In the new health system we work closely together because we can do a better job for people that way. The needs of patients and communities are more important than the boundaries between our organisations.
We all put patients first. We work hard to give people the information they need to make choices about their own care if they want to, and to help doctors and nurses to deliver the best results for them.
We all use hard evidence to make the best possible decisions in patients' interests – decisions which drive improved quality and safety while making the best use of valuable public money so that it can stretch even further.
In line with the principles and values set out in the NHS Constitution, together we make sure that the people who use NHS services, the organisations which provide them and the commissioners who buy them are able to focus on the quality, safety and viability of the services people depend on in times of need.
Healthwatch England is the independent consumer champion for health and social care in England. Working with a network of 152 local Healthwatch, it ensures that the voices of consumers and those who use services reach the ears of the decision makers.
We are currently working closely with Healthwatch on how we will both share information about health care services. Further information will be included in an edition of the local Healthwatch newsletter in the autumn.
The Care Quality Commission (CQC) is responsible for safeguarding appropriate standards of quality and safety within health and social care in England.
The CQC registers, and therefore licenses, all adult health and social care providers, including NHS foundation trusts, and monitors providers’ compliance with their registration requirements on an ongoing basis. If concerns are raised as to how a care provider is operating, there are a range of actions the CQC can take.
Monitor and the CQC
Monitor and the CQC work closely together and have distinct but complementary roles. When we look at the leadership of an NHS foundation trust, we look particularly at whether it is meeting the required quality standards, as judged by the CQC, as well as looking at the foundation trust’s financial strength.
If the CQC has a concern about the quality of care being delivered at an NHS foundation trust, itwill inform Monitor so we can work together to ensure that appropriate and joined-up regulatory action is taken. Likewise, if Monitor is made aware of any issues regarding the provision of health care by a foundation trust which we feel would help the CQC in its regulatory capacity, we will let them know.
In the case of an NHS foundation trust failing to meet its CQC registration requirements, the CQC will liaise with Monitor and, taking account of our respective powers, we will work together to ensure these requirements are met.
The CQC and Monitor will also inform each other of any potential concerns regarding NHS trusts that are being assessed for NHS foundation trust status.
Together, Monitor and the CQC are committed to identifying where improvement is needed, and to ensuring that our approach is coordinated in order to deliver real benefits for patients, while not duplicating regulatory activity.
The Memorandum of Understanding between Monitor and the CQC describes in detail how the two organisations work together.
NHS England sets guidelines for local commissioners to ensure that a choice of NHS services is available to people where possible. Monitor ensures that providers of NHS services give people the information they need to make their own choices about which service to use. Where commissioners decide to make use of competition to increase quality and choice, Monitor ensures that it operates fairly and in patients' interests.
Monitor and NHS England also work together to ensure that the prices paid to providers of NHS services are designed in a way which drives improvements in quality and encourages them to deliver integrated services where that’s best for patients.
Close working between the two organisations will ensure that prices for services are fair and transparent, rewarding efficient providers.
Our Partnership Agreement describes in detail how we work together with NHS England.
The NHS Trust Development Authority drives improvements in the quality and efficiency of NHS trusts, using rules which are consistent with Monitor’s rules for foundation trusts and other providers.
Trusts which reach the required standards can then apply to Monitor for foundation trust status, which gives them greater freedoms in how they run their business to achieve the best possible care for patients.
Our Partnership Agreement describes in detail how we work together with the NHS Trust Development Authority.
NICE produces national guidance, standards and information to help health and social care professionals deliver the best possible care using the best available evidence. NHS England uses NICE standards and other evidence to ensure that the £85 billion that it and Clinical Commissioning Groups spend on health services is producing the best results for patients.
Monitor's ground rules for providers ensure they use the resources for health care as effectively and efficiently as possible. NICE’s guidance and advice also help commissioners and providers to do this by providing an evidence base for investment and disinvestment.
The National Quality Board is a multi-stakeholder board established to champion quality and ensure alignment in quality throughout the NHS. We are an active partner and are fully committed to the board's goals of driving forward the national quality agenda.
In January 2013 the National Quality Board published:
Past work with the National Quality Board
Our other work with the board has included active contributions to developing quality accounts, the implementation of better reporting on quality performance, the quality information strategy, the publication of Quality Governance in the NHS - a guide for provider boards, based on our Quality Governance Framework, the Review of Early Warning Systems and update Maintaining and improving quality during the transition: safety, effectiveness, experience (Part One ‐2011‐12) following the failings at Mid Staffordshire NHS Foundation Trust.