Board-Level Oversight of Outcomes and Quality Measurement
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CQC does not view outcomes as an operational issue alone. Under the Quality Statements, inspectors expect boards and senior leaders to demonstrate active oversight of outcomes, impact and quality measurement.
This expectation links outcomes directly to governance and leadership and the wider provider assurance framework. Outcomes must inform challenge, decision-making and improvement.
What Board-Level Oversight of Outcomes Looks Like
Effective oversight means more than reviewing dashboards. Boards should understand what outcomes are being measured, why they matter, and what they reveal about service quality.
Moving Beyond Activity and Compliance Metrics
CQC is clear that outputs alone are insufficient. Boards should receive insight into lived experience, quality of life and service impact.
This includes understanding limitations in data.
Using Outcomes to Drive Strategic Challenge
Boards should use outcomes evidence to ask informed questions about service models, workforce capability and risk.
This demonstrates leadership engagement.
Linking Outcomes to Risk and Safeguarding Oversight
Outcomes data should inform risk registers, safeguarding assurance and restrictive practice monitoring.
Triangulating Outcomes at Governance Level
Boards should expect triangulation between data, audits, complaints and feedback.
Single-source reporting is a red flag.
Recording Challenge and Decision-Making
Minutes should reflect how outcomes evidence influences decisions.
This provides strong inspection evidence.
Continuous Improvement and Learning
Boards should monitor how learning from outcomes leads to improvement.
This closes the governance loop.
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