1

New inspection programme for CQC11 February 2015

KCHA 2015 Conference

Chris Day

2

Our purpose and role

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

Our roleWe monitor, inspect and regulate services to make sure they meet fundamental standards of quality and safety and we publish what we find, including performance ratings to help people choose care

We will be a strong, independent, expert inspectorate that is always on the side of people who use services

The landscape of care

Care homes

•565,000 residents

•165,000 going into care per year

•39,000 people with learning disabilities in residential care

•18,000 in a care home or care in their own home with no kith or kin

NHS hospitals

•90 million outpatient appointments / year

•11 million inpatients / year

•18 million A&E attendances

•5 million emergency admissions / year

•600k maternity users

•42,000 detained and treated against their will

Home-care

700,000 people receiving home-care support per year

General public

53 million (35 million adults)

Dentists

•22 million on a dentist list

•15 million NHS

•7 million private

Private hospital

1.4 million people receive treatment in a private hospital / year

GP practices

•52 million registered with a GP

•150m appointments / year

Health & social care staff

•1.7m NHS staff

•1.5m in adult social care

NB There is overlap between our different audiences – none are wholly distinct from the others

Stroke 1m Diabetes 3m Arthritis 8.5m Cancer 2m Dementia 0.7m25% by 2020 67% by 2025 100% by 2030 100% by 2032 100% by 2040

4

Independent of politics and the system

Covers all sectors

Clinically driven with expert teams, no guarantees

Evidence-based judgement, not regulatory compliance

Highlight excellence and expose poor care with transparent ratings

Always on the side of people who use services

Critical friend

Consistent and fair

What kind of regulator?

5

Recent facts and figures

6

Our new approach

Timeline

January 2014•First ‘wave’ of inspections of mental health, community health, and out of hours primary care•First ratings published for NHS acute trusts

October 2013•First ‘wave’ of NHS acute trusts•We published Intelligent Monitoring for all NHS acute trusts•Plans for ASC, GPs, mental health, and community health

April 2014•Regulation of NHS acute trusts now using new approach•First ‘wave’ of inspections of GP practices and adult social care•Regulatory handbooks published for consultation for all major providers

July/August 2014•First ‘wave’ of inspections of ambulance services•Guidance on legal regulations underpinning our work published for consultation•Plans for dentists and substance misuse services

October 2014•Regulation of adult social care providers using new approach – first ratings•Regulation of GPs using new approach•Regulation of community and mental health – new approach

Our New Approach

January 2015•Regulation of ambulances using new approach•First ‘wave’ of inspections of prison healthcare services, dentists, substance misuse services and independent doctors

April 2015•Regulation of all health and care providers using new model

8

What are we doing differently?

Larger inspection teams including specialist inspectors, clinical experts, and Experts by Experience

Intelligent monitoring to decide when, where and what to inspect

Inspections will focus on five key questions about services

We have developed services/groups and pathways that we focus on in each sector

KLOEs (key lines of enquiry) form the overall framework for a consistent and comprehensive approach

Ratings compare services and highlight where care is outstanding, good, requires improvement or inadequate

99

Our new approach

We ask these questions of all services:

Is it safe?Is it effective?Is it responsive?Is it caring?Is it well-led?

10

Four point scale

High level characteristics of each rating level

Innovative, creative, constantly striving to improve, open and transparent

Consistent level of service people have a right to expect, robust arrangements in place for when things do go wrong

May have elements of good practice but inconsistent, potential or actual risk, inconsistent responses when things go wrong

Severe harm has or is likely to occur, shortfalls in practice, ineffective or no action taken to put things right or improve

11

First ASC inspections and ratings

Outstanding

Good

Requires improvement

Inadequate

 

 

 

 

4

370

144

31As at 19January2015

12

Q4 ratings 2014: by key question

Source: CQC ratings published October to December 2014

13

‘We were not assured that there were always sufficient staff available to meet people’s individual needs’ (Safe)

‘The provider had not taken steps to maintain and provide a safe environment for people to live in’ (Safe)

‘There were restrictions imposed on people that did not consider their ability to make individual decisions for themselves’ (Safe)

‘People were unoccupied for long parts of the day’ (Responsive)

‘People were not always supported to receive adequate nutrition and hydration’ (Effective)

‘Staff did not understand their responsibilities under the Mental Capacity Act 2005’ (Effective)

‘Staff felt they were not listened to and were blamed when things went wrong’ (Well-led)

Rating inadequate – sample findings so far

14

‘People and staff had high expectations of what each person could achieve and showed determination to succeed’ (Caring)

‘Staff skills, hobbies and interests were matched with the interests of the people they supported’ (Caring)

‘The management team provided strong leadership and led by example’ (Well-led)

‘Staff were encouraged to challenge and question practice and supported to change things’ (Well-led)

‘The environment had been arranged to promote people’s wellbeing. Staff worked creatively to best use the space to support people’s independence and personal identity’ (Effective)

Rating outstanding – sample findings so far

The importance of leadership: being well-led drives up quality

15

  “It’s the leaders in organisations who really make a difference to the cultures of organisations – by what they attend to; what they value; what they monitor and what they model in their behaviours. The challenge for us is how can we ensure we have leadership, which ensures that there is a focus on the vision of providing high-quality, continually improving, and compassionate care at every level of the organisation? Not just in the vision or mission statements but in the behaviours throughout the organisation.”

Michael West, The King’s Fund

16

Have your say

www.cqc.org.uk/content/special-measures-adult-social-care-comment-our-proposals Until 30 Jan

www.cqc.org.uk/ascmarketoversight From 23 Jan to 20 Feb

New requirement to display CQC ratings www.cqc.org.uk From 26 Jan for 4 weeks

@CareQualityComm

#tellcqc

Join our team

Inspectors and Registration InspectorsPermanent and secondment opportunities now available - please email:recruitment@cqc.org.uk

Specialist Advisors If you have specialist experience in Adult Social Care you could assist us in inspections – please email:adultsocialcarerecruitment@cqc.org.uk

Experts by Experience CQC is committed to hearing the voices of people who use services. Our new approach uses experts by experience. Contact us here:expertsbyexperience@cqc.org.uk

www.cqc.org.uk

Chris DayDirector of Engagement

18

Thank you