Criteria What This 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 and 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 statement 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? X X x 1.2 The service is provided with 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 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)? X X x 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. You could give examples of how you refer clients to other providers to demonstrate 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 policies are implemented? What does E&D, impartiality, confidentiality and professional integrity mean to the organisation, the service(s) and staff/volunteers? X X x
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. 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? X x x 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 from your service(s) for your clients. These could include knowledge of options and what to do next, increased confidence/motivation, improved communication skills, making progress etc. For clients whom are employers, examples could 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? What does success look like to you and to your clients? X X x
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. How do you ensure that staff/volunteers have appropriate qualifications? *For careers guidance 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? X X X 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? X X x
4.4 The organisation evaluates the effectiveness of its partnerships and networks to improve the service. Clients, staff and other stakeholders are able to describe the evaluation process and give examples of how the information is used to improve the service. Examples should show measurable outcomes and link to improvements. How do you measure the effectiveness of your partnership and networking activities? What examples can you, your staff/volunteers give of how partnerships or networks have helped improve the IAG service(s)? X X X 4.5 The organisation defines quality assurance approaches which are used to improve the service. Managers and 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? X X X 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 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? X X X 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? X X 4.8 The organisation continually reviews improvements to help inform the future aims Managers and staff are able to provide examples of actions which have been taken to improve the service on an 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? X x x