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"We were enormously impressed with our matrix Accreditation Review process. It was rigorous, fair, positive, and the Assessment report was extremely valuable to us."
Northumbria University Careers Service
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Elements of the Standard and how they fit together
Many of you will be approaching your Accreditation Review against the matrix Standard and will be being reviewed against the 8 elements of the revised matrix Standard rather than the 10 elements you were familiar with the first time round. The 8 elements and 40 criteria that make up the revised matrix Standard is still a lot to get to grips with as you start to think about a forthcoming Accreditation Review and how you have continued to meet the matrix Standard. As part of this self-assessment, it may be useful to remember that the elements are not “stand alone”: what you do within the context of one element will impact on other elements and criteria.
For example, one of the key processes for any organisation is that of planning and review; the process through which the purpose and direction of the organisation is defined; objectives set; strategies outlined and measures of success agreed. Elements 5 and 8 provide a framework for the planning and review process and are important in that they influence or shape other elements and criteria. A critical aspect of the planning and review process is the way in which feedback is gathered, collated, analysed and used to evaluate how you are performing against your objectives. It is crucial that there is a link between what you are trying to achieve (5a), the measures you have in place to monitor progress (8a) and the feedback you gather (7 and 8b) when it comes to being able to monitor the effectiveness of what you do against your aims, goals and objectives (1a,5a,).
Evaluation starts with having clearly defined, measurable objectives – what are you trying to achieve. Without measurable objectives you have nothing against which to evaluate – they must be set at the outset if they are to provide direction and focus people on what needs to be done. Having set your objectives, you need to decide what measures will enable you to monitor whether or not you are progressing towards achieving them. Measures may be quantitative or qualitative; depending on what it is you are measuring. Feedback will inform the qualitative measures around satisfaction and perception albeit that this may be expressed as a numerical rating or percentage.
The whole process outlined above supports 8c – the future development of the service is actively planned as well as 8d – systems are in place which ensures that appropriate action is taken to improve the service to individuals.
The requirement for feedback and evaluation covers feedback from clients, staff and other stakeholders (7c, 8b), other stakeholders being typically partners, community groups, referral agencies, funding bodies and contract holders.
The strategic planning process should define the purpose of the organisation, its aims and goals, (1a, 5a). Questions to ask as part of this process will be why are we in existence? What are we trying to achieve? What business are we in and why are we in it? Who are our stakeholders – including our clients and which for the purposes of the matrix Standard may also be our staff.
The answers to these questions will determine what it is you are “selling” – your service or product and who it is you are “selling” it to – your clients or customers. Of course, you also need to understand what it is your clients or customers want or need – there is no point offering them something that they have no interest in albeit that you may be wonderful at providing it. No use selling widgets if today’s customer wants microchips!
Using market research to identify your target client or customer groups makes the link between the questions asked at the strategic planning stage and criteria 1a – the expected use of the service is identified. This is not only about determining who it is your service is aimed at but also being clear about the parameters of what you are offering. These factors will influence how and where the organisation promotes and markets its service or product and what is contained in promotional material. There are close links between 1b and 1c – promotional material contains relevant information and is accessible to potential users and 2 – people are given a full description of the service as very often promotional materials will be used to serve a dual purpose. Without being clear as to what it is you provide and who it is you are providing it to, you are not able to identify your potential users or decide what information they need in any promotional material.
Being clear about what it is you are providing and who it is you are providing it to will also determine the information resources you need (3, 5d) and the way in which your clients or customers access and use information, advice and guidance (3, 4).
As with other aspects of the matrix Standard, the people management element – element 6 – is shaped by elements 1 and 5: What the organisation is trying to achieve, what business it is in, what service or products it supplies and who its customers are will all influence the organisation’s structure, number of staff and the roles and responsibilities they fulfil. The organisation’s structure will determine who the leaders and managers are – who provides direction (5b) and who is responsible for supervising and supporting staff (6d). The roles and responsibilities within the structure will shape what staff are able to do and not able to do within their job (6c).
The aims and objectives, structure, business and so on will also determine the skills and knowledge staff need to have in order to meet its aims and objectives and include those required for staff to provide information, advice and guidance to the standard required by the organisation. So there must be a link between 5a – aims and objectives; 6b – competence of people delivering the service is monitored and maintained; 6e – performance review against defined outcomes (linked to achieving organisation aims and objectives) and the training provided to staff – 6f; element 5f – knowledge of legislative requirements and being able to apply this knowledge in the organisation; 5d – the effective use of resources where staff will need to have appropriate skills in budgeting, planning and control.
So, as the examples above show, thinking about how what you do “fits” together as you review your service against the matrix Standard will help you take a cohesive and holistic approach to the way information, advice and guidance is delivered and managed and ensure that the links that run through the elements and criteria of the matrix Standard firmly in place.
