The Role of CQC Martin Haines Enfield Health Scrutiny Panel 10 - - PowerPoint PPT Presentation
The Role of CQC Martin Haines Enfield Health Scrutiny Panel 10 October 2018 1 Our purpose and role We make sure health and social care services provide people with safe, effective, compassionate, high-quality care and we encourage care
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Enfield Health Scrutiny Panel 10 October 2018
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people with safe, effective, compassionate, high-quality care and we encourage care services to improve
improvement
good care from their health and social care services
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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GP practices
with a GP
practices Health & social care staff
staff
social care NHS hospitals
appointments / year
episodes / year
attendances / year
deliveries / year Private hospitals Over 1,200 private hospitals and clinics Care homes
home beds
Residential home beds
England 55.3 m (45.2m adults)
Dentists
seen by NHS every 2 years
children per year Ambulances
receiving a face to face response
ambulance providers
Home-care 500,000 + people receiving home- care support at any one time
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What we do:
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Register Monitor, inspect and rate Enforce
Independent voice
We register those who apply to CQC to provide health and adult social care services We monitor services, carry
inspections, and judge each service, usually to give an
and conduct thematic reviews Where we find poor care, we ask providers to improve and can enforce this if necessary
We provide an independent voice on the state of health and adult social care in England on issues that matter to the public, providers and stakeholders
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Outstanding The service is performing exceptionally well. Good The service is performing well and meeting our expectations. Requires improvement The service isn't performing as well as it should and we have told the service how it must improve. Inadequate The service is performing badly and we've taken action against the person or organisation that runs it.
(formerly known as compliance actions)
Protect people who use services by requiring improvement Civil enforcement powers
conditions of registration
Failing services
protect from harm
Criminal powers
Holding individuals to account
person requirement
individuals
Hold providers to account for failure
Severity
Protect people who use services by requiring improvement
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Service is rated inadequate Service is placed in special measures Service is rated inadequate for one of 5 key questions Service is given up to 6 months to improve
Service has improved and is rated requires improvement
Service has not demonstrated sufficient improvement Service is placed in special measures
Aims
1. Spot if a ‘Southern Cross’ could happen again 2. Protect people in vulnerable circumstances 3. Monitor finances of ‘difficult to replace’ providers 4. Provide early warning to local authorities and assist in coordinating system response if failure occurs
MO does not:
1. Protect providers from failure 2. Pre-empt failure through disclosure of information
Mechanism – analysis of quarterly financial and quality
information to provide the necessary notification to LA(s) so they can invoke contingency planning arrangements 50 providers in the scheme
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Our ambition for the next five years: A more targeted, responsive and collaborative approach to regulation, so more people get high-quality care
1. Encourage improvement, innovation and sustainability in care 2. Deliver an intelligence-driven approach to regulation 3. Promote a single shared view
4. Improve our efficiency and effectiveness
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Transformation programme Registering the Right Support Implications for inspection and enforcement
Reducing duplication for providers
Supporting relationships in residential care What ‘good’ looks like in nutrition and mealtimes Provider-level assessment
Green Paper and other reports Innovation and technology Address inconsistencies and improve
more integrated approach that enables us to be flexible and responsive to changes in care provision more targeted approach that focuses on areas of greatest concern, and where there have been improvements in quality greater emphasis on leadership, including at the level of
accountability for quality of care closer working and alignment with NHS Improvement and other partners so that providers experience less duplication
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targeted, collaborative and responsive approach to regulation so more people get high-quality care”
quality care. This is something to celebrate.
re-inspection but for services that require improvement nearly 40% don’t improve and 5% get worse
in services rated RI
using inspector judgement and existing risk and enforcement frameworks
identify changes in quality (up or down) and respond more quickly, as required
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where there are risks, concerns or improvement
will, be abolished
but brought forward from the last comprehensive inspection
comprehensive inspections where this is necessary
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Some areas closer to the tipping point, others further away Factors affecting the tipping point vary geographically – ratings variation is one aspect
Percentage of good and outstanding Top 20% Upper 20-40% Middle 20% Lower 20-40% Bottom 20% ADULT SOCIAL CARE RATINGS BY LOCAL AUTHORITY
Source: CQC ratings data, 31 July 2017
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improvement and 1% (303 locations) inadequate
inadequate, affecting c6,300 people
Safe and well-led poorest – 22% requires improvement and 2% inadequate
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innovative registered managers known to staff, people using the service, carers and families had a positive impact
know people as people, understanding their interests, likes and dislikes
governance, safety, staffing and person-centred care
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dementia, long term physical conditions, mental health needs, physical and learning disabilities
people in care homes, nursing homes and specialist colleges
personal care for 500,000+ people at home or Shared Lives schemes, supported living and extra care housing
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Equally outstanding: Common success factors
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CQC has reviewed health and social care systems in 20 local areas to find out how services are working together to care for people aged 65 and older at different places within the system.
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between system partners, achieving positive outcomes is significantly compromised
joined up processes to identify and support people to stay safe and well in their usual place of residence
distracting from the needs of the wider system to work effectively for the people it serves. Focusing on DToC in isolation will not resolve the problems that local systems are facing.
Enable and encourage health and social care partners to establish aligned objectives, processes and accountabilities. Address the risks in the social care market as a matter
joint health and social care workforce strategies. Enable local systems to invest in out of hospital services to keep populations well through preventative support.
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Golden thread connecting vision to delivery through different
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The public - who use services Professionals - all undertake a personal commitment to deliver safe high quality care when they register Providers – from the Board to the front line Commissioners – what they do and how they do it Regulators - this includes quality regulators, system regulators but also professional regulators
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#CareAware Which of the following life decisions did you find the most stressful to make?
home for a loved one Of those 31% cited in top three most stressful decisions
What influenced you most when choosing a care home?
quality based on CQC ratings
CQC rating made them feel more confident of their decision
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Forthcoming:
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Subscribe to receive our monthly bulletin: http://www.cqc.org.uk/content/get-our-newsletter Follow us on Twitter: @CQCProf Join our provider online community to share your views: www.cqc.org.uk/organisations-we-regulate/get-involved/join-
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