health & social care

Enhancing Standards of Healthcare Through Hospital Inspections

health & social care

08:45 - 15:50

Thursday 21 November 2019

Central London

Early Bird Discount Offer

10% off all advertised rates for a limited time only. Discount available to public / voluntary organisations only

This Forum provides delegates with a timely opportunity to explore how hospitals can raise standards of care, and the role of the inspections process in supporting them to achieve this. Attendees will hear from leading stakeholders, including the Care Quality Commission (CQC) and Healthwatch, on different innovative, outstanding approaches to hospital care services. Furthermore, attendees will hear from leading hospitals on a range of issues including those who have excelled in patient satisfaction and safety, implemented effective leadership practices and cultural changes to deliver outstanding care and put in place effective governance processes to ensure they meet key inspection criteria and raise standards of care.


This Forum is specifically designed for NHS Trusts and Clinical Commissioning Groups within the Health Sector. Typical job titles include:

  • Chief Operating Officers
  • Chief Executives
  • Chief Information Officers
  • Directors of Quality
  • Directors of Nursing
  • Directors of Operations
  • Chief Nurses
  • Director of Patient Experience
  • Directors of Clinical Services
  • Heads of Governance
  • Operations Directors
  • Heads of Improvement
  • Service Transformation Managers
  • Heads of Assurance
  • Deputy Directors of Nursing
  • Matrons

This Forum is also open to the wider Public Sector and Private Sector to encourage networking and debate.

Key Speakers Confirmed:
  • Ted Baker, Chief Inspector – Hospitals, Care Quality Commission (CQC)
  • Senior Representative, Healthwatch
  • Sue Eardley, Head of Invited Reviews, Royal College of Paediatrics and Child Health (RCPCH)
View the agenda and additional speakers


Registration, Refreshments and Networking


Chair's Welcome Address

Professor Karen Norman, Visiting Professor, Kingston University and St George’s, University of London (invited)


Morning Keynote: The Future of Hospital Inspections and the CQC 2016-21 Strategy

  • Outlining the 2016-2021 CQC strategy: a more targeted, responsive and collaborative approach to regulation so more people get high-quality care
  • Reflecting on the findings from The state of care in NHS acute hospitals: 2014 to 2016 report including ‘a wide variation in quality between hospitals and between services’
  • Developing shared data sets with partners, other regulators and commissioners, to streamline the inspection process
  • Maximising inspection impact: Re-allocating inspections to focus on areas that require improvement and to undertake surprise inspections on hospitals where risk is greatest or services are improving
  • Explaining the impact of the new ‘use of resources’ component of the inspection process and how hospitals can benefit from compliance
  • Using online processes as the default to make interactions with providers and the public easy and efficient

Ted Baker, Chief Inspector – Hospitals, Care Quality Commission (CQC) (CONFIRMED)


Questions and Answers Session


Refreshments and Networking


Case Study: Effectively Developing Staff to Improve Care Services Across a Hospital

  • Outlining how Nottingham University Hospitals NHS Trust worked on developing nursing and midwifery staff to improve standards of care, which saw the Trust achieve an ‘Outstanding’ rating for care from the CQC
  • Examining the innovative culture-change initiatives that have been introduced by the Trust to promote professional pride, including the monthly DAISY Award to recognise nurses and midwives who have gone above and beyond in their duties to provide care excellence
  • Analysing the role of NUH’s Shared Governance programmes, a leadership model which places decision-making power into the hands of frontline staff, in developing over 2,500 staff nurses and Operating Department Practitioners to improve care standards
  • Establishing the Chief Nurse Excellence in Care Fellowship Programme, which focuses on developing nurses and promoting research-led practices and outlining the positive impact this has had on improving care services and staff development across the trust

Shortlisted for the Best Employer for Staff Recognition, Nursing Times Workforce Awards 2019

Professor Joanne Cooper, Assistant Director of Nursing, Nottingham University Hospitals NHS Trust (NUH) (invited)


Case Study: Demonstrating the Importance of a Strong Culture in Delivering Outstanding Hospital Services

  • Outlining the journey of Newcastle Hospitals NHS Trust in successfully achieving a CQC rating of ‘Outstanding’ for a second time, one of only five hospitals in the UK to achieve this, by embedding a team culture across the hospital
  • Examining how the trust achieved an ‘Outstanding’ rating in six of nine key service areas by creating an inclusive, learning and supportive culture in the trust, especially around dealing with incidents and complaints
  • Sharing guidance on how staff can provide a strong holistic care approach to patients, by going ‘the extra mile’ with additional support such as arranging emergency accommodation for vulnerable patients’, pet dogs and arranging flowers for the mortuary viewing rooms
  • Ensuring end of life care managers promote a positive culture and staff always feel valued, resulting in a clear sense of common purpose that high quality care for the dying was everyone’s business and embedded across the hospital

Angela O’Brien, Director of Quality and Effectiveness, Newcastle Hospitals NHS Trust (CONFIRMED)


Questions and Answers Session


Lunch and Networking


Afternoon Keynote: Promoting a Patient Centred Approach to Hospital Services

  • Outlining how Healthwatch’s 2018-2023 strategy utilises patient recommendations to showcase how these can improve hospital services
  • Highlighting the importance of working with voluntary and community sectors and demonstrating how partnering with these sectors can provide effective change and improve local care systems
  • Providing guidance and examples on how local Healthwatch groups support health systems and local trusts to deliver real engagement, and how this has helped to shape local health services

Senior Representative, Healthwatch (CONFIRMED)


Special Keynote: Harnessing the Expertise of Clinical Peer and Service Reviews To Raise Hospital Standards

  • Using expert clinicians to identify and support improvement and utilising a ‘it takes one to know one’ approach
  • Strengthening compliance with standards through engaging clinical leaders
  • Showcasing transformation through inspiring clinicians to innovate and share new ways of working
  • Ensuring lessons are always learned from the reviews process – understanding the do’s and don’ts in managing clinical concerns about a service
  • Clinically-led and management enabled – supporting service redesign that focuses on quality safety and efficiency

Sue Eardley, Head of Invited Reviews, Royal College of Paediatrics and Child Health (RCPCH) (CONFIRMED)


Questions and Answers Session


Refreshments and Networking


Case Study: The Role of Leadership in Excelling in Providing High Quality Care

  • Examining how the leadership of the trust contributed to achieving an ‘outstanding’ level of care
  • Sharing lessons from the implementation of The Christie CODE Quality Scheme: Outlining how the scheme raises standards and enhances care
  • Engaging consistently with both staff and patients to drive improvements in care
  • Exploring the crucial role of the Hospital’s board in achieving good governance and a strong accountability process
  • Fostering a top-down positive culture that focuses on ‘a sense of common purpose and shared values’, building respect and pride in the organisation: How was this created?

Jackie Bird, Director of Nursing, The Christie NHS Foundation Trust (invited)


Case Study: Investing in Key Hospital Infrastructure to Safeguard the Long-Term Provision of High-Quality Care

  • Investing in the infrastructure needed to sustain quality improvement initiatives and understanding that such measures deliver value for money given the improvement in care and reduction in avoidable harm
  • Establishing a Quality Improvement Strategy as a means of benchmarking progress: Using a learning collaborative approach based on Plan, Do, Study, Act (PDSA) cycles to ensure continuous improvement
  • Incentivising efficiency savings by introducing a system of SMART savings where staff who recommend a change that is then implemented and leads to a saving receive a share of the saving
  • Effectively deploying quality and service level dashboards to measure progress whilst also ensuring that quality improvement is a key pillar of workforce education

James Sumner, Chief Officer and Dr Peter Turkington, Medical Director, Salford Royal NHS Foundation Trust (invited)


Questions and Answers Session


Chair's Closing Remarks

*programme subject to change

According to CQC’s State of Care report published in October 2018, a third of NHS acute care services are rated as requires improvement, the report also stated that one in five NHS mental health care services need to improve. Furthermore, according to The King’s Fund’s March 2019 Closing the Gap report, there’s a predicted shortfall of 108,000 nurses across the UK, further emphasising the need for hospitals to provide the highest quality of care for patients.

In addition the 2017 CQC report, The state of care in NHS acute hospitals: 2014 to 2016, demonstrated a ‘wide variation in quality both between hospitals and between services within the same hospital’ across 136 acute non-specialist and 18 specialist trusts. The report identified key areas of focus if outstanding care is to be delivered across the board including effective leadership, harnessing technology and increasing service integration and innovation in the way care is delivered. In June 2019, in light of comments from MPs on the Public Accounts Committee who criticised the CQC for not publishing the outcomes of its inspections fast enough, which meant “the public do not have timely information to make informed decisions about their care”, the Care Quality Commission re-introduced post-inspection letters for NHS trusts with an expectation that they are made public.

It is therefore vital that hospitals and their trusts place patients at the heart of care, engaging with them regarding their needs and creating a positive, responsive learning culture where safety and learning lessons from previous mistakes is paramount. In a challenging recruitment context it is more crucial than ever for hospitals to deliver comprehensive training and support to staff to ensure standards of safety are not compromised.

Sue Eardley, Head of Invited Reviews, Royal College of Paediatrics and Child Health (RCPCH)

Sue Eardley manages the Invited Reviews programme at the Royal College of Paediatrics and Child Health (RCPCH) which has completed over 100 reviews of NHS children’s and neonatal services since 2012.  Originally a chartered engineer /project manager in the oil and gas industry, Sue spent 13 years as a non-executive and then Chairman of an acute hospital trust in south London, alongside a range of voluntary local and national roles.  She spent six years leading the Children and Maternity strategy team at the Healthcare Commission/ CQC, overseeing design and delivery of all inspections and reviews in England of maternity, child health and safeguarding.   The RCPCH uses findings from its work to inform policymaking and service standards.  Sue works closely with her counterparts from other Royal Colleges to offer Trusts and Health Boards a consistent clinically-led expert review and advice service that focuses on safety, standards and patient care.

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