EPSO Future Strategy and Vision: Building a Sustainable Network of Supervisory Organisations in Health and Social Care

1. EPSO-Future Strategy and Vision:Onwards to a sustainable network of supervisory organisations in Health and Social Care Based on the EPSO board Presentation in Porto, 12 April 2019 EPSO FUTURE- Strategy and Vision 2019

2. EPSO • Associated EPSO partners • 18 Supervisory organisations in Health Services and Social Care in 16 European Countries. • EPSO objectives • Connect between supervisory organisations; • Bring about and improve exchange of ideas, outcome of research, good practice and other information; • Facilitate cross-border contacts between supervisory organisations; • Organise training and education of interest to supervisory organisations; • Conduct and support research about supervision, inspection and regulation. EPSO FUTURE- Strategy and Vision 2019

3. Core values • Open minded “All associated EPSO partners are open minded and dare to make themselves vulnerable if this benefits to improve the quality of supervision.” • Exchange experience “EPSO conferences and working groups create a save environment to exchange experience and ideas with peers.” • Knowledge and innovation transfer “EPSO facilitates and distributes the latest developments and innovation about supervisory practices in Health Services and Social Care” • Partnership “EPSO co-operated in organising peer reviews and country visits to help and develop the national enforcement strategy of EPSO partners “ EPSO FUTURE- Strategy and Vision 2019

4. EPSO Interaction • EPSO Conferences • 2-day conferences about specific topics to improve the quality of health and social care in Europe -twice a year (spring and autumn). • EPSO Working groups • Inter-vision sessions with associated EPSO members that address problems and challenges. Twice a year during a full day previous to the conferences. • EPSO Advisory network • Facilitate EPSO advisory network. Identify and initiate relevant scientific research. • EPSO Knowledge exchange • Facilitate associated EPSO members with questions, peer reviews etc. EPSO FUTURE- Strategy and Vision 2019

5. EPSO interaction • Active participation by EPSO partners • A central contact person • Sent 1- 3 delegates to a meeting – twice a year. • Making contributions to the meetings (speaker, facilitator etc.) and working groups. • Willing to chair a working group where appropriate; • Joining the conferences (with max. of 3 persons) • Financial contribution • Contribution to EPSO ( € 2.000 - € 8.000 per year) • Travel and hotel expenses; • Willing to host the conference ( once in 10 years) EPSO FUTURE- Strategy and Vision 2019

6. EPSO Ambition EPSO Conferences • Maintain conference size up to 50-60 , to ensure that participants feel free to talk • More scientific approach ; • Once per 2 years an international conference with a broader perspective and more participants. EPSO Working groups • More focus on putting the EPSO working group chairs in a chair and active position steering commission or scientific board ; • Working groups per region; • Working groups per topic. EPSO Advisory Network • Scientific explorations and products: make a product that is of added value for the members together with scientific people EPSO FUTURE- Strategy and Vision 2019

7. EPSO Ambition EPSO Knowledge exchange • Create more focus on the EPSO website (e.g. review of conferences, summaries of scientific research, visual input from associated EPSO partners). • More insight about policies (not politics) (e.g. meetings with Partner board members (ceo’s), inventory of policies in the various countries). • EPSO should be a stakeholder for the European Commission; • Move EPSO to more focus on European topics (e.g. ministers ‘red EPSO phone’ EPSO). EPSO FUTURE- Strategy and Vision 2019

8. SWOT Analysis Helpful To Achieving the objective Harmful To achieving the objective S W “Board is very involved” “Joint Office is small and has limited resources” “Joint office has great networking capacity” Internal Origin (attributes of organisation) “Preparation by EPSO can be more direct in feedback to and between partners” “Connects associate EPSO partners” O T “Partnerships are uncertain as a result of political volatile in time” “Connecting with associate EPSO partners boosts national developments” “Social and informal network” External Origin (attributes of evironment) “The added value is the contribution of members” “Interaction in between conferences and working groups can be improved” EPSO FUTURE- Strategy and Vision 2019

9. EPSO Survey - Draft Question 1. Who are you? • What is your profession? • What is your level within the organisation? • Are you an optimist or a pessimist? Question 2. what do you expect from EPSO? • Conferences? • Working groups? • Advisory Network? • Knowledge exchange? EPSO FUTURE- Strategy and Vision 2019

10. Survey – follow up Question 3. what can EPSO expect from you? • A central point of contact. • Host EPSO conference. • Chair working groups. • Sent board members to conference. • Financial contribution. • Other… Question 4. what can EPSO improve? • … • … • … EPSO FUTURE- Strategy and Vision 2019