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How we are run

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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.

Executive team

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.

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.

Finance Committee

The Finance Committee is responsible for providing advice on financial management to ensure that CQC operates within its budget and that sufficient resources are available for investment. The committee is accountable for ensuring that the recommendations made to the Board reflect appropriate consideration of a range of areas, including corporate priority, staff development, equality, diversity and human rights and value for money amongst other areas.

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.

Advisory committees

Stakeholder Committee

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.



This committee stood down in July 2015.

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.

Investment Committee

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.

Safeguarding Committee

The role of the Safeguarding Committee includes providing advice to the Executive Team on the most appropriate policy and operational framework for safeguarding within CQC and ensuring that the safeguarding of children and adults is embedded into CQC’s work on registration, inspection and monitoring. The Committee’s full role and responsibilities are set out in its terms of reference.


Last updated:
28 March 2017