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All change and challenge at the CQC - David Behan explains
insideCare contacted David Behan, the new head of the CQC and asked just one question – ‘How do you see your new role, and its challenges?' This is his reply, which focuses heavily on the CQC's determination to get our feedback:
insideCare issue 2, Nov 2012
I'm delighted to have been given the opportunity to lead an organisation that drives improvements to care by regulating and monitoring the services that provide them. There's no question that CQC had a lot to deliver in its first three years, merging 3 organisations into one. We brought in a new system of regulation and registered 40,000 organisations that provide care. We introduced a new, common set of standards that focus on people's experiences and put their rights and interests at the centre.
Our consultation document "The Next Phase" sets out what the public, partners and stakeholders can expect from CQC over the next three years. In developing our proposed purpose and direction we listened to hundreds of people – our staff, stakeholders, professionals, providers, the public - who gave us their views. Although there was general agreement on what our priorities should be, there are inevitably conflicting demands and pressures and, in some areas, we have made some hard choices about what to do and where to focus our efforts.
I‘d now like everyone involved in health and social care to give us their opinion on how we work and how we should work.
Over the next three years, we are determined to:
- Improve how we use information and develop a model of regulation based on what drives the greatest improvements in the quality of care.
- Strengthen our work with strategic partners to achieve our common purpose of improving the quality of health and social care.
- Continue to build better relationships with the public, making the most of the opportunity Healthwatch offers to make sure people's voices are heard and using their views more systematically in our work.
- Build further respect and credibility with providers and make sure we are ‘good to do business with'.
- Make sure we are more able to deliver our unique legislative responsibilities in mental health and mental capacity.
- Continue our drive to become a high-performing organisation.
A clearer strategy for CQC gives us a real opportunity to make a difference and I'm determined to make sure that happens. That's why it's vital that we get people opinions from people involved in the system on our recommendations, so please do take the time read our consultation and let us know what you think.
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