Quality Assurance Statement

“Building Healthy Workplaces Through Braver Leadership”

The Braver Group Ltd embed continuous quality improvement (CQI) both internally and for clients. Our focus on healthy workplace culture through braver leadership, constructive conversation and experience evaluation applies internally as well as in all we teach.

This policy outlines the minimum standard for Quality Assurance within The Braver Group. It outlines evaluation methods and shares examples from year end evaluation in order to demonstrate monitoring and commitment to CQI.

Scope:

This policy applies to all Braver Group staff, whether client facing or not. Where partner organisations, associates or other collaborators are involved their contributions, attitudes and behaviour are considered in scope of this policy. It is shared as part of an onboarding process.

The Braver Group Ltd undertakes contracted training and development work for a number of public bodies and other agencies. These contracts frequently stipulate specific requirements in relation to quality assurance. All reasonable requirements are implemented in addition to our own internal quality processes.

The Quality Improvement Cycle:

Our internal CQI includes an annual self-assessment and an ongoing Quality Improvement Plan.

Quarterly reviews of staff feedback as well as client and learner experience evaluations ensure CQI remains iterative. Together these ensure processes and outcomes are consistently reach best practice standards in the business.

Achieving Quality Outcomes:

The people within The Braver Group are critical to maintaining a high-quality service. In order for this to be maintained all staff have 1:1 development meeting with their line manager, development needs and opportunities are identified and planned, and staff are clear on expected behaviour and attitudes across the group.

Team members are encouraged to communicate openly about things they find challenging, to share improvement ideas, and to raise any concerns the may have – even if it is not their direct area of business. As a small team, honest respectful communication regardless of role or seniority is critical to providing a quality service.

Training and coaching staff are further required to engage in peer supervision, and ongoing CDP in the areas they train, and where appropriate meet the requirements of their professional regulatory body (such as the NMC, ICF, or CIPD) Monthly team meetings are in place for review and action on any quality improvement activity identified.

Service users (clients and learners) are requested to evaluate our services both in terms of organisational outcome and individual user experiences. This feedback forms both part of our internal SAR and is fed back to organisations as part of programme evaluation for longer training programmes

The Braver Leader Programmes have been accredited through the Institute of Leadership IoL Approved system, and learners get member level accreditation on successful programme completion.

Review and Monitoring:

Quality is monitored through:

Ongoing review of practice including observation, peer review and service user feedback
360 feedback across team
Quality review and feedback is a standing agenda item for team/practitioner meetings
Quality is reviewed by drawing on both qualitative and quantitative data against appropriate quality standards
Quality review meetings will take place quarterly (and if required in response to feedback of concern) to facilitate quality improvement.

The results of quality reviews are used to:

Inform discussions with staff regarding their individual performance
Identify areas for improvement or development at both individual and organisational levels
celebrate successes and best practice.

Summary of 2025 Quality Assurance Report and QIP:

Client Programmes:

100% of client facing activity delivered on time, to required specification and with required quality evaluation.

Leadership programmes continue to yield at least 2:1 soft return on investment in terms of time saved and cost avoidance achieved through learner projects.

Measures of quality included:

Repeat booking – 68% of clients book repeat programmes or further work (2024 figure 64%)

Learner Satisfaction:

Quantitative feedback –

98% of learners on long programmes evaluated their experience and learn either 4 or 5 out of 5
92% of learners on one day workshops evaluated their experience and learn either 4 or 5 out of 5

Qualitative Feedback – Longer programmes:

Common areas of praise included:

Level of interactiveness and variety in activities,
The depth of knowledge shared by facilitators,
The breadth and relevance of course content to learners work environment,
Self identified behaviour change and increased confidence in leadership.

Areas for improvement included:

Lead times for programmes could be longer
Peer mentoring sometimes impacted by poor attendance from group which made it less valuable

Qualitative Feedback – One day workshops

Common areas of praise:

Subject matter relevance
Engagement with trainer
Level of interaction included

No themes for improvement emerged regarding training – a few comments where made about venues or catering arrangements.

Qualitative Feedback – Coaching and 360 Feedback Programmes

One to one time was high valued, comments include:

Best 9o mins I’ve spent on development!
The whole programme was easy and I feel i have permission to be more me.
My coach didn’t let me off the hook, I felt both pushed and empowered.
Coaching process was much easier to book than when i last did it

There were no areas for improvement identified. Some clients did comment on their organisation’s internal comms around the process, which may mean we need to be clear in our advice about what is needed.

Staff Feedback:

Common areas of praise included:

Feeling involved and part of team
Plenty of Scope for using own expertise to enhance learning
Genuinely collaborative environment
Coaching Supervion with dedicated peer or guest training element are really valuable.

Some areas for improvement:

Work is happening on systems but it can feel a bit disjointed still.
Not really a criticism, I understand why, but I feel as involved as a coahc if I’ve not been in the classroom also.
Delegates love Kajabi (our new learning platform), but we needed more training and the roll out feels messy.

Quality Improvement Plan 2026:

Braver Learning Platform:

Continue to build comprehensive learn platform as resource for clients and team
Ensure better staff training around the platform
Incorporate and refer to course content in platform in team meetings
Continue to evaluate and make adjustments if required

Continued Professional Development For All Team Members:

Continue 1:1 annual (and as needed) development meetings with team identifying and agreeing development activities for following year.
Ensure all staff have personal growth plan (Dec 2026)

Team training days and monthly online training to continue through 2026

Longer Leadership Programmes:

Achieved Institute of Leadership accreditation in 2025, monitor progress and delegate uptake of additional IoL resources.
Continue with project clinics earlier in the programmes. Ensure information and examples of previous delegate projects are available on the Learning Platform (July 2026)
Ensure regular communication with programme organisational sponsors as well as delegates.