Using CQC Quality Statements to Evidence Effective Partnership Working and Multi-Agency Coordination
Effective partnership working is a critical component of CQC quality statements, requiring providers to demonstrate how they coordinate care with other professionals, services and agencies. This includes working with healthcare providers, local authorities, families and advocates to ensure that support is safe, consistent and responsive. These expectations begin at CQC registration, where providers must show how they will integrate with wider systems. The key challenge is evidencing that partnership working is effective, timely and focused on outcomes.
Moving from communication to coordination
Partnership working is not just about sharing information. It involves coordinated action, shared understanding and clear accountability. Providers must demonstrate that they actively engage with other professionals and contribute to joint decision-making.
This requires clear communication systems, defined roles and consistent follow-up. Providers should be able to show how information is shared, how decisions are made and how actions are implemented.
Embedding multi-agency working into daily practice
Multi-agency working should be visible in everyday care. This includes involvement in reviews, communication with healthcare professionals and coordination with families. Staff should understand when to involve other professionals and how to escalate concerns.
Records should clearly reflect multi-agency involvement, including decisions, actions and outcomes. This provides evidence that care is coordinated and responsive.
This area sits within a wider set of CQC priorities covering inspection readiness, governance and compliance. These are brought together in our CQC inspection readiness and governance hub for adult social care.
Operational example 1: coordinating care following hospital discharge
Context: A person returns home after hospital discharge with new care needs requiring input from multiple professionals.
Support approach: The provider coordinates with healthcare teams, family members and other services to develop a comprehensive support plan.
Day-to-day delivery detail: Staff implement agreed care plans, monitor progress and communicate updates to relevant professionals. Managers ensure that reviews are scheduled and information is shared effectively.
How effectiveness is evidenced: Evidence includes coordinated care plans, consistent communication records, improved outcomes and positive feedback from professionals and family.
Operational example 2: managing complex behavioural support
Context: A person with complex behavioural needs requires input from specialists, including psychologists and support workers.
Support approach: The provider works collaboratively with specialists to develop and implement a behavioural support plan.
Day-to-day delivery detail: Staff follow agreed strategies, record behaviour patterns and participate in reviews. Managers ensure that communication with specialists is ongoing and effective.
How effectiveness is evidenced: Evidence includes reduced incidents, consistent staff practice, clear records and positive feedback from specialists.
Operational example 3: supporting safeguarding through multi-agency collaboration
Context: A safeguarding concern requires involvement from local authorities, healthcare professionals and the provider.
Support approach: The provider follows safeguarding procedures and works collaboratively with all parties to ensure safety and resolution.
Day-to-day delivery detail: Staff provide information, attend meetings and implement agreed actions. Managers ensure that communication is clear and timely.
How effectiveness is evidenced: Evidence includes safeguarding records, meeting notes, action plans and outcomes demonstrating effective resolution.
Commissioner expectation
Commissioner expectation: Commissioners expect providers to demonstrate effective partnership working, with clear evidence of coordination, communication and shared accountability. This includes measurable outcomes and consistent practice.
Regulator / Inspector expectation
Regulator / Inspector expectation: CQC will expect providers to show that care is coordinated with other services and professionals. Inspectors will look for evidence of communication, joint decision-making and outcomes.
Governance and oversight of partnership working
Effective governance includes regular review of multi-agency involvement, communication records and outcomes. Providers should identify patterns, such as delays or gaps in coordination, and take action to address them.
Leadership oversight should ensure that partnership working is embedded into service culture, with clear accountability and continuous improvement. This supports better outcomes and strengthens assurance.
When partnership working is fully integrated into quality statements, providers can demonstrate that care is coordinated, responsive and aligned with wider systems.