Fundamental Standards: Improving services through regulation Jo - - PowerPoint PPT Presentation

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Fundamental Standards: Improving services through regulation

Jo Walsh

CQC purpose and role Our purpose

We make sure health and social care services provide people with safe, effective, compassionate, high-quality care and we encourage care services to improve

Our role

We monitor, inspect and regulate services to make sure they meet fundamental standards

• f quality and safety and we publish what we

find, including performance ratings to help people choose care

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The Mum (or anyone you love) Test

Is it good enough for my Mum? Is it safe? Is it caring? Is it effective? Is it responsive to people’s needs? Is it well-led?

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What we do:

Set clear expectations Monitor and inspect Publish and rate Celebrate success Tackle failure Signpost help Influence debate Work in partnership

Regulation to inspire improvement

How we do it:

Five questions Respond to concerns Key lines of enquiry Specialist inspectors Experts by experience Ratings characteristics Reports Enforcement Co-production

Regulation to inspire improvement

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Implementing the new approach

KLOES & Ratings published September 2014 New approach inspections rolled out October 2014 New regulations including Fit and Proper Person and Duty of Candour Introduced April 2015 All ASC services rated by 2016

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New for April 2015

Fundamental standards Duty of candour Fit and proper person requirement Special measures Scores on the doors Market oversight

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Duty of candour Purpose

• Promotes adoption of openness and transparency in

services

• Supports development of safety culture

Actions required

• Inform people when things go wrong
• Provide support, truthful information & apology

CQC

• Registration
• Inspection – existing key lines of enquiry

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Fit and proper person requirement

• A provider cannot appoint an individual as a director unless the individual:
• Is of good character, has necessary qualifications and experience, is in good health,

is not linked to serious misconduct or mismanagement in the course of the provision

• f regulated activities
• Is not an undischarged bankrupt, on a barred list, or prohibited from holding the office

by statute

• Has not been convicted of an offence or removed from a professional regulator’s

register

• The provider must make available to CQC specified documentary proof of the above and

relevant employment history

• If a director no longer meets these requirements, the provider must replace the director and

inform the director’s professional regulator if the director is a registrant.

• CQC must refuse to register a provider unless it is satisfied this requirement is met.

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Fit and proper person requirement Purpose

• Ensure directors or equivalents are held accountable

for the delivery of care and

• They are fit and proper to carry out this role

Actions required

• Ensure recruitment of ‘directors’ tests whether

candidates meet the requirement

CQC

• Registration
• Respond to concerns raised

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Special measures Purpose

• Ensure failing services improve or close

Actions required

• Use time available to improve service

CQC

• Services rated as inadequate will go into special

measures

• Time limited period to improve
• If improvements made – out of special measures
• If no improvement – move to cancel registration

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Scores on the Doors Purpose

• Public able to see rating of service quickly and easily

Actions required

• Use CQC template to display ratings in service and

website

• Suggest accompany with additional information

CQC

• Will provide template
• Inspection – check that rating is displayed

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CQC and market oversight

• Clear relationship between quality of care and finances

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What will market oversight do?

Purpose:

• Protect people in vulnerable circumstances by spotting if a

provider may fail – and make sure right action is taken

• CQC will:

Monitor finances of ‘difficult to replace’ providers Provide early warning to local authorities Assist with system response if failure occurs

It will not:

• Either ‘bail out’ struggling providers, or pre-empt failure

through inappropriate disclosure of information

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Proposed model for market oversight

Entry to scheme Regular monitoring Further risk analysis Provider engagement

• n risk

Regulatory action & engagement Formal notification to LAs

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Step Activity If concerns identified and addressed

Key: Assessment of risk to financial sustainability

(all provisional) no cause for concern/very low risk possible risk/medium risk likely risk/high risk risk clearly identified/very high risk

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Delivering market oversight

New capacity and capability internally: New team with expertise and experience in judging business failure risk managing restructuring and insolvency processes Supplemented by: Access to external advice where needed, e.g. Independent Business Reviews Advisory Group to scrutinise and challenge delivery

• f market oversight function

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So what are we finding now?

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Latest ASC inspections and ratings

Outstanding Good Requires improvement Inadequate 19 1863 1046 2802 80 28028

As at 27 April 2015

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An outstanding care home ‘Relatives and friends visiting the home told us they only had positive experiences and praise for this service’ ‘Staff told us that they would not like to work anywhere else’ Vida Hall, Harrogate

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Another outstanding care home

"We didn't think we were outstanding. And perhaps that's why we were – I think it's because we see every single person as an individual. It is our privilege to support them to live the last years of their life with as much happiness, love and security as we can give them."

Suzanne, Prince of Wales House, Ipswich

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Latest ASC inspections and ratings

Outstanding Good Requires improvement Inadequate 14 791 353 93

As at 23 February 2015

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www.cqc.org.uk enquiries@cqc.org.uk @CareQualityComm Andrea Sutcliffe Chief Inspector of Adult Social Care @CrouchEndTiger7

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Thank you

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