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 2024 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 – 64% of clients book repeat programmes or further work (2023 figure 52%)
Learner Satisfaction:
Quantitative feedback –
- 96% of learners on long programmes evaluated their experience and learn either 4 or 5 out of 5
- 91% 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:
- The depth of knowledge shared by facilitators,
- The breadth and relevance of course content to learners work environment,
- The degree of changed they experienced in themselves and their actions as the course progressed.
Areas for improvement included:
- Communication between modules
- Support around project work
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:
- Game changing
- It’s like having a mirror held up
- Supportively challenging me to be my best.
Organisation and booking of coaching slots could have been simpler.
Staff Feedback:
Common areas of praise included:
- Loved the programmes
- Plenty of Scope for using own expertise to enhance learning
- Genuinely collaborative environment
- I feel my experience is genuinely valued and I have a voice
- I appreciate the courses and development I’ve had this year
- Coaching Supervion is valuable
Areas for improvement included:
- Communication re upcoming programmes and generally what’s going on beyond training i’m directly involved in
- I know everyone is busy, but sometimes feels a bit last minute – I’d like more time to prepare.
- Would like more regular team meetings for coaches and trainers
Quality Improvement Plan 2025:
Review and Improve Coaching Booking System:
- System reviewed, alternative approached tested – new system implemented December 2024 – early feedback from staff is it is much simpler, with greater clarity is better.
- Plan to review client experience in April 2025 and respond accordingly
- Continue to evaluate and make adjustments if required
Internal Communication:
- Implement monthly staff meeting for coaches and trainers from January 2025
Longer Leadership Programmes:
- Programmes accredited by Institute of Leadership -January 2025
- Review of project set up for learners, increase the number of project clinics available earlier in the programmes. Evaluate with learners when spring courses commwence.
- Action plan for more scheduled communication between face to face modules through both the online learning platform and course what’s app groups – evaluate with learners as sring courses progress.
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.