Specialist Quality Mark Guidance - Recognising …

1 Specialist Quality Mark Guidance Version: Issue date: Last review date: Owned by: 1 April 2013 February 2013 Service Development 2 October 2014 April 2013 Service Development Specialist Quality Mark Guidance This document does not contain mandatory requirements 2 Introduction 1. This document details the Guidance notes that accompany each section of the Specialist Quality Mark Standard (SQM) standard and is provided to increase a general understanding of the SQM standard overall.

2 2. The Guidance contained within this document is provided to assist you in complying with the SQM Standard. The Guidance does NOT form part of the Requirements and Definitions, is NOT mandatory and will NOT be audited. The Guidance has been created to: Provide further detailed explanation, suggest ways that the Requirements and Definitions can be met (but other ways of achieving the Requirements and Definitions will be accepted at audit); Identify forms of best practice that some organisations already employ (but again is not required to be implemented); Generally provide information about how auditors seek evidence of compliance with the Requirements (auditor Guidance ).

3 Again, how auditors seek evidence should not be taken as a substitute for the Requirements and Definitions themselves.. This document does not contain mandatory requirements Specialist Quality Mark Guidance 3 Contents of the Guidance Requirement Reference Requirement Description Your business plan Reviewing your business plan Providing service information Non-discrimination in the provision of services Targeting a specific client group Staff knowledge about when to use signposting and referral A procedure for conducting signposting and referral Maintaining and reviewing referral records and data Ensuring that legal

4 Service provider information is up to date Your staff structure Key roles and decision-making structure Independence Financial responsibilities Financial processes Independent financial review Internal financial reviews Job description and person specification Key responsibilities and objectives Non discrimination in the provision of services- Equality and Diversity Standard Operating an open recruitment process Induction Performance review and feedback Individual training and development plans Training records Named category supervisor Supervisory skills and Competence Supervisors legal training Conditions for Supervision Case allocation Systems of supervision Limits of individual competence and referral Access to reference materials Updating legal information to staff Training requirements for casework staff Legal qualification or minimum hours File lists Specialist Quality Mark Guidance This document does not contain mandatory requirements

5 4 Requirement Reference Requirement Description File management procedure(s) Case files are logical and orderly File review processes and procedures Process management File reviewers Review (and any corrective action) is evident on file Review records Monitoring File review Recording and offering confirmation of basic information Recording and agreeing further information and confirmation in writing Complex case plans Updating issues and case progress Updating costs information Responsibility for the client s case Confirming information at the end of the case A confidentiality procedure Privacy Non-discrimination when instructing legal service providers Selection of legal service providers Evaluation of legal service providers

6 Information to the client and client consultation Content of instructions Informing clients about how and to whom they should complain Complaints procedure Central record and annual review Client feedback procedure Annual review and outcome Appointing a Quality Representative Up-to-date Quality procedures Process control Having a Quality manual Manual availability This document does not contain mandatory requirements Specialist Quality Mark Guidance 5 A: ACCESS TO SERVICE SQM holders should be aware of the environment in which they operate and develop their services to meet the needs of their clients and their community.

7 You should ensure that your service is known, accessible, welcoming and helpful to your clients. Requirement A1 Business Planning Purpose To ensure that members of the local/target community have access to legal services that have been developed taking into account the day-to-day legal problems that the community may encounter and the barriers that they may face in seeking legal help. Requirement A2 Service Promotion Purpose To ensure that members of the community can access services by finding out what is available and how to make contact with the relevant organisations.

8 Also to enable referrals between organisations, when necessary. Requirement A3 Equality of Access Purpose To ensure that in planning and delivering the service, organisations take account of diverse needs, do not unlawfully discriminate and make reasonable adjustments for disabled clients as appropriate. Specialist Quality Mark Guidance This document does not contain mandatory requirements 6 Guidance to accompany Section A: Access to Service Guidance notes are provided to assist you in complying with the requirements.

9 They provide background detail about some of the requirements or definitions already given, they cover some of the methods auditors may use to find evidence, and suggest systems or processes that you might find useful when considering how best to demonstrate compliance. Requirement A1 Business Planning Your business plan Plan style and setting objectives The style of business plans will vary from one organisation to another. Some organisations will want to present all of the information that is required (see , definition) in the plan, while others will see advantages in keeping the plan short and simple, containing only key organisational aims and objectives and relying on separate documents to provide the remaining background information.

10 Both are acceptable approaches, although in the latter example you may need to provide evidence to the auditor that you have the background information on which your plan has been based (as required in the definition at ) and demonstrate ( through minutes of management meetings) that it has been considered in preparing your plan. It is important to produce a plan that you can use: a plan that identifies targets clearly so that it guides the day-to-day decisions that you have to make, can be shared with staff and is easily monitored and updated. Your organisation s detailed objectives will be easier to monitor ( to set targets and assess) if they are quantifiable.