You are here
How we are run
Read about our Board and executive team to find out how we are run and how we make decisions.
The Board is the senior decision-making structure in CQC. It is accountable to the public, Parliament and the Secretary of State for Health.
The Board is made up of CQC’s Chair and commissioners, including the Chief Executive and the three Chief Inspectors below:
- Sir Mike Richards: Chief Inspector of Hospitals
- Andrea Sutcliffe: Chief Inspector of Adult Social Care
- Professor Steve Field: Chief Inspector of General Practice
Together they provide leadership and ensure that we are successful and sustainable in the longer term.
In providing leadership, the Board determines our mission, vision and values. It sets our strategy and our purpose and makes sure that we have appropriate objectives to meet our aims.
See Section 5.1 (page.9) of the Corporate Governance Framework for more information about what the Board does.
The Executive Team is responsible for ensuring that we deliver the Board’s strategy and achieve our purpose.
It oversees the delivery of our business plan objectives, ensuring we use our resources properly and manage our performance well.
The Executive Team is made up of the:
- CQC Chief Executive.
- three Chief Inspectors.
- Executive Director of Strategy and Intelligence.
- Executive Director of Customer and Corporate Services.
- Director of Change.
See Section 5.4 (page.17) of the Corporate Governance Framework for more information.
Read about the subcommittees that work with the Board and Executive team to support their work.
Regulatory Governance Committee
It is the RGC’s responsibility to provide assurance to the Board that the systems, processes and accountabilities are in place for identifying and managing risks associated with delivering the regulatory programme. It will assure the Board that the surveillance model is robust and makes possible an effective inspection programme (including rating) that provides public confidence in the work of the CQC.
The committee will also oversee how effective our whistleblowing and complaints arrangements are.
Audit and Corporate Governance Committee
The Audit and Corporate Governance Committee (ACGC) was set up by the Board to provide independent assurance to the Board that we are managing risk effectively, have good governance arrangements in place and have strong internal controls to regulate the way we work.
The committee engages with our internal auditor and with our external auditors, the National Audit Office.
The committee is formed of three non-executive Board members and two independent members who support the Committee with their expertise.
People and Values Committee
The People and Values Committee discuss and have oversight of succession planning, staff development and talent management, and oversee the understanding and application of CQC values. As a key part of its remit, PVC will determine the remuneration of Very Senior Managers (VSM) and consider overall pay policy for the organisation and reward in a broader context.
The committee is made up of three Board members and one independent non-executive member.
The Health and Social Care Act 2008 requires us to have an advisory committee to provide advice to the Board on questions of strategy and policy.
The role which the Stakeholder Committee will play in helping us deliver our new strategy is being reviewed.
National Information Governance Committee
We have responsibility for monitoring and improving how information is managed by health and social care providers in England.
The National Information Governance Committee provided advice to the Board, NHS England and Monitor on how to improve practice. It was stood down in July 2015, when a report of the committee’s findings was presented to the CQC Board.
There were five independent members and another four members who represented:
- NHS England.
- the Health and Social Care Information Centre.
- Healthwatch England.
- the Information Commissioner’s Office.
Minutes of meetings held by the National Information Governance Committee
National Information Governance Committee interim report – September 2014
Our board approved the committee’s terms of reference and membership at their board meeting on 22 May 2013.
For more information about the Board’s committees, see Section 5.2 (page.11) and Section 5.3 (page.14) of the Corporate Governance Framework.
The Transformation Programme Board
The role of the Transformation Programme Board is to oversee the implementation of changes needed to the way CQC works to be able to deliver the strategy set by the Board. It manages a number of projects which will deliver a new inspection model and a new structure for CQC.
The role of the Investment Committee is to ensure that our resources are deployed as efficiently and effectively as possible.
This committee makes sure that business cases are sound and proper procurement approvals in place before any costs are incurred and expenditure is monitored over the life of a project.
This committee reports directly to the Executive Team.
For more information about the Executive’s committees, see Section 5.5 (page.18) of the Corporate Governance Framework.
- Last updated:
- 3 November 2015