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From YouTube: An interview with Andrea Sutcliffe, Chief Inspector of Adult Social Care Services at CQC
Description
Meet Andrea Sutcliffe, CQC's Chief Inspector of Adult Social Care.
In this video she talks about her background, her priorities for adult social care services, how she plans to inspector, monitor and regulate the sector and more.
Find out more:
Read about her plans to inspector adult social care services in England: http://www.cqc.org.uk/public/news/new-approach-inspecting-social-care-services
Read her biography: http://www.cqc.org.uk/about-us/our-people/chief-inspectors#andrea
B
While
immediately
before
I
came
to
the
Care,
Quality,
Commission
and
I
was
chief
executive
of
the
social
care
Institute
for
excellence,
so
I've
been
working
with
CQC
over
the
last
year
and
a
half
on
our
shared
kind
of
purpose,
around
improving
services
for
social
care,
and
we
were
doing
that
through
developing
all
sorts
of
resources
like
films
and
good
practice
guides.
So
we're
encouraged
people
to
go
and
have
a
look
at
the
sky
website
to
see
what
I've
been
doing.
Okay.
B
B
I'm
setting
these
out
in
the
signposting
document
a
fresh
start
for
adult
social
care,
regulation
and
inspection,
and
there
are
five
priorities
that
I've
identified
and
so
first
off
we've
got
to
sort
out
what
the
regulation
system
is
going
to
look
like
for
adult
social
care.
And
how
are
we
going
to
apply
the
five
key
questions
that
we
need
to
be
asking
of
all
services?
B
The
second
aspect
of
that
is
developing
the
rating
system,
which
I
think
obviously
comes
out
of
what
we're
doing
in
regulation
and
inspection,
but
it's
just
so
important
to
the
sector
so
important
to
people
who
are
using
services
and
their
families.
That
I
think
it
kind
of
warrants
being
a
priority
all
by
itself,
and
the
third
area
obviously
is
dependent
upon
the
bill
being
passed
and
CQC,
getting
the
responsibility
of
financial
monitoring
of
some
of
the
bigger
providers
and
working
out
how
we
do
that
will
be
a
priority
and
the
final
two.
B
The
first
is
around
supporting
staff
to
deliver
and
actually
making
sure
that
people
can
rely
upon
what
it
is
that
we're
saying
that
we're
going
to
do
and
that
we
make
sure
that
staff
can
can
do
that,
and
finally,
is
really
about
building
confidence
in
CQC,
making
sure
that
the
people
who
are
using
services,
their
families
and
their
carers
providers.
Commissioners,
our
other
national
partners.
Actually
you
work
well
with
those
and
have
confidence
in
what
we're
doing.
B
A
B
Doesn't
need
to
be
warm
words
on
the
strategy
document
and
that's
what
we've
got
to
make
sure
that
we
do
and
that's
absolutely
one
of
my
key
priorities
and
and
I
think
I'd
try
and
do
that
in
three
particular
ways.
The
first
is
to
make
sure
that
we
increase
the
numbers
of
experts
by
experience
who
are
involved
in
our
inspections,
so
that
they
can
bring
their
unique
perspective
and
the
insight
that
they
can
gain
by
talking
to
people
using
services
and
members
of
staff
and
bring
that
to
bear
on
the
judgments
that
we
make.
B
The
second
thing
is
to
actually
think
about
how
we
cope,
reduce
co.design
and
the
system
that
we're
developing
and
putting
into
place
with
people
who
are
using
services,
but
also
with
the
organizations
that
represent
and
speak
on
their
behalf,
so
that
actually,
they
feel
ownership
of
the
work
that
we
do
and
the
third
area
to
kind
of
really
personalize.
This
and
sort
of
take
onboard.
The
personalization
of
adult
social
care,
which
we've
made
great
progress
in
over
the
years,
is
to
actually
I
call
it
the
moms
test.
B
B
One
of
the
aspects
of
that
is
going
to
be
the
financial
monitoring
responsibilities
that
we'll
get
if
the
care
bill
as
it's
currently
drafted
is
passed
and
I
think
that
we
need
to
be
thinking
about
this
in
the
context
of
one
of
those
five
questions
which
is,
is
this
service
well
led?
Because,
actually
you
know
what
an
overarching
organization
does
as
well
as
what
happens
in
the
individual
locations
is
really
important.
So
I
think
that
we
need
to
think
about
how
we
do
that.
B
The
first
thing
to
say
is
I
know
him
I
like
and
I
think
I
can
work
with
them.
So
you
know
that's
a
really
good
basis
to
start
off
with
and
we're
all
sat
on
the
15th
floor
in
the
open
plan
office.
So
there's
lots
of
opportunities
for
kind
of
you
know
the
the
ad-hoc
discussions,
which
I
think
is
so
important
in
terms
of
making
sure
that
we
we
do
work
well
to
get
there.
B
But
I
would
imagine
that
we
will
end
up
with
a
range
between
two
years
for
maybe
for
people
who
are
outstanding.
It
may
be
two
years
before
they
get
inspected
again,
but
we'll
have
some
triggers
in
the
system,
either
random
inspections
just
to
make
sure
that
people
don't
think
they
can
coast
for
two
years
and
forget
about
it
all.
Indeed,
if
something
happens
like
I,
don't
know
a
change
of
owner
which
again,
we
know,
has
an
impact
on
on
services,
sometimes
for
the
better.