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From YouTube: Our strategy for 2013 to 2016
Description
In this video, introduced by our chair David Prior, our chief executive David Behan is interviewed by Fiona Phillips about our plans for the coming three years.
A
There
were
many
people
watching
this
today,
who
spent
many
years
working
in
the
National
Health
Service
or
in
the
wider
care
sector,
and
many
others
will
have
great
friends
were
members
of
their
family
who
being
looked
after
over
the
last
few
years.
I've
been
a
patient
in
the
NHS
and
I've
also
worked
in
the
NHS
for
the
last
12
years,
and
we
know
that
it
is
best.
The
NHS
and
the
wider
care
sector
in
England
is
fantastically
good.
A
We've
all
heard
of
hospitals
like
the
Marsden
and
Great
Ormond
Street,
we've
all
heard
of
great
academic
health
care
centres
like
Cambridge
and
imperial,
but
there
are
two
other
names
that
I
want
to
leave
with
you
today:
Mid
Staffordshire
hospital
and
Winterbourne
view
to
hospitals
where
we
saw
a
level
of
care
and,
in
one
instance
a
level
of
physical
abuse
of
residents.
That
is
completely
unacceptable.
I
think
we
all
know.
We
are
honest.
There
is
huge
variation
throughout
the
care
sector
in
England
and
is
up
to
the
CQC
to
stamp
that
poor
care
out.
A
There
can
never
be
a
hundred
percent
guarantee
against
failure,
but
we
can
be
much
much
better
and
David
bein
is
going
to
set
out
later
in
this
video
how
we're
going
to
do
them.
There
are
I
think
four
key
principles
that
will
underline
everything
that
we
do
in
the
CQC.
The
first
is
that
we
will
exercise
judgment.
We
will
not
tick
the
box
and
miss
the
point.
Secondly,
we
will
always
involve
users
and
patients
and
other
what
we
call
users
by
experience
in
everything
that
we
do,
they
will
accompany
us
on
our
inspections.
A
Thirdly,
we
will
have
fewer
regulations
and
less
red
tape.
The
last
thing
we
want
to
do
is
to
burden
hospitals
and
care
homes
with
unnecessary
bureaucracy.
But
finally-
and
lastly-
and
actually
most
importantly-
CQC
will
be
independent
will
be
independent
of
the
system
will
be.
Independent
of
politics
will
be
unequivocally
on
the
side
of
the
patient
and
the
user.
B
C
The
strategy
is
doing
is
setting
out
what
our
direction
is
over
the
next
three
years,
responding
to
the
comments
and
criticisms
we've
had
from
the
Health
Select
Committee,
the
Ombudsman
and
others,
and
really
picking
up
on
the
recommendations
that
robert
Francis
made
in
his
recommendation.
So
this
year,
what
we'll
do
is
we'll
introduce
the
Chief
Inspector
of
hospitals
will
change
the
way
that
we
inspect
hospitals
will
have
bigger
inspection
teams
that
spend
longer
in
hospitals.
C
Those
teams
will
comprise
doctors
and
nurses
and
other
experts,
and
importantly,
they'll
include
people
that
were
calling
experts
by
experience,
people
that
are
view
services
and
then
they'll,
make
a
judgment
about.
The
quality
of
those
services
will
also
introduce
a
rating,
and
that
will
raise
every
hospital
in
this
country
and
indeed
every
care
home
and
we'll
develop
that
region
over
the
next
12
months.
We're
going
to
look
at
five
key
things:
our
services
safe,
our
service
is
effective,
our
service
is
caring.
Do
they
promote
people's
dignity?
Are
the
compassionate?
C
Inspections
will
be
a
critical
part
of
what
we
do
and
currently
in
both
hospitals
and
care
homes.
Over
ninety-five
percent
of
our
inspections
are
unannounced.
We
turn
up
without
notice
and
announce
ourselves
first
thing
in
the
morning,
occasionally
on
a
weekend
during
an
evening
when
we
go
back
to
look
at
particular
issues
or
we'll
continue
to
do
that.
But
what
we
are
absolutely
clear
about
is
we
need
people
to
give
us
their
views
about
services.
C
They
are
the
eyes
and
ears
of
our
communities
in
the
terms
of
the
way
that
quality
is
delivered
by
health
and
care
critically.
What
we
want
to
look
at
is
do
hospitals,
do
care
homes,
listen
to
their
users.
It's
not
only
do
we
listen
to
what
people
say
but
there
and
when
their
listen
to
them,
do
their
change
the
way
that
they
operate.
Based
on
what
they're
told
that's
the
hallmark
of
a
good
high
quality
service,
one
that
listens
to
people
and
then
they
exchanges
how.
B
C
Do
take
enforcement
action,
we
do
Klaus
Holmes
down
and
we
do
take
prosecution's
where
we've
seen
abuse
and
interestingly,
over
the
past
12
months,
we
have
a
power
to
find
services
care
homes
and
we've
used
that
on
three
occasions
now.
So
we
need
to
look
at
the
sanctions
that
we've
got
available
to
us
and
use
those
much
more
strategically
much
more
intelligently
as
a
way
of
actually
laying
down
a
line
in
the
sand
all
over
which
people
should
not
cross.
We
need
to
be
absolutely
ambiguously
clear
about
what's
unacceptable.
There.
B
C
We
need
to
be
unambiguously
clear
and
I'd
like
to
do
that.
Now
we
are
on
the
side
of
people
that
youth
services,
our
purpose,
is
to
ensure
that
services
are
high-quality,
safe,
effective
and
compassionate
and
that
those
services
improve,
and
they
do
that
in
the
interest
of
people
that
are
using
them.
That's
why
we
exist.
That's
what
our
purpose
is
and
that's
what
we're
going
to
do.