Job Title Director of Intelligence

Job Purpose  Leads delivery of the CQC’s strategic plan in relation to

intelligence and insight, as set out in Shaping the Future, to
implement CQC’s strategic priority to become an intelligence
driven regulator by 2021.

 Leads the transformation in how CQC uses information,

evidence and insight to decide when, where and what to
inspect, and to inform the judgements of whether health and
adult social care services are safe, effective, caring, well-led
and responsive to people's needs.

 As part of the CQC strategic leadership team, takes a

collaborative approach to build an intelligence driven regulator
that makes analytical insight a part of CQC’s day to day
operational approach to inspection, working closely with Chief
Inspectors and their teams.

 As part of the Strategy & Intelligence Directorate leadership

team, jointly takes responsibility for making the Directorate as
effective and efficient as it can be in supporting CQC’s
operations, and manages and supports staff through
associated changes.

 Leads on engagement and collaboration with CQC’s

stakeholders and partners from the public and private sector
to ensure better data sharing, promote the use of robust
analysis, makes effective use of the latest methodologies in
data science and analytics, and explores different ways of
delivery for CQC’s analytical functions.
Accountabilities Monitoring and insight
 Oversee design and implementation of an intelligence
operating model in line with the overall strategic goal of CQC
to become an intelligence-driven regulator.
 Lead ongoing development and implementation of ‘CQC
Insight’, as a single place for all information CQC holds about
a regulated service, enabling CQC to better decide what and
when to inspect.
 Coordinate development of suites of meaningful risk metrics
and positive indicators of good quality care across all care
sectors, and appropriate tools to enable monitoring and
reporting of risk and good quality care across pathways,
population groups and geographical areas.
  Build an expert, professional analytical workforce that is fit for
purpose and retains the ability to deliver useful insight to the
organisation – and alongside the CQC Academy identify ways
for making analysis and insight part of CQC’s wider
professional skill set.
 Lead on ongoing evaluation of CQC’s analytical methods and
approach, including identifying and exploiting any predictive
capability in the risk model, and publish methodologies, data
and analyses as appropriate.
Enabling inspections
 Ensure the delivery of timely, comprehensive analysis,
interpretation and advice to inspection teams about risks to
the quality of care at registered providers, or their
improvement.
 Oversee analytical support to all inspection and assessment
based activities to help ensure judgements are fair and
evidence-based.
 Working with colleagues across CQC, develop analytical
models to support the regulation of new models of care,
including greater focus on populations, pathways and place.
Qualitative data
 Oversee development of approaches to the capture and
processing of qualitative care data from internal CQC
activities, partner organisations and from external sources –
including methodologies for classification, grading and
automated analysis of qualitative care data, to strengthen
CQC Insight to inform CQC’s inspections.
 Build CQC’s capacity to respond to new technologies that
may assist CQC understanding of qualitative data, working
closely with CQC colleagues as part of our digital strategy.
Thematic activity and publications
 Oversee methodologies and analysis to inform CQC’s
‘thematic activity’, such as national or local reviews and
CQC’s annual State of Care report to Parliament, and ensure
accurate and insightful analysis for CQC’s publications.
 Explore the publication of CQC analysis of its own data and
insight, to further public and academic debate about the
quality of care, and encouraging services to improve.
Data and Information Sources
 Work with NHS Digital, ONS and other organisations to
ensure that CQC has access to international, national and
local datasets required to inform its work, including new
 routine and ad hoc data collection programmes.
 Oversee the CQC surveys programme and associated
National Statistics, working with internal and external
stakeholder group to assure organisational credibility and
effective communications.
Information management
 Responsible for the management and usage of data and
information, ensuring that data is collected, stored and
managed in accordance with current governance and security
policies and procedures.
 Lead for data quality assurance: ensure the quality of data
through the application of rigorous data checking and
cleansing procedures.
Collaborative working
 As CQC representative on the National Information Board,
lead thinking on the opportunities available to improve data
and encourage digital maturity across health and care.
 Engage with stakeholders from the public and private sector
to encourage improved data sharing, the effective use of
methods in analytics and data science – including through
new technologies – and explores different modes of delivery
for the Intelligence Unit, including joint working with other
national bodies.
 Build relationships with other regulators and ALBs to provide
leadership around data development priorities; create
partnerships for efficiency, reduction in duplication and
alignment of quality measurement.

Leadership and Management

 Actively represent CQC, supporting the executive team in
leading CQC as an innovative, transparent and accountable
organisation focused on making sure health and social care
services provide people with safe, effective, compassionate,
high-quality care.
 Working with the CQC Academy, lead the professional
development of the Intelligence Unit, and other CQC staff
where appropriate, to enable CQC to monitor, inspect and
rate and encourage services to improve through better use of
analysis and insight.
 As part of the Strategy & Intelligence Directorate leadership
team, jointly takes responsibility for leading the Directorate,
role-modelling CQC’s values and behaviours, and supporting
teams and individuals to become an effective and efficient
Directorate.
Specific skills
Essential:
and experience
 Proven track record of success in leading the development
and implementation of information and/or analytical strategies
to generate accurate and reliable information on the quality of
service provision.
 Thorough knowledge of applying rigorous evidence-based
analysis and the communication of this analysis to support
operational decision making and problem solving amongst
non-analysts.
 Excellent analytical skills, supported by high intellectual
capacity, and experience in the development and delivery of
appropriate analytical and modeling tools.
 Strong understanding of opportunities presented by data
science and ability to assess their suitability for various
environments.
 Excellent written and verbal communication skills, and ability
to present complex, highly detailed or technical information in
a simple, accessible and easily understood format.
 Experience of developing and delivering information policies
which take account of corporate or service-wide initiatives.
 Experience in managing operationally focused analytical
teams to deliver to quality and time.
 Ability to think and act strategically in developing practical,
innovative and creative solutions to complex issues.
 Significant experience of developing effective relationships at
senior level, with high level of credibility with internal and
external stakeholders across competing interests
 Highly developed personal influencing and communication
skills, including excellent writing skills and presenting to
Boards, Executive Teams and external audiences
 Strong commitment to quality in all aspects of the Care
Quality Commission’s work and in all aspects of health and
social care service provision nationally.
 Personally credible, with a professional demeanour that
generates the trust of audiences from a range of backgrounds
and at all levels within and outside the Care Quality
Commission.
 Strong leadership and team-building skills, supported by the
ability to motivate and maintain high levels of performance
across multi-disciplinary or specialist staff.
 Experience of change management and implementing major
change programs in high performing, diverse businesses
 together with the ability to influence change in others.
 Highly corporate, strong team player and team builder,
embodying CQC’s values.
 Degree level qualification

Desirable:
 An understanding and/or experience of the health and social
care sector, central government, regulation, policy,
consultancy or economic analysis
 Education at post-graduate level

Leadership Values & Behaviours

Excellence

 Takes responsibility for effective delivery of service area outputs,

securing quality outcomes and continuous improvement

 Understands the characteristics of high performing teams and drives

delivery in a way that is supportive of our values

 Simplifies complexity and makes decisive decisions

 Links clear and realistic individual goals to that of the organisation and
the team

 Demonstrates pride in the organisation and its purpose

 Effectively manages performance, engaging staff through the provision

of constructive feedback and recognition

 Understands the need for effective management of resources to secure

best value and mitigate risk e.g. financial and management information.
Uses management assurance and risk management practices
appropriately

 Facilitates creative thinking and innovative problem solving, promoting

the importance of continuous learning and improvement

Caring

 Demonstrates a visible and accessible approach, investing time with

teams and individuals in order that they feel valued and supported

 Adopts a coaching approach, practising robust and honest

 conversations, giving and receiving feedback on performance

 Acts with emotional intelligence to improve employee wellbeing and

satisfaction in the workplace

 Demonstrates dignity and respect by valuing the contribution of all

team members

Integrity

 Puts the purpose of the organisation at the heart of everything done

 Strives to do the right thing, through role modelling an authentic

leadership style and ensuring actions reflect promises

 Takes a constructive approach to mistakes as part of a learning

experience and has the confidence to speak up when things don’t
seem right

 Values different styles, perspectives, backgrounds and experiences,

supporting a diverse, open and inclusive culture

 Acts as an ambassador for service area, the directorate and CQC,

demonstrating the highest professional standards in relationships with
both internal and external stakeholders

Teamwork

 Facilitates the sharing of best practice across CQC, promoting cross-

organisational learning and genuine collaboration

 Maximises team strengths to enhance team performance

 Champions change by building adaptable and resilient teams. Involves

others in developing solutions, is responsive to feedback and evaluates
the impact of change

 Effectively communicates and shares information in a timely manner to

bring about sustainable, positive improvement

 Understands how to link performance management and development

so that teams and individuals are supported with their professional and
personal growth