II. TRAINING PLAN, PROCEDURE FOR PERFORMANCE REVIEWS, AND FEEDBACK ON PERSONAL PERFORMANCE

II. 1. Introduction

While aiming to maintain a Quality Service, CARA shall comply fully with the Legal Services Commission’s quality standard - the Community Legal Service Specialist Quality Mark and the Office of Immigration Services Commissioner (OISC).

We accept external inspection (an audit) by the Legal Services Commission and the OISC. In order to comply CARA has a detailed written Procedures Manual and supervisors undertake regular independent file review as well as other checks. There shall be a continuing training for staff and all our office is fully computerised. Each staff team of a maximum of three people shall be supervised by a manager (Supervising Counsellor or Team Leader).

All staff shall have monthly formal supervision sessions with their line managers at which their work is reviewed and targets discussed, annual appraisal and attend the annual staff conference; the Senior Management Executive Team (consisting of the Immigration Team Leader and his team) meets monthly chaired by the Team Leader himself/herself. Casework statistics and financial management accounts shall be produced monthly and submitted to the Management Committee for scrutiny.

The Management Committee meets at least four times a year and receive a regular report on any complaints made about the service. In addition to this all, any CARA staff willing to provide immigration advice and services shall be authorised by and registered with the Office of the Immigration Services Commissioner to whom complaints can be made about any poor service. CARA has a Quality & Audit team, which maintains uniform good practice throughout the service and reports directly to the Chairman/Vice-Chairman.

II. 2. Training Plan

II.2.1. Keeping information on immigration up-to-date

Our advisers must have access to up-to-date information on immigration law and practice. CARA shall keep its Internet access 24 hours a day and other resources such as subscriptions to the English Law Journals and All England law Reports in order to allow its advisers to update their knowledge, competencies, and information in the field.

II.2.2. Induction Training

On commencing employment with CARA Society, you will be taken on a tour of the premises to familiarise you with the layout and facilities, you will also be introduced to your workstation and colleagues.

You will also be trained, as appropriate, in all aspects of your job in order for you to comply with CARA methods/practices and to ensure that you are able to function safely and to achieve the required standards.

II.2.3. Development Training

CARA encourages its employees to undertake such training, as it feels appropriate to the duties/responsibilities or development of its employees. All internal training events, i.e.: organised by CARA Society, will be discussed and agreed with each employee, prior to the event. Should CARA Society require an employee to attend external training, this too will be discussed and agreed in advance. All agreed costs incurred in such training would be met by CARA.

Should employees request support with attending external training of a category/level not identified during the career appraisal, such requests will be considered and decided on the merit of mutual benefit in relation to the employee’s role and development with CARA.

In order to protect CARA’s investment in training, employees will be required to sign and comply with a “Reimbursement of Training Fees Agreement”.

II.2. Performance Review

It is our practice to monitor performance on an on-going basis, in the belief that minor issues can be identified at a very early stage and rectified either by retraining or by informal counselling. In this way we feel we can create a positive approach to problem solving and improve efficient.

However, if there is deemed to be an unacceptable volume, or quality, of work produced, in relation to agreed targets, or by general comparison to other employees, this will be the subject of further investigation. Whilst such investigation may lead to referral to the disciplinary process, we shall also consider whether training or other forms of assistance would be a more appropriate remedy.

II.3. Career Appraisal

In addition to the informal performance review, for dealing with day-to-day issues, CARA Society also has in place a structure Career Appraisal System. The process is two ways and provides an opportunity for you to express your ambitions and identify any obstacles, which you feel, may be slowing your development. It is also an opportunity for CARA to highlight areas of strength and plan to maximise the benefits of such, at the same time areas requiring improvement, or development, can also be identified and plans laid to achieve these aims.

The prime objective of the appraisal system is to draw up an agreed action plan, to place individuals where their contribution is most effective, to overcome difficulties with provision of the appropriate support or training and for both the individual and CARA to realise their full potential.

The action plan document also provides a benchmark for the future, so that improvement and/or development can be measured and ensure that career direction is on the right plan.

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