Public engagement strategy This strategy is the organisation’s strategy, every part of the business, every member of staff has a role to play in its success or failure. Public Engagement team job to set the intent, explain intent to colleagues and what it means for them, and then check how well this is being doing done. We’d like to talk to you today to get feedback on the strategic direction and think through what it might mean for you and your teams. 1

Our strategy and ambition CQC corporate strategy ambition for the next five years: A more targeted, responsive and collaborative approach to regulation, so more people get high-quality care 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 2 Strategy Slides - 24 May 2016 - MASTER

What are the opportunities to explore? Make greater and better use of digital channels and new technology Appetite from organisations that represent or act on behalf of the public for closer partnership work Access qualitative information about people’s care experiences held by local and regional organisations such as LAs and CCGs Develop the role of Experts by Experience to support all parts of the operating model and not just during inspection Strategy Slides - 24 May 2016 - MASTER

Public engagement strategy A more targeted, responsive, and collaborative approach to public engagement which harnesses the power of people’s voices throughout our regulatory work and empowers people to expect and choose good care. 4

Public engagement objectives Work in partnership with organisations that represent people who use services to strengthen our collective voices and influence improvements to care – including closer working with the Healthwatch network Continuously encourage and enable the voices of people who use services, their families and carers to drive our understanding of the quality of care, making better use of their information and improving our reporting on the action we take in response Provide and promote public information which helps people understand what good care looks like and make decisions about services. Develop and improve what we do through public participation and insight 5

Work in partnership to strengthen our collective voices and influence improvements to care work closely with organisations that represent or act on behalf of the public to better understand and respond to changes in the quality of care building local relationships and sharing information with public representatives, advocacy groups and voluntary and community organisations in an area to help us monitor whether the quality of care in services is changing and if we need to act. share our evidence with organisations that represent or act on behalf of the public to increase the impact of our inspection reports and our respective programmes of work on improvements to care. workclosely with Healthwatch England and the Healthwatch network to align our public engagement plans, decrease duplication, increase the impact of our inspection reports, and improve our access to people’s experiences of care drive up use of our reports and ratings to support people’s decisions about care services through partnerships with organisations that represent people who use services. 6

Continuously encourage and enable the voices of people to drive our understanding of the quality of care identify and access existing sources of qualitative intelligence held by providers, commissioners and new regional structures and improve our internal processes to enable us to feedback on the action we have taken.   significantly invest in our relationships locally and nationally with organisations that work with and represent people who use services and embed senior scrutiny of the quality of these relationships against defined KPIs. continue to make use of a consumer-focused campaign approach to reach different population groups to increase public awareness and understanding of CQC and encourage people to tell us about their care at any time. continue to engage with Members of Parliament, ensuring feedback they share from their constituents continues to inform our inspection activities. 7

Provide and promote public information which helps people understand what good care looks like and make decisions about services continue to research our users’ needs and use our understanding of these to design better information and services for the public. For our public website, this means: A new service for people to tell us about their experiences of care online. This will be simpler for the user, it will capture the information we need to take appropriate action and will work on all devices. Improvements to the way you can search for your care services and the way we display inspection and monitoring information. Simple, clear and concise pages for the public based around the common tasks and information needs people have when they visit our site. review the way we send information to people who have subscribed to our services. This includes our public newsletter and our email inspection alerts. develop our public leaflets and provide information in alternative formats to ensure it’s accessible to all. promote the availability of all our public information and use it in our partnerships and campaigns. 8

Develop and improve what we do through public participation and insight Collaborate and partner with the public, people who use services and organisations that represent them throughout strategy, policy and product development processes to ensure that public concerns and aspirations are consistently understood and considered – this means well ahead of formal consultation.  We will set measures to check our progress and know when we have succeeded. invest in our relationships with system partners, organisations that represent people who use services and other Arm’s Length bodies to align our public engagement plans, improve the sharing of feedback and engagement channels to reduce duplication and deliver better value for money. work towards collaborative commissioning of insight where organisations can join together to make good use of resources, skills and capacity.   9

How will we know we’ve been successful? More people trust and use our expert, independent judgements about the quality of care CQC has embedded a culture where staff prioritise our organisational relationship with people who use services and the organisations that represent them above other relationships Strategy Slides - 24 May 2016 - MASTER

How will we know we’ve been successful? People’s self-reported experiences of care are core to CQC identifying where quality of care may have changed to the extent that regulatory action may be required CQC understands the efficacy/accuracy of people’s self-reported experiences of poor care as a risk indicator (across different population groups, care themes and service types) CQC Policy Teams, Chief Inspectors and CQC Board report increased confidence that they have heard from enough members of the public to make informed decisions about CQC strategy, policy and methods. Strategy Slides - 24 May 2016 - MASTER