Non-Executive Directors of the Care Quality Commission

Body: Care Quality Commission
Appointing Department: Department of Health and Social Care
Sector: Health and Social Care
Location: London/Various
Number of Vacancies: 3
Remuneration: CQC NEDs are remunerated at the standard rate of £7,883, for a time commitment of two to three days per month. The Chair of HWE is remunerated at £30,000 per annum for a time commitment of 2 days per week for both roles (including being a CQC NED).
Time Requirements: 2 to 3 days per month for Non-Executive Directors and 2 days per week for the HWE Chair

Campaign Timeline

  • Competition Launched


  • Closed for Applications

    midday on 05/09/2022

  • Panel Sift

    September (TBC)

  • Final Interview Date


  • Announcement



Assessment Panel

Vacancy Description

The Secretary of State wishes to appoint three new Non-Executive Directors to the Board of the CQC, one of whom will additionally take on the role of Chair of the Healthwatch England Committee.  We are looking for candidates to be available from October 2022, but an alternative start date in early 2023 for one of the roles would also be suitable.

As a Non-Executive Director of the CQC Board, you will be responsible for helping to ensure the CQC is a successful organisation – in terms of its effectiveness as a regulator, making sure that health and social care services provide safe, high-quality care, and as an employer. Non-Executive Directors play a key role in ensuring continuous organisational improvement, high performance management, excellent customer focus and service delivery, scrutiny, challenge, fairness, accountability, and effective corporate governance.

This is a period of considerable change within both the CQC and the systems in which it operates. Non-Executive Directors will specifically:

  • provide an independent view and creative contribution at board meetings and any committees of which they are members, including ensuring the long-term strategic focus, effectiveness and reputation of the CQC through purposeful and constructive scrutiny and challenge;
  • monitor and challenge the performance of the CQC’s executive management, in meeting the strategic vision, organisational priorities and business plan objectives including monitoring of organisational performance, service delivery, quality and reputation. Provide assurance regarding the CQC governance, including in relation to periodic reviews of the organisation;
  • support the Chair and the executive team to ensure the CQC fully embraces and embeds an excellent customer service ethos and delivers accordingly in order to enhance and develop its credibility and reputation;
  • uphold the values of the CQC to deliver excellence, and demonstrating care, integrity and teamwork into all aspects of its work, and ensure that the organisation promotes equality and diversity for all providers, people who use services, people who work for CQC and other stakeholders.

Chair of CQC’s Healthwatch England Committee (HWE)

The HWE Chair will lead the HWE to determine its business priorities and fulfil its duties, which are expected to focus, in particular, on supporting local Healthwatch organisations. The HWE Chair will take part in the selection of Committee members and key staff, ensuring their high performance and effectiveness through regular appraisal.

In particular, the Chair will:

  • set and maintain the values of the Committee so that it promotes consumer interests in health and social care, and enriches the systems and the CQC’s own understanding of the patient perspective of services and the interests of service users;
  • provide for consensus approach to leadership of the Committee;
  • ensure credibility with government, system and professional leaders;
  • have ability to grow and maintain HWE profile and authority;
  • provide strategic leadership on the importance of patient voice in the Integrated Care Systems (ICSs) to ensure the systems act on people’s experiences of health and care;
  • work with HWE’s and CQC’s executive teams to ensure effective corporate governance and risk management processes are in place, within CQC governance arrangements, and that resources are managed effectively;
  • ensure commitment to and progress in the equality and diversity agenda. Experience in transforming theory into practice would be an advantage; and
  • ensure that the HWE Committee carries out its statutory functions with regard to aspects of Government policy.

As a consequence of this appointment, the HWE chair is also appointed as a Non-Executive to the Board of the CQC. The appointee will represent the HWE functions and the wider responsibilities of the CQC. In this latter role the appointee will:

  • bring the perspective of patients and the interests of service users and the public, as identified by the HWE Committee, to the deliberations of the CQC Board; and
  • support the CQC Chair and the executive team to ensure the CQC develops an excellent customer service ethos.

Person Specification

To be considered, you must be able to demonstrate that you have the qualities, skills and experience to meet all the essential criteria for appointment.

Essential Criteria

  • A career record of achievement, with an ability to operate effectively as a non-executive on the board of a high-profile national organisation;
  • an ability to focus on innovation, culture change, and care quality and how the CQC, by regulation and inspection, can encourage providers to even greater focus on improving their record;
  • an ability to guide the CQC’s strategic direction, and use sound judgement, based on the ability to consider and challenge complex issues from an impartial and balanced viewpoint;
  • good communication skills, with the ability to work as part of a team, with a positive and constructive style, challenging management recommendations where necessary.

In addition, for 2 of the NED roles candidates should bring skills and experience in one or more of the following areas:

Digital and technology:

  • Direct experience in transforming an organisation’s digital capability and knowledge and expertise in technology, to support the CQC’s smarter use of data to target their resources where it can make the greatest impact and be an efficient regulator.

Business sector experience:

  • Business acumen and experience in managing change to guide the organisation as it undertakes its transformation programme, as described in the CQC’s 2021 strategy, ‘A new strategy for the changing world of health and social care from 2021’.

Innovation, culture change, and care quality:

  • Direct experience in innovation, culture change and care quality to guide the organisation as it implements its priorities, as outlined in the CQC’s ‘A new strategy for the changing world of health and social care from 2021’.

Human Resource / Organisational Development experience:

  • A proven ability and experience to support the CQC’s executive as the organisation undergoes cultural change in the transition to a digitally enabled organisation, using enhanced data analytics to shape the CQC’s inspection programme.

In addition, for the NED who will also be the Healthwatch England Chair:

  • experience in listening to people’s experiences as service users or consumers, and acting on those experiences to improve services; and
  • an ability to act as a champion for health and social care users, providing leadership to ensure their views are heard by decisions makers, and are used to improve health and care services for all.

Additional Information

The Care Quality Commission (CQC)  is the independent regulator of health and adult social care in England.  Its purpose is to ensure health and social care services provide safe, effective, compassionate, high-quality care and the regulator encourages improvement, where providers fall short of CQC’s fundamental standards.  Its role is to register providers of services, monitor, inspect and rate, take enforcement action for poor care, and speak independently on matters of quality in health and adult social care services.

The body is primarily funded through fees charged to registered providers, with DHSC providing grant-in-aid for expenditure for which the CQC are unable to charge fees. In 2020/21, fees made up 88% of the CQC’s income, with 11% from grant-in-aid (GIA), and the remaining 1% coming from other external sources.  2019/20 was the first year that the CQC were at ‘full chargeable cost recovery’.  The fee income was £205.2m and revenue grant-in-aid from DHSC was £27m and £1.6m for reimbursement for services and other income.

The CQC is organised as follows: Operations and Regulatory Leadership covers primary medical services and integrated care, hospitals including mental health, and adult social care.  In addition, there are three further directorates supporting CQC’s work: regulatory, customer and cooperate operations; data, technology and insight; and engagement, policy and strategy.  In terms of employee numbers, the actual number of directly employed whole-time equivalents as at 31 March 2022 was 2,982.

The CQC has begun work to consider future ways of regulating and working that will enable it to deliver its new strategy as effectively and efficiently as possible in a changing health and social care landscape.  In its new strategy CQC sets out its ambitions under four themes – people and communities, smarter regulations, safety through learning and accelerating improvement. Running through each theme are two core ambitions – assessing local systems and tackling inequalities in health and care.  ​The CQC is expected to have a complimentary role with NHSE, in the oversight of ICSs (Integrated Care Systems).  In April 2022 the Health and Care Bill completed all parliamentary stages in the House of Commons and House of Lords and received royal assent from the Queen to become the Health and Care Act 2022. The legislation gives CQC a new duty to review each local Integrated Care System (ICS), as well as a new duty to assess local authorities on the delivery of their social care duties under part 1 of the Care Act.

Pivotal to its new strategy, is the CQC’s organisational transformation programme, charged with delivering a new target operating model, i.e. translating the new strategy into a tangible delivery plan for determining what the organisation will do and how it will do it.  There are a number of major programmes to support the work of the Regulator as it looks to the future and a regulatory role that is informed by intelligence and data and digitally led way of working.

In addition to its role described above, the CQC is required to maintain a statutory committee, Healthwatch England, which acts as a national consumer champion in collecting and disseminating the views of people who use health and social care services. Although Healthwatch England is part of the CQC, it sets its own priorities, has its own brand identity, and speaks with an independent voice.

The National Guardian is a non-statutory appointment by the CQC to lead cultural change in the NHS, to establish and support a strong network of Freedom to Speak Up Guardians. The National Guardian’s Office highlight NHS providers that are successful in creating the right environment for staff to speak up safely and share this best practice across the NHS. It Independently reviews cases where healthcare providers may have failed to follow good practice, working with statutory bodies to take action where needed.

Candidate information pack_Final
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