1. Developing CQC’s public engagement strategy
Chris Day
Director of Engagement 13/09/16 1 1

2. CQC five year strategy to 2021
Encourage improvement, innovation and sustainability in care
Deliver an intelligence-driven approach to regulation
Promote a single shared view of quality
Improve our efficiency and effectiveness
Mention that some have recently input to David on this through the dinner.
Four priorities of the strategy:
1. Encourage improvement, innovation and sustainability in care
We will work with others to support improvement, adapt our approach as new care models develop, and publish new ratings of NHS trusts' and foundation trusts' use of resources.
2. Deliver an intelligence-driven approach to regulation
We will use information from the public and providers more effectively to target resources where the risk to the quality of care is greatest and to check where quality is improving, and introduce a more proportionate approach to registration.
3. Promote a single shared view of quality
We will work with others to agree a consistent approach to defining and measuring quality, collecting information from providers, and delivering a single vision of high-quality care.
4. Improve our efficiency and effectiveness
We will work more efficiently, achieving savings each year, and improving how we work with the public and providers.

3. External environment Our Purpose Understanding what needs to change
Collaboration drives change
Five Year Forward View, new models of care
Closer relationship with HWE
Making the best use of Digital engagement
Delivering value for money
Statutory duty - continuing requirement and focus on how CQC is promoting its role and purpose to the public and listening to and acting on their views of care, including from equality groups and seldom heard communities
Drive to digital – our approach must be digital first.
Closer relationship with HWE - enables better use of LHW intelligence, more efficient joint public engagement planning and reduces need for a regional CQC PE presence
Five Year Forward View, new models of care – requires CQC to forge system relationships locally which provide access to people’s views across an area, to look at how providers, commissioners and system partners drive person centred and community focussed approaches to care, and to report to the public on how services are working in that area
The number of online providers are growing posing particular challenges in relation to understanding user views
Financial constraints – CQC’s grant in aid will reduce; better value for money public engagement is required

4. Public engagement challenges
How do we deliver the most effective public engagement locally and regionally, including with equality groups and those whose voices are seldom heard?
How do we ensure this feeds into what we know about services and local areas?
How do we respond to the drive for digital but still ensure we can access all the voices in the community?
How do we find the best partners and why do they work well?
How can we provide information and support that will drive real improvement ?
How do we work more closely with the Healthwatch network, ALBs and partners like yourselves to share insights about people’s experiences and the quality of care?
Another challenge is how best to work with partners like them to strengthen our messages about our common findings about poor quality (that is the David dinner point)

5. Timeline Aug to Sep Oct to Dec Jan to Mar 2016 2017
Open internal and external engagement on PE strategy
Jan – PE strategy to CQC Board
Feb
Strategy live

6. Questions? ?

7. Sector coproduction groups – contact Colin.Penning@cqc.org.uk
Ways to feed in
Sector coproduction groups – contact
Online community:

8. Contacts
and to explore links with your SPs workplans and CQC’s work with equalities groups/groups with poorest health outcomes – for updates and communication about CQC’s work and coproduction opportunities