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Better Regulation


Better Regulation ... reduction in administrative impact Coordination of activity Collaborative scheduling group ... are looking to develop this mechanism ... – PowerPoint PPT presentation

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Title: Better Regulation

Better Regulation
Provider Advisory Group 2 October 2009 Alan
Rosenbach, Head of Strategy and Innovation,
CQC Molly Corner, Strategy Development and
Innovation Manager, CQC
Regulating effectively in partnership
  • We will exemplify the five principles of better
  • We will work with others to share information
    about the quality and safety of care and the
    co-ordination of regulatory activities
  • We will support our staff to deliver effective
  • Outcome measures
  • Commissioners and providers consider the benefits
    of our regulation significantly outweigh the
    costs, and our actions are proportionate
  • Our collaboration with other organisations
    reduces duplication in information requests and
  • We are considered to be a good employer and an
    effective regulator by staff

Principles of Better Regulation
  • transparent
  • accountable
  • proportionate
  • consistent
  • targeted only at cases where action is needed

Key drivers in the system
  • Concordat Provider Advisory Group report
    Whats it All For?
  • Lifting the Burdens Taskforce report Review of
    Health and Social Care Burdens
  • Increased alignment and reduction in
    administrative impact

Coordination of activity
  • Collaborative scheduling group
  • Coordination of on-site activity across
  • Will ensure there is agreement on schedules and
    principles for reducing burden of on-site
  • Meets quarterly
  • Gatekeeping
  • Allows for prevention of unnecessary visits by
    other regulators
  • Powers restricted to Audit Commission, Ofsted and
    the criminal justice inspectorates
  • Intend to use the same principles for working
    with other partners on better coordination of
    site visits, although powers to prevent are not
    applicable to others

Whats it all for?
  • CQC should
  • Operate in accordance with BR principles
  • Use our gate keeping powers to minimise burden
  • Effective mechanisms between RAIA, Monitor and
  • Risk summits
  • Maximise use of existing data collections
  • Work with other parts of the system to drive
  • Maintain and advisory group to inform our work

Lifting Burdens Task Force
  • CQC should
  • Be flexible in approach to data gathering
  • Work with the SHA/GO to align interpretation of
    data analysis
  • Share data and information on provision as
    quickly as possible
  • Continue to align with CAA
  • Work with ADASS to review implementation and
    effectiveness of contract monitoring/regulation
  • Share regulatory inspection data with councils to
    avoid duplication

Risk summits
  • Working with 12 partner organisations at a local
    level - includes performance managers and
    non-statutory bodies as well as statutory
  • Discussion focused on individual NHS trusts to
    identify areas of mutual concern
  • Development of joint regulatory plan between
    regulators and performance managers
    identification of organisation with biggest lever
    for change to lead follow-up activity
  • Potential for extension of approach to include
    social care and independent sector healthcare
    over time

A common view of risk
  • A common risk framework has been developed with
    partners to support risk summits
  • Alignment with individual organisations risk
  • If regularly updated it can give an early
    indication of a problem making follow-up
    activity more proportionate and targeted

Data and information making use of whats
  • Working with partner organisations to streamline
    data and information collection to inform
    registration and assessment of quality of
  • Where possible we will use the findings of others
    to inform our work including registration eg
    NHSLA, HSE, Audit Commission
  • We are exploring with both local authorities and
    PCTs the feasibility of using data and
    information from contract and performance
    monitoring and management to inform our
    regulatory activities
  • Looking at feasibility of using eg accreditation
    and peer review schemes to add to this pool of
    data and information

Internal processes
  • Ensuring consistency in our decision making
    processes by developing relevant judgement and
    quality frameworks to support methodologies
  • Developing robust quality assurance mechanisms to
    ensure methodologies are implemented consistently
    across the country
  • Development of Quality and Risk Profiles to
    ensure all relevant data and information about an
    organisation is gathered together in one place to
    be able to inform our judgement processes, and to
    highlight areas of concern and good practice

Questions and discussion
  • Is our general approach to Better Regulation
  • What else could we be doing?