cm_011404_item_5_report-regulatory-framework-finalv1-2
➤ Gửi thông báo lỗi ⚠️ Báo cáo tài liệu vi phạmNội dung chi tiết: cm_011404_item_5_report-regulatory-framework-finalv1-2
cm_011404_item_5_report-regulatory-framework-finalv1-2
The University of Manchester Manchester Business SchoolItem 5Paper No: CM/01/13/04MANCHESTER1824Developing a strategic framework to guide the Care Qua cm_011404_item_5_report-regulatory-framework-finalv1-2ality Commission’s programme of evaluationREPORTKieran Walshe and Denham Phipps41275Item 5Paper No: CM/01/13/04Executive summary11Introduction Background and context Analysis of the regulatory model Learning from research Comparisons with other regulators Using existing data Structure of the report2 cm_011404_item_5_report-regulatory-framework-finalv1-22The regulatory model: an analysis Introduction Regulatory mission and purpose Registration Standard setting Information gathering and risk assessmentcm_011404_item_5_report-regulatory-framework-finalv1-2
Inspection and reporting Enforcement Information provision Reviewing the regulatory model73Differentiation in regulatory design Introduction LearningThe University of Manchester Manchester Business SchoolItem 5Paper No: CM/01/13/04MANCHESTER1824Developing a strategic framework to guide the Care Qua cm_011404_item_5_report-regulatory-framework-finalv1-2parisons with other regulators Using existing data Conclusions335Risk based regulatory approaches Introduction Learning from research Comparisons with other regulators Using existing data Conclusions43Item 5Paper No: CM/01/13/046The competencies of the regulatory workforce55Introduction Learning fro cm_011404_item_5_report-regulatory-framework-finalv1-2m research Comparisons with other regulators Using existing data Conclusions7Conclusions66References68Item 5Paper No: CM/01/13/04Item 5Paper No: CM/01cm_011404_item_5_report-regulatory-framework-finalv1-2
/13/04Exẹcụtiye summaryThis report sets out to show how evidence and research can be used by CQC to evaluate how well its current regulatory arrangemeThe University of Manchester Manchester Business SchoolItem 5Paper No: CM/01/13/04MANCHESTER1824Developing a strategic framework to guide the Care Qua cm_011404_item_5_report-regulatory-framework-finalv1-2for the help, advice and support we received from many CQC staff in its preparation, of course, we remain responsible for its content and conclusions, and for any errors or omissions.We develop a “logic model” of the current regulatory arrangements which tries to map out how they are intended to wor cm_011404_item_5_report-regulatory-framework-finalv1-2k, and what assumptions are made or consequences flow from those arrangements. We conclude that as currently configured, CQC is a “safety-net” regulatcm_011404_item_5_report-regulatory-framework-finalv1-2
or, focused on dealing with poor performance but with limited capacity or capability to drive or support wider performance improvement. We note that eThe University of Manchester Manchester Business SchoolItem 5Paper No: CM/01/13/04MANCHESTER1824Developing a strategic framework to guide the Care Qua cm_011404_item_5_report-regulatory-framework-finalv1-2mbitious interpretation of CQC's remit and purpose, which has important implications for the regulatory design/arrangements.We then discuss four areas - differentiation in regulatory design, standard setting, risk-based regulation, and the regulatory or inspection workforce - and look at what eviden cm_011404_item_5_report-regulatory-framework-finalv1-2ce is available from several sources about how current regulatory arrangements work. We conclude:•CQC’s generic regulatory model is unusual (comparedcm_011404_item_5_report-regulatory-framework-finalv1-2
with other regulators) and hard to make work. There are good reasons to consider greater differentiation between sectors (such as NHS/healthcare and aThe University of Manchester Manchester Business SchoolItem 5Paper No: CM/01/13/04MANCHESTER1824Developing a strategic framework to guide the Care Qua cm_011404_item_5_report-regulatory-framework-finalv1-2e, and greater specialisation among the inspection workforce.The University of Manchester Manchester Business SchoolItem 5Paper No: CM/01/13/04MANCHESTER1824Developing a strategic framework to guide the Care QuaGọi ngay
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