The matrix Standard

1. The matrix Standard

2. Welcome

3. Mark WememqcInternational Strategic Associate & matrix AssessorDubai 15th October 2012

4. Over The Next few hours • Information on the matrix Standard • Guidance on how the matrix Standard can support both the strategic and operational planning processes • An overview as to how organisations can seek accreditation and the business benefits and impacts this can provide • ZU experience of working with the matrix Standard so far • www.matrixstandard.com

5. The matrix Standard Information on the matrix Standard The purpose of the matrix Standard is to provide a benchmark for organisations to assess/measure their advice and support services which ultimately support individuals in their choice of career, learning, work and life goals

6. Information on the matrix Standard • Current Profile - • Initially Launched in February 2002 • 1886 Accredited organisations and a further 300 working towards the Standard • Accreditations covering England, Ireland, Scotland and Wales • Department for Business Innovation and Skills • emqc Ltd • 60UK based matrix Practitioners

7. Information on the matrix Standard - The Revision Of The matrix Standard May 2009 – In May, 2009 Tribal Consultancy Group were commissioned by the Department for Business Innovation and Skills (BIS) to review the arrangements for quality assuring the delivery of information, advice and guidance services. The outcome of the review was that; The matrix Standard should remain as the quality assurance standard for the (information, advice and guidance) sector, subject to recommendations.

8. Information on the matrix Standard – The Revision Of The matrix Standard BIS accepted the Tribal Recommendations and In April 2010 Mary D Associates Limited were commissioned by BIS to review and revise the matrix Standard in response to the recommendations. The aims of the review were to; • Re-structure • Flexibility • Rigorous • Removal of Duplication • Clarification of Terminology • Alignment

9. “Criteria 1.1 and 1.5 are very challenging but the impact is overwhelmingly positive” Manager, Training Provider

10. “I really like the Standard. It is less laborious than the local quality marks, I like its clarity. It is punchy, direct and all four elements give me a sense that it is the tool I need to make a difference to the school’s information, advice and guidance. I will now be using the framework” Deputy Head, Academy School

11. “The matrix Standard is providing a real framework in which to ensure individual student outcomes are being met in full” – Zayed University – Abu Dhabi and Dubai

12. “It will not only be useful for the consortium that I work with, but it will also be beneficial to have the credibility of being accredited” Sole Trader

13. The matrix Standard The following are key terms used throughout the matrixStandard The Organisation - the body that manages, administers and delivers the service and has applied for initial accreditation or accreditation review against the matrixStandard The Service - the Information, advice and/or guidance provided by the organisation to support individuals in their choice of career, learning, work and life goals Clients - the people who access the "service“, whether they are employees of the "organisation" or external users of the "service"

14. Structure of the Standard – Strategic and Operational There are 4 elements in the matrix Standard 1 Leadership and Management 2 Resources 3 Service Delivery 4 Continuous Quality Improvement

15. Outcome Based • The matrix Standard is an outcome based Standard and as an outcome based Standard the focus is on results and achievements. Outcome based standard’s are designed to foster innovation and creativity. • process is the input i.e. the systems and procedures that lead to the outputs that are how you do things that enable you to demonstrate the outcomes of the impact, the actual results Processes Outcomes

16. Leadership and Management 1 This element is about the way in which the organisation is led and managed to develop an effective service. • 1.1 The service has clearly defined measurable aims and objectives which link to any wider organisational strategic aims • 1.2 The service is provided with clear leadership and direction • 1.3 The organisation implements policies to promote equality and diversity, impartiality, confidentiality and professional integrity in all aspects of service delivery • 1.4 The organisation complies with existing and new legislation which might impact upon the service

17. Leadership and Management 1 This element is about the way in which the organisation is led and managed to develop an effective service. • 1.5 The organisation defines client outcomes and uses them as a measure of success for the service • 1.6 The organisation promotes the service in ways which are accessible to all those eligible to use it • 1.7 Clients and staff influence the design and development of the service • 1.8 The organisation establishes effective links with other appropriate partnerships and networks to enhance the service

18. Resources 2 This element describes the assets invested and applied in providing and effective service. • 2.1 The organisation uses its resources effectively to deliver the service • 2.2 Clients are provided with current, accurate and quality assured information which is inclusive • 2.3 The organisation defines the skills, knowledge, competencies and qualifications, in line with current national recognised professional qualifications and frameworks, for individual staff roles, linked to the aims and objectives of the service • 2.4 Staff are supported in undertaking continuous professional development and provided with opportunities for career progression • 2.5 Effective induction processes are in place for all staff

19. Service Delivery 3 This element describes the way in which the service is delivered effectively. 3.1 The service is defined so that clients are clear about what they might expect 3.2 The service is delivered effectively to meet its aims and objectives 3.3 The service provided is impartial and objective 3.4 Clients are given appropriate options to explore and understand that they are responsible for making their own decisions 3.5 When exploring options, clients are provided with and supported to use appropriate resources including access to technology 3.6 Clients benefit from signposting and referral to other appropriate agencies or organisations

20. 4 Continuous Quality Improvement This element describes the way in which the service provided is reviewed and improved on an ongoing basis 4.1 The organisation measures and evaluates the service against its stated aims and objectives and identifies improvements 4.2 The organisation monitors and evaluates client outcomes to support and improve service delivery 4.3 The organisation evaluates feedback on the service to build upon its strengths and addresses any areas for improvement 4.4 The organisation evaluates the effectiveness of its partnerships and networks to improve the service

21. 4 Continuous Quality Improvement This element describes the way in which the service provided is reviewed and improved on an ongoing basis 4.5 The organisation defines quality assurance approaches which are used to improve the service 4.6 Staff performance, linked to their role within the aims and objectives of the service, is reviewed and evaluated to improve the service 4.7 Effective use is made of technology to improve the service 4.8 The organisation continually reviews improvements to help inform the future aims and objectives of the service

22. Outcome Based • The matrix Standard is in keeping with extensive outcome based approaches including; • Department for Health and Adult Social Care • “Commissioning for Outcomes” • “Outcome Based Home Care” • Schools and young people services • “Outcome Based Accountability” • Every Child Matters an Outcome based Framework

23. Activity In pairs consider the matrix Standard Highlight any strengths of the element and any areas where you would like additional clarification

24. Activity Feedback Strengths Clarification

25. The matrix Journey Implement your plan Assessment/ review and feedback 4 5 Make the decision and commitment to the matrix Standard Review your current practices Develop an action plan Accreditation. Congratulations! Annual Continuous Improvement Checks - Online 1 2 3 6 7

26. Assessment evidence • Ultimately your assessor will use interviews as the focus of evidence collection and as such your assessment will be planned to include a selection and diverse range of people including; one-to-one interviews with managers; group interviews with clients/staff/volunteers and telephone interviews with partner organisations. Tell Show Tour of your facilities and anything you would like to ‘show’ the assessor when you are talking to them Interviews

27. What Next? Following accreditation or during the lead up to an assessment/review. The type of support that your organisation is looking for may be specific to you or it may be general information about the matrix Standard, whatever you are looking for we can help

28. The matrix StandardThank-you