►
Description
Hear from Rosie Benneyworth, Chief Inspector of Primary Medical Services and Integrated Care at CQC, as she talks to you about our work and role in ‘Systems’.
A
My
name
is
rosie
bennyworth,
I'm
the
chief
inspector
of
primary
medical
services
and
integrated
care,
I'm
a
gp
background
and
I've
had
a
very
long
standing
interest
in
how
we
join
up
care
for
people
who
use
services.
Apologies
we're
starting
a
few
minutes
late
as
as
with
everything
the
joys
of
technology.
Sometimes
it
just
doesn't
quite
play
as
it's
meant
to
so
apologies
for
that.
A
A
We're
going
to
have
question
breaks
throughout
where
we
can
listen
to
your
questions,
and
I
can
try
and
answer
them,
but
we
might
not
be
able
to
answer
all
the
questions,
but
we
will
be
following
them
all
up.
All
of
your
comments
are
really
really
helpful.
We
do
want
to
hear
them
and
then,
if
there's,
if
you
could
post
your
name
by
any
question,
so
if
we
don't
get
chance
to
answer
them
specifically
here,
we
will
get
back
to
you
with
the
answers
for
those.
A
So,
unfortunately
the
way
that
this
is
structured
because
we've
got
a
large
number
of
people
on
the
call
and
unfortunately,
any
myself
and
the
other
cqc
presenters
will
be
able
to
speak,
but
do
put
everything
you
want
to
in
the
chat.
The
other
thing
just
to,
let
you
know
is
we
are
recording
this
webinar
so
for
the
benefit
of
people
who
are
unable
to
join.
A
So
if
we
could
go
on
to
the
next
slide,
please-
and
I
just
wanted
to
to
revisit
where
we
are
with
our
purpose
and
our
vision.
Some
of
you
might
have
heard
us
talking
about
this
if
you've
joined
previous
webinars
and
we'll
be
getting
onto
the
the
new
content
in
a
few
minutes,
but
just
to
reiterate-
and
we
absolutely
want
to
make
sure
that
our
health
and
service
care
services
are
are
safe,
effective
and
compassionate,
and
we
want
to
encourage
them
to
improve.
A
A
I
think
we've
all
learned
an
awful
lot
during
the
pandemic,
and
we
know
that
we
need
to
work
in
new
ways
to
keep
people
safe
and
ensure
world-class
regulation.
That's
ahead
of
the
challenges
that
we
might
face,
and
we
can
only
do
that
if
we
change
and
transform
everywhere
is
changing
and
transforming
care
is
evolving,
people's
needs
are
changing
and
we
need
to
make
sure
that
we
keep
and
enable
people
to
have
safe
care
in
all
of
the
services
they
use.
A
A
A
We
know
that
we
don't
always
get
it
right.
We
need
to
judge
our
own
success
by
those
who
re-regulate
and
if
the
health
and
social
care
system
is
not
providing
people
with
consistently
high
quality
care,
then
we
need
to
look
at
ourselves
to
improve
in
order
to
help
providers
improve,
and
we
need
to
think
what
can
we
do?
That's
going
to
make
this
better.
A
We've
got
to
be
more
relevant
and
responsive.
We
need
to
match
our
pace
of
change
to
what's
happening
in
the
outside
world.
Innovative
ways
of
delivering
care
continue
to
emerge,
as,
as
we've
talked
about
and
as
we
transition,
the
current
sectors
are
going
to
look
very
different
and
we've
got
to
respond
to
that
agile
in
an
agile
manner.
A
At
the
moment,
we
don't
have
a
full
picture
of
care
across
an
area,
a
system
or
pathway,
and
actually
what
we
know
is
that
people
don't
often
experience
k1
provider.
They
go
from
provider
to
provider
or
multiple
providers
are
involved
in
care,
and
often-
and-
and
I
can
I've
seen
this
on
many
occasions
in
my
work
as
a
gp-
often
people's
care
falls
down
in
between
those
providers.
It's
it's
those
interfaces
between
providers.
That
is
really
important,
and
we
need
to
be
thinking
about
that
as
we
move
into
our
next
phase
of
regulation.
A
We
need
the
right
technology,
we
need
the
right
systems,
we
need
the
right
skills,
we
need
the
right
culture
and
we
need
to
be
able
to
test
things
and
innovate
and
work
with
people
to
be
able
to
regulate
effectively,
and
we've
got
some
great
examples
of
how
we've
done
this
over
the
last
few
years
and
things
like
the
sandboxing
work,
we've
done
with
digital
triage
and
various
other
pieces
work.
We
need
to
continue
to
to
evolve
and
develop.
A
So
if
we
could
go
on
to
the
next
slide,
please
please
steph,
thank
you
so
just
to
explain
some
of
the
learning
that
we've
had
from
the
kobed
crisis.
So
we
know
this
has
been
a
hugely
challenging
time
for
all
providers
and
we
know
that
it's
not
over.
We
know
that
for
many
providers
the
challenges
continue
and
actually
in
some
providers.
Actually
those
challenges
have
only
increased
over
the
last
few
weeks.
A
However,
during
this
period
of
time,
we
haven't
stopped
regulating
and
we
continue
to
work
with
lots
of
partners,
identify
areas
of
concern,
listen
to
whistleblowing
information,
safeguarding
information
and
other
information
from
from
other
other
people
using
services
and
people
working
in
services
and
working
with
services,
and
we've
increased
over
the
last
few
weeks,
our
our
responsive
inspections.
As
a
result
of
that,
I
think
we've
we
very
much
encourage
people
to
give
feedback
on
their
care,
using
our
give
feedback
on
your
care
service.
A
And
we
listen
to
that
and
we
look
at
that
information
and
that's
really
important
to
us
and
our
our
work
collaboratively
with
system
partners
both
locally
regionally
and
nationally,
has
been
really
important
and
that's
informed
lots
of
our
decision
making
and
our
ability
to
respond
to
risk
we've.
We
set
up
an
emergency
support
framework
which
is
a
new
monitoring
tool,
and
this
has
enabled
us
to
have
supportive
open,
honest
conversations
with
provide
providers
to
see
where,
where
people
providers
need
support,
how
we
can
signpost
them
to
that
support.
A
We've
also
introduced
the
home
care
tracker
in
adult
social
care,
and
this
tool
is
designed
to
complement
what's
available
in
the
nhs
tracker
and
to
our
really
help
us
inform,
what's,
what's
our
understanding
of
some
of
the
risks
around
social
care
and
the
quality
of
care
and
we're
very
keen
that
we
share
learning.
We
think
it's
really
important
that
we
transparently
share
what
we
know
and
we
think
it's
really
important
to
improve
the
quality
of
care
for
everyone.
A
So
we've
begun
and
we
will
continue
to
publish
a
series
of
insight
documents
intended
to
highlight
the
covid19
pressures
on
the
sectors
that
the
cqc
regulate.
Do.
Have
a
look
at
these
they're
really
interesting
and
they're
different
themes.
Every
time
and
it
draws
on
information
gathered
through
our
own
regulatory
activity,
direct
feedback
from
staff
and
people
receiving
care,
new
data
collections
that
we're
doing,
and
also
insight
from
other
partners
that
we
work
with.
A
And
these
information
is
really
we're
collecting
to
look
at
the
wider
impact
of
covid
and
to
share
those
regular
updates.
And
we
work
closely
with
the
department
of
health
and
social
care
and
we're
wanting
to
identify
any
emerging
trends,
any
issues
to
help
inform
the
country's
response
to
covid19
just
moving
on
to
the
to
the
second
slide.
Next
slide,
please
death.
A
So
I
think
I've
covered
a
lot
of
this,
but
I
think
some
of
our
learning
is
that,
from
the
last
few
weeks
is
that
information
sharing
between
partners
is
absolutely
critical.
If
we're
going
to
provide
good
care-
and
that
needs
to
be
at
every
single
level
in
the
system,
we
need
to
listen
to
the
voice
of
people.
We
need
to
understand
how
they
feel
and
what
they
would
like
to
see
from
some
of
the
transformations
that
are
happening
in
our
health
and
care
system.
A
An
example
is
the
digital
work,
that's
happening
in
primary
care
and
we
know
that
a
lot
of
patients
find
it
improves
their
access
and
it
it
helps
them
get
care
from
their
their
primary
care
teams.
But
we
know
that
there
are
some
people
who
find
that
more
difficult
to
access
and
that
struggle
with
technology
or
for
various
reasons,
it's
inappropriate,
and
we
need
to
understand
that
we
also
need
to
understand
from
care
providers.
What
are
the
challenges
that
people
are
having?
A
How
can
we
support
those
and
how
can
we
make
sure
that
we
support
providers
and
to
deliver
safe
care,
we'll
talk
about
systems?
We,
I
think
it's
been
fascinating
over
the
last
few
weeks
and
months
and-
and
I
think,
really
important
lessons
that
we
can
learn
from
from
the
last
few
weeks
and
months
about
how
systems
work
together
and
I'll
come
on
to
that
in
a
minute.
A
And,
finally,
I
think
one
of
the
key
things
that
we
we
feel
over
the
last
few
weeks,
but
we
absolutely
want
to
promote
going
forward,
is
transparency.
This
promotes
learning.
We
need
to
get
to
the
point
where
people
transparently
share
data
where
they
share
things
that
have
gone
well,
where
they
share
things
that
haven't
gone
well
and
we
learn
from
it
because
actually,
unless
people
are
transparent,
we're
going
to
and
and
open
about,
what's
happened
and
are
prepared
to
learn
from
it.
A
We're
not
going
to
be
able
to
equip
ourselves
with
meeting
the
challenges
going
forward,
so
a
couple
more
slides
and
then
I
will
go
into
into
questions.
So
there's
a
there's
a
lot
we're
doing
about
our
strategic
direction
to
design
a
future
operating
model
for
the
cqc.
We've
got
four
strategic
themes
that
are
emerging
and
we're
going
to
be
developing
a
new
operating
model.
To
do
that,
and
in
order
to
make
austria
strategy
a
reality,
we've
got
to
transform.
A
A
A
A
A
A
You
know,
blame
it's
not
in
any
way
about
kind
of
wagging
a
finger
or
anyone
and
telling
them
off.
This
is
about
learning,
and
this
is
about
how,
as
a
regulator,
can
we
support
that
really
important
work
between
providers
and
sharing
that
that
really
important
learning
from
this
period
of
time
so
that
actually
we
can,
we
can
do
all
we
can
to
support
the
system
going
into
going
into
the
next
few
months,
which
inevitably
will
have
their
challenges
if
we
could
go
on
to
the
next
slide.
A
We
pull
together
a
new
data
that
we
can
access
otherwise,
and
we
have
a
series
of
interviews
with
people
in
those
local
areas
and
we're
trying
to
be
as
inclusive
as
possible.
With
those
interviews,
we
want
to
hear
the
people
who
use
services
their
voice.
We
want
to
hear
it
from
primary
care
from
social
care
from
hospitals
community
care.
A
We
want
to
hear
everyone
who's
involved
in
in
delivery
of
care,
and
we
will
pull
all
of
that
information
together
and
we
this
phase
we're
particularly
looking
at
how
have
health
and
social
care
work
together
to
look
at
care
for
the
over
65
population
group
and,
as
you
can
see
from
the
list,
we've
got
there.
There
there's
quite
a
wide
range
of
different
areas.
We've
we've
pulled
on
lots
of
different
data
to
say:
can
we
have
some
rural
areas?
Can
we
have
some
urban
areas?
A
This
is
phase
one
we're
hoping
that
we
are
able
to
continue
this
to
further
phases,
possibly
looking
at
different
population
groups,
and
we
would
like
to
get
to
all
systems
and
do
that
in
the
next
next
few
months,
phase
one
we.
What
we're
doing
is
we're
actually
sharing
the
learning
back
to
the
local
systems,
we're
not
publishing
reports
on
the
local
systems.
At
this
stage,
we're
sharing
reports
sharing
some
feedback
back
with
the
local
systems.
A
So
now,
if
we
could
come
to
the
next
slide,
please
steph.
So
this
is
the
opportunity
for
us
to
look
at
some
of
the
questions
you
might
have
posed.
So
we
want
to.
We
want
to
think
going
forward
about
what's
our
role
in
systems,
so
we've
got
lots
of
different
thoughts,
but
we'd
like
to
hear
your
thoughts,
you
know:
should
the
cqc
have
a
role
in
systems
should
what
should
be
the
balance
between
providers,
our
work
with
providers
and
our
work
with
systems?
A
A
A
Yes,
very
good,
very
good
question
so,
and
this
came
up
on
the
webinar
I
was
doing
yesterday
as
well
world
class,
I
mean
essentially
it's
what
it
says
on
the
tin.
We
want
to
be
leading
the
way
in
regulation
across
the
world
and
I
think
in
some
areas
we
already
do
that
and
we
work
very
closely
with
regulators
across
the
world,
understanding
what
they're
doing
learning
from
each
other
and
thinking
about
how
we
can
continually
improve
what
we
do.
A
I
think
we
we
want
to
set
ourselves
that
ambition
as
to
what
world
cost
as
to
becoming
a
world-class
regulator,
how
we
define
that,
how
we
measure
that
is,
discussions
that
we
need
to
have.
I
think
we
need
to
pull
on
data
about
how
our
regulation
compares
to
international
regulators.
I
think
we
need
to
particularly
look
at
actually,
how
does
our
regulation
impact
on
the
people
who
use
services
in
you
know?
I'd
love
our
services
to
be
world-class
for
the
people
who
are
using
them,
and
I
think
we
should
be
ambitious.
A
We
should
think
about
how
we
get
all
of
our
services
and
and
support
all
of
our
services
to
improve.
Everyone
deserves
great
health
and
care,
and
we
need
to
be
really
being
ambitious
in
what
our
our
aspirations
are
in
terms
of
how
we
measure
it,
I
think
we
wouldn't
use
one
measure.
We
would
use
a
variety
of
measures,
including
what
does
it
look
for
like
for
people
using
services?
What
does
it
feel
like
for
providers?
How
do
we
really
drive
improvement
through
what
we
do?
A
B
Thanks
rosie
and
there
have
been
a
couple
of
questions
around
the
pcrs,
so
one
question
about
whether
independent
sector
providers
will
be
included
in
the
pcrs
and
also
there
was
a
question
that
I
think
comes
down
to
selection.
So
this
particular
person
asked
why
cornwall
has
been
included,
considering
that
the
over
65
age
group
is
grown
in
that
area
faster
than
anywhere
else
in
the
country
and
there's
only
one
main
hospital.
A
Yes,
certainly-
and
you
know,
in
an
ideal
world,
we
would
have
gone
out
in
the
first
round
to
do
all
of
the
all
of
the
areas,
because
I
think
they've
all
had
challenges.
They've
all
had
some
brilliant
ways
of
working
and
each
system
has
got
a
lot
of
things
that
are
similar,
but
a
lot
of
things
that
are
different
and
actually
that's
some
of
the
learning
we
want
to
capture
with
the
pcr.
A
So
what
we
did
was
we
looked
at
all
of
the
data
that
we've
got
about
the
different
systems
and
then
we
really
tried
to
pick
a
selection
of
different
systems
based
on,
like
I
said,
trying
to
get
a
geographical
spread.
So
we
tried
to
get
one
area,
at
least
in
each
of
the
seven
nhs
regional
footprints.
A
A
Oh
you
mentioned
sarah
sorry
just
to
answer
the
question
about
independent
sector
providers.
I
think
that
we,
when
we're
going
into
the
local
systems,
we're
this,
is
a
kind
of
rapid
review.
So
we
are
looking
at.
We
are
looking
as
much
as
possible
in
the
the
what
we
can
in
the
local
systems
and
certainly
probably
at
this
stage,
some
of
the
larger
independent
sector
providers.
A
B
Thanks
rosie
and
then
on
systems.
We've
had
a
few
questions
and
comments
around
how
how
will
cqc
take
into
account
the
pressure
that
some
providers
and
the
mounting
pressure
and
underfunding
in
certain
parts
of
the
sector?
I
don't
yeah,
I
I
don't
know
if
you
want
to
answer
that
and
then
we
can
come
to
a
couple
of
the
other
questions
on
the
systems
as
well.
A
Yeah,
certainly
so
that
we
are
aware,
there's
enormous
pressure
on
providers
at
the
moment,
and
we
do
absolutely
recognize
that
we
have
regular
conversations
with
stakeholders
in
every
provider
group
that
we
regulate.
Certainly
I've.
I've
spoken
to
probably
100
gps
this
week
and
through
various
forums,
and
I
have
regular,
very
regular
contact
with
all
the
people
in
in
the
sectors
that
in
the
areas
I
regulate
and
likewise
my
colleagues
are
the
same.
A
So
we
are
very
aware
that
the
pressures
in
providers
we
know
that
there's
been
a
huge
amount
of
pressure
to
date,
but
we
also
know
that
those
pressures
are
are
in
some
areas.
Not
not
reducing
and
as
services
are
being
encouraged
to
resume
back
to
more
of
the
routine
work
and
as
people
are
demand
is
coming
from
more
patients
who
are
feeling
more
confident
about
using
services.
A
I
think
there's
a
lot
of
services
under
huge
demand,
and
so
we
absolutely
recognize
that,
and
we
absolutely
want
to
support
providers
and
work
with
providers
to
ensure
that
they
can
deliver
really
good
care.
So
there's
a
variety
of
things.
We're
looking
at
one
is
we're
looking
at.
For
example,
how
can
we
do
some
more
work
remotely
so
so,
for
example,
in
in
primary
care?
We're
looking
at
you
know,
is
there
a
way
we
can
actually
access
it
systems
and
things
without
being
on
site.
A
And
so,
if
there
are
concerns
that
are
raised
or
if
there
are
things
that
we're
worried
about,
then
we
will
go
and
look
and
that
may
have
an
impact
on
on
the
pressure
in
the
provider.
But
our
role
is
to
make
sure
that
we
we
people
have
safe
services
and-
and
that
is
something
we
will
absolutely
be
following
up
on
and
and
make
no
apologies
for
that.
If
we're
not
confident
that
services
are
safe,.
A
A
We
we
do,
which
very
much
is
to
to
look
at
how
we
can
influence
all
of
the
stakeholders
across
across
the
country
to
to
improve
care
in
terms
of
systems-wide
work
we
do
have.
We
do
have
some
capability
and
some
expertise
within
the
organization
already,
which
has
been
built
up
over
the
last
three
or
four
years,
with
our
work
on
local
system
reviews.
A
A
A
Sorry,
sarah,
just
to
add
to
that,
the
other
thing
I
should
say
is
that
we
have
a
long-standing
history
of
bringing
in
expertise
to
support
us
with
inspections
and
support
us
with
our
regulation
across
all
of
the
sectors,
so,
whether
it's
our
specialist
advisors
that
come
from
all
sectors
or
our
experts
by
experience,
so
we
will
be,
we
will
be
on
having
an
ongoing
consideration
about
how
we
make
sure
we
get
that
expertise.
If
we
don't
have
it
in-house
great.
B
Thank
you
and
I
think
one
final
question
before
we
move
on
to,
I
think,
there's
some
more
slides
and
we
can
come
back
to
questions.
I
think
at
the
end
as
well,
but
one
we've
had
is
around
whether
there'll
be
any
impact
on
the
chloe's.
So
I
think
this
is
generally
whether
the
strategy
and
the
themes
that
we're
looking
at
will
have
an
impact
on
the
chloe's.
A
So,
yes,
is
the
likely
answer
and
we're
working
through
what
that
will
look
like.
We
know
that
at
this
stage
we
want
to
keep
the
five
key
questions.
We
think
it
is
important.
Those
five
those
five
areas
so
is
care
safe.
Is
it
effective?
Is
it
responsive?
Is
it
well
led,
and
is
it
caring?
We
think
actually
that
you
know
they're
a
really
good
five
areas
that
do
give
that
rounded
view
of
quality,
but
there's
no
doubt
that
our
chloes
need
to.
We
will
be
looking
at
that.
A
A
Okay,
shall
I
move
on
to
the
next
slide?
If
that's
okay,
we've
just
got
a
couple
more
slides
to
to
go
through
and
then
we'll
have
some
more
time
for
questions
at
the
end.
So,
as
I've
alluded
to
on
several
occasions
already
today,
putting
the
public
at
the
heart
of
what
we
do
is
is
very
important
to
us.
It's
absolutely!
Why
we're
here?
A
It's
absolutely
what
our
organization
is
about,
and
it's
really
important
that
we
do
this,
both
at
the
individual
service
level,
at
a
local
level,
at
a
regional
level,
at
a
national
level
and
with
everything
we
do.
We
want
to
absolutely
make
sure
that
we
put
the
public
at
the
heart
of
what
we
do
and
we
want
to
hear
more
from
the
public.
We
want
to
hear
feedback.
A
We
want
to
hear
what's
going
well,
we
want
to
hear
what's
not
not
going
well,
and
we
have
a
variety
of
channels
for
people
to
do
that,
and
so
do
encourage
people
to
to
feedback
on
the
care
that
they
receive
and
do
encourage
people
to
get
involved
in
the
discussions
with
us,
because
it
is
vital
for
us
that
the
people
who
use
services
other
people
we
we
need
to
hear
from
and
continue
to
work
with
them.
So
we
can
make
sure
that
they
get
really
good
quality
care.
A
So
if
we
could
just
go
on
to
the
next
slide,
if
that's
okay,
so
just
finally,
I
just
wanted
to
firstly
say
thank
you
for
all
joining
today,
and
this
is
really
important
to
us.
We
want
to
hear
from
providers
we
want
to
hear
from.
We
want
to
have
the
the
best
kind
of
feedback
and
information
from
people
so
that
we
can
continue
to
improve
what
we
do
and
there's
a
whole
variety
of
ways
that
we
want
to
to
to
hear
from
you.
A
So
please
do
use
our
twitter
account.
We've
got
teams
that
monitor
that
and
feedback
all
the
themes.
We've
got
to
provide
a
bulletin
that
actually
went
from
monthly
before
coronavirus
and
then
for
a
period
of
time
went
weekly,
but
is
now
twice
a
month
and
we've
also
got
a
digital
platform
called
citizen
lab
where
people
can
actually
give
their
feedback
on
on,
particularly
on
the
themes
of
the
strategy
and
areas.
A
So
so
please
do
continue
this
conversation
and
do
get
involved,
we're
all
learning
together
at
the
moment
and
the
more
voices
and
the
more
thoughts
we
can
have
the
better-
and
I
think
my
final
slide
is
just
for
any
further
questions
so
and
and
also
some
ways
of
contacting
us.
So
sarah
they're
further
questions.
B
A
C
Yeah
hospices
have
been
included.
I
don't
think
we
have
specifically
asked
around
any
children's
hospices
because
we're
looking
at
the
other
65s
in
this
group,
but
other
hospices
are
included
in
this
round
and
the
pcrs,
and
we
have
spoken
to
the
association
of
hospices
and
a
couple
of
the
areas
where
we've
already
done.
Pcrs
have
been
very
keen
on
us
to
engage
with
the
hospice
services
that
have
been
there
during
the
during
the
curving
period.
B
Thanks
and
we've
had
a
question
comment
that
so
has
demonstrated
the
power
of
community
and
there's
increasing
engagement
of
the
volunteering
community
sector
and
the
provision
of
services,
including
the
use
of
volunteers.
How
do
we
engage
volunteers
in
regulation
without
increasing
burden
to
both
the
volunteer
and
the
statutory
providers.
A
And
I
think
that's
something
we
need
to
think
about
and
reflect
on
as
we
go
forward
with
our
future
regulation
and
think
about
and
work
with
other
regulators
in
the
area
we
don't
want
to.
We
don't
want
to
put
a
huge
additional
burden
on
to
the
voluntary
sector.
We
know
that
many
of
them
actually
are
you
know.
Resources
are
often
very
scant
and
we
know
that
the
voluntary
sector-
often
you
know
it's-
been
a
challenging
time
as
well
for
for
that
sector.
A
But
I
think
what
we
do
need
to
think
about
is
is
if,
if
people
are
involved
in
delivering
care
for
people,
how
do
we
make
sure
that
governance
arrangements
are
good
across
the
system
higher?
Both
you
know
locally
and
and
on
a
bigger
footprint,
so
that
actually,
everyone
is
clear
about
things
like
accountable.
Who
is
accountable
for
the
care
that's
being
delivered?
A
Who
who
makes
sure
that
people
going
through
those
different
models
of
care
if
they
involve
various
people
in
delivery,
including
the
voluntary
sector,
who
make
sure
that
those
people
going
through
those
services
are
are
safe
and
that
there
aren't
gaps
in
those
different
ways
of
working
that
people
are
going
to
come
to
harm
in
so
so
good
question?
And
it's
something?
Certainly,
we
will
be
working
through
with
our
system
work.
A
Yeah
so
again,
another
really
good
question
and
I
think
we
absolutely
want
to
develop
those
mature
relationships
between
ourselves
and
providers
and
all
parts
of
the
system,
because
we
do
need
to
be
able
to
we
want
to.
We
absolutely
want
to
drive
that
improvement.
It
might
not
be
us
doing
the
improvement,
it
might
be
other
people,
but
we
absolutely
want
to
drive
that
improvement
in
providers.
A
We
want
providers
to
be
able
to
phone
us
up
and
say:
look
I'm
really
worried
about
something.
That's
happened
or
or
you
know
how
do
I
deal
with
this
and
have
that
communication
with
their
inspector
and
to
be
able
to
really
feel
comfortable
about
doing
that,
because,
actually,
ultimately,
that's
the
kind
of
environment
and
culture
that
we
want
to
to
to
promote?
We
want
people
to
be
open.
We
want
people
to
raise
concerns.
A
We
want
people
to
learn,
we
want
people
to
reach
out
and
be
externally
looking
so
that
actually
they
can
learn
from
what's
going
on
elsewhere.
Our
teams
are
in
a
really
good
place,
because
this
is
lots
of
really
great
care
that
can
be
shared.
They
see
care,
that's
not
so
good
and
we
we
can
share
the
learning
from
that
as
well.
So
we
do
need
to
establish
those
different
relationships.
I'm
really
keen
that
we
we
develop
those
really
mature
relationships
that
we're
really
clear
about
our
role.
A
Likewise,
though,
I
think
we
do
need
to
make
sure
that
we
continue
to
take
action
on
things
that
we
we
we
need
to,
and
but
we
do
that
in
a
very
transparent
way.
So
people
are
aware
why
that's
happening?
People
can
see
that
we're
dealing
with
problems
that
actually
that
there
isn't
any
other
solution
to
to
deal
with
and
that
we're
taking
action.
B
Thank
you
and
I
think
slightly
building
on
on
that
and
maybe
in
a
similar
kind
of
vein
and
the
question
around
consistency
of
our
inspections
and
whether
there'll
be
a
standard
for
kind
of
our
regulation
or
inspections
and
a
suggestion
whether
that
whether
a
better
solution
would
be
to
rotate
inspectors,
so
not
allocate
one
inspect
it
to
a
provider
and
a
question
around
whether
it
would
be
more
impartial.
If
the
cqc
inspector
team
grew
up
on
independent
professionals.
A
There's
been
a
huge
amount
of
work,
that's
happened
in
consistency
over
the
last
few
years
and
certainly
there's
been
significant
improvements
over
the
last
few
years.
I
think
we
all
recognize,
there's
more
to
do,
and
particularly
looking
at
consistency
across
the
the
different
directorates
and
across
the
different
sectors,
and
I
think
we've
recognized
that
and
that's
something
we're
talking
about
with
our
new
target
operating
model,
our
new
work
to
transform
our
organization.
We
think
that
technology
can
play
an
enormous
part
in
that.
A
A
There's
pros
and
cons
for
both,
certainly
one
of
the
things
that
we've
found
having
the
same
inspector
is
that
actually
does
help
to
build
those
relationships
and
start
to
build
those
more
mature
relationships
where
people
can
have
those
dialogues
on
a
much
more
often
basis,
so
that
we
can.
We
can
kind
of
deal
with
some
of
the
any
of
the
challenges
that
arise
at
an
earlier
stage
and
we
can
work
with
the
provider
to
to
look
at
how
we
improve
things.
A
I
think
it's
absolutely
key
that
we
continue
to
get
specialist
specialists
in
areas.
Excuse
me
and
we
get
so,
for
example,
we
use
in
in
the
sectors
and
in
primary
medical
services
we
bring
in
gp
specialists,
we
bring
in
gentle
specialists,
we
bring
in
specialists,
who
really
understand
the
subject
area
and
that
helps
give
us
a
kind
of
a
really
good
view
of
what's
going
on.
So
I
think
it
is
something
that
we
are
very
aware
of.
B
Thanks
rosie
and
we've
also
had
a
question
around
the
ethnicity
data
that
we
asked
providers
collect
and
what
we're
doing
as
cqc
and
to
make
sure
that
we,
as
an
organisation,
are
also
diverse
and
considering
that
healthcare,
health
and
social
care
is
provided
by
lots
of
game
staff.
And
what
are
we
doing
to
address
any
you
know?
Is
there
a
subconscious
bias
within
the
organization
and
what
are
we
doing
as
an
organisation
to
address
that.
A
Yeah
and
and
really
really
important
questions,
so
thank
you.
Whoever
raised
those
so
there
there
is
a
lot
of
work
going
on
in
the
organization
around
this,
both
in
terms
of
ourselves
as
an
organization,
because
we
recognize
that
we've
got
improvements
to
make
and
we
could
be
more
diverse
across
the
organization
and
we
recognize
the
importance
of
it.
You
know
this,
isn't
this
isn't
for
me
about
numbers
and
data.
This
is
about.
Actually
it's
vital.
A
We've
we're
just
have
recently
launched
a
new
diversity
strategy
and
we
have
a
team
working
on
that
and
we
have
a
a
whole
series
of
actions
around
that
internally.
We
also
have
a
whole
range
of
work
looking
at
actually,
how
do
we
promote
equality
and
diversity
in
what
we
do
externally
with
organizations,
and
we
certainly
can
can
share
more
information
about
that.
If
helpful.
B
Great
thank
you,
rosie
and
I
think
probably
got
time
for
one
final
question
and
we've
just
had
a
couple
of
questions
which
I
think
are
probably
for
clarity
around.
There
was
a
reference
to
accessing
it
systems,
just
a
bit
of
clarity
about
what
you
mean
by
that
and
who
is
doing
the
accessing
and
which
systems,
if
possible,.
A
Okay,
so
this
is
something
we're
we're
exploring
and
I'll
I'll.
Just
talk
about
general
practice
at
the
moment,
because
that's
that's
the
area
we're
looking
at
so
in
general
practice.
We're
exploring
and
we've
done
a
pilot
where,
in
in
practices
where
we're
concerned
about
risk,
we've
been
able
with
the
practices,
consent
and
with
all
the
correct
information
governance
arrangements.
A
We've
enabled
our
specialist
advisor
on
an
inspection
to
access
gp
records,
which
is
meant
that
they
haven't
been
haven't,
had
to
go
on
site
and
that
they
have.
They
have
been
able
to
look
at
areas
of
concern
and
look
at
what's
going
on
now.
This
is
very
much
in
kind
of
very
strict
parameters
of
the
practice
knows
when
we're
going
into
the
records
for
practice
knows
when
we're
coming
out
of
the
records,
so
we're
not
kind
of
constantly
dipping
in
and
out
of
lots
of
different
records.
A
So
that's
something
we're
we're
testing
out
at
the
moment
and
I
think
there
are
opportunities
for
us
to
look
given
the
the
circumstances
at
the
moment.
There's
actually
are
there
things
that
we
can
do
that,
don't
involve
us
being
on
site
that
we
can
do
in
a
different
way
that
actually
are
more
efficient,
equally
as
effective
and
and
don't
have
a
kind
of
an
impact
on
the
provider
who
we
know
are
all
busy
at
the
moment.
A
B
Great
thanks,
rosie
and
I
think
that's
probably
all
we've
got
time
for,
but
just
to
say
that
we
are
we've
logged
all
of
the
questions
that
we've
been
asked
and
we
will
be
looking
to
get
back
to
as
many
as
possible
and
if
you
feel
that
your
question
wasn't
asked
or
answered
and
and
you'd
like
some
more
information,
then
you
can
email
us
and
you
can
we'll
be
emailing
out
the
the
slides
after
this,
and
you
can
respond
to
that.
With
any
questions
that
you
have.