Quality Assurance and Improvement Policy

We are committed to a robust, accurate, and ongoing self-assessment and observation processes that promote measurable improvement in the quality of provision and experience for service users and stakeholders.  The result is sustained success in all programmes and services, underpinned by high quality outcomes (including teaching, learning and assessment) for service users and stakeholders.

The quality process is from grass roots upwards, and involves the whole organisation, including feedback from stakeholders and staff.  Review of quality objectives happen through a dynamic quality process, via active engagement of all staff, stakeholders and subcontractors.  All meetings report on existing and emergent quality objectives and priorities including CXK’s self-assessment report (SAR).   Evaluation of CXK’s quality processes takes place through self-assessment, data analysis, internal and external observations and through acquiring relevant quality awards.  CXK strives for ‘Outstanding’ in all elements of its work and satisfactory and less than satisfactory performance is challenged and acted upon promptly within all areas of the business.

CXK strategic quality objectives: 

  • Outstanding self-assessment.
  • Systematic and robust reporting against Key Performance Indicators.
  • Promote and achieve outstanding experience and outcomes through rigorous observation, self-assessment and auditing.
  • A commitment to excellence and an outstanding standard of teaching, learning and assessment.
  • A culture that values and encourages stakeholder feedback and places the service user at the heart of all of our work.

CXK operational quality objectives: 

  • Reflect on the impact of services for service users including their progress. 
  • Actively promote equality of access, challenge discrimination and maximise potential for each individual.
  • Provide a safer learning environment that promotes wellbeing and security for all service users, especially those who are vulnerable. 
  • Ensure CXK achieves its business objectives as outlined in the strategic and business plans.
  • Provide a framework for continuous improvement by setting aspirational standards and targets for all service users and stakeholders, through action planning and robust high quality Individual Learning Plans (ILP).
  • Measure performance against standards using internal and external benchmarks and National averages (where it is possible to do so).
  • Work with staff to maintain excellent performance.  Focus will turn good work into outstanding and will commit to improving satisfactory and below average performance. 
  • Engage staff and teams through the line management structure, in appropriate training and development activities which disseminate best practice and enhance their ability to achieve and exceed pre-determined standards of performance.
  • Involve all staff appropriately in the on-going identification of and commitment to practices, procedures and standards, leading to the achievement of our agreed primary outcomes and objectives as outlined in the strategic and business planning process.
  • Embed and develop staff understanding and confidence in the quality processes that exist, especially external observation, and self-assessment, ensuring and promoting high quality and beneficial experiences for service users. 
  • Expect that service users and stakeholders and all staff and sub-contractors contribute to and participate in the quality improvement processes that exist, with the aim of promoting high quality and beneficial experiences for the service user. 
  • Operate within a planned and responsive quality cycle which is published to staff, sub contractors, stakeholders and service users.
  • Use evidence based practices, including user feedback and evaluation to support and inform the existing quality improvement framework.
  • Ensure that we deliver a consistent, efficient, cost effective and professional service to pre-defined standards, which meets the needs of our service users, stakeholders and other community partners.
  • Reflect on service user, employer and staff views and expectations and involve these stakeholders in the measurement and monitoring of performance and in the development of good practice.
  • Make self-assessment and quality improvement simple and central to the work of all teams, whilst ensuring that all processes are robust and comprehensive.

 Quality Assurance and Improvement Policy