gap between different types of client and so you implement new approaches to address this.

What policies, do you have in place and how do you ensure they are implemented?

How are these policies reviewed and updated?

Can you give some examples of how these policies are implemented?

What does E&D, impartiality, confidentiality and professional integrity mean to the organisation, the service/s and staff /

Page 5 of 18Version Dated: 07 January 2020© The Growth Company Limited 2020

The matrix Standard is delivered by The Growth Companyon behalf of the Department for Education.

Email: [email protected] Phone: 01423 229665

Page 6: matrixstandard.com · Web view2020/01/07  · If you would like to use the services of an Advisor, please contact us. Key contact details are as follows: Key contact details are as

Criteria What This Might Mean Prompts Evidence Available RAG Improvement Plan Reference

You could give examples of how you refer clients to other providers to demonstrate impartiality. Confidentiality can be demonstrated by staff explaining how they cover it at the start of an interview; or by being described in client materials or records stored in locked cabinets. Clients confirm their understanding of how the service is confidential. You can also describe how you uphold any professional codes of practice in your work with clients.

volunteers?

1.4 The organisation complies with existing and new legislation which might impact upon the service.

Appropriate legislation is likely to vary depending upon the nature of the service/s being delivered and the client group. However, it is likely to include areas such as health and safety, equal opportunities, data protection and employment legislation as a minimum. It is important that all staff, including volunteers, can provide examples of appropriate legislation and how they are updated with any changes. For example, staff should be able to describe how the organisation has ensured rigorous safeguarding, and/or how health and safety legislation is an integral part of day-to-day activities.

What key pieces of legislation does your organisation / service/s need to comply with?

How do they impact on IAG service delivery?

How do you ensure that staff / volunteers maintain compliance?

1.5 The organisation defines client outcomes and uses them as a measure of success for the service.

You can describe how as part of your planning process you have identified the impacts/outcomes you expect your service/s to achieve for your clients. These could include knowledge of options and what to do next, increased confidence/motivation,

What sort of client outcomes do you use to measure the success of your IAG service/s?

Who sets and reviews them, how and when?

What difference are you trying to make to clients by the IAG you deliver?

Page 6 of 18Version Dated: 07 January 2020© The Growth Company Limited 2020

Page 7: matrixstandard.com · Web view2020/01/07  · If you would like to use the services of an Advisor, please contact us. Key contact details are as follows: Key contact details are as

Criteria What This Might Mean Prompts Evidence Available RAG Improvement Plan Reference

improved communication skills, making progress etc. For employer clients, examples could include increased skills, productivity, staff retention, etc.In addition to achieving contractual deliverables think about other added value benefits you offer that will have a greater impact on the service/s being delivered. These will have been identified at the beginning of the clients’ journey / intervention. Consider the intended client outcomes in the context of the aims and objectives you have established for your organisation and your service/s. This criterion is linked closely to criteria 3.1 and 4.2.

What does success look like to you, to your clients?

1.6 The organisation promotes the service in ways which are accessible to all those eligible to use it.

Consider how your service/s is promoted including how different methods of marketing and promotion have been used to ensure that information about the service/s is accessible to all clients. You should be able to describe which promotional activity works best and why in relation to the eligible client group/s. Examples could include your website, leaflets, Virtual Learning Environments (VLE), learner handbook, induction, social media such as Facebook and Twitter, attendance at events or outreach venues etc. If referral from another organisation is a key feature, consider how you keep them up to date with your current service offer.

How do you ensure that eligible clients know about your IAG service/s and what it can do for them?

Which marketing activities have worked well / not so well? Why? What changes have you made as a result?

1.7 Clients and staff This is about the opportunities How do you ensure that staff /

Page 7 of 18Version Dated: 07 January 2020© The Growth Company Limited 2020

Page 8: matrixstandard.com · Web view2020/01/07  · If you would like to use the services of an Advisor, please contact us. Key contact details are as follows: Key contact details are as

Criteria What This Might Mean Prompts Evidence Available RAG Improvement Plan Reference

influence the design and development of the service.

you provide for clients and staff to influence the service. For example, you may have a client involvement strategy which outlines the different ways in which clients are involved in developing the service, and your staff may input their ideas at staff / team meetings. You will need to give examples to demonstrate changes as a result of this involvement and show how this feedback has helped shape the current service.

volunteers and clients have opportunities to influence IAG service design and development?

What examples can you give of changes that have happened as a result of clients / volunteers and staff influence?

1.8 The organisation establishes effective links with other appropriate partnerships and networks to enhance the service.

You can describe the partnerships and networks you are involved with and how these benefit your service/s. This could be organisations with whom you have a contractual relationship, those that you network with in order to provide wider support to your clients, or information sharing to inform your own practice. This criterion links closely to criterion 4.4 so you will need to describe how you evaluate the effectiveness of the relationships.

What links do you have with other agencies (networks, partnerships etc) that support your IAG service/s?

How do these add value to your service/s? How do you know?

What is gained by working together?

Which partner organisations do you believe should be included in your matrix assessment? (A minimum of 3 partners should normally be included as part of any assessment).

Page 8 of 18Version Dated: 07 January 2020© The Growth Company Limited 2020

Page 9: matrixstandard.com · Web view2020/01/07  · If you would like to use the services of an Advisor, please contact us. Key contact details are as follows: Key contact details are as

ELEMENT TWO: RESOURCES

Criteria What This Might Mean Prompts Evidence Available RAG Improvement Plan Reference

2.1 The organisation uses its resources effectively to deliver the service.

Managers and staff are able to explain what resources – including human, physical and financial are needed to deliver the service/s. Managers and staff are able to explain how the level of resource, in relation to client needs, are established and can give examples of how effectively resources are used.

What resources (human, physical & financial) are used to deliver the IAG service/s?

Are these resources sufficient? How do you know?

How effectively do you believe current resources are being used?

2.2 Clients are provided with current, accurate and quality assured information which is inclusive.

Clients and staff are able to describe and give examples of the types of information they were able to access and explain how appropriate it was to their needs. Managers and staff are able to describe what quality assurance systems are in place to ensure information is current, accurate and is written in plain language, free from bias and takes account of diversity. Managers and staff delivering the service are able to explain how they support clients and how the resources they use are quality assured

How do you ensure that information you give to clients is: current, accurate, in plain language, free from bias & takes account of diversity?

How is your website / intranet etc managed and kept up to date? Who is responsible?

2.3 The organisation defines the skills, knowledge, competencies and qualifications in line with current national recognised professional qualifications and

Managers can describe and give examples of how they identify and define the skills, knowledge and competencies of staff roles linked to achieving the aims and objectives of the service/s including being aware of the boundaries of their role. Managers and staff can describe the qualifications and frameworks which are appropriate to their role in

What skills, knowledge and competencies do your staff / volunteers need to enable them to deliver the IAG service/s?

How do you ensure that staff / volunteers know the boundaries of their roles?

What qualifications / other development frameworks are appropriate for people delivering your IAG services? *

How do you ensure that staff /

Page 9 of 18Version Dated: 07 January 2020© The Growth Company Limited 2020

The matrix Standard is delivered by The Growth Companyon behalf of the Department for Education.

Email: [email protected] Phone: 01423 229665

Page 10: matrixstandard.com · Web view2020/01/07  · If you would like to use the services of an Advisor, please contact us. Key contact details are as follows: Key contact details are as

Criteria What This Might Mean Prompts Evidence Available RAG Improvement Plan Reference

frameworks, for individual staff roles, linked to the aims and objectives of the service.

delivering the aims and objectives of the service/s. For careers guidance staff in England this should include professional standards and qualifications determined by the Career Development Institute or other representative bodies.

volunteers have appropriate qualifications?

*For careers guidance staff in England these should include professional standards and qualifications determined by the Career Development Institute or other recognised body.

2.4 Staff are supported in undertaking continuous professional development and provided with opportunities for career progression.

Managers and staff can explain and give examples of how they are supported in continually developing their skills, knowledge and competence including any appropriate qualifications for their role. Managers and staff are able to describe how they are involved in the process of identifying their needs and appropriate learning and development activities, including career progression opportunities.

How do you encourage and support the continuous professional development of staff / volunteers?

What examples can you provide of CPD activities?

What are the results of the support provided to staff?

What career progression opportunities have you recently been able to offer to staff?

2.5 Effective induction processes are in place for all staff.

Managers are able to describe the induction process for all roles including staff employed by the organisation and any volunteers. Newly recruited staff and those who have recently changed roles can describe the induction process and how this has helped them perform effectively.

What are the induction processes for staff / volunteers – including those that change roles?

How do know that your induction processes are effective?

Page 10 of 18Version Dated: 07 January 2020© The Growth Company Limited 2020

Page 11: matrixstandard.com · Web view2020/01/07  · If you would like to use the services of an Advisor, please contact us. Key contact details are as follows: Key contact details are as

ELEMENT THREE: SERVICE DELIVERY

Criteria What This Might Mean Prompts Evidence Available RAG Improvement Plan Reference

3.1 The service is defined so that clients are clear about what they might expect.

Managers and staff are able to define the service/s offering, in relation to their client group including prospective/potential clients and give examples how they ensure clients understand the service/s offering. Clients can describe and give examples of how they know what to expect from the service/s.

How do you ensure that existing and potential clients are clear about what to expect from your IAG service/s?

xxx x xxx

3.2 The service is delivered effectively to meet its aims and objectives.

Managers and staff can describe and give examples of the service/s delivery in place which supports the delivery of the aims and objectives.

How effective has the IAG service/s been in meeting its aims and objectives?

What constitutes effective delivery?

What does ‘good’ look like? Can you give examples of things

that have worked well and describe how they have helped you achieve relevant IAG service objectives?

xxx x xxx

3.3 The service provided is impartial and objective.

Managers and staff are able to describe how they ensure the service/s is impartial, free from bias and objective. Clients can describe how they are made aware of any potential conflicts of interest in the advice provided and understand the limitations of the service/s.

How do you ensure that IAG service delivery is objective, impartial and free of bias?

What examples can you give which supports this?

xxx x xxx

3.4 Clients are given appropriate options to explore and understand that they are responsible for

Clients are able to describe and give examples of how they have benefited from support process and how they were able to explore different options that met their expectations. Clients are able to describe

Can staff / volunteers describe a ‘typical’ client intervention?

How do you ensure that clients understand the options open to them?

How do you help clients understand the potential

xxx x xxx

Page 11 of 18Version Dated: 07 January 2020© The Growth Company Limited 2020

The matrix Standard is delivered by The Growth Companyon behalf of the Department for Education.

Email: [email protected] Phone: 01423 229665

Page 12: matrixstandard.com · Web view2020/01/07  · If you would like to use the services of an Advisor, please contact us. Key contact details are as follows: Key contact details are as

Criteria What This Might Mean Prompts Evidence Available RAG Improvement Plan Reference

making their own decisions.

what support they were given to understand and make appropriate choices. Clients are able to describe how they came to their decisions

consequences of alternative courses of action?

3.5 When exploring options, clients are provided with and supported to use appropriate resources including access to technology.

Clients are able to describe and give examples of what resources were made available when exploring different and appropriate options.

What resources are available to clients? Are staff / volunteers and clients fully aware of these resources?

What additional resources are available for clients with learning difficulties for example?

How are clients supported to use the resources provided? What examples can you provide?

How has technology supported your work with clients?

xxx x xxx

3.6 Clients benefit from signposting and referral to other appropriate agencies or organisations.

Clients are able to describe the benefits they received by being referred to other appropriate agencies or organisations. Representatives from partnerships and networks are able to explain what benefits and services clients referred to them have received.

What examples can you share of how signposting / referral of clients to other agencies has added value?

What agencies or organisations are staff / volunteers aware of that have been quality assured as referral agencies / organisations? Is there consistency?

xxx x xxx

Page 12 of 18Version Dated: 07 January 2020© The Growth Company Limited 2020

Page 13: matrixstandard.com · Web view2020/01/07  · If you would like to use the services of an Advisor, please contact us. Key contact details are as follows: Key contact details are as

ELEMENT FOUR: CONTINUOUS QUALITY IMPROVEMENT

Criteria What This Might Mean Prompts Evidence Available RAG Improvement Plan Reference

4.1 The organisation measures and evaluates the service against its stated aims and objectives and identifies improvements

Managers and staff are able to explain and give measurable examples of the extent to which the aims and objectives have been met. Managers and staff can describe how all aspects of the service/s are reviewed against the measurable aims and objectives including promotion / engagement, service delivery, resources, leadership / management.

How do you measure and evaluate the IAG service/s against its stated objectives? Who, when, how etc.?

To what extent is service delivery meeting its aims and objectives?

What examples are there of recently measured improvements in the IAG service/s?

4.2 The organisation monitors and evaluates client outcomes to support and improve service delivery.

Managers, staff and where appropriate clients are able to describe and give examples of how client outcomes are used to improve the service.

What client outcomes do you measure and how do you do this?

What difference has the service made to individuals?

How do use these measurements to improve the IAG service/s?

What examples can you share of improvements?

4.3 The organisation evaluates feedback on the service to build upon its strengths and addresses any areas for improvement.

Managers and staff are able to explain how all forms of feedback and evaluation information are used to establish areas of strength and areas for improvement. Clients are aware of who to contact with a compliment, comment or complaint and the process the organisation will follow in dealing with them. Managers and staff are able to explain how complaints are recorded, investigated and what action is taken.

What other forms of feedback do you use to evaluate IAG service strengths and areas for improvement?

What is your feedback telling you? What are you doing with it? What lessons have you learnt

from feedback? What improvements have you

made as a result of evaluating feedback received?

4.4 The organisation evaluates the

Clients, staff and other stakeholders are able to describe the evaluation

How do you measure the effectiveness of your partnership and networking activities?

Page 13 of 18Version Dated: 07 January 2020© The Growth Company Limited 2020

Page 14: matrixstandard.com · Web view2020/01/07  · If you would like to use the services of an Advisor, please contact us. Key contact details are as follows: Key contact details are as

Criteria What This Might Mean Prompts Evidence Available RAG Improvement Plan Reference

effectiveness of its partnerships and networks to improve the service.

process and give examples of how the information is used to improve the service. Examples should show measurable outcomes and link to improvements.

What examples can you, your staff / volunteers give of how partnerships or networks have helped improve the IAG service/s?

4.5 The organisation defines quality assurance approaches which are used to improve the service.

Managers and staff are able to describe how the service is quality assured and what plans, policies, procedures and/or processes are in place and how they are implemented.

Specifically, what approaches do you use to quality assure your IAG service/s?

What are your QA processes telling you?

What have you done as a result? What examples can you share of

the impact quality assurance activity has had on service improvement?

4.6 Staff performance, linked to their role within the aims and objectives of the service, is reviewed and evaluated to improve the service.

Managers and staff can describe the process for evaluating performance in relation to roles, aims and objectives of the service. Managers are able to give measurable examples of how effective staff performance has been in relation to service aims and objectives.

How do you evaluate staff and volunteer performance in relation to IAG service, team and individual objectives?

What improvements have been made to the IAG service as a result of improved staff / volunteer performance?

4.7 Effective use is made of technology to improve the service.

Clients, managers and staff are able to describe and give examples of how technology has enhanced the way they deliver the service.

What technologies do you use to support the IAG service?

How have they improved the IAG service?

How do you know?

4.8 The organisation continually reviews improvements to help inform the future aims and objectives of the service.

Managers and staff are able to provide examples of actions which have been taken to improve the service on an on-going basis.

How have you used the results of evaluation to develop the IAG service?

Can you give examples of recent changes to the IAG service (or its aims and objectives) following a review?

Page 14 of 18Version Dated: 07 January 2020© The Growth Company Limited 2020

Page 15: matrixstandard.com · Web view2020/01/07  · If you would like to use the services of an Advisor, please contact us. Key contact details are as follows: Key contact details are as

Any other information?

Page 15 of 18Version Dated: 07 January 2020© The Growth Company Limited 2020

The matrix Standard is delivered by The Growth Companyon behalf of the Department for Education.

Email: [email protected] Phone: 01423 229665

Page 16: matrixstandard.com · Web view2020/01/07  · If you would like to use the services of an Advisor, please contact us. Key contact details are as follows: Key contact details are as

Improvement Plan Appendix 1

Criteria Current Situation Development Actions Responsibility Timescales / Targets / Measures

Review

Page 16 of 18Version Dated: 07 January 2020© The Growth Company Limited 2020

The matrix Standard is delivered by The Growth Companyon behalf of the Department for Education.

Email: [email protected] Phone: 01423 229665

Page 17: matrixstandard.com · Web view2020/01/07  · If you would like to use the services of an Advisor, please contact us. Key contact details are as follows: Key contact details are as

Glossary of Key WordsAimsThe overall goals/overarching statements of the change(s) intended to be achieved by the organisation or the service

Approach/esThe way in which something may be carried out

ClientsThis refers to people who use the "service" whether they are employees of the "organisation" or external users of the "service"

Competence The skills, knowledge, experience and personal qualities of all those delivering the service who may do so as paid employees or volunteers

ConfidentialityThe act of keeping personal information about clients private and not disclosing it to others

Conflict of InterestA situation where a staff member can influence a client’s options and has a vested interest in which choice he or she makes

Continuous Professional Development (CPD)Training and development for staff to ensure they maintain, improve and broaden their knowledge and skills throughout their careers

Current The most recent, up-to-date and valid information

DefinedPrecisely stated and/or can be described

DirectionThe leadership and management of a service in relation to the vision, priorities and changing external factors

DiversityThe presence in one population of different genders, and a wide variety of cultures, opinions, ethnic groups, disabilities, beliefs and socio-economic backgrounds

Effective

A productive and workable approach brought about for a purpose

Equality Equal treatment of clients and staff irrespective of factors which might make them differ from one another

ImpactA measure of success of whether the defined service outcomes have been achieved

Impartial and ObjectiveThe service is free from bias and options explored are realistic

ImpartialityThe capacity to provide a service to people that is based solely on their needs and not any vested interest of the provider. In practice there may be factors which can influence the choices available to clients, including limitations of information or its inherent bias as well as restrictions on provision imposed from outside. In such cases this requires the service provider to make any such limitations clear to people and ensure they understand their implications

InclusiveEnables all to access the service irrespective of any physical/mental impediment, gender or race or geographical or other barriers real or perceived

Induction A formal introduction and familiarisation on entry into a position within an organisation, including people new to the organisation or new to a role within it

KPIsThe measures adopted to determine the success or failure of a process, output or outcome

LeadershipThe provision of guidance and inspiration (see also direction)

LegislationLaws which might impact on the service such as health and safety, safeguarding, equality, data protection, freedom of information

MeasurableThe specific measure or indicator used to determine whether or not goals/objectives are being successfully achieved and can be used in the evaluation of service provision

NetworksA number of organisations working together towards a common purpose

ObjectivesObjectives are the activities that the organisation or service intends to carry out in order to achieve its overall aim(s). Targets may be short, medium or long term. They should be specific, measurable, achievable, realistic and time-bound (SMART). They may be detailed and measured through KPIs.

Organisation This refers to the body (legal entity) which manages, administers and delivers the service and has applied for initial accreditation or accreditation review against the matrix Standard

Page 17 of 18Version Dated: 07 January 2020© The Growth Company Limited 2020

The matrix Standard is delivered by The Growth Companyon behalf of the Department for Education.

Email: [email protected] Phone: 01423 229665

Page 18: matrixstandard.com · Web view2020/01/07  · If you would like to use the services of an Advisor, please contact us. Key contact details are as follows: Key contact details are as

OutputsThe products or deliverables arising as a result of service delivery such as a CV, action plan

OutcomesOutcomes are the changes or difference for clients planned by the organisation as a result of the service. They may include ‘hard’ measures such as clients progressing into further education/training or employment and ‘soft’ measures such as improved confidence, time-keeping. They are different from outputs

PartnersPartners may refer clients or liaise to support the service delivery. The service may have a Service Level Agreement with its partners. Partners may support the service in other ways (e.g. signposting to/from)

PartnershipsGroups of partners and/or networks that come together to provide complementary services that enhance the overall provision to end-users

Plan/s An outline with goals and actions (may be in writing) to achieve a particular outcome

Policy/iesAn overview and summary of the approach (may be in writing) taken to address the issue in question. A policy defines why a particular approach is taken

Procedure/sA description (may be in writing) of how an activity will take place

Process(es)A description of related activities to achieve a certain outcome, usually in writing though may be observable

Professional IntegrityThis refers to the maintenance of high professional standards and a determination to do what is right for the client

PromoteTo advertise, raise awareness or inform people about the service

Quality AssuranceThe process of systematically monitoring and evaluating the various aspects of the service to ensure that standards of quality are being met

ReferralThis is the referral of a client to an alternative or complementary agency, which may be better able to meet their needs. There is usually some exploration of client needs and discussion about the kind of service required. There is also typically a follow up with the referral agency about the outcome of the referral process

ResourcesFor example; hours, premises, availability of staff, types of technology available, finances and human skills

ServiceThis is the information, advice, support and/or guidance provided by the organisation to support individuals in their choice of career, learning, work and life goals

SignpostingProviding information to a client about alternative and/or complementary services, organisations, or partners

Skills, Knowledge, Competences, Qualifications and FrameworksThe requirements defined as necessary for a specific role

StakeholdersIndividuals, groups and organisations that have a vested interest in the service

Strategic AimsLong term, high level goals defined by the organisation

TechnologyThe use of equipment and electronic methods of accessing information and communicating such as computers, tablets, smartphones and software packages to support the service delivery including adaptations to meet client needs

Page 18 of 18Version Dated: 07 January 2020© The Growth Company Limited 2020