Whether you’re preparing for your first inspection or looking to maintain an outstanding rating, understanding how CQC inspections work has never been more important. This guide explains the inspection process, the Single Assessment Framework, what inspectors are really looking for and how to prepare your service with confidence.
This guide is written primarily for registered managers, operational leaders and provider leadership teams. It is relevant across CQC-regulated sectors, but some practical examples are drawn from adult social care; where inspection approaches or evidence differ by sector, providers should use the relevant CQC sector guidance.
What is a CQC inspection?
A CQC inspection is an on-site evidence-gathering activity used by the Care Quality Commission (CQC) as part of its broader assessment of regulated health and social care services in England. An inspection is not the same as an assessment: an assessment is the wider process through which CQC gathers and evaluates evidence, while an on-site inspection is one method it may use to collect that evidence. CQC may also gather evidence off site. See CQC guidance on how evidence is gathered.
The purpose of a CQC inspection is to ensure providers are delivering high-quality, person-centred care while complying with the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014. Rather than assessing paperwork alone, inspectors evaluate how policies, leadership and governance translate into positive outcomes for people receiving care.
CQC inspection at a glance
Before diving into the inspection process, it’s worth understanding why CQC inspections have become increasingly important for health and social care providers across England. According to the Care Quality Commission’s overview of how it regulates providers, the CQC oversees tens of thousands of health and adult social care services, with every registered provider subject to ongoing assessment and potential inspection. Meanwhile, the latest Skills for Care workforce report shows that England’s adult social care sector employs more than 1.7 million people, highlighting the critical role that workforce quality plays in delivering safe, effective and well-led care. At the same time, Office for National Statistics population projections indicate that demand for health and social care will continue to rise as England’s population ages, placing increasing pressure on providers to strengthen governance, improve quality and demonstrate continuous compliance.
Sector context matters. CQC regulates very different services, and the evidence, terminology and inspection activity that are relevant to a care home may differ materially from those used in hospitals, mental health services, primary care, community services, ambulance services or dentistry. Providers should therefore interpret the practical examples in this guide in the context of their own service type.
Why CQC inspections matter more than ever
A Care Quality Commission (CQC) inspection is far more than a regulatory requirement. It provides independent assurance that health and social care providers are delivering services that are safe, effective, caring, responsive and well-led.
For providers, inspection outcomes influence far more than compliance. They can affect:
- Public trust and reputation
- Local authority and Integrated Care Board commissioning decisions
- Recruitment and staff morale
- Occupancy levels for care homes
- Business growth and sustainability
For people using services, CQC ratings provide a trusted indicator of care quality, helping them make informed decisions about where to receive care.
In recent years, CQC’s assessment approach has evolved significantly. The Single Assessment Framework (SAF) remains the current framework, but CQC is now rebuilding its approach following independent reviews by Dr Penny Dash, Professor Sir Mike Richards and the Care Provider Alliance. CQC has developed draft sector-specific assessment frameworks for adult social care, mental health care, primary and community care, and hospitals. CQC’s March 2026 update confirms that the five key questions remain central while the new frameworks are refined, piloted and tested.
For providers, the practical message is twofold: maintain readiness under the current framework, while keeping sight of the direction of travel. CQC’s 2026 pilot programme is testing the revised approach between June and October 2026, alongside—not instead of—existing inspections, before wider implementation.
The legal foundations of CQC inspections
Every provider should be familiar with the legislation underpinning inspections, including:
- Health and Social Care Act 2008
- Health and Social Care Act 2008 (Regulated Activities) Regulations 2014
- Mental Capacity Act 2005
- Care Act 2014
- Equality Act 2010
- Human Rights Act 1998
Which services does the CQC inspect?
The CQC regulates a wide range of health and social care providers in England, including:
- Residential care homes
- Nursing homes
- Domiciliary (home) care agencies
- Supported living services
- GP practices
- Dental practices
- Independent hospitals
- Community healthcare providers
- Hospices
- Mental health services
- Ambulance services
Although the same statutory regulator and five key questions provide a common foundation, inspection methods, evidence sources and regulatory expectations vary by sector. This distinction is becoming more important as CQC develops sector-specific assessment frameworks.
Read more about it
Your complete guide to achieving outstanding results from your CQC inspection
We take you through the CQC’s Single Assessment Framework (SAF) and examine what you’ll need to be prepared for. Download the checklist and discover how to confidently showcase your commitment to outstanding care and achieve top marks from the CQC.
How the CQC inspection process works
One of the biggest misconceptions is that inspections begin when inspectors arrive on site.
In reality, inspections often begin long before the visit itself.
1. Continuous monitoring
Under the current assessment approach, CQC gathers information from a range of sources to decide what evidence it needs, when further assessment is appropriate and whether an on-site inspection is required. Sources may include:
- Previous inspection findings
- Notifications submitted by providers
- Safeguarding concerns
- Complaints
- Feedback from people using services
- Local authority intelligence
- NHS partners
- Workforce information
- Performance indicators
This allows the regulator to build a picture of service quality over time rather than relying on a single inspection day.
Further reading:
- Single Assessment Framework: https://www.cqc.org.uk/guidance-regulation/assessment
2. Before the inspection
Depending on the service and level of risk, inspections may be announced or unannounced.
Before visiting, inspectors may review:
- Policies and procedures
- Governance records
- Quality assurance audits
- Training compliance
- Accident and incident data
- Complaints
- Staffing information
- Medicines management records
- Risk assessments
Providers who maintain organised, up-to-date records throughout the year are generally much better positioned than those trying to prepare everything at short notice.
Expert insight:
Strong documentation alone won’t secure a positive inspection outcome. Inspectors are looking for evidence that policies are implemented in practice, reviewed regularly and lead to measurable improvements.
3. During the inspection
Inspection activities typically include:
- An opening meeting with senior leaders
- Observations of care delivery
- Interviews with managers and staff
- Conversations with people using services and their relatives
- Review of care records
- Examination of governance documentation
- Medicines audits
- Infection prevention and control checks
- Environmental observations
Rather than relying on a checklist, inspectors build a body of evidence to determine whether services consistently meet the Fundamental Standards.
4. After the inspection
Following the visit, the CQC analyses all available evidence before producing a draft report.
Providers normally have 10 working days from the date CQC emails the draft report to submit factual accuracy comments. The process is intended to identify factual errors or incomplete evidence; supporting evidence should relate to the position at the time of the assessment. Action taken after the inspection can be reported, but it will not normally change the judgement or rating based on the evidence gathered at the time.
It is also important to distinguish the available routes for challenge. Factual accuracy comments address errors or incomplete evidence in the draft report. A complaint concerns how CQC has carried out its work. After a rating is published, a rating process review is limited to whether CQC followed the correct quality-control process; it is not a fresh reconsideration of the evidence simply because a provider disagrees with the judgement or rating.
Where a published rating is eligible for review, CQC’s current guidance says a rating process review request must normally be submitted within 15 working days of publication and must identify how the rating process was not followed correctly.
Where concerns are identified, the CQC may:
- Issue Requirement Notices
- Issue Warning Notices
- Impose conditions on registration
- Undertake further inspections
- Take enforcement action where necessary
More information:
- CQC enforcement policy: https://www.cqc.org.uk/guidance-providers/regulations-enforcement/enforcement-policy
- CQC factual accuracy guidance: https://www.cqc.org.uk/guidance-regulation/providers/assessment/assessing-quality-and-performance/factual-accuracy-check/how-respond
- CQC rating process review guidance: https://www.cqc.org.uk/guidance-regulation/providers/assessment/assessing-quality-and-performance/rating-process-review
Practical inspection-readiness actions
- Make sure leaders can explain the service’s highest risks, current improvement priorities and the evidence behind them.
- Sample records regularly and check that written procedures match what staff actually do in practice.
- Track audit, incident, complaint and feedback actions through to completion, then verify whether the change improved outcomes.
- Test staff understanding through supervision, observation and competency checks rather than relying on training-completion percentages.
- Keep evidence accessible and current so the organisation can demonstrate quality without a last-minute inspection exercise.
- Agree clear ownership: registered managers or service leads should understand day-to-day quality and risk; nominated individuals or senior leaders should be able to demonstrate oversight, challenge and follow-through on improvement actions.
Understanding the current CQC assessment framework — and what is changing
The Single Assessment Framework remains CQC’s current assessment framework. It uses the five key questions, Quality Statements and evidence categories to support judgements about quality. However, it should now be understood as the current framework during a period of regulatory transition rather than the settled future model.
Following the Dash, Richards and Care Provider Alliance reviews, CQC accepted the need for greater clarity, consistency and sector relevance. Its current proposals move toward sector-specific frameworks, reintroduce rating characteristics and supporting key lines of enquiry, and remove scoring from the future assessment methodology. CQC has emphasised that these changes are being tested and refined through consultation and pilots before wider implementation.
Further reading
- CQC – Quality Statements: https://www.cqc.org.uk/guidance-regulation/providers/assessment/assessment-framework
- CQC’s consultation response on the proposed changes: https://www.cqc.org.uk/about-us/how-we-involve-you/consultations/initial-response-public-consultation-better-regulation-better-care
- CQC draft sector-specific framework background: https://www.cqc.org.uk/about-us/how-we-involve-you/consultations/definition-and-purpose-our-assessment-frameworks
Why did the CQC introduce the Single Assessment Framework?
The previous inspection model relied heavily on scheduled inspections and the Key Lines of Enquiry (KLOEs). While effective, it didn’t always provide a complete picture of how a service was performing between inspections.
The Single Assessment Framework was designed to:
- Create greater consistency across different sectors.
- Assess providers more continuously rather than at fixed intervals.
- Make greater use of data, feedback and intelligence.
- Focus on outcomes for people using services.
- Reduce duplication while improving transparency.
Rather than asking providers to prepare for one inspection event, the framework encourages organisations to build quality improvement into everyday practice.
This describes the rationale for the SAF when it was introduced. CQC has since acknowledged shortcomings identified through independent reviews and provider feedback and is using that learning to develop the next, sector-specific approach.
Expert tip
Providers should avoid designing internal assurance around a single version of the framework. Focus on durable fundamentals—safe care, people’s experience, competent staff, effective governance, learning and measurable improvement—while monitoring CQC’s sector-specific guidance as the 2026 pilots progress.
The five key questions remain
The five core questions remain central under the current SAF and are also retained in CQC’s draft sector-specific frameworks:
| Key question | What inspectors want to understand |
|---|---|
| Safe | Are people protected from avoidable harm and abuse? |
| Effective | Does care achieve positive outcomes using evidence-based practice? |
| Caring | Are people treated with kindness, dignity and compassion? |
| Responsive | Are services organised around people’s individual needs? |
| Well-led | Is there effective leadership, governance and a culture of improvement? |
Every piece of evidence collected contributes towards one or more of these areas.
What are quality statements?
Under the current Single Assessment Framework, Quality Statements describe the behaviours, processes and outcomes CQC expects providers to demonstrate.
They replaced the previous detailed Key Lines of Enquiry (KLOEs). However, CQC’s proposed sector-specific frameworks are moving in the opposite direction: supporting KLOEs would replace the current Quality Statements and would sit alongside reintroduced rating characteristics. This proposed change is intended to provide greater clarity and sector-specific detail.
Rather than asking:
“Do you have a policy?”
Inspectors are more likely to ask:
“How does this policy improve outcomes for people using your service?”
This subtle change places greater emphasis on evidence of impact, rather than simply the existence of documentation.
For example, a medicines policy alone carries little value if there is no evidence that:
- staff understand it,
- competency is assessed,
- audits identify issues,
- corrective actions are implemented,
- improvements are sustained.
The six evidence categories explained
Perhaps the biggest opportunity for providers is understanding how inspectors gather evidence.
Under the current SAF, CQC groups evidence into six categories to help build a rounded picture of service quality. Providers should treat these as part of the current approach and continue to monitor sector-specific guidance as the revised frameworks are finalised.
| Evidence Category | Examples of Evidence |
| People’s experiences | Interviews, surveys, compliments, complaints, Healthwatch feedback |
| Feedback from staff and leaders | Interviews, supervision records, whistleblowing culture |
| Processes | Policies, governance systems, audits, training records |
| Outcomes | Care quality indicators, improvement projects, incident trends |
| Observation | Care delivery, staff interactions, environmental standards |
| Partner feedback | Local authorities, Integrated Care Boards, safeguarding teams |
Expert insight
This is why providers sometimes feel an inspection “came out of nowhere.” In reality, inspectors may already have months of intelligence gathered from safeguarding referrals, notifications, complaints, commissioners and previous inspections before arriving on site
Using feedback to demonstrate improvement
Feedback is strongest when a provider can show what changed because of it. This includes feedback from people using services, families, staff, advocates and partner organisations. Rather than simply recording surveys or complaints, leaders should identify themes, assign actions, communicate what has changed and check whether the change improved people’s experience or outcomes.
Worked example: repeated family feedback identifies inconsistent communication about appointment changes → leaders review the process and clarify responsibilities → staff are briefed and the process is updated → follow-up feedback checks whether communication has improved → the outcome is shared with staff and families.
The same principle applies to staff feedback and training. For example: a supervision theme identifies uncertainty about escalation → leaders confirm the underlying knowledge gap → targeted learning and coaching are provided → competency is observed in practice → incidents and follow-up audits are reviewed to confirm the change has been embedded.
What stronger CQC evidence can look like
One of the biggest misconceptions about CQC inspections is that more paperwork equals better compliance.
It doesn’t.
Under the Single Assessment Framework, inspectors aren’t assessing how many policies or audits you have—they’re assessing whether your systems consistently deliver safe, effective, person-centred care.
A policy is only valuable if it’s understood, followed and leads to better outcomes. Likewise, completing an audit isn’t enough unless it results in meaningful improvements.
The strongest evidence tells a clear story:
Issue identified → Cause understood → Action taken → Impact measured → Learning embedded
This is the difference between demonstrating compliance and demonstrating a culture of continuous quality improvement.
The examples below are illustrative and are not official CQC rating characteristics or a guarantee of any particular rating. CQC reaches judgements using the evidence available, professional judgement and the methodology applicable at the time of assessment.
Illustrative examples of increasingly mature evidence
| CQC Domain | Basic evidence | Stronger evidence | More mature evidence |
| Safe | Risk assessments are completed but rarely reviewed. | Risks are reviewed regularly and actions are documented. | Risk trends are analysed, improvements are implemented proactively and incident rates reduce over time. |
| Effective | Staff complete mandatory training. | Staff complete training and competency assessments. | Learning is reinforced through supervision, observation and measurable improvements in practice. |
| Caring | Care plans are in place. | Care plans reflect people’s individual preferences and changing needs. | People and families consistently describe personalised care that exceeds expectations. |
| Responsive | Complaints are recorded. | Complaints are investigated and responded to appropriately. | Feedback drives measurable service improvements and is shared across the organisation. |
| Well-led | Governance meetings are held. | Audits, action plans and risk registers are reviewed regularly. | Leaders use governance data to drive continuous improvement, with clear evidence that learning is embedded across the service. |
The CQC evidence cycle
Inspectors are looking for more than isolated documents—they want to see evidence of a continuous improvement process.
| Stage | Example |
| Identify | A medication audit highlights recurring recording errors. |
| Investigate | Managers complete a root cause analysis and identify training gaps. |
| Improve | Staff receive targeted training and medication procedures are updated. |
| Review | A follow-up audit confirms a significant reduction in errors. |
| Embed | Learning is shared through governance meetings, supervision and policy updates. |
Five areas providers should pay close attention to
The relevance and weight of evidence will vary by sector, service and inspection scope. The following are practical areas that commonly warrant close provider oversight; they should not be interpreted as a formula for achieving a particular rating.
Several examples below, such as medicines management, falls prevention, care planning and family involvement – are most directly applicable to adult social care. Providers in hospitals, mental health, primary and community care, ambulance services, dentistry and other sectors should apply the same underlying principles using the evidence and terminology relevant to their service.
1. Governance
Strong governance underpins almost every successful inspection.
Inspectors want to see:
- Regular audits
- Action plans
- Risk registers
- Board oversight
- Continuous improvement
- Learning from incidents
Governance is closely linked to Regulation 17, which requires providers to maintain effective systems for monitoring and improving service quality.
2. Safe care and treatment
Regulation 12 requires providers to deliver safe care while identifying and mitigating risks.
Depending on the sector, service and inspection scope, inspectors may examine:
- Medicines management
- Risk assessments
- Infection prevention
- Falls prevention
- Equipment maintenance
- Clinical decision-making
3. Staffing
Staffing remains one of the most scrutinised inspection areas.
Inspectors may review:
- Recruitment
- DBS checks
- Training compliance
- Competency assessments
- Supervisions
- Appraisals
- Staffing levels
Training completion is only one part of workforce assurance. Providers should be able to show how learning needs are identified, how competency is assessed in practice, and how learning is reinforced through supervision, observation, incidents, reflective discussion and follow-up audits. A high training-completion percentage does not, by itself, demonstrate that staff can apply learning safely and consistently.
According to Skills for Care, workforce recruitment and retention remain among the biggest challenges facing adult social care providers, making effective workforce planning increasingly important.
Further reading:
- Skills for Care Workforce Intelligence: https://www.skillsforcare.org.uk/Adult-Social-Care-Workforce-Data/workforceintelligence/home.aspx
4. Person-centred care
High-performing providers consistently demonstrate that care is tailored around individuals rather than organisational processes.
Inspectors often examine:
- Care planning
- Choice and independence
- Communication
- Capacity assessments
- Consent
- Family involvement
Relevant legislation includes:
- Mental Capacity Act 2005: https://www.legislation.gov.uk/ukpga/2005/9/contents
- Care Act 2014: https://www.legislation.gov.uk/ukpga/2014/23/contents
5. Leadership and culture
Leadership and organisational culture are important sources of evidence under the well-led key question, although their significance will depend on the service, context and evidence gathered.
Inspectors frequently ask:
- Do staff feel supported?
- Can staff raise concerns?
- Is learning shared?
- Does leadership drive improvement?
- Are people listened to?
Strong leadership evidence may include:
- Open communication
- Visible leadership
- Learning culture
- Innovation
- Continuous quality improvement
These characteristics align closely with the CQC’s expectations for the well-led key question.
Common mistakes providers make
Many providers still prepare for inspections using outdated assumptions.
The most common mistakes include:
- Updating policies just before inspection.
- Completing audits without documenting actions.
- Coaching staff instead of building understanding.
- Treating governance as an annual exercise.
- Ignoring complaints until inspection approaches.
- Waiting for inspectors before identifying improvement opportunities.
The highest-performing providers don’t prepare for inspections—they prepare for excellent care every day.
Themes CQC inspectors may explore with staff and leaders
CQC does not use a standard interview script. Questions and lines of enquiry will vary according to the sector, the scope of the inspection, regulatory intelligence and what inspectors encounter during the visit. The examples below are illustrative and non-exhaustive; they are intended to show the themes staff and leaders may need to explain, not answers to rehearse.
Questions for registered managers
Inspectors often explore leadership, governance and continuous improvement.
Illustrative themes and questions may include:
- How do you know your service is providing good-quality care?
- What are your biggest risks and how are they managed?
- Can you show examples of improvements you’ve made following audits or incidents?
- How do you monitor staff competency?
- How do you ensure people receive person-centred care?
- What systems do you have in place to monitor complaints?
- How do you ensure compliance with Regulation 17 (Good Governance)?
- How do you encourage staff to raise concerns?
- Can you provide evidence that lessons learned are shared across the service?
- What improvements have you made since your last inspection?
Best practice:
Whenever possible, answer with evidence rather than opinion. For example, instead of saying “We monitor medicines carefully,” demonstrate medication audit results, action plans and follow-up audits showing sustained improvement.
Questions for care staff
Inspectors want reassurance that frontline staff understand both policies and practical application.
Illustrative themes and questions may include:
- How would you recognise and report a safeguarding concern?
- Where medicines are within your role, what would you do if a person refused medication?
- How do you maintain dignity and privacy?
- How do you support people to make choices?
- What would you do if you witnessed poor practice?
- How do you report an incident or near miss?
- How do you know when a care, treatment or support plan relevant to your service has changed?
- How do you protect people from infection?
- How do you escalate concerns to managers?
Preparation should therefore focus on genuine understanding. Staff should know where to find relevant information, understand why procedures exist and be able to explain how they apply them in practice; coaching staff to deliver scripted answers is unlikely to provide reliable assurance.
Questions for people using services and families
CQC also gathers first-hand feedback from people who use services and, where appropriate, families, carers, advocates or representatives. The exact approach will vary by sector and service type.
Questions often include:
- Do staff treat you with kindness and respect?
- Do you feel safe?
- Are you involved in decisions about your care?
- Do staff respond quickly when you need help?
- Would you recommend this service?
- Have you ever raised a concern and was it resolved?
This feedback forms an important part of the evidence inspectors use when assessing the Safe, Caring and Responsive key questions.
Final thoughts: Great care doesn’t start when the inspectors arrive
The best providers don’t prepare for inspections; they build organisations that are always ready to be inspected.
While policies, audits and documentation remain important, modern CQC inspections focus on something much broader: whether your organisation can consistently demonstrate that people receive safe, effective, compassionate and person-centred care.
Whatever assessment framework applies, inspection readiness should not be a one-off project. The regulatory methodology is evolving, but the underlying disciplines—good governance, competent staff, listening to people, learning from concerns and demonstrating measurable improvement—remain central to high-quality care.
Every audit completed, every incident investigated, every complaint resolved and every staff member supported contributes to the evidence that inspectors see.
Ultimately, a successful CQC inspection isn’t about impressing inspectors for a day. It’s about building systems, leadership and a culture that delivers high-quality care every day of the year.
FAQs
Common questions asked about CQC inspections.
A CQC inspection is an assessment carried out by the Care Quality Commission to determine whether regulated health and social care services meet the Fundamental Standards and deliver safe, effective, caring, responsive and well-led care. Inspectors gather evidence through observations, interviews, care records, policies and feedback from people using the service to assess the overall quality of care.
During a CQC inspection, inspectors may observe care or treatment, speak with staff and people using the service, review relevant records and examine governance arrangements. The exact activity varies by sector, service type, inspection scope and the evidence CQC needs to gather.
CQC inspections can be either announced or unannounced, depending on the type of service and the purpose of the assessment. Most inspections of care homes and nursing homes are unannounced, allowing inspectors to observe day-to-day practice and gain an accurate picture of the quality of care being provided.
There is no fixed schedule for a CQC inspection. The Care Quality Commission now uses a risk-based, continuous assessment approach, meaning inspection frequency depends on factors such as previous ratings, safeguarding concerns, statutory notifications, complaints and other regulatory intelligence.
During a CQC inspection, inspectors consider whether services are safe, effective, caring, responsive and well-led. The evidence examined varies by sector and may include people’s experiences, staff knowledge, leadership, governance, risk management, records, safeguarding, clinical or care processes and evidence of improvement.
Providers should be able to quickly access documents that demonstrate safe, effective and well-governed care. These commonly include: Policies and procedures, care plans, risk assessments, medication records, staff training records, supervision and appraisal records, incident and safeguarding logs, audit reports, governance meeting minutes, complaints and compliments and service improvement action plans.
Inspectors may also request additional records depending on the type of service and the scope of the assessment. These are illustrative examples rather than a universal document list. Hospitals, mental health, primary care, community services, ambulance services and dentistry may need to provide different clinical, operational or governance records relevant to their sector.
A CQC assessment is the broader process used to gather and evaluate evidence about quality. An on-site inspection is one method CQC may use within that assessment process; evidence may also be gathered through off-site activity and information from other sources.
The most effective way to prepare for a CQC inspection is to embed quality assurance, governance and continuous improvement into everyday practice. Regular audits, up-to-date care records, effective risk management, staff training and strong leadership all help demonstrate that safe, high-quality care is consistently being delivered.
Following a CQC inspection, the Care Quality Commission reviews all of the evidence collected before preparing a draft report. Providers are given the opportunity to identify any factual inaccuracies before the final report and inspection rating are published.
A service rated “Requires Improvement” has not consistently met the standards expected by the CQC. Providers are usually expected to implement an improvement plan, address any identified concerns and demonstrate progress through future assessments or inspections.
Yes. Providers normally have 10 working days from receipt of the draft report to submit factual accuracy comments about incorrect facts or incomplete evidence. Supporting evidence should relate to the position at the time of assessment. After publication, a rating process review is limited to whether CQC followed the correct rating process; complaints are handled through a separate route.
The Single Assessment Framework remains CQC’s current approach, using the five key questions, Quality Statements and evidence categories. CQC is simultaneously piloting sector-specific frameworks during 2026, with proposed changes including supporting KLOEs, rating characteristics and removal of scoring. Providers should therefore follow current guidance while monitoring CQC’s improvement programme for implementation updates.
Regulation 17 of the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014 requires providers to maintain effective governance systems. This includes monitoring service quality, identifying risks, maintaining accurate records and continuously improving the safety and effectiveness of care.
Yes. Complaints are one of several intelligence sources used to inform CQC inspections. Inspectors may review complaints alongside safeguarding concerns, statutory notifications, incidents and feedback from people using the service to help determine where regulatory attention is needed.
Yes. Depending on the sector and service, inspectors may speak with people using services, families, carers, advocates or representatives to understand their experiences. CQC can compare this feedback with observations, records, staff feedback and other evidence.
