Merge pull request #272 from best-practice-and-impact/270-qa-culture-…

…role-of-all-stakeholders-including-commissioners-in-the-analysis-process

changes to make it less focus on analysts

quality_assurance_culture.qmd

@@ -12,7 +12,9 @@ This chapter particularly addresses senior leaders and describes their role in d
 
 For purposes of this chapter, culture is defined as the shared ways of working, beliefs and habits of an organisation.  
 
-A strong culture of quality assurance means that quality assurance is understood, expected, and valued across all those involved in the analytical process, including analysts, managers, senior leaders and stakeholders.   
+
+A strong culture of quality assurance means that quality assurance is understood, expected, and valued across all those involved in the analytical process, including commissioners, analysts, users of analysis, managers, senior leaders and stakeholders.   
+
 
 Culture enables the risk management described elsewhere in this document.
 
@@ -42,11 +44,11 @@ When the Department for Education made an error producing the schools national f
 
 ## Capacity and capability
 
-Senior leaders should create the conditions in which quality assurance processes can operate effectively, by ensuring staff have time built-in for quality assurance and documentation, can draw on expertise and experience, and have the access to the tools and data they need. 
+Senior leaders should create the conditions in which quality assurance processes can operate effectively, by ensuring staff have sufficient time for all stages of the analytical lifecycle, including design, quality assurance and documentation. The culture should also ensure staff can draw on expertise and experience from others, and have the access to the tools and data they need. 
 
 ### Capacity
 
-There is a risk that work, and time pressures mean teams cut corners on quality or mistakes are made as analysis is rushed. Senior leaders can mitigate this through strong prioritisation, supporting teams to push back on lower value work or by making tough choices on team wide priorities. Through this prioritisation, senior leaders can emphasise the importance of quality. Team leaders can support quality assurance, by ensuring it is considered throughout the lifecycle of a project and not simply considered at the end, and making time for adequate quality assurance even when timescales are tight. 
+There is a risk that work, and time pressures mean teams cut corners on quality or mistakes are made as analysis is rushed. Senior leaders can mitigate this through strong prioritisation, supporting teams to push back on lower value work or by making tough choices on team wide priorities. Through this prioritisation, senior leaders can emphasise the importance of quality. Senior leaders can support quality assurance, by ensuring it is considered throughout the lifecycle of a project, by all parties involved (analytical and non-analytical), and not simply considered at the end. They should support all parties to make time for adequate quality assurance, even when timescales are tight, as described in later chapters of this book.
 
 If time constraints mean insufficient assurance has taken place, senior leaders should ensure this is explicitly acknowledged and reported. This should be reported via an assurance statement that sets out the known limitations and conditions associated with the analysis. 
 
@@ -75,7 +77,7 @@ College participants also join the Modelling Integrity Network, as potential Ass
 
 
 ### Quality assurance champions
-In an organisations with large analytical community, it is good practice for the senior leaders to appoint a quality assurance champion. This person can share best practice in implementation of quality assurancem and provide advice on issues such as proportionality and communication of assurance.
+In an organisations with large analytical community, it is good practice for the senior leaders to appoint a quality assurance champion. This person can share best practice in implementation of quality assurance and provide advice on issues such as proportionality and communication of assurance.
 
 
 ## Tools