1. Developing a customer service strategy to support the new regulatory model An introductory paper for the Providers Advisory Group

2. 2 2 CQC is developing a customer service strategy to drive significant improvement in the way our customers experience their interaction with us What will the customer service strategy do?  CQC’s customer service strategy will define the way we engage with our customers and describe the customer service standard that we want to achieve across all customer touch-points Why are we developing one?  The customer service strategy will help CQC to realise the following benefits: BenefitHow is the benefit realised Supports our regulatory modelEngages customers in achieving our strategic priorities Drives quality and efficiency supporting the achievement of the better regulation principles Focuses our resources and efforts to deliver customer service performance throughout the relationship Releases cultural engagement It establishes a common sense of purpose and a clear idea of how success is achieved Helps design an organisation that is customer focussed It identifies what standard of customer service CQC should achieve across the customer touch-points 1 2 3 4

3. 3 A successful customer service strategy must be solidly grounded on deep understanding of who it is that we are trying to serve What definition of customer are we using for the purposes of developing the strategy?  Our customers: the people we do things to and those people we do things for  People we do things with are considered to be stakeholders rather than customers Based upon this definition, who are our customers? From the above definition, our customers are:  the Care Commissioners,  the Healthcare Providers,  the Social Care Providers and  the Users of Health and Social Care Services Which customer groups have we prioritised?  The development of the customer service strategy will focus on the healthcare and social care providers

4. 4 We have developed hypotheses about how our customers will be judging the quality of customer service they get from us - approach Finding 3: From this, we have defined hypotheses about how customer service can reinforce the achievement of our own strategic objectives Barriers Enablers Our customers CQC Finding 1: We have defined hypotheses about the strategic objectives for our prioritised customer groups Their strategic objectives Our strategic priorities Finding 2: From this, we have defined hypotheses about how we have an influence on what matters to them and the performance drivers against which our customers will be judging the quality of customer service they get from us

5. 5 Finding 3: This, in turn, supports three of our strategic priorities: - Making sure that care is centred on people’s needs and protects their rights - Promoting high-quality care, - Regulating effectively, in partnership We have developed hypotheses about how our customers will be judging the quality of customer service they get from us - example 5 Barriers Enablers ASC provider Finding 1: To provide access to good quality healthcare Their strategic objectives Our strategic priorities Finding 2: By communicating clearly what needs to be done to comply with regulation, we facilitate the provider to create the necessary internal appreciation of why this is important, and therefore to actively engage managers and staff in ensuring that good quality standards are met. Clarity and understanding are performance drivers against which our customers will be judging the quality of customer service they get from us. CQC

6. 6 Top-level customer journey Based upon these hypotheses, we have started to develop a view of the customer service standard that we want to deliver Level 1RegistrationComplianceAssessment of quality Level 2 Understand guidance on essential standards Submit registration form Provide assessment of compliance Receive site visits Submit notifications Being subject to enforcement Participate in special reviews Receive site visits Service performance theme Clarity, certainty, understanding CQC communicates with me in a clear and appropriate way, designed for me to easily understand what I need to do and when the various stages of the process are taking place I understand the rules of compliance and I know exactly what the requirements for registration are The implications of the judgment are clear to me and I understand how the judgment was derived Information is readily available to me, it’s written in plain English and my questions are answered promptly I believe that this process helps me assess the quality of the care provided and manage risks I have confidence that the whole process is fair and consistent because I understand how a judgement is made I understand the circumstances in which this is expected of me and the guidelines are sufficiently clear It is clear to me why the enforcement pro- cess began and what it is going to happen I understand the clear rationale for the assessment I have confidence that the whole process is fair and consistent because I understand how a judgement is made Simplicity, timeliness, efficiency The rules of compliance are proportionate and the cost of implementation is affordable I find the registration form easy to complete and the whole process is as I expected it The timescales I am required to meet are reasonable The process is easy to follow and can be easily applied to the way we work here The fee for new and variation registration is fair and affordable The whole process is been dealt with quickly and professionally Professionalism, trust, respectfulness, fairness My queries are answered promptly I believe that the requirements are consistently applied to all providers Complying with regulation gives me reassurance that I am doing the right thing CQC staff is polite and professional; they constructively engaged with me and they made it clear what the purpose of their visit is and what it entails I know that CQC will use this information to improve standards and prevent risks The steps CQC is taking feel fair and proportionate CQC staff is polite and professional; they constructively engaged with me and they made it clear what the purpose of their visit is and what it entails Inclusion, openness, usefulness I appreciate why this is important It helps me structure the way I run my business, giving me a clear sense of direction in the way care is delivered Site visits are an integral part of the way we operate as they provide us with the reassurance that we are doing the right thing I understand that the notification procedure ensure consistency of regulation and provides valuable intelligence on issues that could affect me I feel that CQC is trying to address these issues in partnership with me It helps me address issues as they arise in an effective way It helps me set the example and act on unruly behaviours The assessment provides me with access to best practices I finally have a clear idea of what is good quality and poor quality I feel I am given the opportunity to contribute to improving the quality of care in England Site visits provide us with the opportunity to look at the way we operate in a novel way

7. 7 We are keen to test and validate the developing thinking on the customer service strategy with providers Step 1 Define strategy and service standards Step 2 Gather requirements and develop prioritisation for interventions Step 3 Develop and implement realisation plan Your involvement Provide customer insight over strategice objectives, needs and standards Provide input into requirements gathering and priorities setting Help assess customer service is realising expected outcomes