1. Based on the EPSO board Presentation in Porto, 12 April 2019
EPSO-Future Strategy and Vision: Onwards to a sustainable network of supervisory organisations in Health and Social Care
Based on the EPSO board Presentation in Porto, 12 April 2019
EPSO FUTURE- Strategy and Vision 2019

2. EPSO FUTURE- Strategy and Vision 2019
Associated EPSO partners
18 Supervisory organisations in Health Services and Social Care in 16 European Countries.
EPSO objectives
Connect between supervisory organisations;
Bring about and improve exchange of ideas, outcome of research, good practice and other information;
Facilitate cross-border contacts between supervisory organisations;
Organise training and education of interest to supervisory organisations;
Conduct and support research about supervision, inspection and regulation.
EPSO FUTURE- Strategy and Vision 2019

3. EPSO FUTURE- Strategy and Vision 2019
Core values
Open minded
“All associated EPSO partners are open minded and dare to make themselves vulnerable if this benefits to improve the quality of supervision.”
Exchange experience
“EPSO conferences and working groups create a save environment to exchange experience and ideas with peers.”
Knowledge and innovation transfer
“EPSO facilitates and distributes the latest developments and innovation about supervisory practices in Health Services and Social Care”
Partnership
“EPSO co-operated in organising peer reviews and country visits to help and develop the national enforcement strategy of EPSO partners “
EPSO FUTURE- Strategy and Vision 2019

4. EPSO FUTURE- Strategy and Vision 2019
EPSO Interaction
EPSO Conferences
2-day conferences about specific topics to improve the quality of health and social care in Europe -twice a year (spring and autumn).
EPSO Working groups
Inter-vision sessions with associated EPSO members that address problems and challenges. Twice a year during a full day previous to the conferences.
EPSO Advisory network
Facilitate EPSO advisory network. Identify and initiate relevant scientific research.
EPSO Knowledge exchange
Facilitate associated EPSO members with questions, peer reviews etc.
EPSO FUTURE- Strategy and Vision 2019

5. EPSO FUTURE- Strategy and Vision 2019
EPSO interaction
Active participation by EPSO partners
A central contact person
Sent 1- 3 delegates to a meeting – twice a year.
Making contributions to the meetings (speaker, facilitator etc.) and working groups.
Willing to chair a working group where appropriate;
Joining the conferences (with max. of 3 persons)
Financial contribution
Contribution to EPSO ( € € per year)
Travel and hotel expenses;
Willing to host the conference ( once in 10 years)
EPSO FUTURE- Strategy and Vision 2019

6. EPSO FUTURE- Strategy and Vision 2019
EPSO Ambition
EPSO Conferences
Maintain conference size up to , to ensure that participants feel free to talk
More scientific approach ;
Once per 2 years an international conference with a broader perspective and more participants.
EPSO Working groups
More focus on putting the EPSO working group chairs in a chair and active position
steering commission or scientific board ;
Working groups per region;
Working groups per topic.
EPSO Advisory Network
Scientific explorations and products: make a product that is of added value for
the members together with scientific people
EPSO FUTURE- Strategy and Vision 2019

7. EPSO FUTURE- Strategy and Vision 2019
EPSO Ambition
EPSO Knowledge exchange
Create more focus on the EPSO website (e.g. review of conferences, summaries of scientific research, visual input from associated EPSO partners).
More insight about policies (not politics) (e.g. meetings with Partner board members (ceo’s), inventory of policies in the various countries).
EPSO should be a stakeholder for the European Commission;
Move EPSO to more focus on European topics (e.g. ministers ‘red EPSO phone’ EPSO).
EPSO FUTURE- Strategy and Vision 2019

8. S O W T SWOT Analysis EPSO FUTURE- Strategy and Vision 2019 Helpful
To Achieving the objective
Harmful
To achieving the objective
(attributes of organisation)
Internal Origin W T
(attributes of evironment)
External Origin
“Board is very involved”
“Joint Office
is small and has
limited resources”
“Joint office has great networking capacity”
“Social and informal network”
“The added value is the contribution of members”
“Connecting with associate EPSO partners boosts national developments”
“Connects associate EPSO partners”
“Partnerships are uncertain as a result of political volatile in time”
“Interaction in between conferences and working groups can be improved”
“Preparation by EPSO can be more direct in feedback to and between partners”
EPSO FUTURE- Strategy and Vision 2019

9. EPSO FUTURE- Strategy and Vision 2019
EPSO Survey - Draft
Question 1. Who are you?
What is your profession?
What is your level within the organisation?
Are you an optimist or a pessimist?
Question 2. what do you expect from EPSO?
Conferences?
Working groups?
Advisory Network?
Knowledge exchange?
EPSO FUTURE- Strategy and Vision 2019

10. EPSO FUTURE- Strategy and Vision 2019
Survey – follow up
Question 3. what can EPSO expect from you?
A central point of contact.
Host EPSO conference.
Chair working groups.
Sent board members to conference.
Financial contribution.
Other…
Question 4. what can EPSO improve? …
EPSO FUTURE- Strategy and Vision 2019