Becoming a Quality Provider

Becoming A Quality Provider

Quality Plans, Marks and Assessment

What is Quality?

Quality management is an organisation-wide approach to understanding precisely what customers need and consistently delivering accurate solutions within budget, on time and with the minimum loss to society.

How can quality be achieved?

The first step is to gain top management commitment, once gained an assessment of the current situation with in organisation should be carried out. Quality must be built in at every stage of the process, from identifying the customer needs, through planning and implementation, right up to the point of product or service delivery. Staff involvement is key to continuous development.

Contents

2a. Preparing for Matrix Accreditation 3

3. Introduction to ISO9001 5

4a. Investors in People Action Plan 6

5. The Customer First Standard 12

5a. Guidance to the Self-Assessment Process 15

6. OFSTED Inspections 17

7. Self Assessment Review Template 18

7a. Ofsted Quality Improvement Plan Template 50

8a Ofsted Taxonomy Action Plan 52

9. The Common Inspection Framework 57

13. Lesson Plan Template 60

This document provides examples only. Organisations should develop their own templates to relate to their working practices

2a. Preparing for Matrix Accreditation

Introduction to the Matrix Standard

The Matrix Standard is a national quality standard for information advice and guidance on learning & work (this includes training support & business advice). The matrix standard focuses on two areas `delivery of the service & management of the service`.

Delivery of the service focuses on how we provide IAG to our clients/learners and how they actually receive and experience what ...... provide.

Management of the service focuses on how we plan, organise, support and improve our activities.

Each area has 4 elements of which a criteria clearly describes what the requirements are in order for ...... to meet the Matrix Standard.

Before we register our interest in applying for the standard it is standard practice at ...... to carry out an internal assessment to identify whether we are conforming to the Matrix criterias – we carried out a very similar exercise when working to the Customer First Standard.

The action plan below outlines the key stages to get ...... through the Matrix accreditation successfully; this will be co-ordinated by the Quality Manager and the Matrix team.

Internal Matrix Self Assessment Review – Action Plan
State 1 - Briefing / Action / By whom / By when / Updates/Action completed
support from Top Managers / v Agenda item for next Management Review Meeting / Quality Manager / Next management review meeting 22nd July 08 / Received
Agree status of application / Agree what options applies to the organisation
v External IAG Services
v Internal IAG Services
v both external & internal services / Alan Thompson/Alison Raphael / 7th July 08 / External confirmed
Identify Matrix Team / v Confirm Matrix status with each divisional Director/Key staff / Proposed Matrix Team:
Alison, Robin, Duncan, Annette, Ian or Tracey, a BA? And Nick / 7th July 08 / Ali R - Quality
Jim M - Skills
Annette B - Skills
Nick W – F&Ops
(first mtg to be held when Jim has started)
Matrix Team Meeting / v Set a date for Matrix team meeting / 27th Aug (Ali & Jim only)
29th Aug (team) / Meeting held
29th mtg not required - Jim & Annette will meet to complete self assessment form
Prepare self assessment review form / v Design internal self assessment form / Quality Manager/Quality Assistant / 16th July 08 / completed
Deliver presentation / v Present to Matrix Team / Quality Manager / w/c 29th Aug / Completed – 27th Aug
Stage 2 – Self Assessment
Complete self assessment form / v Matrix Team to complete self assessment form based on services provided to clients / Matrix Team / Team to agree / First draft to be completed by 5th Sept.
Next team meeting 12th Sept.
Followed up 15th
Next team meeting to review SAR 18th Sept.
Internal Audit / v Conduct an internal audit
v Show me evidence
v 1-2-1 discussions with staff. / Quality Team / Mid Sept / Scheduled – 23rd Sept 08
Matrix Assessment Report / v Write up findings of assessment. Action plan areas for development including costs / Quality Manager / 1st week Oct / 24th Sept – send results to Belinda
Feedback / v Share findings with top managers & with Matrix Team / Quality Manager / 2nd week Oct
Stage 3 - Development
External Support / v Bring in external assessor (matrix approved) / Belinda Tankel / Support to commence early Oct / 2 days
1. Action planning – 2nd Oct
2. Validation 10th or 16th Oct
Register interest to apply for Matrix / v Apply to ENTO for a certificate of commitment to be achieved within 12 months. / Quality Manager / Mid Oct / Following above results
Accreditation approved / v Estimated timeframe / Dec 08
Cost / v To be identified following internal self assessment

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This document provides examples only. Organisations should develop their own templates to relate to their working practices

3. Introduction to ISO9001

How can quality be achieved?

ISO9001

ISO 9001 is for all organisations large or small and covers all sectors, including charities and the voluntary sector. It will help you to be more structured and organised but doesn’t require bureaucracy. By being able to achieve the right results first time, your customers will benefit from your consistency and you’ll save on the cost of re-work. ISO 9001 is also a proven business winner with most certified organisations qualifying for more tenders and winning more orders.

The starting point is identifying customer needs and from that we must plan our processes and resources and apply monitoring and controls. We need to be continually assessing our performance against our own objectives and standards and to strive for improvement. We need to establish a management system in order to ensure that we fulfil requirements efficiently and effectively. ISO 9000 defines a management system thus:

Management System – System to establish policy and objectives and to achieve those objectives.

The management system in total can cover a number of different elements, for example it may encompass environmental management and safety management, however one important element is identified as the quality management system and ISO 9000 defines this as shown:

Quality Management System – A Management System to direct and control an organisation with regard to quality.

ISO 9001:2008 sets out the requirements for a quality management system.

For a useful ISO9001 guidance document ‘Keys to Quality Success’ go to: http://www.iso9001help.co.uk

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This document provides examples only. Organisations should develop their own templates to relate to their working practices

4a. Investors in People Action Plan Company Name: ...... Date:

Management Theme

/
Practice currently in place / Areas for Discussion/Actions / By whom? / By when?
1 A strategy for improving the performance of the organisation is clearly defined and understood. / Defined Vision, Missions and Values – these have recently been updated and amended
Business Plan is currently being produced and highlights have been sent out – discussed at company briefings. Staff are involved within the planning process by developing their objectives within their own teams/departments.
Strategic Plan – to be circulated shortly
Company objectives are underpinned through the following:
Company briefings
All Staff Away Days
Team meetings
Company Newsletter - Buzz
Various E-Mails and Intranet: MD update; Company Announcements
End of Year Message from CEO.
Individual objectives are underpinned through:
Annual appraisal and quarterly reviews
121 meetings – which normally take place monthly but will depend upon each manager / Are these clearly understood by all?
All staff have been sent the 5 themes from the Business Plan which were discussed at the company briefing – will all staff understand the KPI’s or measurable targets?
Are team objectives clearly understood by all?
Work in progress
Check communication for associates
.
2 Learning and development is planned to achieve the organisation’s objectives. / Organisational Development Plan and Learning and Development Plan used to identify Company wide training
Team development is discussed and monitored through team meetings
Annual Performance Management System used to identify individual development –
Business objectives are linked to the training plan and PMS
PMS linked to Competencies for all members of staff / Check managers’ understanding of the development policy – eg what can/cannot be funded, etc
Need a set policy, work related,
Example given
Professional qualifications it would have some benefit to organisation, how much would be funded, lines of agreement.
Outline L&D arrangements in Staff Handbook.
Check managers’ understanding of team development issues and how this has benefited their team – link to company objectives
Newly appointed manager – remind managers what development contribute to company objectives, Teams point of view rather than individual.
Managers might identify group training that would impact on the whole team/division.
Ensure that all managers’ understand the new online PMS process and have had the appropriate development – see Indictor 4
Managers training
Embed ownership of your own L&D when approved, training not to be left if approved
3 Strategies for managing people are designed to promote equality of opportunity in the development of the organisation’s people. / All members of staff are included within the PMS for their development – see above indicator 2
Departmental/Team Meetings take place on a regular basis – timings down to each manager – staff are encouraged to contribute
121 and PMS meetings are also used to discuss ideas and gain staff input / See above
What is the policy on developing associates or ensuring that they have the appropriate skills to meet the needs of the company objectives?
Anyone contributing to company objectives how do you make sure they have the skills.
How do we know that long serving associates maintain their skills?
4 The capabilities managers need to lead, manage and develop people effectively are clearly defined and understood. / There are competencies for all staff including managers within the PMS. There is also a staff handbook which highlights the formal policies and procedures (HR Guidance) / Discuss – what do all members of staff understand what capabilities that managers should have?
Outside of the core responses
5 Managers are effective in leading, managing and developing people. / The majority of staff were positive about the support that they receive and used positive words to describe the support – approachable, supportive, etc. They were also able to describe the formal processes – PMS, 121’s, etc. / See above indicator 4 – ensure that staff link the formal (and informal) processes to their expectations of the support from managers.
What Management Development takes place – is there a consistent approach to managing staff?
6 People’s contribution to the organisation is recognised and valued. / Company Bonus Scheme, etc
Socials, etc
Various Complimentary E-Mails and feedback
7 People are encouraged to take ownership and responsibility by being involved in decision-making. / Company Taskforce
Staff briefings
Team Meetings
Staff surveys / Ensure highlights are distributed and understood by all – including what actions have taken place as a result of people’s input – what improvements/changes have taken place
This relates to staff survey
& company away day.
8 People learn and develop effectively. / L & D Feedback Form
Inductions
Staff Handbook
Staff Introduced via Weekly Buzz Letter
PMS
121’s
Team meetings / Induction for job changers (for example Managers) – this is more on-the-job – ensure that their views are taken into account when evaluating the induction process
Induction for new staff is robust, but not for staff changing jobs.
Ensure that benefits of development is understood by all
Evaluation sheets
What Impact external training has had ie 3 month follow up etc not consistant
Ensure that L & D needs have taken place where agreed
Referred to SFEDI training agreed but not taken
9 Investment in people improves the performance of the organisation. / Impact assessments
Board meetings – end of year evaluations – what went well
Team meetings – evaluation of team learning
PMS/121’s – benefits of learning
Accreditations – Customer First; ALI; Ofsted (including self assessment ) / Senior Management Evaluation of Business and Training Objectives – e.g. we spent this much and these are the benefits.
Impact assessment
Ensure that the results from the impact assessment are understood by all – the key themes/highlights
Senior Managers awareness of main benefits L&D has had on company
Revisit the input from managers into the L & D plan regarding their team requirements and results from Team development evaluation
As above impact training has had
10 Improvements are continually made to the way people are managed and developed. / First year that the PMS process will be online
Better communication
Better inter-team working and understanding of each-others roles / End of year reviews, impact assessments, etc – what are we doing differently/better to manage and develop our people (as a result of last years review)
Relates to staff not referring to what has improved in the organisation, needs to link to better communication, cross team working.
More away days, PMS on line.
Previous Assessor Feedback – July 2007 / Completed
1. / Ensure that the imminent Business Plan clearly sets out the key measurable objectives against which the success of 2007/2008 will be assessed. Ensure that these objectives are clearly understood by people throughout the company and that they are kept informed as to how they are performing. / Date
2. / Clearly link the measured objectives agreed above to the planned learning and development activity for the forthcoming year. Ensure that top managers are able to describe what return on investment is anticipated from the learning and development activity. / Date
3. / Look to continue to work on the “One Company” ethos with further activities combining fun with knowledge testing. In particular as a method of encouraging people’s awareness of the business plan objectives. / Potential areas for Development
4. / Look at methods of further reinforcing the importance of managers delivering against their role’s competencies. Consider some form of upward appraisal with which to assess and track the quality of their performance. / Potential areas for Development

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This document provides examples only. Organisations should develop their own templates to relate to their working practices