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From YouTube: CQC board meeting – April 2019
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A
A
Can
I
welcome
you
Katie
Katie
Roney,
who
will
shortly
become
our
chief
inspector
about
social
care,
but
is
here
today
to
observe,
but
also
feel
free
to
participate
Kate,
it's
very
good
to
see
you
and
David
Hastings
very
good
to
see
you
here
again
as
chair
of
our
lgbtq+
Network
David.
You
want
to
say
anything
about
the
network
and.
B
Microphone.
Thank
you.
Yes,
I'm.
The
chair
of
the
lgbtq+
Network,
but
my
role
here
is
to
represent
all
staff
equality
networks
at
CQC
that
this
includes
the
race
continent,
work,
disability,
Equality,
Network,
the
carers
Network
and
the
gender
equality
network.
So
we've
agreed
that
as
part
of
our
ongoing
inclusion
strategy
that
a
chair
of
a
network
will
be
attempt
all
board
Lutins.
Thank
you
good.
A
A
C
Peter
I
think
we're
starting
to
get
to
the
end
of
the
financial
year.
So
a
lot
of
our
work
over
the
last
month
or
so
has
been
dominated
by
getting
to
the
end
of
the
year,
but
that
there's
the
the
performance
report
is
attached,
but
I
just
wanted
to
pull
out
some
headlines.
I
think
there's
some
real
positives
around
things
like
sickness
absence.
The
the
national
contact
center
is
also
doing
very
well.
All
the
metrics
are
performing
well
there.
C
The
primary
medical
services
year-to-date
performance
for
publication
target
has
been
has
been
met
at
the
first
of
the
inspection
groups
to
have
done
that.
But
that's
again
another
real
positive
and
Hospital
reinfection
targets
have
been
met
or
exceeded.
I
think
if
you
first
to
say
that
as
a
generality,
colleagues,
particularly
the
inspection
directors,
have
been
focusing
on
on
where
risk
lies
across
their
respective
provider
portfolios
and
making
sure
that
things
like
backlogs
have
been
have
been
dealt
with
and
focusing
on
where
reinstallation
is
required.
C
We're
inspecting
those
services
that
require
improvement
or
are
in
are
in
breach
in
one
way,
shape
or
form,
which
I
think
is
what
was
what
one
would
would
normally
expect.
I
think
it's
been,
there's
been
a
particular
emphasis
on
that
and
in
the
last
couple
of
months
and
you'll,
see
further
on
in
the
in
the
performance
report
that
the
backlogs
are
starting
to
come
down
and
there's
a
I
think
which
I
think
is,
is
what
we
would
expect
to
see.
The
work
on
registrations
has
improved.
C
The
registration
transformation
program
which,
which
you're
aware
of
will
I,
hope,
see
significant
changes
and
significant
improvements
with
the
with
the
speed
with
which
we
are
able
to
register
providers
and
the
overall
service
that
we
offer
to
to
provide
us
for
many
providers
to
their
first
contact
with
us.
So
therefore
it
needs
to
be.
It
needs
to
be
as
good
as
it
possibly
can
be.
C
I
think
also,
it's
also
worth
noting
in
registration
that
a
fair
amount
of
work
is
now
being
moved
in
the
into
the
contact
center
and
the
reason
for
doing
that
is
again.
It
offers
a
better
service
to
to
potential
registrants.
We
can
deal
with
some
of
the
lower
risk
activity
quite
quickly
and
efficiently
and
again,
I
think
you'll
start
to
see
in
future
months
that
that
that
movement
of
work
into
the
contact
center
will
reflect
in
much
better
performance.
C
It's
been
an
issue
that
we've
we've
struggled
with
I
think
over
over
a
long
time,
and
certainly
over
the
last
few
months,
we've
seen
a
particular
since
Christmas
we've
seen
a
marked
reduction
in
the
amount
of
time
lost
through
IT
issues
and
so
I
think
that
that's
a
real
positive,
I
think
the
other
thing
just
just
that
just
struck
me
going
through
the
performance
is
that
is
slide
14,
where
I
think
there's
been
an
overall
increase
in
quality
of
services
delivered
over
the
period
of
time
and
I.
Think
that's
that
that's
of
course,
work.
C
A
So
I
was
I
was
reading
this
on
a
sitting
in
the
garden
over
the
Easter
weekend,
as
you
do,
and
because
the
Sun
was
shining
I
was
glass,
half-full
and
I
was
thinking.
We've
made
a
lot
of
progress
in
a
lot
of
areas,
and
people
should
be
congratulated
for
that
progress
and
then
I
went
inside
the
house
and
my
glass
half-empty
hat
on
until
we
have
to
keep
reminding
ourselves
we've
set
these
targets
for
a
reason:
does
it
mean
that
they
are
there
forever
and
if
it's
appropriate,
to
review
a
target?
A
D
Well,
what
can
I
follow
that
Peter
and
just
once
a
big
thank
you
for
my
team,
because
they
have
fantastic
progress
this
year
and
have
delivered
the
inspection
program
we
asked
them
to.
Even
there
are
times
they've
been
working
under
enormous
pressure
and
I
think
it's
important
that
we
recognize
the
work
that
they've
done.
I
think
one
of
the
things
we've
learnt
this
year
and
it's
it's
there
within
the
data.
If
you
won't
look
at
it
is
that
actually
we
need
to
simplify
what
they
do,
so
they
can
be.
We
maximize
their
productivity
and
I.
C
Think
I
was
very
much
I.
Very
much
agree
with
you.
Peter
I
think
the
business
plan,
which
obviously
the
next
agenda
items
is
is,
is
going
to
reflect
I
think
our
ambition
to
make
investments
which
are
going
to
substantially
improve
performance
because
Eileen
there's
a
there's
a
limit
to
what
you
can
sensibly
do
with
the
current
processes,
procedures
and
technology
we've
got
our
business
plan
for
the
current
year
is
to
start
to
retail
that
to
the
next
level,
so
I
hope.
E
Just
want
to
say
thank
you
to
the
adult
social
care
Directorate
as
well,
and
we
have
now
at
the
end
of
this
financial
year
and
cleared
all
the
backlog
of
all
the
services
that
were
netted
inadequate
requires
improvement
in
requires
improvement
when
our
network,
within
and
with
one
inadequate
and
we're
starting
quarter
one
of
the
new
financial
year
in
a
really
good
position
and
that's
down
to
the
hard
work
of
all
the
inspectors.
The
inspection
managers
and
the
heads
of
who
have
worked.
E
F
There
has
been
a
focus
on
teamwork
across
primary
medical
services
and
how
staff
support
each
other
out
in
the
different
regions
and
I
think
the
the
report
publication
is
as
a
result
of
that
and
I've
seen
that
in
action
in
terms
of
that
support,
so
I
want
to
say
thank
you
to
the
team
for
all
our
work
around.
That.
H
If
I
may
I
the
best
he
can
I
have
my
thanks
to
everyone
else's.
The
report
talks
about
upcoming
publications
and
the
one
I'd
wanted
to
ask
about
was
effective
staffing.
There's
a
and
obviously
it's
very
welcome
to
see
us
drawing
the
learning
of
what
we've
seen
to
and
publicizing
what
is
good
practice
in
relation
to
the
provision
of
safe
staffing.
The
question
was
really
this:
that
to
ask
how
that
fits
in
at
all
with
the
work
that
succeeded
the
work
that
nice
was
doing
on
safe
staffing
and
then
what
was
drawn.
H
D
They
just
come
back
to
you
on
that
Robert,
the
we
expect
providers
to
be
able
to
demonstrate
that
they
are
providing
safe
staffing
and
demonstrate
how
they
ensure
they're,
providing
safe
staffing.
We
asked
we
challenged
them
to
show
what
tools
and
what
evidence
they
used
about
their
staffing
models
up.
D
That's
that
providers
can
find
other
ways
of
staffing
using
multidisciplinary
teams
or
different
approaches,
as
long
as
they
are
can
ensure
that
that
staffing
is
safe
and
I,
think
we
want
to
work
with
providers
so
that
they
can
be
more
flexible
but
equally
ensure
that
they
maintain
a
safe
level
of
staffing
at
all
times.
And
so
this
is
there's
a
sense.
D
We
want
to
give
staff
that
up
their
providers
the
opportunity
to
speak
to
us
about
their
staffing
models
and
explore
with
us
not
during
inspections,
but
perhaps
routine
inspections,
how
their
staffing,
how
they're
ensuring
safety
and
working
with
us
to
actually
ensure
that
they
can
provide
the
safe
staffing
with
all
the
pressures
they're
under
and
I.
Think
one
of
the
things
we
don't
want
to
be
as
a
regulator
is
it's
so
inflexible
that
people
feel
they
have
to
staff
to
a
certain
model,
because
we
expect
only
one
level
of
staffing
if.
H
I
could
just
follow
that
that,
but
absolutely
I
understand
that
position.
The
difficulty,
if
you
don't
have
a
number
which
and
there's
a
good
argument
for
why
you
can't
have
numbers
in
many
situations
or
they're.
Not
all,
then
what
do
you
replace
it
with
there's
an
hour's
say,
a
non-executive
director
on
a
board
of
a
provider.
Trust
to
personally
be
assured
that
when
the
nursing
director
says
we
have
safe
staff
on
the
wards
tonight
that
that
is
in
fact
the
case.
I.
D
Don't
think
you
can
you
can
bring
staffing
down
to
a
number,
because
it
depends
on
the
number
of
patients,
the
acuity
of
the
patients
and
the
circumstances,
so
I
think
simplistic
numbers
encasing
the
way
of
proper
understanding.
We
asked
the
same
questions
and
our
executive
directors.
You
know
how
are
you
assured
your
staffing,
you
say
demonstrate
that
to
us
and
of
course,
then,
when
we
go
in
respect,
we
actually
look
at
number
of
staff
to
make
sure
it
meets
the
model
that
the
providers
told
us
they're
there
they're
aligned
to
so.
D
I
I
could
talk
about
it,
the
actual
publication
itself,
so
just
just
to
say
that
there's
a
we've
been
drawing
evidence
for
our
inspection
activity
and
to
sort
of
to
build
on
Ted's
point
one
of
the
things
we
found
with
organizations
that
were
struggling
to
to
meet
that
the
staff
requirements
is.
There
is
how
they
worked
with
other
groups
and
the
professional
groups.
You
know
around
their
organization,
so
I
mean
these
are
people
who
use
services
and
I.
I
Think
one
of
the
things
about
the
aesthetic,
effective
staffing
publication
is
designed
to
show
that,
in
some
cases,
organizations
have
to
change
the
model
of
what
they
think
the
right
way
to
deliver
care
in
so
we've
seen
some
real
innovation
and
use
of
health
professionals
in
the
work
with
primary
care
and
even
work
with
colleagues
in
adult
social
care
to
make
a
real
difference
to
the
way
patients
are
treated
and
the
flow
of
patients
through
organizations.
So
it's
desire
to
do
that.
I
It's
designed
to
show
that
actually
just
just
focus
on
the
traditional
model
of
care
is
is,
is
how
some
organizations
have
been
I've
got
into
difficulties
and
try
to
reimagine
how
care
is
delivered
between
health,
secondary
care,
primary
care
and
Social
Care
is
how
other
organizations
have
improved.
So
that's
what
it's
decided
to
do
really
practical
guides
for
people
to
consider.
J
It's
obviously
important
that
we're
reaching
and
hitting
our
own
targets
I
want
to
a
genuinely
important,
don't
want
to
say
anything
other
than
positive
about
that,
but
to
the
public.
That's
probably
not
that
important.
Compared
to
the
situation
we
still
face
in
improving
quality
and
safety
out
in
the
field
and
the
last
few
meetings
I've
been
struck
by
the
sense
that
what
we
look
at
in
the
performance
report
doesn't
really
change
all
that
much
so
the
the
overall
sense
of
what's
of
the
quality
of
care
in
provider
organizations,
it
changes
a
bit.
J
J
But
in
a
way,
that's
the
point,
but
in
the
end,
that
that
there's
a
sluggishness
and
there's
an
improvement
in
the
system
and
feeds
back
on
to
us,
I
suspect
and
it's
and
therefore
it's
easy
to
forget
that
that
I'm,
just
looking
at
the
one
of
the
figures,
so
44%
of
acute
trusts
have
got
a
rating.
That's
either
requires
improvement
or
inadequate
a
third
of
mental
health
trusts.
So
that's
the
proportion
of
the
population
who
are
attending
hospital
attending
mental
health
services
and
that's,
despite
all
the
best
efforts
of
the
operative.
J
So
that
way,
and
it's
not
just
our
responsibility,
you
know
and
and
I
think
that
in
the
end,
the
question
that
comes
out
of
the
performance
report,
because
it's
in
danger
of
being
a
little
bit
repetitive
I
think
is
it's.
Why
is
it
so
similar
from
time
to
time
and
have
we
understood
the
sluggishness,
an
improvement
and
just
to
give
two
examples
of
that?
J
What
one
is
the
there's
one
Mental
Health
Trust
in
special
measures
at
the
moment
and
I
assume
it's
still
at
some
time
too
otherwise
and
in
in
Norfolk
and
and
I
suppose,
understanding.
Why
that
trust
is
finding
it
so
difficult
to
make
improvements
would
be
an
important
story
for
the
board
not
necessary
today,
but
that's
at
some
point
when
that's
when
it's
possible
to
put
that
to
us
and
we
have
almost
9,000
whistleblowing
inquiry
to
CQC
in
the
last
year
now.
J
D
The
the
I
mean
you're
right
when
we
look
at
this
from
month
to
month.
It
doesn't
change
much
Lewis,
but
I
thought
shouldn't
blinders
to
the
big
changes
taking
place
over
the
last
two
years,
which
was
reflected
in
last
state
of
care
and
has
continued
since
the
last
state
of
care
and
and
I
think
the
services
we
regulate
are
under
enormous
pressure
in
terms
of
workload
in
terms
of
workforce
shortages
in
terms
of
financial
constraints.
D
But
despite
that,
the
majority
of
them
are
improving
on
reinfection
and
we're
seeing
real
progress
being
made
and
I
think
it's
important.
We
recognize
that
because
it's
a
great
achievement
by
the
services
we
regulate.
There
is
a
group
and
there's
a
group
of
trusts
as
the
stuck
it
requires
improvement
that
don't
seem
to
have
made
progress
and
they're
becoming
an
increasing
focus
for.
D
40%
of
our
requires
improvement,
where
there's
a
group
within
that
who
are
not
making
progress,
so
they
are
becoming
an
increasing
focus
and,
of
course,
we
have
a
very
strong
focus
on
those
trusts
that
are
inadequate
and
are
in
special
measures
in
terms
of
seeing
their
improvement
and
and
the
patently
special
measures
have
been
quite.
A
success
in
the
majority
of
trusts
went
in
special
measures
exited
successfully.
There
are
still
some
in
special
measures,
but
the
number
has
reduced
recently
so
I
think
this
there's
real
positive
science
there.
D
But
having
said
that,
the
system
is
under
pressure
and,
as
you
recognize,
there's
still
a
significant
number
of
trusts
that
are,
it
requires
improvement
and
so
are
not
good
enough
and
equally,
there
are
some
surfaces
where
we
don't
see
the
improvement
we
see
in
other
services
and
we've
got
a
report
we
describe
here
on
maternity
services,
for
instance.
The
reason
we
actually
have
port
on
maternity
services
is
because
we
haven't
seen
the
improvements
of
maternity
services
that
we've
seen
in
many
other
services.
D
So
we
are
focusing
on
those
areas
where
we
think
more
improvement
needs
to
be
made
in
terms
of
our
reports,
but
in
taught
also
in
terms
of
our
independent
voice,
when
we
produce
reports
on
that.
So
I
think
that
that's
important
in
terms
of
gagging
orders
I'm,
not
sure
you're
frankly
this
week
that
gagging
gagging
orders
are
just
not
acceptable
to
us,
I
mean
clearly,
there
are
agreements
that
have
made
when
people
leave
work,
but
any
gagging
order.
I
Chris,
just
to
help
with
last
bit
of
this,
the
government
announced
that
so
thickness
that
there's
an
issue
rather
than
the
legal
enforcement
of
not
having
cocky
daughters,
I.
Think
that's.
That
was
the
issue
I.
Think
in
March
the
government
announced
new
ethical
standards,
which
included
informational,
preventing
gagging,
orders
I
think
has
always
been
the
desire
going
back
a
number
of
years.
I
think
this
is
more
than
legal
enforcement
of
that
desire.
I
think
that's
what
they're
both
think
about
announcement
in
March
and
that's
the
head
call
statements
this
week
yesterday
was
about.
D
Just
to
make
it
clear
if
if
staff
are
raising
concerns
and
those
concerns
are
suppressed
by
a
gag
order,
that
is
entirely
unacceptable.
Then
you
know
we
will
take
action
on
that
requirement
for
a
charter
to
take
any
further
legal
action,
but
until
you,
the
HR
processes
won't
be
believed,
are
much
more
complex
than
just
that.
So
it's
important
we
focused
just
on
that
point
about
individuals
being
restricted
from
raising
concerns,
because
legal
agreements
with
Naveen.
K
K
I've
often
well
from
coming
here
we
sit
on
a
treasure
trove
of
knowledge,
about
how
people
do
things
well
and
we
produce
some
worthy
reports
which
are
well
written
and
so
and
so
forth,
but
of
in
and
of
themselves
won't
stimulate
a
huge
amount
of
change
and
I
recognize.
There
is
reticence
as
to
whether
it's
our
role
or
and
it
has
improved
Ryan.
It's
you
see
to
do
this,
but
I
do
think.
We
squander
that
knowledge
in
some
respects.
A
So
I
I
think
there's
two
points.
Let
us
started
this
by
saying
that
the
information
we're
getting
is
a
bit
static
and
I.
Don't
think
I
really
agree
with
that
notice.
I
think
it's
really
important
that
we
get
the
same
information
coming
repeatedly
so
that
we
can
monitor
what's
happening
and
if
you
look
at
the
changes
in
quality
over
time
slide,
for
example,
there
is
actually
quite
a
quite
a
significant
shift
so
happy
to
pick
up
with
you
outside
the
meeting.
Whether
we
want
some
something
different
by
I.
A
Personally
think
we
need
to
stick
to
the
performance
indicators.
We've
got
and
certainly
monitor
over
time.
So
that
was
one
point
then.
The
second
point
was
other
people
who
are
stuck
in.
Can
we
do
more
to
help
them?
Which
colors
were
you
coming
in,
but
again
I
I
think
we're
doing
more
than
you're
suggesting,
but.
D
Ted
Gorman,
yes,
can
I
come
back
over
Joe
I
mean
we
publish
I,
think
some
really
very
important.
Reports
on
the
culture
and
leadership
kicked
around
continuous
quality
improvement
that
is
driving
real
improvement
in
trusts,
and
those
reports
have
been
very
influential
in
changing
trusts
and
those
trusts
that
have
accepted
as
reports
and
built
on
them
are
the
ones
that
have
actually
seen
real
improvement.
There
are
is
that
there
are
a
group
that
still
have
not
got
that
message,
but
we
are
working
hard
to
make
sure
they
do
and
and
as
we.
A
Increasingly,
put
the
focus
on
to
well-led
and
leadership,
then
I
think
that
is
the
the
opportunity
to
say
well,
what
are
you
doing
as
the
leaders
of
a
trust
or
other
service
provider
to
improve
and
look
at
neighbors
and
other
examples
and
I'm
always
stunned
that
you,
you
find
a
service?
That's
not
very
good.
A
few
miles
down
the
road
is
a
one
that
we
think
is
outstanding
and
they
never
talk
to
each.
K
I
Of
another
way,
just
just
so
two
things
to
build
on
up
then.
First
of
all,
in
general
terms,
the
tribe
movement
family
of
documents
is
a
most
downloaded
from
our
site
over
a
thousand
downloads
of
products.
So
the
out
they
are,
you
know
well,
read
I,
think
I,
think
but
your,
but
your
the
challenge
is
a
fair
word
and
I
think
there's
something
about.
I
So
what
one
of
these
we
look
it
up
with
the
the
staffing
publication
is
working
with
the
Royal
Colleges
working
with
the
context
of
their
chess
worker
NHS
providers
to
use
their
networks
and
their
their
forums
to
to
get
our
information
out.
So
it's
I
think
that
one
of
the
key
things
that
sometimes
it
we
need
to
tell
the
story.
Sometimes
we
need
others
to
tell
our
story
for
us
to
work
with
that
and
I
think.
The
great
thing
about
the
case
of
is
they're
real
things
that
have
happened.
I
They're,
not
a
regulator
just
telling
people
what
they
should
do
there
are
stories,
have
changed
an
improvement
that
individuals
have
undertaken.
Last
year's
Confed
that
this
year's
Confed
will
have
examples
of
organizations
and
peat
key
individuals.
Who'll
be
able
to
talk
to
their
peers
that
what
they've
done
and
I
think
that
peer-to-peer
understanding
of
change
and
what
what
what
individuals
that
is,
is
very
powerful
in
making
the
right
message.
So
we'll
certainly
continue
with
the
publication's
I
think
in
the
are
well
used.
L
Was
more
a
general
point
really
about
the
where
we're
talking
about
our
performance
in
year?
So
we've
got
a
small
section
on
on
planning
and
a
two
pages
about
wound.
The
plan
performs
didn't
quite
tell
the
story
of
the
year
and
I.
Think
for
me,
this
gotta
be
soon
as
it
comes
about
the
glass
half-empty.
C
Just
to
finish
up
on
this,
this
improvement
point
I,
think
slide.
35
in
the
in
the
pack
is
an
important
one,
because
it
demonstrates
that
there
is
a
dynamism
in
month
about
5%
of
those.
Those
providers
and
special
measures
are
are
coming,
are
coming
out
of
special
measures
each
month
and
and
about
5%
to
go
and
work
in
again
and
what's
interesting,
I
think
is
of
the
19
that
exited
special
measures
during
February,
nearly
half
of
them
would
be
registered
or
the
registration
was
canceled
and
I.
C
Think
that
possibly
talks
to
some
extent
as
to
John's
point
around
some
providers.
Just
simply
don't
know
how
to
improve
and
therefore
cease
trading,
as
a
consequence
will
cease
their
registration
as
a
consequence.
So
I
I
think
we
need
to
recognize
that
in
some
respects
from
upfront
from
a
person
that
uses
services
point
of
view.
Actually
that's
that
that's
a
good
outcome.
It
takes
it
a
me
or
bear
that
it
may
perhaps
be
quite
difficult
from
a
business
point
of
view.
In
some
circumstances,.
A
C
Peter
this
is
the
2019
2020
business
plan.
I'll
just
make
a
couple
of
comments
before
opening
up
to
questions.
The
purpose
of
this
item
here
today
is
to
agree.
The
business
plan
formally
sign
it
off
and
also
to
formally
ask
for
a
delegation
to
Peter
and
I
to
finalize
the
the
the
documents
before
publication.
To
make
sure
we
can
take
into
account
any
any
final
comments
that
the
board
members
have
got.
We
can
incorporate
them
in
the
plan.
C
I
want
to
just
really
talk
about
the
the
circles
diagram,
which
is
art
which
is
on
page
54
of
76
on
the
diligent
pad,
but
it's
described
as
business
plan
overview.
This
is
a
document
we've
that
this
is
a
diagram,
rather
we've
been
using
as
our
kind
of
core
communications
tool.
It's
the
business
plan
on
a
page,
if
you
will
and
and
what
it
tries
to
do,
is
to
connect.
C
There
are
four
strategic
priorities
at
the
center
in
the
gray
boxes
that
are
really
about
turning
us
into
into
an
intelligence
driven
organization
with
seek,
with
a
single
shared
view
of
quality,
connect
that
to
how
we
deliver
change
in
2019-20,
which
is
the
purple
outer
rim
of
of
ten
business
plan,
priorities
that
we'll
be
delivering
during
this
year
and
then
connecting
that
to
our
current
operating
model,
which
is
the
outer
four
pale
blue.
But
blooms
and
I
think
these.
C
The
business
plan
priorities
are
really
about
making
this
a
good
place
to
work
and
also
making
us
an
easier
organization
to
do
business
with,
so
that
providers
will
recognize
that
we
have
made
a
definite
shift
in
Gears.
In
terms
of
how
easy
we
are
to
do
business
with
so
there's
a
very
much
a
story
in
2019-20
of
in
vestment
investment
in
our
people,
investment
in
our
processors,
investments
in
our
technology
and
also
investment
in
our
relationship
with
others.
C
M
I
think
how
much
the
the
the
business
plan
I
think
is
very
succinct
and,
and-
and
it
was
quite
a
lot
within
a
few
pages
I,
particularly
like
the
fact
you
split
it-
between
sort
of
business
as
usual,
and
then
the
change
program
it
in
there
as
well
and
they're,
linking
all
that
through
the
through
the
circles.
Diagram
can
I,
know
you've
been
talking
with
colleagues
in
multiple
places
over
the
last
month
or
so
about
about.
M
What's
coming
down
the
line
here
and
there's
just
one
thing:
I
wonder
how
it
was
going
down,
which
is
around
the
the
way
that
we're
funding
the
change
improvement,
which
is
by
allocating
some
of
the
budget
for
the
total
budget
of
the
organization
for
the
year
to
really
small
matter.
The
total
budget
for
the
year
to
to
this
area.
But
that
needs
to
come
off
of
of
what
would
otherwise
be
spent.
C
I
think
it
is
generally
seen
as
a
constructive
and
positive
thing
to
do,
because
I
think
what
we're
saying
is
is
we
we
know
we
need
to
make
investments
in
people
and
processes
in
technology.
We
are.
We've
got
an
investment
program
here,
I
think,
which
is
is
clearly
aimed
at
solving
problems,
that
people
clearly
recognize
I
think
I
think
our
teams
recognize
they
don't
have
the
technology
to
do
their
job.
They
recognize
they're
working
with
processes
which
at
times
can
be
can
be
clunky
and
hard
and
hard
to
to
manage.
C
The
investment
program
is
about
fixing
the
things
that
are
in
front
of
people
right
now
today
that
they
know
are
problems.
They
recognize,
though,
that
that
does
involve
them
having
to
work
in
a
different
way
and
I
think
some
people
are
absolutely
embraced
that
and
see
that
it's
a
real
positive
other
people,
I
think
are
nervous
about
that.
Well,
I
think
that
there's
no
question
but
I
think
certainly
I've
seen
in
the
adult
social
care
team,
where
they
have
moved
to
using
new
devices
using
using
some
templated
material
and
and
using
shorter
reports
of
things.
C
They
very
quickly
adopted
that
that
that's
a
new
way
of
working
because
they
recognized
it,
is
solving
the
problems.
They've
got
in
front
of
them,
so
I
think
that
the
change
program
is
is
really
all
about
solving
the
clear
and
present
changes
and-
and
our
narrative
has
been
about
telling
that
story,
rather
than
that.
This
is
a
change
which
that
which
which
senior
people
are
going
to
impose
upon
the
organization
and
stand
back.
Always
it's
deliberately
aimed
at
trying
to
solve
the
challenges.
C
C
Says
that
we
can't
make
change
without
investing
in
it,
it's
got
to
be
an
investment
based
conversation,
and
sometimes
that
means
that
there's
some
tough,
tough
conversations
to
have
so
I.
Don't
doubt
this
there's
not
unit
there'll,
be
some
people
that
won't
necessarily
agree
with
it,
but
but
I
think
in
the
main.
I've
had
the
positive
reception,
so
I.
A
C
N
Sorry
good
business
plan
couple
of
points,
but
about
the
measures
and
how
we're
going
to
know
what
progress
we
make.
Firstly,
on
the
public's
response
in
terms
of
how
useful
they
find
our
information,
our
reports
etc.
So
we've
set
an
expectation
that
93%
will
find
our
materials
useful
I
just
wondered
how
stretching
that
is,
and
what
it
is.
N
Think
some
of
that
latter.
All
that
work
on
equality
and
inclusion,
I
mean
there's
some
really
good
work
being
going
on
by
the
Equality
networks
and
by
other
colleagues.
I.
Think
it's
going
to
be
a
learning
process
in
which
you
know
we're
going
to
see
kind
of
what
brings
the
most
outcomes
the
most
rewards,
and
this
is
going
to
be
a
question
of
sort
of
learning
and
developing
over
time.
But
it's
very
good
to
see
those
measures
in
the
plan,
and
it
was
just
one
question
about
the
us.
I
I
To
make
the
reports
more
beautiful
to
the
public
I
think,
as
has
really
began
to
help
with
that,
certainly
in
terms
of
people's
interaction
with
reports,
adult
social
care,
but
continues
to
be
the
area
where
more
and
more
people
are
using
those
reports
to
make
decisions
about
the
care
for
themselves
or
for
their
loved
ones
and
I.
Think
the
work
with
what
we're
doing
to
support
that
the
shorter
the
news
reports
get
into
a
conclusion
faster
I
think
will
what
will
be
success.
I
O
Okay,
sorry
Jory
it's
becoming
so
much
and
I
think
it's
a
really
good
written
businessman
in
terms
of
structure
and
flow
and
storytelling
because
it
sort
of
connects
and
as
it
goes
across,
I-
would
just
just
sort
of
I'm
so
concerned
about
Peters
sort
of
half
plus
problem.
That
he's
got.
Would
the
outcomes
that
or
the
critical
success
factors
are
laid
out
in
the
bismuth
with
the
improvements
in
productivity
for
our
staff?
Would
we
expect
that
the
level
of
inspections-
or
you
know
the
work-
that's
happening,
you
know
contact
center?
C
C
The
amount
of
time
to
spend
per
inspection
reduces
significantly,
and
that
translates
into
the
opportunity
to
talk
to
do
more
inspections
in
a
month
or
a
quarter
or
whatever,
but
it
also
gives
us
the
opportunity
to
start
to
think
what
might
our
new
target
operating
model
look
like?
How
can
we
get
a
better
value
out
of
our
monitoring
process
and
so
forth?
So
that's
another
piece
of
work
which
is
going
to
kick
off
this
year
as
well,
but
I
think
I
think
instinctively
we.
C
We
should
be
getting
a
higher
number
of
inspector
inspections
through
we're
gonna
get
closer
to
our
targets
and
in
some
cases
I
would
imagine
exceed
some
of
our
current
timeliness
targets.
Just
because
the
the
amount
of
work
involved
in
terms
of
person
days
per
inspection,
these
keys
will
be
reduced
as
a
consequence
of
this
work.
Dusty.
Do
you
want
to
add
to
that?
Yes,.
P
I
think
the
other,
the
other
area
we're
looking
at
as
part
of
this,
this
piece
of
work
around
improvement
is,
is
who
does
what
right
skills
right
place?
So
there's
quite
a
lot
of
work-
that's
currently
done
by
the
by
inspectors
out
in
the
field
at
the
moment,
which
it
makes
more
sense
to
bring
into
the
center
through
RN
CSC,
which
can
be
done
more
efficiently,
quicker
and
more
consistently.
So
with
doing
that
as
well,
we'll
be
bringing
those
resources
that
activity
into
the
into
the
NCS
NCSC
team
we're
planning
on
driving
improvements
there.
O
Carry
on
I
just
want
to
general
follow-up
in
this
room
and
John's
point
about
thinking
out
the
box
and
Chris's
point
about
the
number
one
download
of
reports
for
requires
improvement.
I,
just
wonder
if
it's
worth
creating
some
sort
of
sort
of
innovation,
small
Tigers
squad
team
things
that
I
was
thinking
of
were
when
you're
doing
your
finances,
you
can
download
a
calculator
and
it
sort
of
works
out
for
you
how
much
you're
spending
you
know
on
on
entertainment,
etc.
O
With
these
organizations
is
just
completely
just
random
thoughts,
but
you
know
with
organizations
who
truly
want
to
improve
because
of
downloading
papers.
Are
there
ways
of
you
know
them
working
out
their
calculator
for
improvement?
So,
just
generally,
are
there
sort
of
innovation
squad
that
we
could
sort
of
set
ups
part
of
our
our
business
plan,
whose
sole
area
is
ready
to
focus
on
sort
of
the
tomorrow?
What
sort
of
things
could
we
do
to
help
tomorrow?
O
Because
you
know,
a
lot
of
what
we
put
here
is
is
sort
of
projects
and
very
transactional,
but
you
know
needy
projects,
but
I'm
also
thinking
on
the
innovation
side
of
things
and
what
would
be
the
next
when
we're
doing
our
business
plan
for
the
following
year?
What
sort
of
things
we
will
be
bringing
in
and
maybe
that
team
could
help
em
with
some
of
the
innovative
thinking
that
we're
going
to
do
now,
we'll
have
a
little
fantastic
digital
technology.
O
I
They
well
I
say
it's
a
really
good
point,
so
we
do
some
of
the
work
on
pre
discovery
for
what
we
did
or
guidance
at
the
website.
One
of
the
really
is
I
think
we
talk
to
providers
is
that
their
last
thing
they
want
is
a
guidance
document,
but
what
they
want
is
a
searchable
index.
They
you
could,
if
you
type
it
in
dimension
you
in
a
care
home,
it
brings
up
what
the
law
says,
what
we
say.
I
What
best
practice
looks
like
so
we'd
be
working
with
groups
of
providers
through
the
early
parts
of
pretty
discovery,
to
sort
of
get
a
sense
of
how
the
website
constructs
for
them
in
a
similar
way.
We'd
be
talking
to
some
provide
us
about
the
the
way
we
might
share
information
in
turns
being
intelligent
river.
What
that,
what
that
services
might
not
like
some
providers
is
some
sectors
pay
for
a
service
which
which
pulls
together
day
so
the
way
that
we
would
pull
together
data
for
it
for
a
provider
information
returns?
How
do
we?
I
How
do
we
turn
that
into
a
service?
So
I
think
some
of
the
pre
discovery
will
help
with
that.
But
I
get
your
point
about
bringing
up
for
bleeds
or
some
teams
to
do
that.
To
do
that
word,
but
I
think
some
of
the
the
ideas
in
pre
discovery
are
really
worth
exploring
in
terms
of
how
we
take
those
into
into
new
services.
O
Yeah,
we
just
think
it's
generally
I
mean
we
could
be
looking
at
chop
pots
for
the
contact
center
natural
language
processing
for
our
inspectors
is
there
they're
doing
inspectors
are
maybe
talking
into
you
know,
coming
back
and
talking
into
their
alexa
or
whatever
they're
going
to
talk
into
that
collects
and
automates
there's
sort
of
so
much
opportunity
and
that
technology
will
be
providing
us
them
that
adjustment,
but
if
we
don't
have
a
focused
sort
of
team
who's.
Looking
at
all
these
opportunities,
we
may
be
just
missing
a
trick,
so
we.
A
P
I
was
just
going
to
say,
I
think,
to
sit
on
that
wall.
Nothing
is
a
good
idea,
I
think
I'm,
just
a
bit
constrained
by
resources
at
the
moment,
so
we've
just
got
to
be
realistic
about
what
we
can
do.
I
think
the
other
thing
is
so,
for
instance,
talk
about
chatbots
and
stuff
like
that
somewhere
we
procuring
some
of
our
services,
particularly
telephony
and
CSC,
and
part
of
that
process.
P
In
terms
of
that,
rep
requirement
is
to
to
drive
out
some
efficiencies
and
some
innovation,
but
using
our
suppliers
to
do
it
because
they're
doing
it
all
the
time
so
rather
than
us
trying
to
reinvent
the
wheel.
Actually,
let's
use
the
people
who
really
already
expert
of
that
and
build
that
into
our
contract.
So
we
are
starting
to
think
we're,
definitely
not
starting.
We
are
doing
part
of
that
in
terms
of
our
procurement
process.
We've
also
built
in
a
small
amount
of
time
thing
for
innovation
within
the
portfolio.
P
P
But
I
do
think,
as
we
start
to
move
forward
into
some
of
the
pre
discovery
work,
particularly
under
the
future
regulatory
services
thing.
We
want
to
think
really
widely
around
what
the
opportunities
are
and
not
constraining
ourselves
by
thinking
about
what
we
currently
do.
Let's
look
at
what
we
could
possibly
do
other
regulators
and
other
other
different
sectors
to
see
if
there
are
opportunities
that
we
could
take
some
of
that
learning
and
bring
it
in
so.
C
I
Luck,
thank
you,
chairman
I,
just
want
to
build
a
bit
on
what
Liz
was
saying
about
it
being
a
best
place
to
work.
We
know
from
the
survey
that
we
do
have
a
challenge
that
our
people
at
the
front
line
don't
always
understand
our
strategy
and
it
seems
to
me
there's
you
you've
made
the
point
in
the
paper
that
the
business
case
will
influence
directorate
plans
and
those
will
then
affect
individual
plans
and
training
plans,
etc,
etc.
E
So
I'll
give
you
an
example:
map
from
adult
social
care,
so
we've
developed
an
engagement
strategy
and
as
part
of
that
engagement
strategy,
there's
a
real,
clear
cascade
in
effect.
So
if
there
is
so,
for
example,
with
the
business
plan
and
the
resources
etc,
we've
held
Skype
calls
with
staff
over
a
period
of
time.
They
have
then
been
the
heads
of
inspection
and
the
DCIS,
so
inspectors
assistant
inspectors
directorate
support
have
had
the
opportunity
to
ask
questions
at
every
stage
of
the
conversations
in
relation
to
the
change
programme
in
adult
social
care.
I
Yes,
if
I
could
and
Debbie,
because
I'm,
not
a
robot
I,
read
your
newsletter
this
week,
which
was
really
interesting
and
just
that
point
about
you're
the
aspiring
managers
program.
So
my
yeah
I'm
saying
is:
that
is
an
opportunity
for
us
to
build
this
business
case
into
any
training
programs
that
we
have
so
that
you
know,
there's
a
clear
sort
of
conferences
around
what
we're
doing
and
why
we're
doing
it.
I
would.
E
Absolutely
agree:
inspection
managers
are
key
and
critical
to
the
conversations
that
take
place
and
I.
Think
Rosie
and
Ted
would
agree
with
that
as
well,
so
I
mean
I'm
looking
to
be
looking
to
the
Academy
and
to
see
whether
or
not
we're
we've
got
the
aspiring
managers
program.
We've
got
the
leadership
program.
We've
got
the
professional
regulatory
skills.
You
know,
there's
a
number
of
different
avenues
that
we've
got
and
but
you're
absolutely
right.
Matt.
P
So
we
do
a
monthly
call
updates
on
change
to
all
managers
in
the
organization,
so
that
there's
a
central
cascade
out.
They
then-
and
that's
then
supported
with
some
documentation
so
that
they
then
have
a
briefing
pack
to
take
back
out
to
that
to
their
teams.
I
think
those
have
been
running
for
a
while
now
and
I
think
the
one
they
did
last
week
to
pick
up
the
business
plan.
I
was
on
leave,
but
they
covered
the
business
plan
in
its
detail.
P
So
we've
got
that
sort
of
sort
of
central
point
of
everyone's
getting
the
same
information
and
they're.
Getting
it
regularly
seen.
That's
really
important,
I
think
the
other
area
as
part
of
this
is,
if
you'll
see
in
in
the
in
the
change
activity.
We've
got
something
in
there
about
skilling
up,
skiing
and
capability
building
and
I.
Think
we
recognized.
P
We've
got
some
really
great
managers
out
there,
but
there
are
some
people
that
we
could
do
is
giving
a
bit
more
help
to
in
terms
of
having
some
of
those
conversations
about
how
to
do
how
we
deliver
change
and
having
some
difficult
conversations
about
what
this
might
mean
and
how
we
move
forward.
So
we
want
to
both
give
people
the
skills,
as
well
as
provide
them
with
the
information
to
drive
that
forward.
So.
P
In
time
we're
moving
to
surveys
now,
so
we
are
hoping
together.
Well,
it
will
start
going
in
the
next
few
months
and
then
that
gives
us
the
opportunity
to
test
some
of
that
on
a
regular
basis
and
keep
coming
back
to
see
where
people
are
in
terms
of
the
does
about
the
understanding,
but
also
trying
to
test
some
of
the
cultural
changes
that
we
want
to
get
to
as
well.
P
B
I
was
about
to
end,
but
no
Robert,
so
sorry,
I
just
wanted
to
carry
on
I,
say
something
of
that
lease
was
talking
about,
and
it's
really
good
to
see
the
equality
and
diversity.
Inclusion
is
high
up
in
this
plan
and
I
think
the
work
we're
doing
home
skews
me
in
this
in
this
organization
in
terms
of
inclusion,
and
it's
really
important
that
we
support
the
most
vulnerable
people
in
our
work,
because
that's
part
of
what
we
do
as
inspectors.
B
H
Have
a
simple
question
that
kpi's
and
in
this
period
of
crab
aspiration
towards
transformational
change
to
what
extent
to
the
KPIs
we
have
listed
here
conditional
on
the
transformation
actually
taking
place
on
time
and
this
year.
In
other
words,
when
we
see
a
KPI,
is
this
something
we're
going
to
expect
to
see
in
the
first
quarter?
Or
is
this
something
that
we
will
be
able
to
look
back
at
the
end
of
the
year
and
congratulate
everyone
because
all
the
digital
stuffs
in
place?
We
got
a
new
whatever
it
is.
That
requires
this
in
there.
H
C
Think
it's
some
and
some
I
think
there
is
some.
There
are
some
kpi's
in
here
which
you
would
recognize
from
the
earlier
item.
Whistleblowing
is
just
one
that
I've
just
picked
up,
for
example,
where
we
will
we
that
this
is
largely
a
read
across
from
where
we
currently
are
billed
on.
Where
we
currently
are.
There
are
some
things
which
are
going
to
be
wholly
dependent
on
on
new
things
coming
in
or
on
track,
but
a
lot
of
what
we're
doing
this
year
is
about
building
platforms.
It's
about
building
that
building
the
foundation.
C
So
you
know
some
of
these
things,
particularly
about
registration.
For
example.
The
big
changes
are
probably
not
going
to
come
in
four
until
year,
two
year,
three
of
the
program,
but
it's
important
we're
going
to
go
on
this
year,
which
may
not
necessarily
have
a
completely
transformational
effect,
so
I
think
to
answer
your
question
honestly,
probably
some
some
that.
H
Being
said,
I
thought
that
probably
be
the
answer.
It
seems
to
be
a
dangerous
precedent,
a
ssin
of
things.
We
have
KPIs
and
we're
not
meeting
them,
but
there's
a
good
reason
why
we
were
never
expecting
to
so.
It
is
it
possible
when
we
get
performance
reports
that
it
becomes
clear.
It's
an
early
stage.
What
you
would
condition
along,
which
we're
expecting
to
be
met
now,
does.
A
I
yeah
I'm
nervous
about
that
I
mean
for
discussion,
I
mean
I.
Think
these
kpi's
are
what
we
should
be
aspiring
towards
and
I
wouldn't
want
us
to
fudge
it
by
saying.
Well,
there
are
a
KPI,
but
not
until
next
year,
I
mean
we're
not
there
necessarily,
and
if
what
you're
asking
is
we
just
have
clarity
as
to
where
we
are
on
that
journey,
then
I'm
with
you,
but
but
then
it
we
should
be.
Relaxing
the
KPI.
The.
H
H
P
One
is
the
supplementary
reporting
that
goes
alongside
that,
so
we
can.
We
can
track
progress
against
it,
so
we
can
say
we're
80%
of
the
way
there
when
we
should
be,
and
so
we're
on
track
to
deliver
against
that,
so
that
final
endpoint
I
think
some
of
the
other
KPIs
recognizing
that
we
are
we're
going
to
deliver.
A
Right
then,
we
have
another
go
at
saying:
I
think
we
had
a
really
good
discussion,
but
how
the
business
plan,
but
what
are
we
happy
to
approve
the
business
plan?
Thank
you,
and
are
you
happy
to
delegate
to
Ian
and
me
the
final
wording
take
into
account
anything
that
was
very
subsequently.
Thank
you
very
much
indeed
good
build
on
everybody
and,
thanks
to
everybody,
was
involved
in
producing
the
business
plan
and
the
budget
Paul
you
CGC.
M
Thank
you,
Peter
I
won't
take
long
on
this.
The
the
next
meeting
of
a
CTC
will
be
looking
in
in
early
June,
we'll
be
looking
at
the
year
and
any
report
account,
which
is
a
big
topic
coming
through
for
reporting
in
the
summer.
This
meeting
that
we
had
earlier
this
month
was
focused
on
some
of
the
material
which
will
go
into
that
around
management
assurance
and
around
the
internal
audit
results
to
date,
not
yet
complete
visibility.
M
Other
things
going
on
there
but
generally
was
looking
positive
imagined
assurance
was
was
was
good
work
that
was
done
there.
It
was
very
honest,
work,
the
things
which
we
did
well.
There
are
things
which
should
we
do,
okay
and
there's
one
or
two
things
where
we
need
to
improve,
but
it
was.
It
was
a
very
helpful
assessment
that
will
all
appear
in
the
owner.
M
Important
accounts
we
spent
quite
a
bit
of
time
on
the
change
portfolio
and
a
CGC
as
a
committee
and
through
its
subcommittee
now
is,
is
spending
increasing
amounts
of
time
on
looking
out
the
change
portfolio
on
a
progress
there
and
on
and
on
the
governance
around
that
and
I.
Think
we've
seen
in
other
makers
of
the
board
that
there's
actually
been
a
big
improvement
in
their
monitoring
and
reporting
against
the
change
portfolio.
That's
a
bit
and
just
in
a
team
to
be
graduated
on
that.
M
We
looked
also
at
the
internal
audit
work
that
will
go
on
next
year
on
the
change
portfolio,
which
is
an
important
aspect
of
making
sure
that
we're
getting
the
right
sort
of
feedback
on
progress
and
whether
the
progress
that
we've
been
shown
he's
actually
being
fairly
described
to
us
and
cetera
going
forward.
So
I
think
the
committee
was
was
pleased
with
this
scope
of
the
work
that
internal
audits
are
going
to
be
doing
in
the
next
year.
Both
on
the
change
program
was
one
as
one
big
topic,
but
also
on
the
business-as-usual
work
as
well.
M
A
Thank
you
any
questions
for
Paul.
Thank
you,
Paul,
that's
super,
so
that
moves
us
on
to
the
recognizing
outstanding
contribution
award.
These
are
the
runners-up
for
the
dharman
winners
and
there
are
two
people
I'm
going
to
read
out
the
citation
for
each
of
them,
and
then
we
go
from
there.
So
the
first
is
is
ami
who's,
an
inspection
manager
in
South,
Region
of
ASC
and
I.
A
Amy's
work
with
the
Academy
on
the
new
induction
process
for
inspectors
and
has
led
the
way
in
in
what
a
good
quality
induction
would
look
like,
and
you
might
think
well,
that's
just
somebody's
day
job,
but
actually
for
Amy
she's
done
all
of
that,
whilst
continuing
to
manage
her
team.
So
it's
a
fantastic
contribution
and
she
should
be
hugely
for
congratulated
for
that.
A
You
know
she
showed
great
professionalism,
flexibility
and
commitment
in
her
role
as
lead
inspector
going
above
and
beyond
what
was
required.
She
planned
coordinated
and
led
the
inspection
with
enormous
integrity
and
sensitivity,
and
her
organization
and
communication
skills
were
outstanding.
She
ly
a
sensitively
with
whistleblowers
and
interviewed
members
of
the
practice
team.
Ensuring
sufficient
evidence
was
gathered
and
supported
all
the
inspection
team
in
their
roles,
and
this
involved
working
long
hours,
actual
notice
to
ensure
the
court
deadline
for
submission
of
statements
and
evidence
was
met,
and
then
in
court.
A
She
demonstrated
great
composure
and
professionalism
remaining
calm
despite
forceful
cross-examination
and
provided
clear
and
factual
answers,
and
then
subsequently,
she
produced
a
very
useful
timeline
of
events
and
collated
evidence
to
discuss
everything
at
a
review
meeting
and
I
think
very
significantly.
We
now
know
that
many
organizations
were
well
aware
of
the
problems
of
this
practice,
but
have
been
unable
to
find
sufficient
evidence
to
take
action
and
it's
down
to
through
this
hard
work,
dedication
and
excellent
skills
that
patients
have
been
protected
from
harm
to
the
successful
closure
or
by
the
successful
closure
of
the
practice.
A
Q
A
So
is
there
any
other
business
from
the
board,
so
I
have
one
thing,
and
that
Debbie
is
to
embarrass
you,
because
this
is
your
last
attendance
in
your
current
role
as
in
is
the
interim
chief
inspector
of
adult
social
care.
Although
I
have
a
feeling
we'll
see
you
back
in
around
this
table
in
some
other
capacity
at
some
other
points,
the
future,
but
you
you've
done
far
more
than
we
asked
you
to
do.
A
What
we
asked
you
to
do
was
hold
the
fort
between
Andrea
leaving
and
her
successor
being
appointed
Kate
now
being
that
successor,
but
you've
done
much
more
than
hold
the
fort
you've
move.
The
whole
thing
forward,
brilliantly
and
I
think
both
in
the
board
and
outside
you've
just
been
a
star
and
I
just
want
to
again
ask
the
board
to
join
me
in
thanking
you
for
you've
done.
I.
A
Q
Yeah
sorry
about
that
Peter
I'd
like
to
thank
you
and
Chris
day.
If
I
may,
please
really
for
your
contribution
when
we
visited
Coventry
with
the
National
to
local
connectivity,
piece
of
work
and
that
pilot
area
really
again,
it
was
invaluable.
So
we've
done
for
now,
Reese
was
trying
to
build
up
a
little
bit
of
a
picture
of
that
I'm
starting
to
get
a
very
clear
picture.
Q
What
will
feed
into
strategic
leads
both
Dido
and
David
on
that
and
terms
of
what
we're
finding
out
really
but
I'm,
just
very
conscious
of
both
your
Dido
was
there
with
us
as
well,
though
the
harness
which
is
really
good
and
other
people
from
arms-length
body.
So
I'm
really
saying.
Thank
you
really
for
all
that
time
that
you
give,
but
also
that
invaluable
opportunity
to
get
grassroots
insight
directly
from
those
community
neighbor
groups
that
might
otherwise
either
feel
they've
got
of
all.
Q
You
saw
actually
have
a
voice
really
so
good
on
your
Peter
and
thanks
Chris,
and
thanks
Christy
in
particular,
for
being
there
right
from
the
start
from
July
2016
on
this
piece
of
work
and
guiding
us
in
the
way
that
he
has
and
I
have
to
say.
If
he
hadn't
really
are
not
sure
that
we'd
be
in
the
position,
we
are
really
to
offer
an
independent
view
outside
the
system
alongside
the
system,
but
that
actually
can
support
the
system.
So
thank
you.
I've
got
some
really
good
feedback
from
the
community
groups
in
Coventry.
Q
City
counts
that
again,
really
to
be
honest
and
they've
got
a
fair,
fair,
few
things
to
think
about
locally
themselves
as
well.
Irene
I've
spoken
to
the
chief
exec
this
morning
me
to
let
him
know.
What's
going
to
raise
that
so
again,
you
know
for
people
either
listening
or
nor
might
read
the
board
papers
or,
whatever
you
know,
I'm
very
clear
in
terms
of
the
pride
I've
got
in
CQC
for
actually
demonstrating
that
they
are
IJ
there
in
the
community
and
whatever
not
always
on
inspections.
So
thank
you
so
Brendon.
A
G
A
Resources
of
every
sort-
and
you
did
a
fantastic
job
for
the
communities
generally
so
I-
think
it's
our
thanks
to
you
for
the
organization.
I
also
think
Chris,
it's
it's.
These
visits
are
fabulous,
aren't
they
I
mean
just
seeing
the
voluntary
groups
and
what
they,
what
they
do?
Small
groups
of
people
making
an
enormous
difference
to
the
quality
of
people's
lives?
It's
so
it's
a
really
both
humbling
and
fantastic
experience.
So
Bren
sorry
to
disagree
with
you,
but
it's
us
thanking
you
not
the
other
way
around
and
this
let.