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From YouTube: CQC Connect: CQC Strategy 2021 - Our public consultation
Description
In this episode of CQC Connect, the podcast from the Care Quality Commission, we are joined by Chris Day, CQC director of engagement and Amanda Hutchinson, CQC director of policy and strategy.
They discuss our future strategy and what we hope it will achieve.
You can read more on our strategy on our website: https://www.cqc.org.uk/get-involved/consultations/world-health-social-care-changing-so-are-we
Listen to more podcasts from the CQC: https://soundcloud.com/carequalitycommission
Find out more information about the CQC and how it regulates health and social care in England: https://www.cqc.org.uk/
A
Welcome
to
cqc
connect
the
podcast
from
the
care
quality.
Commission,
the
world
of
health
and
social
care
is
changing,
and
so
are
we.
The
pandemic
has
forced
health
and
social
care
to
think
differently,
and
we
are
no
exception
for
cqc.
It's
accelerated
the
need
for
us
to
change
to
support
this
we've
been
developing
a
new
strategy
over
the
last
year
and
we
are
now
in
the
process
of
formally
consulting
on
it.
A
My
name
is
sam
wallace
provider
engagement
lead
here
at
cqc,
and
today
I'm
joined
by
two
guests
to
discuss
the
key
themes
of
our
strategy,
what
we
hope
they'll
achieve
and
how
you
can
help
shape
it.
I'm
going
to
start
by
asking
my
guests
to
introduce
themselves,
tell
us
a
bit
about
their
role
at
cqc
and
as
a
way
to
get
to
know
them
what
inspires
them
to
work
in
health
and
social
care.
Chris.
Can
we
start
with
you.
B
Yeah
my
name's
chris
day,
director
of
engagement
at
cqc,
I've
worked
in
health
and
care
for
now
almost
20
years,
and
I
guess
what
inspires
me
is
about
the
ability
to
drive
change
in
the
way
that
people
receive
services.
I
didn't
corrupt,
wanted
to
work
in
a
regulator,
but
I
really
do
want
to
make
sure
services
continue
to
change
and
improve,
and
we've
learned
through
the
last
year
that
that's
more
important
than
ever
great.
C
So
hi,
yes,
I'm
amanda
hutchinson
and
I'm
the
director
of
policy
and
strategy
at
cqc,
and
I
think
what
what
inspires
me
is
is
that
we
all
know
that.
There's
lots
of
amazing
care
out
there.
That
has
a
really
positive
impact
on
people's
quality
of
life
and
their
mental
well-being.
And
I
think
what
what
inspires
me
is
is
the
challenge
of
how
do
we
all
work
together
to
make
sure
that
that
this
positive
experience
is
a
universal
experience
for
everyone,
and
that
as
many
people
as
possible
are
benefiting
from
the
best
care
possible
thanks.
A
Amanda
and
thanks
both
for
joining
us
today,
so
our
strategy
has
got
four
themes
and
I
think
we're
gonna
we're
gonna,
go
through
them,
one
by
one
and
talk
a
bit
about
what
each
team
covers
and
what
they,
what
we
hope
they'll
achieve,
and
I
think
it'd
be
really
good
if
we
could
start
with
our
people
and
communities
theme-
and
this
is
this
is
something
I
know
that's
at
the
heart
of
all
our
work
and
everything
we
try
to
do
chris.
B
What
we
want
to
do
in
this
strategy
is
to
get
the
voice
of
people
not
just
in
individual
organizations,
but
also
across
the
services
that
they
receive
in
an
area.
So
we
can
use
their
voice
to
drive
real
and
meaningful
change.
We
know
when
we
speak
to
providers
and
leads
in
the
organization
that
they
value
the
voice
of
people,
because
they
understand
they
understand
the
services
that
they
receive
have
a
direct
over
direct
implication
on
how
they
operate
and
how
they
work.
So
I'm
I'm
really.
B
A
C
Yeah,
I
think
there
are
a
couple
of
really
important
strands
to
this.
I
think
that
I
think
the
first
thing
is
is
about
us
improving
the
quality
of
the
information
that
people
share
with
us
and
making
it
much
much
easier
for
people
to
share
their
experiences
with
us
to
tell
us
about
the
quality
of
of
their
care
and
and
also
to
expect
that
we're
going
to
feed
back
to
them
to
help
them
understand
how
we've
used
that
information.
So
I
think,
there's
a
lot
that
we
can
do
through.
C
I
suppose
the
way
that
we're
using
our
time
better
to
to
focus
on
that
interaction
with
people
and
also
some
of
the
the
technology
that
we
want
to
bring
in
place
to
kind
of
underpin
implementation
of
our
strategy.
That
just
puts
much
more
of
a
focus
on
on
information,
how
we
use
it
and
using
that
in
in
a
meaningful
way
and
making
sure
that
people's
experience
is
at
the
heart
of
that
information.
C
And
then
I
think
the
other
really
important
stranding
in
this
is
is
about
thinking
a
bit
differently
about
how
we
regulate
in
a
local
area.
So
at
the
moment,
our
regulation
is
very
focused
on
individual
providers
of
care
and-
and
we
all
know
that
actually,
the
things
that
have
a
really
significant
impact
on
people
are
the
way
that
they
move
between
services,
the
way
that
their
care
is
transferred
between
services
and
and
the
gaps
that
often
exist
in
those
services.
A
Yeah-
and
I
I
guess
that
that
focus
on
systems
which
runs
through
the
whole
of
our
strategy,
is
a
really
really
good
example
of
how
we
put
people
at
the
heart
of
it,
because
it's
about
better
reflecting
how
people
experience
health
and
social
care,
rather
than
fitting
everything
into
the
neat
boxes
of
individual
providers.
I
think.
B
That's
one
of
the
key
changes
that
we
want
to
make
with
this
strategy.
It
is
still
very
important
to
understand
how
individual
organizations
are
performing,
but
people
don't
experience
care
in
isolation
of
services.
You
you,
if
you
go,
if
you
have
a
cancer
diagnosis,
you'll
experience
primary
care
experience
secondary
care.
You
might
also
experience
adult
social
care
or
community-based
care,
and
I
think
it's
important
that
people
can.
We
can
understand
the
voice
of
people
not
just
in
those
individual
services,
but
also
across
those
services.
One
of
the
important
points
about
the
state
of
care.
B
For
the
last
couple
of
years,
we've
talked
about
access
to
services
being
almost
as
important
as
the
quality
of
care
that
you
receive
when
in
a
service.
I
think
it's
important
that
we
can
reflect
both
in
our
work
and
very
much
as
amanda
said,
the
ability
of
us
to
hear
that
voice
and
respond
to
it
in
a
local
area,
and
I
think
it
hopefully
it
will
guide
leaders
locally
to
think
collectively,
together
about
the
services
that
they
provide
for
people
not
just
about
the
individual
services
within
their
within
their
their
building.
If
you
like,.
C
Just
just
to
to
add
a
bit
more,
I
think
there's
also
something
for
me
in
in
in
this
about.
If
you
know
you
you're
you're,
we
all
use
services,
we
all
use
gp
services.
C
We
all
use
our
local
services
across
across
the
kind
of
whole
range
of
of
things
that
cqc
regulates,
and
I
think
there's
something
something
for
me
about,
as
as
a
person
in
a
place
having
that
understanding
of
the
range
of
local
services
that's
available
and
how
they're
performing
so,
I
think
part
of
what
we're
wanting
to
do
here
is
actually
to
to
develop
the
sorts
of
information
that
we
make
available,
that
enable
people
to
to
do
that
and
and
to
have
that
much
better
understanding
of
of
what's
going
on
locally
and
how
how
those
services
are
working
together
and
also
some
of
kind
of
what
their.
C
A
B
Yeah,
so
I
think
the
ambition
of
the
organization
to
be
able
to
use
what
it
knows
to
drive
improvement
in
organizations
has
been
an
ambition
for
a
number
of
years.
I
think
what
smarter
regulation
is
about-
probably
three
things
for
me:
it's
about
how
we
gather
the
information
from
the
public
in
and
from
other
parties
and
other
organizations
in
the
most
effective
way.
B
So
we've
we've
recently
introduced
some
changes
to
give
feedback
on
care
that
have
made
it
easier
for
people
to
give
us
the
information
that
will
help
us
understand
how
services
are
operating
and
performing.
I
think
we've
got
a
an
option
and
an
important
role
in
making
that
information
as
easy
as
possible.
It
is
for
our
inspectors,
but
also
for
providers,
so
they
can
take
the
right
action,
but
there's
also
a
piece
for
me
about
how
we
work
with
other
organizations
to
understand
how
services
are
performing.
B
There's
a
an
old
adage
in
in
regulation
that
somebody
always
knows
about
what's
happening
in
the
service,
and
I
think
the
way
in
which
we
can
work
with
other
regulators
and
with
organizations
themselves
to
provide
a
view
of
how
they
are
performing
is
vital
not
just
for
our
workers
as
a
regulator,
but
also
to
help
them
improve.
B
The
third
area
for
me
is
how
we
are
open
and
honest
about
this
and
how
we
present
that
information
in
a
meaningful
way
to
public,
to
provide
us
into
other
stakeholders
and
there's
something
really
important
about
the
the
honesty
and
the
openness
of
the
conversations
that
help
us
understand
how
those
services
are
performing.
For
me,
this.
It
moves
us
on
to
just
being
about
the
act
of
inspection
on
a
particular
day.
B
My
ambition
is
that
the
idea
of
creating
an
always-on
view
of
quality,
so
we
can
use
the
information
we
gather
from
people
who
use
services
from
other
partners,
alongside
our
really
important
action
on
inspection,
to
develop
a
view
of
of
quality
that
will
augment
and
change
over
time
that
will
develop
over
in
over
each
week
over
each
month,
rather
than
over.
Individual
inspections,
so
make
sure
we
get
the
right
information
from
the
public
and
providers
making
it
easier
to
interact
with
us,
providing
that
benchmark
of
quality.
B
A
C
Think
that's
right
for
me,
it
is,
it
is
about
how
we
become
more
flexible
and
responsive
as
a
regulator,
and
obviously
we've
done
a
a
lot,
a
lot
of
work
to
to
develop
our
ratings
approach
and
a
lot
of
work
over
the
last
few
years,
so
that
we've
got
this
benchmark
of
of
of
quality,
and
I
think
the
next
challenge
for
us,
which
I
think
the
strategy
is
is,
is
a
kind
of
really
important
way
of
taking
forward.
Is.
Is
that
thing
about
being
more
flexible
and
responsive?
C
How
can
we
more
easily
update
our
ratings?
How
can
we
more
easily
focus
on
risks
and
issues
that
are
current
at
a
particular
time
and
to
target
our
activity
to
support
our
inspectors
to
really
focus
down
when
they
are
out
there
on
on
the
ground,
but
also
finding
ways
of
of
making
it
possible
to?
C
I
suppose,
use
a
range
of
x,
a
range
of
approaches
to
to
how
we
are
gathering
the
information
that
we
need
to
make.
Our
assessments
and
and
inspection
will
always
be
a
really
really
important
part
of
that
that,
on
the
ground,
interaction,
the
observing
of
of
care,
but
equally
we
know
there
are
other
things
that
we
can
do.
C
We
can
talk
to
people
on
the
phone.
We
can
gather
information
remotely,
and
I
think
that
the
that
the
experience
over
the
last
few
months
of
working
in
in
the
pandemic
has
allowed
us
to
test
out
start.
B
B
Just
just
to
build
on
that
as
well,
I
think
amanda's
exactly
right.
I
think
we've
we've
had
some
really
interesting
experiences
over
the
last
six
to
nine
months
that
have
given
us
some
real
insight
into
how
we
can
do
this
well
I'll.
Just
give
a
couple
of
examples:
we've
been
using
experts
by
experience
differently
from
the
way
we
would
normally
would
bring
them
onto
an
individual
inspection.
B
We've
been
allowing
them
to
gather
the
voice
of
people,
use
services
between
inspections
and
activities
to
help
give
us
a
focus
of
where,
where
some
of
our
concerns
or
issues
might
be.
The
other
thing
that's
really
interesting
is
that
a
lot
of
the
data
focus
going
back
to
what
you
know
how
we
originally
set
up.
We
were
originally
about
individual
organizations
and
their
performance.
B
Some
of
the
data
that
we
gather
now
has
a
more
profound
impact
on
on
a
system
or
even
nationally,
and
I
think
that
the
information,
the
data
we
gather
won't
just
be
about
the
the
regulation
of
individual
organizations.
It
will
be
about
how
areas,
how
sectors
and
even
how
national
decision
makers
need
to
reflect
on
and
change
their
their
thinking
and
their
and
their
policy.
So
I
I
see
the
ability
to
collect
information
this
way,
not
just
driving
improvements
through
individual
organizations
or
even
local
areas.
B
I
think
some
of
the
changes
that
we
want
to
see
you
know
maybe
to
cite
some
of
the
the
the
information
we've
gathered
around
ld
and
autism
services
recently
are
about
driving
national
change
in
organization.
So
I
I
that
they're,
the
things
I
think
will
be
exciting
for
me
about
the
way
we
can
use
our
information
more
effectively,
providing
that
more.
As
I
said
that
more
real-time
view
of
what's
going
on.
A
And
I
I
think
what
I've
definitely
heard
from
both
of
you
is
one
of
the
the
most
significant
impacts
of
getting
this
work
right
is
we'll
be
able
to
use
better
quality
information
to
help
to
drive
improvement,
and
that
leads
us
on
nicely
to
our
third
theme,
which
is
accelerating
improvement,
which
I
know
is
a
really
important
part
of
our
work
and
it's
something.
We've
we've
done
a
lot
of
work
on
in
the
past,
but
I
think
it's
also
something
we
see.
A
C
So
I
think
what
we,
what
we're
trying
to
achieve
here
is
is
is
about
how
we
focus
more
explicitly
on
improvement,
but
also
importantly,
how
we
work
with
other
organizations
to
do
that,
and
I
think,
as
you've
said
sam,
there
is
not
the
same
approach
across
all
of
the
sectors
that
we
regulate
and
again
I
think
you
know,
I
think
I
think
the
recent
experience
during
covid.
I
think
this
has
kind
of
highlighted
some
of
the
the
different
ways
in
in
in
which
different
sorts
of
services
are
are
supported.
C
So
I
think
what
we're
keen
to
do
is
is
to
improve
the
offer
not
just
from
cqc
but
but
from
across
the
system
on
improving
care
and
supporting
providers
to
improve
care,
and
I
think
an
important
part
of
that
will
will
be
about
kind
of
building
coalitions,
around
improvement
and
getting
a
clear
sense
of
expectations
around
standards
of
care
and
also
what
we
and
others
would
expect
to
see
improve
and
what
needs
to
be
in
place
to
support
that
improvement,
and
I
think
an
important
part
of
that
partnership
and
coalition
as
well
is
is
actually
people
using
services.
C
So
there's
another
important
dimension
to
this,
which
is
what
what
do
we
do
to
increase
people's
awareness
of
the
standards
of
care?
They
should
expect-
and
I
think
we've
talked
before
about
a
shared
view
of
shared
view
of
quality.
I
think
it's
about
how
how
we,
how
we
make
that
real
and
really
unpick
what
the
implications
of
that
are
for
ourselves
for
partner
organizations
for
providers
and
also
for
people
using
services.
A
And
I
guess
that
that
thing
about
working
in
partnership
with
others
is
really
key
to
this
theme,
because
we
know
there's
a
there's,
a
lot
of
different
organizations
who
are
involved
in
the
improvement
space.
So
this
isn't
something
we
we're
proposing.
We
do
alone
or
necessarily
take
the
lead
on
in
every
area.
B
I
just
I
just
do
agree
with
mine
just
to
start
by
saying
I
think
it's
it's
it's
important
that
we
as
an
organization
are
curious
about
why
organizations
improve.
I
think
the
point
about
this.
I
mean
I've
bought
people
for
years
with
the
it
took
us
six
months
to
write
23
words
about
what
our
purpose
was,
and
the
last
four
were
the
most
difficult,
and
I
think
the
idea
about
driving
improvement
is
really
really
important.
B
It
demonstrates
it's
possible
and
it
gives,
in
a
sense,
a
recipe
of
things
to
look
out
for
around
leadership
around
culture,
around
communications,
around
learning,
around
staff
engagement,
around
public
engagement
that
symbolize
how
an
organization
improves,
but,
as
you
said,
as
amanda
said
that
there
are-
and
there
are
different
organizations
that
are
that
are
involved
in
this
in
different
sectors.
So
I
always
amanda
described
as
a
coalition.
I
I
just
to
just
to
sort
of
further
develop.
B
That
is
a
coalition
of
the
willing,
so
I
think,
there's
a
number
of
organizations
in
different
sectors
that
are
active
in
this
space.
I
think
we,
we
gather
information
and
we
gather
insight
through
our
work
that
it
is
important
to
work
with
those
that
are
willing
in
the
sectors.
The
way
we
operate
to
drive
change,
it
might
be
different
in
different
sectors
that
you
know.
We
know
that
in
the
nhs
there's
a
there
are
organizations
dedicated
to
driving
improvement.
We
know
in
some
other
in
other
sectors.
There
are
trade
bodies.
B
Are
we
know
in
some
areas
there
are
very
few
organizations
where
there
is
a
natural
home
for
improvement.
So
I
think
it's
about
adapting
our
approach
to
ensure
that
what
we
learn
from
our
activity
and
what
our
curiousness
around.
Why
and
how
organizations
improve
can
be
deployed
the
best
advantage,
so
it
might
be
developing
partnerships
in
the
nhs
it
might
be
about
setting
an
agenda
in
adult
social
care.
It
might
be
about
working
with
partners
in
in
general
practice,
or
indeed
an
independent
health.
B
But
I
think
the
most
important
thing
for
me
is
that
the
information
that
we
gather
is
a
is
designed
to
support
people
on
the
ground
who
are
facing
really
tough
challenges.
I
think
about
the
moment
where
we
are
we've
recently
written
with
with
some
really
excellent
senior
conditions
in
in
in
healthcare,
an
ed
guide
called
patient
first,
which
is
designed
to
say
well
what?
How
can
I?
How
can
I
drive
change
in
my
organization
at
this
time?
B
A
Absolutely-
and
I
I
think
also
it's-
I
think
something
you
said
chris
and
amanda
as
well-
is
about
kind
of
the
the
role
of
individual
providers
in
this
work,
who
we
know
overwhelmingly,
are
passionate
about
improving
and
delivering
better
care,
and
I
think
it's
about
our
offer
to
them
so
that
they're
able
to
deliver
that
work
yeah.
I
guess
moving
us
on
from
the
improvement
space
to
kind
of
looking
at
when
things
don't
go
so
well
and
our
final
theme,
which
is
about
safety
through
learning.
A
So
I
think
this
is
this
is
something
that's
really
important
to
us
as
well,
and
it
kind
of
is
recognizes
that
safety
is
often
one
of
the
kind
of
poorest
performing
areas
that
we
assess
and
is
an
enduring
concern
for
us
it'd
be
interesting
to
hear
a
bit
more
about
why
we
focused
on
this,
in
particular,
in
this
strategy
and
kind
of
what
we
hope
to
achieve
through
this
theme.
Amanda.
Can
I
start
with
you.
C
Yes,
as
you
said
this,
this
is
this
is
an
area
where
we
we've
consistently
found
poorer
performance
across
a
whole
range
of
issues
in
in
across
all
of
the
sectors
that
we
we
regulate,
and
we
know
that
there
is
such
a
lot
of
work
going
on
out
there
in
in
individual
organizations
and
also
in
in
in
other
organizations
in
the
health
and
care
system
that
that
is
about
how
do
we
improve
safety?
C
C
I
think
another
important
part
part
of
this,
that
we
we
will
be
following
through,
as
as
as
the
strategy
develops
is,
is
so
how
do
we
help
organizations
to
develop
expertise
in
safety
as
well,
and
and
how
do
how
do
we
make
sure
that
we
are
regulating
in
in
a
supportive
way
that
gives
organizations
opportunity
to
to
kind
of
lead
their
own
improvement
in
in
safety?
C
I
think
it
does
have
some
strong
links
with
the
improvement
theme
that
we've
just
talked
about.
I
think
another
really
important
bit
of
this,
for
me
is,
is
again.
We
talked
in
in
the
smarter
regulation
theme
around
the
kind
of
the
the
importance
of
continuing
to
be
on
the
ground
and
observing
care,
and
I
think
this
this
raises
the
the
the
issue
of
you
know.
C
There
are
some
services
where
being
on
the
ground,
understanding,
culture,
understanding,
leadership,
understanding
safety
are
even
more
important
and
those
are
the
sorts
of
services
that
we're
calling
close
cultures,
and
I
think
that
the
work,
what
we
will
do
around
safety
as
we
take
forward
the
strategy
is
kind
of
fundamental
to
to
how
we're
working
in
those
sorts
of
settings
as
well.
B
Yeah,
I
think
that
in
some
ways,
safety
and
learning
sit
as
a
fulcrum
of
the
of
the
of
the
information
we
receive
from
people
who
use
services
and
the
and
the
smart
regulation
information
we
get
from
others.
For
me,
this
is.
This
is
really
important
if
we
are
to
make
the
change
that
we
want
to
see
and
how
services
are
improved.
B
We
know
from
the
work
we've
done
so
far
that
often
there
is
a
a
reticence
to
be
open
about
how,
when
service
failure
happens-
and
quite
rightly
because
you
know,
we
know
that
politics
involved
in
in
health
and
care.
We
know
how
people
are
are
individually
linked
to
to
success
and
failure
in
in
health
and
care
system.
But
there
is
something
that
we
want
to
promote
as
part
of
this
theme
that
the
ability
of
organizations
to
improve.
B
And
if
we
can't
be
open
and
honest
about
the
things
that
need
to
change,
we
have
little
hope
in
making
the
changes
that
that
are
required.
So
I
think
there
is
something
important
about
how
we
use
the
information
from
people
who
use
services,
how
we
use
that
data
to
drive
the
right
understanding
about
how
services
should
change.
I
think
there
is
something
important
for
us
culturally
around
how
we
approach
our
work
as
well.
B
I
think
I
I
many
organizations
and
many
people
are
spoken
to
said
the
organization
can
come
across
as
a
culture
of
trying
to
catch
people
out,
and
I
think
that's
that's
an
in
that's
an
important
thing
to
recognize
that
actually,
what
we
are
trying
to
do
is
to
help
organizations
to
drive
change
and
part
of
that
is
a
culture
of
learning
around
safety,
and
you
can
only
have
learning
if
you
have
honesty
and
openness
in
what
people
see
and
how
they
experience.
B
So
the
challenge
for
us
is:
how
do
we
create
an
environment
that
allows
for
that
honest
and
open
conversation,
the
midst
of
all
the
politics
of
what
goes
on?
How
do
we
have
that?
Right?
Conversation
with
providers
at
the
right
level,
how
do
we
encourage
them
to
do
the
same?
There's
something
you
know
tangentially
something
important
for
me
about.
B
You
know
we
write
inspection
reports
as
amanda
said,
and
we,
I
think,
there's
an
important
bit
about
making
sure
that
we
follow
up
on
those
and
make
giving
the
organization
opportunity
to
talk
about
what
it's
going
to
do
differently.
So
I'd
like
the
last
act
of
an
inspect
support,
not
to
be
the
pub
the
report
that
we've
published,
but
the
organization's
view
on
what
they're
going
to
do
about
it,
because
that's
what
matters
acknowledging
that
and
acknowledging
what
where
an
organization
is
going
to
make
some
changes
is
important.
B
I
have
to
say
that,
in
the
context
of
the
strategy,
part
of
this
is
about
the
things
that
we
want
to
change,
and
you
know
a
a
a
culture
of
openness
and
a
culture
of
learning
is
from
as
much
about
us
as
it
is
about
other
organizations.
So
we
too
have
a
part
to
play
in
this.
How
do
we
promote
it
in
ourselves?
A
I
guess
before
we
draw
to
a
close,
I
think
it's
one
of
the
things
I'd
I'd
like
to
ask
you
about.
Chris
is
so
we've
tried
to
develop
this
strategy
very
much
in
partnership
with
people
who
use
services
with
providers
with
other
stakeholders.
A
B
I
was
being
glib
about
it.
Very
few
people
read
long
strategy
documents
and
I
think
that
the
important
bit
about
the
co-production
for
me
is
that
people
help
us
and
they
give
their
time
to
help
us
be
a
better
regulator.
So
we
can
drive.
B
It
develops
a
relationship
of
trust,
trust
with
people
who
use
services,
trust
with
providers
that
we
regulate
and
trust
with
wider
system
partners,
and
that
triple
lock
of
trust
makes
sure
that
we
are.
We
are
driving
the
right
type
of
change
in
the
organizations.
I
think
it's
fundamental
to
our
success
or-
or
you
know
the
how
we
operate
as
an
organization
that
we
can
maintain
those
that
open
dialogue.
So
co-production
is
a
key
part
of
that.
It
is
an
active
process.
It
is
not
a.
B
We
send
you
a
a
a
60
page
document
and
you
give
us
a
views
because
that
that's
not
what
it's
about.
It's
about
genuinely
developing
the
thinking
around
what
we
do
and
how
we
work
and
how
we
improve
by
listening
to
the
voice
of
each
of
those
groups
and
melding
that
into
what
we've
got
at
the
moment,
which
is
a
consultation
document
which
is
built
very
much
on
the
views
of
those
three
groups
and
indeed
of
our
colleagues
who
work
across
the
cqc
thanks.
A
Chris,
so
to
finish,
and
apologies
for
putting
you
both
on
the
spot
with
this
and
it'd
be
great
to
hear
one
thing
from
both
of
you
that
you
hope
this
strategy
can
achieve.
It
could
be
something
we're
going
to
do
differently
as
a
regulator
or
wider
impact
on
health
and
social
care.
Amanda.
Can
we
start
with
you
one.
C
Of
the
things
that
I
think
is
different
about
about
the
strategy
is:
is
that
it?
It
also,
I
think,
for
the
first
time,
really
acknowledges
that
that
cqc
has
a
role
to
play
in
working
with
providers
and
others
to
tackle
health
inequalities,
and
I
think
that
that,
for
me,
is
is,
is
the
really
exciting
bit
about
the
strategy?
Is
that
it's
not
it's
it's
about
providers,
but
it's
also
about
populations.
B
B
A
I
I
think
both
of
those
examples
are
are
great
ones,
to
demonstrate
the
kind
of
impact
we
want.
This
strategy
to
have,
thanks
to
both
of
you
for
joining
us
today
and
giving
us
such
a
good
overview
of
our
proposed
strategy
and
thanks
to
everyone
for
listening,
you
can
find
out
more
about
the
strategy,
read
the
themes
in
full
and
how
to
feedback
in
the
description
for
this
episode
and
look
out
for
more
episodes
of
cqc
connect
coming
soon.