►
From YouTube: CQC engagement session | Changing the way we work
Description
To ensure that the delivery of our strategy is effective we want to develop how we’ll implement it in partnership with people who work in health and social care.
To support this in our latest engagement session, we’ll be discussing why we need to change the way we work and having open conversations about CQC’s relationship with providers.
The session was led by Victoria Watkins, Deputy Chief Inspector of Primary Medical Services and Integrated Care and brought together providers and professionals who work in health and social care, the organisations who represent them and other strategic stakeholders.
A
This
morning,
just
to
introduce
myself
I've
met
some
of
you
before
I
can
see
from
the
names
for
those
I
haven't.
My
name
is
victoria
watkins.
I
am
one
of
the
deputy
chief
inspectors
here
with
care
quality
commission.
I
usually
work
in
the
primary
medical
services
and
integrated
care
team.
Just
at
the
moment,
I
am
supporting
and
working
over
with
our
transformation
team
all
around
our
future
and
different
ways
of
working,
which
is
what
we're
here
to
talk
to
you
about
today.
A
So
thank
you
for
joining
us
really
keen
to
talk
to
you,
provide
us
professionals,
critical
to
kind
of
shaping
and
steering
us
in
everything
that
we
do
and
everything
we're
holding
our
ambitions
for
the
future
and
our
strategy.
So
thanks
for
joining,
let's
get
going
just
a
couple
of
here.
We
are
housekeeping
ways
of
working
for
this
morning.
If
that's
okay,
questions
comments,
all
welcome.
Please
raise
your
hand.
Please
make
comments
in
the
chat
box.
A
Colleagues
are
here
and
we
will
be
monitoring
and
hoping
to
kind
of
respond
live
where
we
can
in
the
chat
when
the
presentation
is
on
which
I'll
move
on
to
in
just
a
couple
of
slides
time.
It
would
be
great
if
everybody
can
just
check
that
we
are
on
mute,
so
it's
nice
and
quiet
at
the
moment.
So
I
think
I
feel,
like
everybody
is
during
the
discussions,
though,
in
the
breakout
rooms
just
to
say
cameras.
A
If
people
can
come
in
and
chat,
that
would
be
great,
but
equally
the
chat
function
will
be
in
there
as
well.
If
something
comes
to
mind,
that's
not
necessarily
related
to
what
we're
talking
about
this
morning,
but
may
well
do
crop
up
in
terms
of
generally
around
regulation.
Again,
please
use
the
chat
function.
We
can
pick
it
up.
We
can
get
back
to
you
and
follow
up
on
any
things
this
morning,
but
obviously
we've
got
some
quite
specific
things.
A
We'd
like
to
talk
to
you
about
we're
going
to
do
our
very
best
to
stick
to
time.
We've
got
a
really
clear
agenda
and
we
do
hope
to
be
finished
by
11
30,
if
not
just
before.
Just
one
last
thing,
if
we
can't
was
such
an
eclectic
mix
here,
I've
been
looking
forward
to
coming
and
seeing
everybody
if
we
can
really
be
listening
to
each
other,
respecting
different
lenses,
different
opinions,
bringing
it
all
together
and
really
hearing
that
diversity
of
thought
and
opinion
is
exactly
what
we
would
like
to
hear
this
morning.
A
So
let's
go
for
it
and
let's
listen
to
everybody
and
everyone
have
a
voice.
Okay.
So
what
we're
going
to
be
doing
we'll
be
I'll,
be
setting
the
scene
a
little
bit
of
context
around?
Where
are
we
in
terms
of
changing
the
way
that
we
work
so
a
few
slides?
It's
not
an
entire
slide
deck
hour
and
a
half
don't
worry,
but
a
few
to
set
the
scene
by
25
past
10.
A
We
aim
to
be
out
in
breakout
groups
where
we
will
be
thinking
about
the
first
of
our
questions
to
you,
which
is
all
around
exploring
relationships
with
cqc,
we'll
come
back,
we'll
have
sort
of
circa
10
minutes.
The
facilitators
in
the
group
will
be
capturing
the
highlights.
It
won't
be
death
by
walk
across
every
group.
It
will
be
a
case
of
what
we've
drawn
together
in
the
background
and
collated,
and
I
will
aim
live
to
distill
that
into
some
themes.
A
Okay,
so
the
aims
of
our
time
together
this
morning,
as
I
say
it's
around,
why
is
cqc
changing
and
how
is
that
going
to
impact
in
terms
of
the
way
that
we
work
the
way
that
we
interact
with
and
work
in
partnership
with
you?
It's
going
to
be
really
important
for
us
to
hear
your
views,
particularly
on
some
of
those
key
elements
of
how
we
work.
As
I
say,
the
first
of
those
all
about
your
relationships
with
us
at
cqc.
A
Okay,
thank
you
right,
but
just
set
the
scene,
and
I
think
you
have
talked
to
our
strategy.
Previously.
Many
of
you
will
have
supported
us
indeed
with
reaching
our
strategy.
So
thank
you
to
that.
We
published
this
back
in
may
21
and
really
we
just
got
a
little
bit
of
a
recap
here,
just
to
get
everybody
back
in
the
what's
the
what's
the
big
plan
for
cqc
space.
A
Okay,
we
want
to
ensure
smarter
regulation,
so
in
terms
of
our
relationships
with
providers,
we
want
to
build
stronger,
more
supportive
and
really
constructive
relationships
with
services,
and
we
want
to
be
having
ongoing
conversations
about
quality.
So
we
can
tailor
our
approach
to
be
more
proportionate.
A
We
want
to
make
it
easier
for
services
to
give
us
the
information
that
we
need
and
really
simple
to
update
in
terms
of
what
you've
already
told
us,
and
we
want
to
use
what
we
know
to
help
services
tackle
problems,
early,
okay,
safety
through
learning
again
in
terms
of
our
relationships
with
providers
and
sectors.
We
want
to
make
our
expectations
for
assessment
of
safety
really
clear,
and
we
want
to
embody
a
learning
culture
and
demonstrate
this
in
how
we
work
with
providers.
A
We
want
to
ensure
that
staff
feel
confident
that
we
will
listen
and
act
quickly
where
they
share
concerns,
and
we
want
to
do
more
to
help
services,
improve
safety
by
sharing
insights,
learning
and
those
examples
of
practice
where
we've
identified
everybody
working
with
others
to
ensure
that
services
have
the
support
and
the
leadership
through
different
times.
So
it's
about
us
sharing
those
examples
well,
and
we
want
to
use
our
insight
and
our
independent
voice
to
promote
a
national
conversation
on
safety
across
the
entire
health
and
social
care
system,
nationally,
okay
and
finally,
accelerating
improvement.
A
We
want
to
encourage
continuous
improvement
by
being
really
clear
on
the
standards
that
we
expect
and
that
people
importantly,
most
importantly,
that
use
services
should
expect
and
we
want
to
signpost
to
sources
of
guidance,
best
practice,
other
organizations.
It
truly
is
about
supporting
people
to
learn.
We
want
a
whole
collaborative
improvement
conversations
rather
than
telling
services
what
to
do.
We've
heard
that
we
we
know
this
is
feedback
and
we
really
want
to
ensure
that
we
are
collaborating
and
working
hand
in
hand.
A
A
Okay,
thank
you.
So
why
do
we
need
to
change
and
thinking
about
the
ambitions
of
that
strategy
there?
Why
do
we
need
to
change?
We
need
to
transform
how
we
work
to
deliver
on
that
strategy
and
our
purpose.
Well,
we
want
to
keep
pace.
How
health
and
care
services
are
organized
gosh,
given
the
pandemic
as
well,
has
evolved
at
such
pace
and
we
need
to
change.
We
need
to
keep
delivering
our
purpose
well
in
a
different
way,
ultimately,
to
continue
to
make
sure
people
get
the
best
care.
A
We
want
to
reduce
complexity
and
increase
efficiency.
We've
heard
lots
from
you
and
other
partners
on
this.
Our
systems,
tools
and
processes
at
times
are
really
overly
complex,
which
means
we
don't
always
understand
and
get
the
right
information
right
time
and
are
able
to
process
it
in
a
way.
That's
most
helpful
for
everybody.
A
We
want
to
work
effectively
across
health
and
care
systems
and,
at
the
moment,
we're
not
set
up
easily
to
work
across
those
sectors.
I'll
come
to
that
in
more
detail,
but
essentially
it's
about
our
ambition
in
that
strategy
to
understand
health
and
care
by
a
local
area
and
how
that's
impacting
on
individuals
moving
around
between
different
sector
services
and
providers
and
our
state
of
care
reports.
You
will
have
all
read.
A
Those
have
told
us
repeatedly
that
we
must
be
able
to
understand
quality
across
the
system
and
area,
not
just
at
our
provider
level
and
we're
now
in
a
really
exciting
position
of
being
able
to
do
this.
But
we
must
change
how
we
organize
ourselves
to
do
that.
It's
all
around
right
people
in
the
right
place
at
the
right
time
with
the
expertise
and
finally,
we
want
to
regulate
in
a
smarter
way.
We
need
to
be
flexible.
A
We
need
to
be
able
to
adapt
so
that
we
can
respond
to
risk
uncertainty
and
demand
and
be
truly
agile
in
our
capabilities
as
an
organization.
Inevitably
within
the
drawing
on
the
data,
the
information
all
at
our
fingertips.
We
want
to
have
and
cement
a
data-driven
culture
and
again
that's
been
a
long-standing
ambition
and
one
that's
front
and
central
of
the
strategy.
A
Finally,
before
we
move
on
to
the
next
side,
we
want
to
ensure
that
we
continue
to
have
the
strong
voice
that
we
have
built
up
the
sectors
we
regulate
in
and
also
across
systems.
We
need
to
maintain
that
strong
voice
across
the
sectors
and
the
systems
of
which
we
will
be
regulating
across
and
within.
A
Thank
you.
We
can
move
on,
so
we
will
shortly
be
moving
into
breakouts.
That
will
happen
automatically
by
the
way,
just
to
say
on
a
tactical
point.
You
don't
need
to
do
anything
or
go
anywhere,
and
this
first
discussion
will
come
to
the
multi-disciplinary
and
integrated
ways
of
working
next
discussion,
this
first
one.
This
is
about
relationships
and
we'd,
really
love
to
hear
your
thoughts
in
terms
of
your
relationships
with
cqc.
It's
going
to
help
us
to
shape
our
future
and
and
we're
going
to
frame
that
conversation.
We're
happy
to
hear
any
thoughts.
A
A
A
Who
is
it
that
you
would
like
to
respond
to?
You
follow
those
sorts
of
things?
If
you
could
give
that
some
thought,
that
would
be
great.
Okay,
we
move
on.
I
think
this
is
about
going
to
the
breakouts.
Yes,
it
is
so
we'll
move
in
just
a
moment's
time.
There
are
cqc
colleagues
in
every
single
breakout
room,
so
there'll
be
people
on
hand
to
answer
any
queries.