►
From YouTube: CQC board meeting – June 2017
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
A
So
from
from
that,
we
go
to
apologies
for
absence.
We
have
both
mortar
and
Michael
ma
unable
to
be
here
today.
Can
I
ask
the
board
if
there
any
declarations
of
interest
that
need
to
be
made
very
good.
We
have
the
minutes
of
the
meeting
of
the
25th
of
May.
Are
they
a
true
and
accurate
record
of
everything
we
discussed
good?
A
Thank
you.
Those
are
approved.
We've
got
the
action
log.
A
couple
of
things
there
are
going
to
be
covered
in
in
David's
report.
Is
that
anything
else
that
people
want
to
raise
all
matters
arising
that
aren't
otherwise
covered
on
the
agenda,
in
which
case
David?
We
go
straight
to
your
report.
Please
thanks.
B
B
Performance
on
registration
is
improving
and
you
know
the
increased
volumes
in
April
of
this
year,
over
and
above
previous
month's
NCSC,
as
we've
previously
discussed,
is
continuing
to
embed
the
quite
significant
changes
and
whilst
performance
as
dips,
it's
now
beginning
to
return,
and
we
anticipate
that
will
continue
over
this
next
period.
Our
inspection
is
our
inspection
activity
is
consistent
with
the
ratings.
B
B
A
couple
of
paragraphs
in
relation
to
financial
performance
and
you'll
note
that
this
year
we're
going
to
do
projections
to
the
end
of
the
year
on
each
month
and
will
continue
to
show
those
so
we're
currently
under
spent
by
about
a
million
pounds
for
the
month
of
April
I'll
pause
at
that
point
Peter,
because
the
others
are
by
way
about
that,
rather
than
performance
I'm
not
going
to
go
through
the
attached
slides
with
board.
Colleagues
have
questions
based
on
the
sides,
then
I'm
sure
the
exact
same
will
end
a
bit
to
answer
them
with
me.
A
Did
we
could
it
could
I
ask
and
it
maybe
you
ought
maybe
Eileen
that
those
did
do.
We
know
why
the
number
of
applications
has
gone
up
and
it's
almost
a
50%
increase
over
the
sort
of
normal
run.
Is
there
a
particular
reason?
Do
we
know,
or
is
it
just
just
what's
happened,
so
that
was
my
first
question
and
then
secondly
David
you
said
with
the.
A
C
C
Many
more
things
have
become
what
we
call
compliant
and
remember.
Modernization
is
not
just
about
the
speed,
but
it's
the
quality
of
interaction
that
we
have
and
I'm
delighted
with
the
progress
being
made
there
in
terms
of
the
applications
were
actually
trying
to
understand
that
Peter
to
understand
of
trends
where
they're
coming
from
and
so
we're.
Currently,
if
it's
okay
with
you,
come
back
to
you
with
with
further
data
on
that,
because
we're
actually
looking
at
it
to
understand
it.
Is
there
a
particular
reason:
fine.
D
E
E
Thanks
I
just
wanted
to
cover
things
like
the
new
format,
because
it's
being
done
in
a
different
different
way
and
can
I
just
ask
that
we
don't
go
entirely
to
percentages
on
upon
us
because
they
it's
quite
important.
It's
not
just
an
academic
point
visit
that
we
understand
the
that,
where
we're
seeing
a
percentage
of
places
that
are
inadequate
or
not
improving
that
we
know
how
many
places
that
means
just
in
understanding
there
was
the
magnitude
of
the
problem.
E
Obviously,
these
individual
those
percentages
translate
into
numbers
of
locations
which
translate
into
numbers
of
people
and
I,
just
wouldn't
want
us
to
move
too
far
away
from
the
numbers
of
people
and
on
that
the
I
do
think.
The
rien
spec
shion's
and
the
the
full
quarters
of
being
in
breach
are
at
the
heart
of
this.
For
me
for
the
next
year
or
so,
I
think
that's
that's
really.
The
issue
that
we
will
need
to
focus
on
that.
It's
fun
it
would
be
would
be
a
pity
to
lose
some
of
the
detail.
E
E
So
it's
got
the
full
courses
but
breeches
by
adult
social
care
and
also
by
primary
local
services,
but
it
hasn't.
When
we
come
to
the
re-inspected
locations,
it's
got,
it
has
it.
These
are
overall
figures
for
CQC
rather
than
by
sector
and
I.
Think
I
think
that's
quite
an
important
and
not
a
detail.
That's
quite
important
and
quite
a
core
element
of
what
we
know.
That
I
mean.
A
B
I
commend
the
opportunities
they're,
not
big
issues,
identities
behind
it.
It's
a
present.
Sorry,
we
can
make
those
changes.
The
present
estimation,
the
Delta
six
varieties
and
it's
what's
the
most
helpful
I
agree
with
you
on
the
percentages.
We
were
doing
this
in
the
annual
report
Lewis.
So
what
does
3%
mean
in
terms
of
numbers?
Yeah?
No,
it's
a
good
point.
Robert.
F
And
I,
like
just
a
register
of
welcome
for
some
figures,
really
where
about
what
is
done
about
whistleblowing
information
and
I,
think
you
potentially
significant
that
we
receive
500
or
600
mums
from
members
of
staff.
What
might
be
what
comes
out
of
it
unless
I
got
it
wrong?
Is
that
there
are
a
number
of
different
categories,
many
of
which
might
be
interpreted
as
actually,
if
I
can
put
it
in
a
collector
sense,
nothing
much
happening
about
what
will
be
the
information,
apart
from
it
being
stored.
F
Now
that
may
be
the
entirely
right
accent,
but
when
I
see
a
category
for
the
outcome
is
missing,
yes,
I'm,
not
quite
sure
what
unqualified
whistleblowing
no
outcome
expected
is
I
believe
that
they
remember
of
different
things
there
with
our
different
ways
of
saying
we
received
a
telephone
call,
nothing
happens
and
they
want
to
be
the
doubt
that
may
be
an
oversimplification.
If
it
is
you
so
I
like
to
be
creative,
but
it
is
important.
F
I
think
that
we
continue
to
keep
an
eye
on
the
quality
of
the
information
that
comes
through
and,
even
more
importantly,
the
quality
of
what
we
do
about
it
and
I
think
this
is
a
good
start
if
I
may
say
so
to
that
I,
just
as
a
plea
when
we've
got
lines
that
have
no
point
four
percent
nor
point,
two
percent
I
had
log
Andrea
with
color
down
this
chart.
Those
were
just
there's
a
limit
to
how
much
I
can
magnify
this
online
screen,
but
that's
just
a
leaflet.
That's
a
tiny
point.
G
G
At
the
moment,
59
a.d
registering
because
of
registration
issues,
which
is
entirely
okay,
no
classes
which
are
merging
or
cease
to
trade,
and
that's
all
really
good
work
for
our
registration
department.
We
just
have
to
wait
for
them
to
technically
do
register
and
ten
of
them
have
incorrect,
recording
issues
in
CRM
and
we
analyze
this
every
Friday
we
go
through
our
breaches,
going
to
take
it
so
seriously
in
each
of
the
teams,
and
it's
just
to
say
that
of
those
149
we
are
cap.
A
B
On
the
class
and
so
I
think
on
this,
one
Andrea
will
give
me
some
help
and
I
think
this
might
be
the
place
just
to
mention
the
dispatcher's
program
last
night
and
group
as
well.
So
in
December,
the
competition
and
Markets
Authority
launched
a
study
into
a
Clare
Hall
market
for
people
aged
over
65
and
earlier
in
June,
they
published
an
interim
report
which
made
a
number
of
interim
recommendations
for
how
they
want
to
take
forward
their
work.
B
They're
due
to
publish
a
final
report
in
December
of
this
year,
they're
effectively
looking
at
whether
the
market
in
adult
social
care
works
in
the
interests
of
consumers.
So
it's
a
transparency
about
price.
What
the
offer
is,
etc,
etc,
and
as
consumers
do
residents
have
redress
to
the
consumer
right.
So
it's
a
slightly
different
route
into
this
than
the
route
that
we
take
in
relation
to
the
quality
and
safety
of
provision.
But
it
is
a
piece
of
work
that
they've
come
and
engaged
with
us.
H
H
Think
if
I
was
to
summarize
their
interim
findings,
it
would
be
to
say
this
is
a
market,
but
it
doesn't
work
very
well
on
behalf
of
consumers
and
we
need
to
do
something
more
about
it
and
they
are
continuing
with
the
study
continuing
to
collect
evidence
and
what
they
will
be
doing
over
the
next
six
months
is
really
considering
what
the
remedies
might
be
around
specific
areas
and
that
they've
identified
as
problems.
So
our
position
is
that
we've
welcomed
the
report.
H
We
will
obviously
continue
to
work
with
them,
particularly
because
some
of
these
are
issues
that
we
hear
from
people
who
are
using
services
and
their
families
and
carers,
and
we
know
how
much
distress
that
causes
to
people
and
the
support
that
they
need
and
to
rectify
that.
And
so
we
will
work
with
the
CMA
throughout
the
rest
of
the
year
on
and
they're
continuing
sterday
to
discuss
with
them
and
with
the
government.
H
H
Thank
you
for
the
opportunity
and
I
just
wanted
to
say
a
few
words,
and
so
I
watched
the
Channel
four
dispatches
program
last
night
after
I
got
back
home
after
our
board
dinner
and
I.
Think
the
first
thing
that
I
wanted
to
say
was
that
what
we
witnessed
on
that
program
was
an
appalling
lack
of
care
in
the
Crawfords
walk,
which
was
the
booboo
care
home,
which
the
dispatcher's
program
had
an
undercover
investigator
going
into
and
I
think
any
of
us
watching.
H
That
program
would
say
we
wouldn't
want
that
to
happen
to
anybody
that
we
love
and
it's
utterly
heartbreaking
for
the
people
affected
and
for
their
families
and
people
watching
just
wanted
to
reflect
on
our
engagement
with
this
particular
home
and
to
reassure
the
board
that
we
did
not
need
a
dispatchers
undercover
investigation
to
know
about
the
poor
standards
of
care
at
Crawford's
walk.
We
had
rated
this
home
as
inadequate
last
year
and
we
were
undertaking
a
follow-up
investigation.
H
Think
it's
worth
saying
that
they
have
a
clear
responsibility
to
manage
their
homes
and
to
make
those
homes,
homes
that
are
worth
living
in
and
the
evidence
for
last
night's
program
and
our
own
inspection
show
that
that
in
obligation
is
not
being
met
in
all
of
their
homes.
For
example,
my
inspectors
should
not
be
arriving
at
home
at
six
o'clock
in
the
morning
to
find
older
people
washed
dressed
and
put
back
to
bed.
It's
just
so
unacceptable.
H
We
know
that
many
of
beepers
homes
provide
a
good
standard
of
care
and
others
have
improved
over
the
last
year
and
but
Crawford's
walk
is
not
the
only
home
run
by
beeper.
That
we've
got
concerns
about,
and
we
are
expecting
a
concerted
effort
on
behalf
of
beeper
to
address
those
problems
in
terms
of
what
CQC
is
doing,
as
I've
said
and
for
Crawford's
work.
We
were
already
taking
action
in
relation
to
this
service
and
had
warned
the
company
of
the
consequences
of
failing
to
comply
in
relation
to
poor
services
across
the
country.
H
We
currently
have
3%,
as
you
can
see
in
the
board
report.
3%
of
services
and
rated
is
inadequate.
That's
over
600
services
to
come
to
your
point,
Lewis
about
you
know,
percentages
are
useful,
but
actually
it's
the
actual
locations
and
then
the
impact
on
people,
which
is
the
most
important
thing.
So
that's
over
600
services
are
inadequate
over
20
and
percenter
services
and
nearly
5,000
services
we've
rated,
as
requires
improvement,
and
so
in
each
of
those
services.
The
providers
know
what
their
failings
are.
H
We
know
that
there's
good
care
out
there,
but
we
know
that
there's
not
enough
and
that
not
all
care
is
good
is
good
enough
about
a
fifth
of
services
are
failing
in
one
way
or
another,
and
whilst
we
as
regulators
have
an
important
job
to
do,
I
think
the
other
thing
to
say
is
that
this
has
got
to
be
a
collective
effort
and
it
starts
with
the
providers.
It
starts
with
booper.
It
starts
with
their
staff.
H
E
E
E
So
those
are,
it
is
a
particularly
important
time
for
us
to
get
there
to
get
us
right,
and
if
you
look
back
into
previous
fires
in
care
homes,
you
find
not
just
in
England
but
across
the
UK
you'll
find
that
some
of
the
elements
of
what
people
have
been
talking
about
in
relation
to
Grandpa
are
there
and
including
evacuation
arrangements.
Question
of
whether
people
are
better
to
be
residents
with
mobility.
Problems
are
best
to
be
in
their
rooms
when
there's
a
fire
rather
than
to
be
evacuated
immediately.
E
E
It
does
concern
me
and
then,
and
then
for
us
it's
you
can
see
going
into
a
care
home.
There
is
the
corresponding
concern
that
we
are
then
coming
in
looking
at
fire
safety
and
we're
relying
on
the
same
sort
of
paperwork
which
has
been
potentially
quite
hastily
thrown
together
through
self
assessment
and
we're
relying
on
that
our
inspectors,
who
are
not
necessarily
expert
in
every
aspect
of
fire
safety
and
they're.
E
Also,
looking
at
hygiene
and
infection
control,
all
these
other
areas
of
safety
having
to
depend
on
some
of
the
paperwork
and
I,
just
wonder
whether
we
will
given
that
this
is
such
an
important
point
for
the
residents
again
whether
we
can
get
to
whether,
as
a
development,
a
more
intense
scrutiny
that
we
can
provide.
I.
Take
your
point
about
that.
E
H
If
I
can
respond
Peter
and
thank
you
and
you'd
kind
of
echoing
and
some
of
my
own
personal
sentiments
Louis
in
terms
of
thinking
through
and
what
can
we
learn
from
what
happened
in
the
absolutely
dreadful
disaster
last
week
in
Granville
Tower,
and
we
have
had
our
own
issues,
there
was
a
fire,
for
example,
in
hartfordshire,
not
that
long
ago
and
where,
fortunately,
all
residents
were
evacuated,
and
there
was
there
was
no
loss
of
life.
But
you
know
it
kind
of
points
to
that.
H
H
When
we
ask
whether
the
service
is
safe
and
yes,
we
will
look
at
the
the
information
that
is
provided,
but
we
will
also
want
to
take
our
own
observations
about.
For
example,
the
how
fire
exits
are
are
supported,
whether
care
plans
have
appropriate
information
in
them
about
and
supporting
people
if
they
need
to
be
evacuated
in
those
kind
of
things,
and
we
have
raised
on
a
number
of
occasions,
issues
about
fire
safety
in
report
and
with
providers
and
have
gone
back
to
those
services
subsequently
to
check
that
those
changes
that
we've
requested
have
been
made.
H
H
One
of
the
things
that
we
have
been
doing
is
thinking
about
how
we
can
improve,
how
we
do
all
of
that,
and
this
particularly,
was
as
a
consequence
of
the
fire
in
hartfordshire,
which
kind
of
prompted
us
to
think
that
we
needed
to
absolutely
make
sure
that
we
were
being
clear
about
our
expectations
of
providers,
but
also
we
equip
nice
staff
to
do
this
as
well
as
they
could.
So
we
are.
H
We
have
created
what
we
called
an
environment
checklist
which
will
assist
inspectors
to
be
sidious
in
the
things
that
they're
checking
when
they
go
on
inspections,
so
making
sure
that
they're
not
just
relying
on
the
self-assessment
and
from
providers.
But
david
has
already
commissioned
a
piece
of
work
as
a
consequence
of
at
last
week's
fire
across
all
three
of
our
sectors,
because,
to
be
honest,
all
of
us
have
got
environments
where
people
are
in
vulnerable
circumstances,
substance
and
misuse
services,
for
example,
for
Mike
and
cetera,
et
cetera.
F
Rock,
yes,
mm-hmm
slightly
provided
competition
amount
of
authority
with
reports,
so
I've
only
read
the
executive
summary
of
that
report,
and
it's
currently,
some
of
the
remarks
made
about
complaints,
handling
and
with
less
and
so
on,
I
would
have
thought
that
I
may
be
wrong.
That's
also
part
of
what
we
would
be
looking
at
when
we
go
and
inspect
terms
of
that
is
that
right.
Is
there
any
any
other
any
lessons
within
that
so
far
about
what
we
ought
to
be
doing
in
relation
to
the
inspections
we
do
yes,.
H
H
A
I
The
key
issue
is
about
practicing
privileges.
Our
surgeons
only
need
others
as
well
as
surgeons,
and
undertaking
similar
work
in
the
NHS
and
in
the
private
sector
in
Patterson
was
not.
He
was
doing
colonoscopies
in
private
practice,
but
not
in
the
NHS,
but
our
people
operating
on
children
in
the
private
sector,
but
not
on
not
in
the
NHS,
would
be
another
example,
but
we're
also
working
very
closely
with
a
range
of
other
organisations
to
see
how
we
can
strengthen
those.
I
Particularly
at
this
stage,
the
the
insurers,
because
they
often
know
what
they
do
know
who
the
outliers
are
and
I
think
our
partnership
working
with
insurers
has
become
a
lot
stronger
since
we've
been
doing
these
inspections
and
they
are
now
bringing
to
our
attention
areas
where
they
are
concerned.
But
it's
it's
also
about
the
scope
of
practice,
but
they
are
they
undertaking
multidisciplinary
team
settings
before
they
operate,
and
can
they
demonstrate
that?
I
I
E
It
seems
extraordinary
to
be
to
be
going
beyond
your
area
of
expertise
because
you're
in
the
private
sector,
but
there
is
another
point,
I
think
as
well,
though,
and
just
once
asked
whether
there's
another
area.
Another
lesson
not
a
lesson
exactly
for
us,
but
something
for
us
to
consider
for
the
future
and
that's
whether
there
were
warning
signs
in
the
system
either
from
the
relatives
of
these
very
emotive
interviews
in
the
media,
with
relatives.
Of
course
now.
E
I
F
I
A
B
J
J
We
shouldn't
miss
the
benefits
of
why
we're
doing
these
things
and
so
I
think
on
the
three
projects
like
there's
one
thing
we're
going
to
improve
the
Internet,
but
really
know
what
that
actually
means
them,
and
it's
good
and
I
think
if
we
could
just
pick
out
those
the
large-scale
benefits
it
would
just
help
us
focus
and
rather
than
becoming
project
managers
will
focus
actually
on
on
the
outcomes
that
you
and
your
team
eternal
achieve.
Creat.
J
The
other
area
for
me
was
that
you
picked
an
external
provider
which
is
great
but
you're
doing
in
an
agile
project,
and
most
external
providers
are
fixed
price
and
I'd
be
interested,
maybe
not
never
be
a
threat
at
some
point.
How
you're
going
to
manage
that
side
of
it?
The
whole
governance
of
an
external
versus
internal,
where
you
can
shift
your
internal
stuff
quite
easily
to
work
on
other
things,
as
decisions
are
being
made
and
the
the
final
point
was.
There
was
a
statement
about
gaps
in
capacity
and
capability
and
I'm,
not
sure.
J
F
D
Thank
you
coming
back
on
this
point,
so
benefits
Toki
agree.
We
need
to
present
that
in
a
different
way,
next
time
we
will
do
so
so
that
they
are,
there
I
think
the
few
key
pieces
about
that,
though
it's
about
how
we're
shaping
the
project
so
a
critical
piece
that
we've
achieved
on
this
first
project,
we've
mobilized
with
the
external
supplier,
is
to
get
the
right
level
of
business
involvement
so
that
we
organization
involvement
so
that
we're
driving
it
from
the
benefits
to
the
user.
D
So
Liz
Owen,
who
was
interim
director
of
intelligence
for
arrived,
has
picked
up
that
role
explicitly
and
is
now
sitting
with
the
development
team,
making
sure
we're
driving
the
benefits
to
the
end-user
and
not
the
technology.
So
we
with
shaping
that
piece
incorrectly
in
terms
of
the
external
provider
for
that
particular
project,
while
their
external
they
are
here
so
they've,
come
on-site
they're
sitting
with
the
team
they're,
not
the
entirety
of
the
team.
Part
of
their
we
make.
D
D
There
is
a
fixed
price
envelope
for
the
main
scope
of
work,
but
the
scope
of
work
is
for
that
outcome
and
that
outcome
is
reliant
on
integration
with
other
systems
and
services
in
the
business,
so
there's
a
degree
of
flex
in
those
areas
that
we
need
to
get
right
so
we're
making
that
happen.
We've
also
put
together
enough
in
terms
of
commercial
arrangement,
understanding
with
suppliers
of
other
systems,
so
that
we
can
flex
those
pieces
without
them
impacting
the
project
deliverables.
D
So
all
of
those
things
that
have
happened
to
make
this
the
environment
for
agile
delivery
possible
within
that
project
terms
of
the
gaps
and
capability.
So
there
are
clearly
are
some
I
think
there
are
some
in
terms
of
roles
that
were
in
the
paper
for
last
month,
so
product
ownership,
for
example,
testing
at
the
beginning
of
the
process,
rather
than
the
end
of
the
process,
those
sorts
of
things
and
we
need
to
understand
and
move
forward.
And
there
are
some
pieces
around
overall
data
management
that
need
to
be
improved.
D
We
will
be
bringing
in
some
external
assistance
to
help
with
those
not
to
replace
the
teams
that
are
doing
it
internally
and
but
partly
it's
about
upskilling
and
changing
the
methods
and
the
processes.
But
we
need
to
do
that
fairly
rapidly
and
those
are
the
projects
that
we're
looking
at
first
in
terms
of
the
next
pieces,
we'll
bring
to
the
investment
committee
to
make
sure
that,
where
we're
moving
those
capabilities
forward,
rather
than
just
the
end
outcomes.
B
All
right,
good,
we're
happy
to
move
on
David,
so
the
performance
assessment
regulations.
These
are
changes
that
we've
asked
that
they're
made.
So
we
can
rate
services
which
we're
currently
not
able
to
terminate
an
of
pregnancy,
cosmetic
surgery
providers
etc.
Ensuring
there's
parity
in
the
approach
between
NHS
and
private
providers
as
led
out
there,
so
there's
got
to
be
an
additional
short
period
of
consultation
that
must
be
completed
over
the
summer
if
the
regulations
are
going
to
be
developed
and
changed
to
come
into
effect
from
October
of
this
year.
B
In
paragraph
seven
and
eight
I'm,
just
drawing
attention
to
publications
that
were
made
over
the
past
few
weeks,
the
consultation
documents
and
also
the
driving
improvements
case,
that
is
both
of
which
have
been
published
since
our
last
board
meeting
so
I'll
pass
on
dolls
and
then
and
to
finals.
If
I'm
apt,
one
is
just
to
give
the
opportunity
for
the
board
to
write
knowledge.
B
Is
that
and
then
the
very
last
bit-
and
it
was
touched
on
earlier
in
our
private
conversation
with
David
Hogarth
here
here
and
just
to
put
on
the
public
record,
that
we
will
take
the
opportunity
to
review
the
guidance
on
video
and
the
use
of
video
in
care
homes
during
the
course
of
this
year
and
that's
part
of
our
work
program.
I
think
this
might
also
touch
on
some
of
the
issues
around
fire
security
etc
as
well.
So
we
can
look
at
that
in
the
room.
Thank.
A
You
so
thank
you,
David
I,
think
just
on
on
Ted's
appointment.
Firstly,
I
think
I'm
for
all
of
us
would
want
to
congratulate
Ted
and,
secondly,
I
think
just
important,
as
was
in
the
press,
release
that
this
was
an
appointment
following
an
extensive
external
process.
We
had
a
very
strong
field
of
people
applying
so
Ted
was
absolutely
the
outstanding
person
at
the
end
of
the
day
and
I'm
delighted
he's
being
appointed,
but
I
mean
it
should
show
that
we
I
think
board
wants
to
congratulate
him.
Okay,
anything
else
from
David's
report.
A
D
A
Welcome
there's
something
in
the
water
I
think
that's
making
everybody
very
garrulous
today.
So
we
are
running
way
behind
and
I
do
apologize
that
you've
been
kept
waiting,
but
it's
not
because
we
don't
think
that
health
and
safety
is
really
important.
So
I'm
just
going
to
hat
I,
don't
know
buddy
David
wants
to
introduce
this
or
we're
just
going
to
hand
straight
over
to
well.
B
Fortunately,
this
went
in
the
agenda
before
that
happened
and
I
think
what
the
team
are
going
to
do
is
actually
just
take
us
through
some
of
the
key
issues
and
the
challenges
Burroughs
based
on
our
rule,
on
what
we've
got
to
do
so,
if
I
just
hand
over,
are
you
going
to
kick
it
off
mics
and
take
us
through
it?
Yes,.
K
B
You
it's
possibly
worth
I
would
also
just
pointing
out
max.
Has
a
history
and
a
background
in
fire
safe,
he
is
a
previous
chief
officer
of
a
fire
service,
so
it
comes
particularly
well
equipped
to
help
us
and
support
us
on
this
one
well
to
lead
this
work
for
us,
but
helpers
and
supporters
I
think
reminders
of
our
responsibilities
as
leaders
really.
Health
and
safety
is
not
Max's
job.
It's
it's
our
job.
K
Thank
you
thanks
very
much
so
myself
and
Lesley
again
to
do
a
double
hand.
I
think
we've
got
about
15
minutes
so
hopefully
we'll
rattle
through
some
slides
that
you
should
have,
and
then
some
questions
or
discussion
at
the
end,
hopefully,
and
so
first
off
it
was
why
manage
health
and
safety
in
a
David
said
really
I.
Think
there's
some.
You
know
compelling
moral
arguments,
legal
arguments
of
course
and
financial
arguments
that
make
it
important.
K
L
Yeah,
the
health
and
safety
at
Work
Act
underpins
all
health
and
safety
in
this
country
and
please
the
specific
duties
on
employers
to
manage
health
and
safety.
The
most
senior
position
in
an
organization,
the
more
honor
is
those
duties
are.
All
employers
are
required
to
provide
certain
things
under
the
Health
and
Safety
at
Work,
Act
and
so,
for
example,
were
required
to
provide
safe
plants,
safe
systems
of
work
and
safe
places
of
work
for
our
employees
to
make
sure
that
they're
protected
while
working
for
us,
the
health
and
safety
of
workers,
isn't
prescriptive.
L
K
So
that
this
is
very
bit
if
you
like
the
legislative
background,
but
as
I
said
it's
something
we
want
to
do,
and
good
employers
obviously
want
to
adopt
good
practice
and
managing
health
and
safety
I.
Think
it's
fair
to
say
it's
not
something
that
we've
neglected
in
the
past,
but
it
was
perhaps
not
as
systematic
as
it
might
have
been.
K
So
we've
had
some
internal
audits
that
have
identified
that
so
we've
had
good
policies
in
various
parts
that
has
been
a
little
bit
hit,
miss
on
occasion
in
terms
of
how
we
have
actually
been
maintaining
and
implementing
it.
So
as
following
up
from
the
audits,
we've
done
quite
a
bit
here,
we've
got
new
staffing
structure
in
place
myself,
Leslie's
joined
us.
K
So
the
main
body
that
sort
of
looks
after
health
and
safety
in
their
organisation
is
a
quarterly
joint
committee,
with
trade
unions
chaired
by
Kate,
where
we
look
at
performance
and
policies
and
all
those
sorts
of
things.
Okay,
to
talk
about
the
risk
profile
so
onto
slide.
Three
I
think
it
is.
It
identified
two
specific
areas:
there's
all
the
things
that
you
would
expect
to
see
in
place
around
governance.
So
we
need
to
make
sure
that
we've
got
right
strategy
and
plans
in
place
the
right
policies
and
that
those
are
kept
up
today.
K
That
communicated
well
all
those
sorts
of
things.
But
the
operational
risks
are
that
you
know
they're
unique
to
any
organization
and
ours.
We've
got
I
think
identified
a
number
of
specific
risks,
I
think
if
you
were
to
ask
Leslie,
she
describes
this
as
being
fairly
low
risk,
low
incidence,
and
that
will
come
on
to
that
in
a
few
minutes,
but
that
doesn't
mean
well
without
risk,
and
there
are
some
things
that
our
staff
do,
that
do
present
risks
that
we
need
to
focus
on
managing
better,
so
loan
working
is
one
specific
risk.
K
We
have
people
going
out
carrying
out
inspections
as
of
hours
by
themselves,
sometimes
in
premises
where
we
know
there
have
been
choose
with
a
behavior
of
managers
or
Stanford,
and
so
they
meet
aggression
and
occasionally
violence.
So
that's
a
risk.
Driving
at
work
you'll
see
the
stats
further
on.
So
that's
a
risk
for
us.
A
lot
of
our
inspectors
crop
up
a
lot
of
miles,
sometimes
after
quite
long
working
days.
K
Home
working
is
always
that
interesting
dilemma
between.
Is
it
the
workplace?
Is
it
your
home
that
the
risks
need
to
be
managed?
You
know,
while
there
are
working
for
us
is
effectively?
Is
their
workplace
and
then
workstation
safety
effects?
Sort
of
all
of
us
who
use
computers,
which
is
pretty
much
everybody,
so
that's
for
us
as
an
organization,
actually
been
quite
a
high
level
of
risk
to
manage,
just
because
of
the
high
volume
of
workstation
activity
that
we
have.
L
Child
chart
for
and
in
your
pack
highlights
the
accident
our
past
performance
today
and
you
can
see
some
as
a
headline
show
that
in
there's
been
year
on
your
reduction
and
from
61
accidents
in
2014
to
41
accidents
in
2016-17
and
quite
low
for
the
number
of
staff
that
we
have
and
which
may
suggest
under
reporting
of
accidents
in
the
areas.
And
we
ask
staff
to
report
all
accidents,
torso,
no
matter
how
minor
there
may
be
if
the
result,
in
an
injury
or
in
ill
health.
L
We
like
to
know
so
that
we
can
investigate
and
look
at
the
mitigating
circumstances,
to
make
sure
that
these
accidents
don't
happen
again
in
future.
And
on
that
note,
we've
recently
relaunched
the
accident
and
incident
reporting
policy
to
make
it
easier
and
quicker
for
staff
to
report
accidents
on
slide.
Five
and
you'll
see
this
that's
accidents
by
cause
and,
as
Mark
said,
some
of
them
that
the
most
frequent
causes
of
accidents
are
road
traffic
accidents
relating
to
inspection
staff
and
field
trips
and
falls
which
reflects
the
national
trend
and
that's
across
inspections
and
offices.
L
K
I
think
what
I'm
pretty
certain
by
closely
that
this
the
result
of
reporting
in
the
organization,
so
we
want
people
to
raise
incidents
and
accidents,
so
near
misses
as
well,
so
where
there's
a
good
Health
and
Safety
climate.
Normally
you
get
at
my
level
of
near-miss
reporting
as
well,
because
that
shows
people
are
so
risk
aware,
and
it
enables
us
to
sort
of
look
at
the
how
we're
managing
health
and
safety
but
and
interestingly,
the
slip
slips.
Trips
and
falls
often
sounds
a
little
bit
sort
of
low
level.
K
But
we've
had
two
broken
bones
in
this
building
in
a
mess,
so
two
months,
I
think
as
a
result
of
slips
and
trips.
So
it
does
happen
and
sometimes,
as
consequences
can
be,
you
know
long
term.
You
know
lengthy
periods
of
work
okay,
so
this
is
the
bit
that
I
suppose
is
targeted
more
at
yourselves.
So
what
what's
required
of
you?
Unlike
all
things
in
life,
I,
think
where
you
see
good
practice,
you
see
good
lead.
K
If
it's
a
health
and
safety,
we
you
know
needs
to
be
led,
just
doesn't
have
by
itself,
we'll
do
the
best
that
we
can,
but
we
need
sort
of
strong,
visible
leadership,
an
active
commitment,
it
I
know.
Many
of
you
know
this
already
so,
but
you
know
it
does
make
a
difference.
It
does
count.
People
pick
up
on
what
leaders
are
doing,
what
they're
saying
what
behaviors
they're
exhibiting
so
leadership
is
important.
K
Obviously,
integrating
with
our
business
decisions
as
well
is
importance
of
thinking
about
safety
when
we're
thinking
so
we've
been
talking
with
colleagues
in
it
look
at
project
management,
the
organisation,
to
make
sure
that
steps
built
into
our
project
management
processes
as
well
engagement
with
workers.
We
have
really
good
working
relationships
with
the
trade
unions,
so
we
make
with
them
regularly.
K
We
try
and
do
joint
communications
I
think
the
Accident
Investigation
policy
is
being
were
communicating
it
to
ask
that,
but
to
use
they're
sending
out
the
same
message
to
their
members
as
well,
so
good
partnership
working
is
important
and
again
that
can
be
reinforced
at
board
level
as
well,
and
then
I
think.
The
last
area
is
something
we
were
perhaps
not
as
good
as
we
might
have
been
at,
and
it's
always.
This
sort
of
that
that
sometimes
gets
neglected
is
actually
getting
everything
in
place,
but
keeping
on
top
of
it
and
making
sure
it's
working.
K
So
clearing
out
assessments,
audits,
reviewing
performance,
and
you
know,
and
then
changing
things
that
need
to
be
changed.
So
we've
had
a
couple
of
internal
audits
that
are
keeping
us,
honest
and
keeping
us.
You
know
a
list
of
changes
that
were
working
through,
but
I
think.
The
question
that
you
know
we
wanted
to
review
just
to
consider
was
you've
got
a
responsibility
under
the
law.
How
do
you
want
to
discharge
that
we've
got
a
CGC
who
take
risk
related
reports
of
us
one
means
of
doing
that.
A
K
Yeah
I
mean
that's
the
so
our
Health
and
Safety
Committee
is
our
health,
safety
and
well-being
committee.
So
we
work
very
closely
with
people.
Directorate
stress
is
absolutely
part
of
that
and
it's
the
you
know
it's
a
like
all
organizations,
it's
something
that
you
know
does
occur
and
it
manifests
itself
in
different
ways.
You
even
this
sort
of
aggression,
councils
cause
stressing
people
we've
had
people
reporting.
K
Various
things
that's
causing
them
concern,
so
stress
work-related
stress
is,
is
very
real
and
something
that
we,
you
know
we
are
looking
at
and
we
as
well
as
the
sort
of
you
know.
Prevention
is
always
better
than
cure,
so
we're
working
with
people
on
preventative
strategies
and
understanding
what
their
problems
are,
but
also
we
need
to
make
sure
that
we
can
mitigate
it.
When
it
does
happen,
there's
no
don't
listen,
sir.
We.
L
F
Lewis
asked
about
psychological
health,
understandably
since,
but
physical
health
is
also
important
managed
to
talk
about.
Workstation
safety
seems
to
me
that
most
workplaces,
there
all
sorts
of
issues
around
not
at
site
eyesight,
a
positioning
lifting
weight
and
that
I
don't
know
inspectors,
probably
then
to
put
everything
on
a
laptop
rather
than
carrying
lots
of
files
around.
But
we
got
a
system
for
will
look.
K
So
we
do
have
we've
got
policies
and
procedures
in
place.
We
provide
equipment
for
people
to
carry
files
so
sort
of
pilots
bags
with
wheels
and
various
things
we
sort
of
set
out.
What
about
reasonable
for
people
to
do?
We
can
arrange
things
to
be
careered.
We
do
encourage
people,
you
know
to
travel
light
as
it
were,
but
we've
also
assessed
jobs
in
the
organization
that
might
involve
lifting
and
carrying.
So
we
provide
manual
handling
training
for
four
of
those
particular
posts,
but
I
think
it's
still
something
it's
a
sort
of
a
work
in
progress.
K
They're
still,
probably
a
staff
awareness
issue
they're
about
that.
You
know
what
should
they
be
carrying
and
how
best
to
carry
it
or
transport
things.
We
have
had
some
issues
raised
by
people.
You
know
claiming
they're
having
to
carry
too
much,
but
not
actually
following
the
guidance
or
using
the
equipment.
That's
provided
to
them.
So
I
think
some
of
this
a
lot
of
it
is
sort
of
communicating
about
what
they
should
be
doing,
but
what's
available,
what
does
the
organization
to
provide.
F
Sisters
of
follow
up
whether
we
get
is
the
question
for
the
bull.
Rather
you,
the
health
well-being
committee.
You
are
means
of
satisfying
ourselves
on
this
bull
of
the
matin
I
notice
that
the
guidance
you
mentioned,
that
it
really
should
be
a
non-executive
director
scrutinizing
this
stuff.
But
is
that
the
means
by
which
we
are
doing
it
through
that
committee?
I.
A
Think
we're
doing
it
through
a
variety
of
means.
Robert
I,
think
it's
just
through
that
committee.
I
think
we
have
data
that
comes
here,
which
is
in
the
aggregate
that
would
alert
us
to.
You
know
if
there
was
a
problem
which
would
then
cause
us
to
want
to
investigate.
Further
has
already
referred
to
internal
audit
reports
that
Paul
and
his
committee
will
will
see.
We
do.
Obviously
all
of
us
are
are
shadowing
inspections
were
out
and
about
so
I
think
game.
We
see
what
go.
A
What
goes
on
I
was
very
concerned
about
safety
of
our
people
in
prison
visits,
and
she
may
have
spent
time
not
only
talking
to
our
our
team,
but
then
just
going
to
see
for
myself
how
we
keep
people
safe
in
those
environments.
So
I
think
there's
are
lots
of
things
that
we
do
and
he
just
just
that
one
committee
would
be
my
view
for
the
board
Paul.
You
wanted
to
raise
something,
but.
N
You
might
want
to
confirm
what
we
just
said
or
decided
with
it.
I
would
certainly
confirm
what
you're
saying
about
I
think
a
CGC
when
they
were
considering
Alvin
safety.
Reports
from
internal
audit
also
recommended
that
this
is
brought
forward
to
the
board
here,
so
I
think
we're
getting
that
right.
I
had
one
comments
in
relation
to
your
question
and
one
question
the
comment:
innovation
question
at
what
to
the
board
I
think
we
need
to
see
that
that
health
and
safety
strategy
and
the
implementation
plans.
N
If
you
like
that
strategy
and
then
we
can
understand
how
we
reinforce
that
with
actions
by
the
board
and
that
send
the
right
messages
out,
because
it
is
about
the
right
messages
going
up.
Mainly
on
that.
My
question
was
the
physical
violence
statistics
where
there
appeared
to
be
five
instances
of
physical
violence.
N
I
assume
that
by
other
outsiders
on
our
staff,
rather
than
staff
on
staff
by
maybe
I,
might
be
wrong
on
that.
But
I'm
slightly
surprised,
maybe
I've
missed
the
meetings,
but
we
haven't
actually
seen
something
at
the
board
about
physical
violence.
If,
if
we
have
physical
violence
against
a
member
of
staff,
I
think
the
board
or
to
know
that
happened
there?
What
do
you
think
about.
L
Yes,
the
incidents
were,
and
physical
violence
on
a
number
of
staff,
usually
and
not
by
the
remembered
staff,
usually
by
next
day
of
a
party
and
I,
enter
your
ESR
I.
Think
in
my
opinion,
it
would
be
something
to
bring
to
the
board
I
think
we
should
be
aware
arthas's
and
it's
a
very
important
issue.
It's
not
a
huge
issue,
but
when
it
happens,
it
can
have
massive
consequences,
not
only
for
the
organization
for
the
number
of
staff.
A
I
I'm
fine
without
ISM
as
a
routine
report
when
wind
happens,
I
to
be
honest,
I'm
surprised
it's
not
more
just
in
the
environments
in
which
we
operate
at
times,
but
anyone
is
too
many
actually
accept
anything
else.
Anybody
wants
to
raise
on
this.
Are
they?
It's
been
a
really
really
helpful
paper
and
session
just
now,
a
few
action
points
Catherine,
which
will
you
all
have
noted
and
we're
clearly
going
to
be
seeing
you
again.
N
Thank
You
Andrea.
Thank
you,
Peter.
The
I
think
the
report
is
pretty
self-explanatory.
I
there's
an
element
of
reporting
what
we've
done
during
the
oils
and
almaty
reporting
what
the
the
main
findings
were
and
I
think
paragraph
three
summarizes
the
the
main
points
which
have
come
out:
the
processes
during
the
year
and
the
sorts
of
things
that
we're
looking
forward
in
terms
of
needing
to
get
assurance
around
and
in
the
future
and
as
board
will
know
we're.
N
Also
looking
today
at
the
annual
Porton
accounts
in
draft
form
and
within
that
there
is
quite
a
long
piece
on
them.
Our
assessment
of
the
organization
CQC's
assessment
in
the
governance
statement,
of
where
it's
at
on
its
management
assurance
process
is
where
and
the
head
of
internal
audits
opinion
on
where
we're
at
in
terms
of
governance
and
this
management
and
control
I
think
what
I
would
say
is
that
the
the
progress
that's
really
started
two
years
ago
has
been
maintained
and
we
are
seeing
at
a
CTC.
N
We're
doing
a
lot
better
in
terms
of
actually
making
sure
we're
more
efficient
and
that
we
are
managing
ourselves
very
quickly.
The
there
is
still
more
to
do
because
we're
not
perfect
yet
there's
still
things
to
do,
and
we
will
be
monitoring
areas
around
next
year
around
the
implementation
of
the
new
strategy
and
assurance
that
we've
got
around
that
around
the
digital
in
particular,
and
also
around
the
development
of
new
inspection
processes
and
sales
inspection
regimes.
So
I
think
that
kind
of
summarizes
where
we're
at
and
I'm
happy
to
take
any
questions.
I
thought.
A
F
A
member
of
the
committee
I,
haven't
pressed
on
by
by
the
response
of
the
executive
people.
We
work
for
them
in
terms
of
it
to
to
the
various
audience
that
take
place,
seems
to
me
there's
a
really
healthy
structure
and
insight
there,
with
some
I
somewhat
doubt
now
that
some
other
organizations
happens.
F
A
Thank
you
and
so
we're
note
that
report
move
on
to
the
RG
see
report
Michaels,
obviously
not
here,
although
he
had
presented
the
written
report
again,
I
think
it's
it's
self
expansion
I
think
it's
a
very
good
committee.
It's
a
committee
which,
unlike
the
others,
all
of
us
as
non
executives,
are
invited
to
attend
and
indeed
do
attend,
as
well
as
the
executive
team
from
time
to
time.
A
So
is
anything
anybody
wants
to
raise,
or
we
just
happy
to
to
note
that,
so
they
were
noted
and
in
Michaels
absence
and
given
that
this
would
have
been
Michael's
last
meeting
if
he
had
been
able
to
be
here.
We
should
just
thank
him
for
his
work
on
the
IDC
as
well
as,
of
course,
for
his
his
work
on
the
board
and,
as
I
said
previously,
I'm
really
pleased
that
Michaels
going
to
stay
involve
with
us
and
feed
in
his
thoughts
from
time
to
time,
which
is
really
really
helpful
good.
A
Is
there
any
other
business
from
the
board
before
we
go
to
and
then
as
the
public
right?
So
we
have
only
a
few
minutes.
But,
ladies
and
gentlemen,
is
energy
luck?
We
have
to,
we
have
to
come
to
you
David
first
I,
think
in
the
circumstances
it
has
been
said
that
only
people
call
David
get
into
the
honors
list
in
health.
Although
there
are,
there
are
other
exceptions,
apparently
David.
You
want
to
go
and
take
a
microphone
and
and
for
the
record
say
who
you
are
and
obviously.
M
M
There
were
in
fact
about
just
over
70
such
cases
of
this
kind,
but
only
nine
of
them
related
to
kindness
and
compassion,
most
of
them
more
about
other
things,
other
failings,
but
the
so
then
we
looked
a
little
bit
more
at
the
detail
of
the
evidence
which
was
being
used
to
suggest
that
there
was
a
failing
in
kindness,
compassion
in
every
care
home
case.
It
was
observational
evidence
usually
from
the
Sofie.
M
M
So
I
grow
slightly
forgotten
what
I
was
doing?
What
I
got
to
that
was
anyway,
the
the
research
that
we
have
recently
done,
but
what
I
did
feel
reading
these
things
was
that,
although
you
had
given
them
a
required
improvement
or
inadequate
rating
as
a
result
of
what
you
saw
in
the
dining
I
wondered
in
a
way
if
this
was
always
justified.
Given
that
to
give
such
a
rating
to
a
care
home
is
quite
damaging
to
it,
it
makes
it
less
competitive.
M
It
would
like
to
comment
about
possible,
possibly
whether
that
might
one
of
the
things,
for
example,
in
the
end
of
program,
reporting
knee
and
all
social
care
you
might,
you
presumably
will
have
some
section
looking
forward
to
what
you
might
be
doing
next,
whether
that
might
be
one
of
the
things
you
might
be
doing.
Yes,
thank
you.
I'm.
B
David,
thank
you.
That
was
a
brilliant
editorial
job
on
reports
that
we've
not
yet
written
that
we
are
about
to
produce
and
I
can
just
give
a
commitment
that
will
we'll
consider
all
those
I
think
the
point
you
make,
which
we've
considered
earlier
as
a
board,
which
is
techs
in
Swee,
produce
that
guidance
on
technology,
not
just
video
surveillance
but
technological
surveillance.
Three
years
ago,
technology
has
moved
on
in
quite
a
sophisticated
way
and
I
think
it's
right
that
we
consider
that.
A
Good,
thank
you.
We've
got.
We've
got
time
for
one
more
question.
Yes,
please
you
like
to
go
to
the
where
David
was
sitting
and
when
you
get
there.
If
you
press
the
button
on
the
microphone,
that's
it
should
be
a
red
light
card.
It
has,
and
if
you'd
like
to
introduce
yourself
and
then
go
from
there,
please,
okay.
O
chair,
and
that
was
explaining
to
board
some
board
exactly
what
a
whistleblower
is
and
if
she
couched
it
in
to
some
quite
legal
terms
and
I
think
she
might
be
yes,
nificant
yeah
I
just
wanted
to
come
and
tell
you
what
they
actually
are
and
from
a
personal
perspective
and
how
we're
treated
in
the
care
sector
because
of
that,
and
also,
unfortunately,
how
I've
been
treated
by
the
Care
Quality
Commission
for
doing
it
as
well.
Now,
what
we
are
is
your
eyes
and
ears
on
the
ground
in
care
homes.
O
In
all
the
times
that
you
are
not
there,
which
is
basically
most
of
the
time
and
we
will
go
to
the
employer-
and
we
will
raise
concerns
if
we're
brave
enough
to
do
it
and
I
have
been
brave
enough
to
do
it
and
generally
you
are
treated
pretty
miserably
by
the
employer.
They
make
your
life
hell,
they
do
not
listen
to
what
you
say
and
they
will
need
to
find
a
reason
to
get
rid
of
you
or
you
will
need
anyway,
which
is
what
I
did
so
when
I
left.
O
Then
this
is
on
two
occasions
now
in
the
last
four
years,
when
I
left
I
thought.
Well,
that's
great
for
me.
I
no
longer
have
to
work
here
now.
I
can
go
off
and
do
something
else,
but
it's
not
so
great
for
those
residents
who
I
had
some
really
really
bad
concerns
on
so
I
went
to
the
CQC.
You
are
the
prescribed
authority
to
go
if
we
don't
think
that
employers
are
acting
or
if
they
haven't
acted.
O
This
is
where
we
come
on
both
occasions
and
I
realize
it's
only
two
occasions,
but
when
we're
talking
in
percentages,
it
is
100
percent
of
the
time
on
both
occasions,
I've
got
the
standard
response
from
the
CQC
saying.
Thank
you
very
much
for
your
concerns.
We're
passing
on
the
relevant
bits
to
adult
safeguarding.
We
will
use
it
to
inform
our
next
inspection
on
both
times
now
on
foot.
O
On
the
first
occasion,
you
finally
got
yourself
up
to
that
care
home
nine
months
later
after
I
raised
concerns
which
is
not
really
acceptable,
but
when
you
did
get
yourself
out
there,
you
issued
three
enforcement
notices
and
they
were
on
all
of
the
things
that
I
had
raised
nine
months
previously.
Now
that
was
sixty-four.
Vulnerable
residents
left
at
risk
for
nine
months,
because
you
didn't
listen
to
me
also
I
found
out,
because
at
the
time
there
was
an
employment
tribunal
claim
race.
O
So
I
bought
an
awful
lot
of
disclosure
behind
the
scenes
as
to
what
was
going
on.
Your
inspector
was
talking
about
me
as
a
whistleblower
to
the
employer,
who
did
a
marvelous
job
of
trashing
me
to
the
inspector
and
that
had
some
sort
of
influence
on
why
you
did
not
act
at
the
time
now
that
you
did
act
eventually,
and
that
was
good
and
the
homeless
wages
is
inadequately
putting
a
whole
raft
of
improvements,
and
they
were
eventually
acted
upon
now.
That
was
four
years
ago
and
I
raised
the
complaint.
O
Through
your
complaint
procedures
and
I
was
given
a
complete
runaround
for
three
months
and
then
the
head
of
inspection
at
the
time
come
to
my
home
and
said
this
will
not
happen
again.
We
are
learning
lessons.
We
should
not
be
discussing
whistleblowers
with
employers,
etc,
etc,
etc,
and
I
listened
to
her
I
thought.
Yes,
you
will
put
things
in
place
to
to
deal
with
that,
and
I
was
totally
impressed
with
the
responses.
I
thought
effective.
She
come
out
to
my
home
to
tell
me
that
I
was
completely
impressed
with
that.
O
So
then
it
happens
again
in
2017,
I've
just
walked
out
of
a
care
home.
I
worked
there
for
full
night
I.
Couldn't
there
was
healing
in
that
home
and
they
were
similar
to
what
I
Andrea
is
it?
Yes,
it
was
similar
to
what
she
was
saying.
It
is
completely
unacceptable
to
go
into
a
care
home
at
6
o'clock
in
the
morning
and
see
patients
getting
dragged
out
of
bed.
O
It
was
happening
at
4:15
in
this
care
home,
and
that
was
a
month
of
whole
raft
of
other
things
that
were
happening
in
terms
of
the
health
and
safety
of
the
residents.
Also,
the
health
and
safety
of
the
staff
which
you
have
touched
on
in
this
board
meeting
here
this
morning
as
well,
and
it's
actually
the
same
thing
happens.
O
The
employer,
Tory
well
I
just
designed
and
worked
out
and
then
was
being
subjected
to
a
whole
load
of
counter
allegations,
but
that
employer
and
the
CQC
inspector
that
I
went
to
at
the
time
was
discussing
me
with
the
employer
right.
After
all,
the
insurances
that
I
was
given
four
years
ago,
they
wouldn't
happen
again.
I've
got
an
email
here.
It
says
HR
as
discussed
on
the
telephone,
private
and
confidential.
That
was
from
your
inspector
now.
What
assurances,
because
now
I,
don't
feel
that
I
can
come
to
the
feed.
O
A
You
build
it
out,
but
but
but
I
was
aware
you
were
the
generality
and,
as
it
happens,
I
was
visiting.
I
thought
a
rather
a
good
care
home
yesterday
and
said
item
I
got
back
from
that
and
a
meeting
I
had
afterwards.
It
was
quite
late
in
the
day.
So
all
I've
been
able
to
do
on
the
or
specific
case
is
to
establish
that
you
have
made
a
formal
complaint
about
CQC.
A
A
Thank
you.
So
what
I
was
going
to
say
to
you
as
far
as
your
own
case
is
concerned,
when
the
investigation
is
complete,
if
you're
not
really
happy
with
what
we've
come
back
to
you
with
I'm
very
happy
to
meet
you
to
this,
discuss
it,
and
so
that
that's
an
offer.
That's
on
the
table
to
sort
of
general
points
you
made
one.
A
Yes,
Rebecca
gave
a
very
legal
definition,
because
I
asked
her
to
give
a
very
legal
definition,
because
we
are
really
reliant
on
the
public,
which
includes
both
staff
members
in
and
patients
and
residents
and
families
and
everybody
else
to
give
us
information.
Most
of
those
people
do
not
regard
themselves
as
whistleblowers,
but
obviously
there
is
a
protected
category
of
people
who
are
whistleblowers.
A
You
would
have
been
one
of
them,
so
that
was
why
I
just
wanted
in
the
last
meeting
to
get
that
that
definition
and
I
think
it's
fair
to
say
that
we
do
take
very
seriously
protecting
the
anonymity
of
whistleblowers
where
it
is
possible
to
do
so
and
I'm
not
going
to
go
any
further,
because
it
does
get
into
your
your
your
individual
case.
But
we
will
have
a
meeting
after
the
investigation.
Is
it's
complete
and
continue
the
discussion?
If
you
would
like
to
do
that.
O
B
We'll
have
a
discussion
that
I've
seen
your
team
about
whether
our
practice
in
relation
to
whistleblowing
is
consistent
enough
with
our
policies
in
the
lessons
of
whistleblowing,
and
we
can
give
you
that
assurance
it's
on
the
public
record.
This
is
videos,
other
people
can
see
it,
and
that
will
be
our
commitment
to
you.
Good.
A
Thank
you
very
much
for
coming.
Thank
you
all
for
coming.
We
really
do
have
to
end
now
bought
our
next
session
is
on
the
third
floor.
So
it's
here
now.
Okay,
right,
sorry
change!
So
so
we
would
just
say
where
we
are,
but
members
of
public.
Thank
you
very
much
indeed
for
joining
us
this
morning.
Thank
you.