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From YouTube: CQC Board Meeting - June 2020
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A
It's
unfortunate
that
we
didn't
get
the
timing
right
Harriet,
because,
obviously,
last
week
as
carers
weekend,
it
would
have
been
great
if
we've
managed
to
coincide
the
meeting
with
it,
but
anyway,
you're
extremely
welcome.
Does
anybody
have
any
declaration
of
interest
to
declare
okay?
So
then
we
move
to
the
minutes
of
our
meeting
of
the
20th
of
May.
Are
they
a
true
and
accurate
record
of
all
we
discussed
it's.
B
A
no
I
think
they're
a
true
nightly
records,
just
one
matter
arising
I'd
like
to
raise
on
page
five
of
67
in
the
pack
on
pet,
which
is
page
two
of
the
minutes.
It
references
the
insight
report
and
I
said
that
the
board
last
time
that
we
producing
that
every
fortnight
we've
now
decided
to
produce
that
every
month
and
align
it
with
board
meeting.
So
it's
just
a
matter
of
rising
rather
than
learning
any
accuracy.
Thank
you.
Fine.
A
B
Apologies
I
thought
I'd
take
myself
off
so
as
you
can,
as
you
would
expect,
kopi
19
still
dominates
all
aspects
of
our
work
and
arguably
still
a
lot
of
our
lives
as
well.
I
think
the
I
think
one
of
the
key
points
I
wanted
to
make
to
the
board
this
morning
is
that
is
hello.
There
is.
There
is
much
public
discourse
around
things
getting
back
to
normal
and
this
slightly
binary
argument
that
either
things
are
normal
or
things
are
in
an
emergency
state.
B
There
are,
of
course,
fears
of
a
second
pika
not
as
widely
talked
about
and
I
think.
It
is
important
that
we
report
on
on
what
we
are
hearing
on
the
ground.
Some
things
do
still
need
to
improve.
Undoubtedly,
in
terms
of
of
the
of
the
way
that
some
providers
are
offering
services
I
think
it's
also
really
important
that
when
we
report
on
what's
going
on
on
the
ground,
we
we
make
a
contribution
to
talking
about
good
practice
and
the
very
practical
innovation
that
we
see
on
the
ground.
B
I
think
I
think
sharing
that
that
good
practice
that
innovation
that
we're
seeing
is
really
important,
because
it
means
that
the
providers
can
play
their
part
in
reducing
the
impact
of
any
subsequent
surges
in
the
virus.
And
the
other
thing
that's
happened
in
the
last
in
the
last
in
the
last
period
is
Katie.
B
Although
that
the
results
of
that
poll
survey
are
covered
in
full
in
the
agenda
later
on,
I'm
really
pleased
with
the
results
that
we've
had,
we've
tried,
as
a
leadership
team,
to
create
a
sense
of
community
a
sense
of
community
with
a
with
a
job
to
do,
but
also
a
community
that
looks
out
for
each
other
and
I.
Think
I.
Think
the
the
pulse
survey
results
reflect
that
we've
had
some
success
in
doing
that,
I
think
as
ever.
B
So
I
think
I
was
really
pleased
to
see
that
as
a
particular
thing
in
terms
of
of
upcoming
work,
I
guess
you'd
expect.
We
will
be
stepping
up
our
regulatory
activity
and
that
regulatory
activity
will
take
many
forms.
It's
not
just
numbers
of
inspections
and
I.
Think
we've
talked
about
this
as
a
board
before
that.
Our
actions
as
a
regulator
on
many
and
varied
and
involve
to
remote,
remote
viewing
of
information
and
acting
upon
that
as
much
as
as
physically
crossing
the
threshold
and
carrying
out
a
conventional
inspection.
B
We
do
need
to
make
sure
that,
as
we
are
entering
more
and
more
premises
that
we
do
that
safely,
both
for
our
own
teams,
but
also
patients
and
people
being
looked
after
as
well
as
for
the
staff
that
work
in
those
settings
and
then
again
were
very
mindful
of
that.
Internally,
our
transformation
work
continues.
We
really
have
carried
on
a
lot
of
the
really
important
work.
B
We
were
doing
around
transforming
the
organization
that,
whilst
we
whilst
we've
been
in
lockdown
and
that
that
work
will
be
continuing
and
I
think
the
way
we've
been
able
to
do
that
remotely
is
a
real
tribute
to
marking
it
and
a
number
of
colleagues
who
do
giving
us
a
digital
infrastructure
which
has
enabled
us
to
do
some
really
fantastic
things.
During
this
this
time
period,
we
will
continue
also
I,
think
our
our
organization-wide
calls
about
the
impact
of
Kovac
on
people
from
black
Asian
and
minority
ethnic
backgrounds.
B
This
is
this
is
something
we've
been
talking
about
for
a
while
in
the
context
of
access
to
services,
but
I
think
it.
It
was
brought
into
sharp
relief
in
recent
times
with
the
sad
death
of
George
Floyd
in
the
United
States,
and
it
is
it
again.
The
the
the
issue
of
of
equality
and
inequality
has
obviously
been
raised
in
the
public
consciousness
again,
and
it's
just
as
true
in
the
health
and
care
sector,
as
it
is
anywhere
else.
B
So
again,
what
we
want
to
do
is
to
continue
our
work
to
raise
this
this
issue
in
it
in
a
constructive
way,
so
that
we
can
be
both
a
good
regulator
and,
of
course,
a
good
employer,
and
we
will
be
continuing
to
do
that
over
the
next
period
as
well.
So
that's
all
I've
got
to
say
Peter
before
handing
over
to
Kate
the
next
day.
Thanks.
C
And
thanks
thanks
all
I'm,
going
to
talk
to
you
first
about
the
emergency
support
framework
in
adult
social
care.
So
you'll
remember
that
this
is
our
kind
of
structured
way
of
having
monitoring
conversations
with
providers
that
was
developed
at
Pace
since
the
start
of
kovat.
So
she
gave
us
the
first
sector
to
go,
live
with
it,
so
we
went
live
with
it
back
in
beginning
of
June
and
as
of
yeah.
In
the
last
week
we
had
completed
over
5,000
emergency
support
framework
conversations,
that's
about
18
percent
of
our
our
services
in
adult
social
care.
C
My
head
of
inspection,
deputy
deputy
chief
inspectors
and
myself
have
had
eyes
on
the
actions
we've
taken
with
those
needing
support
and
providers
that
have
ranged
from
a
provider
flagging
an
issue
because
they
were
unable
to
act,
personal
protective
equipment
and
the
work
we
did
with
the
local
authority
or
other
providers
to
share
kit
out
through
to
us
being
significantly
concerned.
And
despite
looking
for
assurances
from
local
authorities
and
other
stakeholders,
we
have
brought
forward
an
inspection
and
going
out
and
cross
the
threshold.
C
So
there's
been
a
spectrum
of
things
we've
done
in
response
to
those
needing
support
judgments,
but
following
and
the
emergency
support
framework
throughout
the
whole
of
kovat,
we
have
continued
to
go
out
and
inspect
services
where
they
were
of
significant
risk
that
is,
shifting
their
out
to
services
where
we
have
concerns.
So
originally,
it
was
around
services
that,
where
the
balance
of
our
inspectors
going
out
and
the
potential
risk
of
them
walking
an
infection
into
a
service,
it's
the
where
the
risk
is
greater
thrust
of
needed
to
actually
cross
the
threshold.
C
So
in
the
last
two
weeks,
I
have
been
authorizing
an
increasing
number
of
targeted
and
focused
inspections
for
services
and
the
work
that
Ted
will
talk
to
you
about
in
a
minute.
Our
inspectors
now
are
proactively
reviewing
their
portfolios
and
looking
at
their
providers,
they've
got
in
their
portfolio
against
an
organizational
needs
set
of
priorities
around
things
such
as
have
we
previously
identified
this
as
a
closed
culture?
Is
it
a
service
with
a
history
of
concerns
around
quality?
C
Those
issues
for
providers
about
32
percent
of
them
were
about
infection,
control
and
social
distancing
and
there's
a
suite
of
other
things
in
it,
but
also
wanted
to
flag
about.
4%
of
them
have
been
where
people
have
raised
concerns
about
the
quality
of
care
and
in
those
instances
we
have
had
direct
conversations,
as
you
would
have
expected,
with
the
providers
and
taking
action
as
and
when
needed,
about
50%
of
the
physical
inspections.
C
We've
done
predominately
in
adult
social
care,
but
also
across
the
hospitals
and
to
primary
medical
services,
have
been
influenced
informed,
triggered
by
feedback
we've
heard
from
people
out
there
in
the
workforce
and
and
members
of
the
public.
So,
just
as
another
opportunity,
you
know,
we've
got
good
feedback
on
care,
it's
absolutely
critical
if
you're
receiving
care
or
if
your
loved
one
is
or
if
you're
a
worker
out
there
working
in
the
health
and
care
sector.
We
really
want
to
hear
about
it
and
we
don't
just
want
to
hear
when
it's
working,
fabulously
well
or
disastrously.
C
We
want
to
hear
the
spectrum
of
services
and
experiences
as
people
are
having
and
then
the
final
thing
I
would
say
in
terms
of
regulatory
activity.
So
during
food
we
have
not
stopped,
where
appropriate,
our
ability
to
take
enforcement
action
and
to
see
case
this
through
to
conclusion,
where
there's
been
a
court
outcome
and
and
one
of
these
pieces
of
work
concluded
last
week,
so
we
had
a
provider
down
in
Portsmouth
delivering
and
home
care.
C
They
sought
to
be
registered
with
us
and
they
didn't
meet
the
standards
of
quality
expected
at
registration
after
a
process,
and
we
ended
up
in
court
and
we
were
successful
last
week
and
one
of
the
largest
penalties
have
been
issued,
covering
fines
and
cost.
So
we
have
absolutely
doing
quavered
continue
to
take
legal
action
as
and
when
required
to
ensure
people
receive
safe
care.
C
So
we're
ramping
back
up
that
activity
over
the
summer
to
really
finalize
and
firm
up
those
recommendations,
and
we
look
forward
to
publishing
it
in
in
early
early
autumn
and
the
close
quarters
activity.
So
the
wealth
of
activity
that
sits
under
this
work
stream
around
things,
such
as
supporting
inspectors
to
identify
water,
close
culture,
is
providing
inspectors
with
in
training
and
guidance
through
to
surveillance
and
a
whole
wealth
of
stuff.
In
between
this
program,
what
is
making
good
progress?
So
we
have
done
mandatory
training
for
all
of
our
staff
around
human
rights.
C
C
It's
given
us,
as
the
name
brought
us
to
to
be
far
more
effective
at
drawing
together
all
the
different
strands
of
intelligence,
with
one
one
lens
being.
Is
the
provider
we
need
to
flag
as
a
potential
closed
culture
and
therefore
adjust
the
way
we
are
prioritizing
and
inspect
accordingly?
So
that's
an
update
on
that
piece
as
well.
Peter.
A
D
I
was
just
going
to
do
just
a
quick
comment
on
behalf
of
the
joint
network
voice
that
we've
heard
very
positive
comments
about
the
IDI
HR,
training
and
I
know
that
the
closed
culture
training
has
been
developed
for
inspectors,
but
I
know
that
myself
and
other
analysts
and
intelligence
are
also
have
also
found.
It
really
really
helpful
for
some
of
the
responsive
analysis
that
we've
been
doing
as
well.
So
thank
you
very
much
for
putting
that
together.
Thanks.
E
One
were
a
series
of
questions
that
were
to
test
the
preparedness
of
services
to
respond
to
the
coded
pandemic
and,
secondly,
a
digital
platform
underneath
it
to
collect
that
information
to
enable
it
to
be
collated
from
levers
to
produce
analysis
of
individual
providers,
but
also
across
sectors.
So
it
was
it
was.
It
have
two
elements
to
it
now,
in
terms
of
where
we
are
at
the
moment,
it
has
been
rolled
out
as
clayton's
explained
across
the
Directorate
and
is
being
used,
and
we've
had
some
really
very
good
feedback
for
my
people
using
it.
E
But
also
from
providers
about
how
it
has
been
used
and
one
of
the
things
it's
enabled
us
to
do
is
to
provide
support
to
providers
when
they
needed
it,
for
instance,
to
provide
that
they're
sorting
PPE.
We
wouldn't
sort
it
for
them,
but
we
could
direct
them
where
they
could.
They
could
get
support
to
do
that
if
that
was
a
particular
issue
for
them,
and
also
around
testing
and
similar
things
where
we
can
provide
supportive
drugs.
E
So
it
had
an
aspect
of
parodic
support,
provider's,
hence
its
name,
but
it
was
also
a
monitoring
tool,
but
it
wasn't
our
only
monitoring
to
when
Kate
talked
about
some
of
the
other
mullet
until
she's
been
using
just
to
remember,
we've
got
good
feedback
and
care.
We
still
been
receiving
whistle,
whistle
blowing
and
feedback
from
staff
about
services
and
their
concerns.
We
get
reports
of
serious
incidents
and
investigating
follow
up
on
those.
We
monitor
outcomes
and
we
continue
that
through
the
whole
process
and
of
course,
we've
got.
E
A
lot
of
intelligence
is
based
on
our
previous
knowledge
of
services.
We
have
detailed
knowledge,
ease
of
quality
and
services
going
backwards
and
we
can
build
on
that
and
use
that
to
interpret
so
ESF
is
fed
into
that
monitoring,
and
it's
been
useful
in
that
regard,
but
all
the
other
monitoring
has
been
going
on
and
that
is
now
driving
an
increasing
series
of
responsive
risk
base
inspections
as
cages
outline
which
is
being
conducted
across
all
three
directorates.
E
Clearly
going
forward,
we
will
be-
and
this
comes
back
to
Ian
was
saying
right
at
the
beginning
of
the
board.
We
are
not
back
to
normal.
We
are
in
a
world
in
which
Kovac
is
endemic.
There
may
be
further
Peaks,
but
even
if
there
aren't
further
Peaks,
there
are
still
a
risk
of
colon
infection.
There's
still
a
risk
of
there.
Infections
can
become
vectors
of
infection,
and
we've
discussed
at
the
board
before
I
concern
about
infection
outbreaks
in
hospitals
and
care
homes,
etc.
E
So
how
can
we
go
forward
with
it
with
an
approach
that
is
proportionate
but
effective?
Building
on
what
we've
learnt
and
I
think
the
technology
platform,
but
beneath
the
emotional
support
framework,
it's
gonna
be
very
powerful
in
that
regard
and
we're
building
on
it,
and
we
are
developing
over
the
next
few
weeks
what
we're
calling
a
transitional
regulatory
framework,
which
will
be
a
framework
to
take
us
forward
into
a
program
of
hand,
inspections
going
forward
later
on
which
we
hope
would
be
launching
in
the
early
part
of
the
autumn
so
going
forward.
E
We
are
continuing
our
responsive,
risk-based
inspect
across
all
directorates
and
they
will
be
building
in
numbers
over
the
next
few
weeks
and
then,
as
soon
as
we
can
we'll
be
launching
this
new
framework.
Now
we
can't
be
sure
the
timetable.
Of
course
it
depends
on
the
progress
of
the
Cobie
epidemic
if
there
are
further
peaks
we'll
have
to
respond
to
that,
but
I'm
very
hopeful
be
able
to
get
there
on
the
ground
doing
regular.
E
Panty
inspections
in
the
relatively
near
future,
so
those
are
our
plans
going
forward
for
the
emotion,
support
framework
and
building
on
that
to
add
to
a
new
platform
going
forward
and
just
to
talk
a
bit
about.
What's
going
on
in
the
hospital's
Directorate,
we've
been
using
the
ESF
to
support
our
work
around
infection
prevention
and
control
in
hospitals,
and
we
are
contacting
all
NHS
trusts
at
the
moment
to
test
their
compliance
with
infection
control
Gardens,
as
I've
discussed
at
the
port
before
infection
control.
E
Is
it
effective
infection
control
is
a
very
important
prerequisite
to
have
to
write
safe
services
and
build
moncavage
services
going
forward,
which
of
course,
is
the
immediate
priority,
and
we
have
built
a
second
iteration
of
the
emergency
support
framework
built
upon
that.
The
the
guidance
from
NHS
'I'm,
a
public
health
England
on
infection
control,
hospital
trusts
and
we'll
be
testing
that
out
over
the
next
two
or
three
weeks
and
we'll
be
reporting
back
to
the
board
and
in
our
insight
report.
E
What
we
have
found
in
that
process,
but
also
I,
hope
it
will
be
a
supportive
process,
because
some
hospitals
may
need
to
be
put
in
contacts
with
colleagues
where
they
will
they've
addressed
these
issues
more
effectively
and
we'd
be
building
on
that
support
framework
going
forward,
but
in
hospitals
we
are
now
steadily
building
our
responsive,
risk-based
inspections
and
they're,
based
on
all
the
intelligence.
I
was
just
talking
about
and
we're
going
back
to
the
services
that
we
have
have
concerns
about
across
the
country,
both
in
mental
health
and
in
acute
services
and
I.
E
Think
those
those
inspections
will
build
progressively
over
the
next
few
weeks,
as
we
identify
concerns
and
as
people
bring
concerns
to
our
attention.
So
I've
just
said
the
cranky
do
it.
People
have
raised
concerns
with
us
as
Kate
as
emphasized.
It
is
very
important
for
us
to
understand
what
is
going
on
in
the
service
and
to
be
able
to
respond
to
it.
A
Thanks
Ted,
any
anybody
want
to
come
in
or
should
we
move
on
to
rosy
rosy,
then,
let's,
let's
come
to
you,
please
thank.
F
You
Peter
and
just
to
reiterate
what
10k
tips
said
about
inspections
and
whistle
blown
and
we're
working
very
closely
together
across
all
the
directorates,
so
that
we
can
particularly
run
the
returning
to
inspections.
We
are
consistent
in
our
approach.
We
have
rolled
out
ESF
in
all
of
our
sectors
now
across
PMS,
and
that
is
going
well
and
just
to
reiterate.
Kate's
point.
This
is
a
supportive
tool
and
it's
very
much
looking
at
improved
engagement
and
supporting
providers
during
this
very
difficult
time.
F
We've
had
very
small
numbers
of
whistleblowers,
but
actually
we
followed
up
of
all
of
those,
and
some
of
those
concerns
have
led
to
responsive
inspections,
and
we
are
starting
to
increase
the
number
of
responsive
inspections
that
we
are
doing.
I
just
first
I
wanted
to
talk
about
reopening
services
in
a
couple
of
the
sectors
in
in
premier
medical
services,
firstly
in
in
GP,
so
I
think
the
message
I'd
like
to
get
across
this.
F
Firstly,
they've
never
been
closed,
GP
services,
and
actually
we
need
to
be
encouraging
people
to
contact
their
GP
with
symptoms
and
to
access
help.
We
need
to
be
continuing.
The
message
around
the
NHS
is
open,
because
I
think
there
is
still
concerns
that
people
are
reluctant
to
access
help
for
their
care,
that
they
need
and
I
think
that's
something
that
it
is.
It's
very
important.
Gps
did
scale
back
in
some
cases
on
some
of
every
team
work.
F
So
so
I'm
really
pleased
that
that's
been
commissioned
again
and
I
think
it's.
The
children's
team
are
absolutely
great,
really
passionate
about
what
they
do
and
I
think
that,
with
the
fact
that
we've
been
recommissioned
is
a
real
testament
to
what
they
do
and
and
their
passion
and
experience
in
delivering
this
program.
F
F
F
We've
also
seen
some
areas
which
haven't
worked
quite
as
well,
and
we've
seen
some
concerns
being
flagged
with
us
about
things
like
chromecast
port
to
care
homes
in
a
small
small
proportion
of
cases.
We've
seen
concerns
about
pathways
between
primary
and
secondary
care
and
discharge
pathways
between
hospitals
and
social
care
and
I.
Think
it's
really
highlighted
the
need
for
us
to
be
thinking
about
how
we
can
capture
and
learn
from
the
last
few
months
and
really
share
that
particularly
I.
F
Think
there
is
some
urgency
around
this,
because
I
think
the
more
we
can
share
in
light
of
any
potential
second
peek
or
any
particularly
the
difficult
winter
that
may
be
ahead
of
us
with
winter
pressures,
is
really
important.
So
we've
done
a
very
short
piece
of
work
around
some
engagement
calls
with
senior
leaders
to
capture
some
information
which
is
feeding
into
the
insight
report
that
we're
discussing
later
today.
But
our
plan
is
to
roll
out
a
series
of
provider
collaboration
reviews
over
the
next
couple
of
months
that
will
really
capture
this
information.
F
A
It's
not
a
question,
just
a
comment
Rosie.
It
does
seem
to
me
that
exactly
as
you
said,
these
PC
ARS
are
are
really
important.
We've
always
known
the
way
that
different
parts
of
the
system
work
together
has
a
massive
impact
on
on
people
and
the
way
they
can
access
services,
particularly
people
with
long
term
conditions,
but
even
more
on
you
meant
to
mention
winter
pressures,
I
mean
even
if
miraculously
Cova
doesn't
rear
its
ugly
head
or
next
winter.
A
Next
winter
is
going
to
be
very
difficult
and
the
way
the
individual
services
are
opened
up
to
prepare
for
for
next
winter
is
going
to
be
really
important,
but
also
the
way
that
services
work
together
to
to
make
that
happen.
It's
going
to
be
really
important
so
now
I
just
want
to
commend
what
you're
doing
then
they
get.
So
it's
really
really
good.
Does
anybody
want
to
cut
job?
You
want
to
come
in.
F
F
That's
going
to
help
us
to
understand
water
person's
journey
is
through
that
local
system
and
combine
that,
with
the
view
from
the
system,
leaders
as
well
across
the
system,
so
I'm
hoping
that
we
will
be
able
to
help
systems
triangulate
whatever
there
is
that
that
mismatch
or
whether,
actually
it
is
aligned
the
view
of
the
the
senior
leaders
across
the
organizations
and
what
someone
experiences,
because
actually
I
think
that
that
is
something
we
see
from
in
some
systems
is
that
the
two
sometimes
don't
match.
So
that
is
something
we
are
aiming
to
align.
F
These
are
not
going
to
be
massively
in-depth
reviews.
We
want
to
do
a
very.
This
is
a
kind
of
shorter
kind
of
more
high-level
piece
of
work,
to
get
start
this
discussion
and
to
start
to
identify
themes,
and
we
are
conscious
that
providers
are
under
huge
amount
of
stress
and
pressure
at
the
moment,
and
we
we
don't
want
to
go
in
and
kind
of
create
an
enormous
amount
of
work
for
them.
F
I
Thank
you
rather
on
that
and
see.
I
was
able
at
the
Health
Select
Committee
yesterday
to
raise
various
concerns
that
had
come
to
HealthWatch
and
some
of
them
were
about
cancer
services.
But
there's
the
point
actually
could
apply,
I
think
to
other
services,
but
we
did
hear
a
very
moving
story
given
directly
to
the
committee
by
cancer
patient
and
it's
about
waiting
this
really
and
and
the
treatment
and
or
people
on
waiting
lists
and
the
complaints
that
we're
hearing
about
are.
I
F
That's
going
on
around
that
with
NHS
England
and
and
counts
the
teams
to
try
and
understand
how
much
of
that
is
related
to
people
not
accessing
support
and
care
when
they
actually
have
symptoms
and
being
reluctant
to
to
to
access
services
and
how
much
of
it
is
related
to
what's
happening
within
the
primary
care
setting
and
the
referral
pathways
onwards.
I
think
just
to
reiterate
for
any
of
the
public
who
are
watching
this.
F
If
people
do
have
symptoms,
we
do
need
to
encourage
them
to
go
and
seek
help
for
those
symptoms,
because
I
think
that's
a
really
important
message
in
terms
of
the
primary
care
aspects
of
this
we
are.
We
are.
We
had
a
conversation
yesterday
at
the
primary
care
quality
board,
which
is
a
board
that
I
chair
that
has
all
of
a
lot
of
the
senior
leaders
across
primary
care,
and
we
did
have
a
discussion
about
how
do
we
start
to
get
into
the
detail
around
this
as
the
board?
F
E
Thank
You
Rosie,
you
raise
an
important
point,
as
I've
said
earlier
on,
I
think
getting
the
capacity
and
infection
control
writing
services.
So
we
can
then
reinstate.
Other
services
is
really
very
important,
but
equally
we
know
that
a
big
waiting
list
is
built
up
and
management
of
that
waiting
list
is
going
to
be
absolutely
key
going
forward,
and
this
is
a
whole
system
issue.
It
isn't
just
for
acute
providers
because
there
they
will
be
part
of
part
of
the
system
that
these
two
areas
and
I
think
from
previous
experience.
E
We've
seen
that
there
is
a
lot
of
variability
in
the
quality
of
waiting
list
management.
Some
of
that
is
around
the
administration
and
making
sure
this
is
administered
of
properly.
But
a
lot
of
it
is
around
the
care
for
patients,
first
of
all,
identifying
the
priorities
on
a
waiting
list,
so
the
people
with
the
most
urgent
needs
get
it
care.
According
to
that
priority,
to
come
back
to
the
point
you
were
making
about
cancer
services,
it's
very
important
and
not
to
assume,
particularly
when
there's
a
delay
in
the
waiting
list
has
been
because
of
coded.
E
That
everyone's
needs
are
exactly
the
same
when
there
has
to
be
some
kind
of
prioritization,
but
equally
I'm
concerned
that
you
know
there
is
a
real
concern
that
some
people,
some
individuals,
may
have
got
lost
in
the
waiting
list
management
process
between
their
referral
and
the
acute
hospital
or
whatever,
and
it
is
very
important.
There
is
a
safety
net
to
make
sure
that
people
are
not
lost
from
waiting
lists
and
I.
J
You
so
much
Peter
and
Rosie
and
two
questions.
If
I
may,
the
first
one
is
it
it's
great
that
we've
been
recommissioned
around
the
special
education
needs
and
disabilities
work
with
Ofsted
I
noticed
that
we
are
asked
to
ensure
that
the
inspection
program
focuses
on
the
views
and
experiences
of
children
and
young
people,
which
sounds
absolutely
vital.
I
just
wondered
whether
this
is
an
area
in
which
we
need
to
further
develop
our
methodologies
and
expertise
or
whether
that's
kind
of
simply
a
continuation
of
how
we're
working
anyway
with
Ofsted.
J
It
was
just
a
question
really
as
to
whether
that's
a
an
additional
priority
for
us
and
my
other
question
is
the
provider
collaboration
reviews
again
really
positive,
that
this
is
happening
and
I
think
it's
entirely
understandable
that
we're
focusing
on
the
over
65
population
group
I.
Just
wonder
whether
you
expect
there
to
be
learning
for
other
population
groups
or
indeed,
whether
other
areas
of
our
work
will
be
picking
up.
Some
of
those
systemic
issues
for
people,
for
example,
people
of
working
age.
J
F
Liz,
and
so
with
the
same
program
with
our
current
program,
we
already
do
work
to
look
at
actually
how
we
capture
those
views
and
experiences
of
young
people
and
I
was
fortunate
enough
to
spend
a
week
on
a
scent
inspection
earlier
in
the
year
before
co-ed,
and
it
was.
It
was
really
interesting
watching
how
the
team
worked
with
young
people
worked
with
the
advocates.
F
The
Advocate
groups
for
the
young
people
and
I
have
very
poignant
memories
actually
of
sitting
in
in
a
room
full
of
young
people,
hearing
their
experiences
and
and
that
very
much
played
into
the
the
overall
judgment
of
the
area,
and
so
it
is
something
car
teens
already
feel
is
very
important.
Now,
I'm
sure
that
we
can
continue
to
learn
and
in
what
we
do.
I
think
we
can
never
get
to
the
stage.
F
Where
are
we
getting
enough
of
the
user
voice
in
what
we
do
and
I
think
that
this
is
an
opportunity
to
to
build
on
what
the
teams
do
at
the
moment
and
continue
to
develop
that
so
so
it's
it's!
It
is
absolutely
very
important
for
us
in
terms
of
PC
hours
and
original
proposal
was
to
look
at
a
whole
variety
of
pathways,
but
actually
in
terms
of
the
the
time
scale.
F
We
want
to
do
this
in
we
we
picked
on
the
over
65s
and
partly
because
we
recognized
that
that
is
a
group
that
often
has
more
complex
needs
and
actually
often
will
require
more
more
use
of
services
that
need
to
work
together.
But,
as
you
say,
there
is
multiple
different
pathways
that
we
could
be
looking
at
on.
Multiple
different
population
groups
and
I.
Think
what
we'd
like
to
do
is
is
learn
from
learn
from
the
work
that
we
do
to
see
as
we
go
forward.
F
Is
there
an
opportunity
for
us
to
refine
that
and
consider,
for
example,
people
learning
disabilities,
urgent
emergency
care
pathways
that
cancer
pathways
we've
talked
about
earlier,
all
sorts
of
opportunities.
So
this
is
hopefully
a
starting
point
of
something
that
will
be
something
that
we
can
continue
to
build
on
and
work
on.
F
It
is
often
about
all
of
the
things
that
we
know
about
relationships
and
leadership,
and-
and
it
will
be
interesting
to
test
going
forward,
whether,
if
you're
a
system,
that's
providing
great
care
for
over
65s,
whether
that
does
impact
on
your
ability
to
deliver
great
care
for
other
other
parts
of
other
population
routes.
So
I
think
it.
It's
a
it's
great
question
and
it's
think
that
we
will
be
interested
to
explore.
D
A
A
K
L
Casey
yeah,
so
we've
got
a
new
dashboard
in
this
year,
which
is
one
pager
in
in
the
pack.
We'll
do
a
quarterly
update,
which
will
have
more
visuals
to
supplement
this
one
pitch
dashboard,
but
hopefully
get
used
to
the
look
and
feel
of
how
we'll
be
reporting
our
performance
this
year,
a
few
key
areas
to
pull
out,
even
though
it's
it's
just
the
first
month
of
the
year.
Just
just
this
is
just
report
on
April
registration.
L
So
there
was
there's
a
lot
of
focus,
gone
into
registration,
an
understanding
focus
on
the
timeliness
measure
on
the
complexity
of
applications
received,
so
they
sports.
What
we've
done
here
is
boil
this
down
to
a
simple
and
complex
applications,
and
the
target
for
this
year
is
to
improve
processing
time
for
both
types
of
applications
in
April
on
average,
simpler,
but
as
simple
applications
were
processed
in
21
days
and
complex
in
103
days.
So
this'll
act
as
a
baseline
to
monitor
improvements
throughout
the
year.
L
Some
other
areas,
first
rating
following
registration,
that
we've
got
in
the
pack
in
the
last
12
months.
72%
locations
have
been
rated
as
good
or
outstanding
at
the
first
inspection
against
a
target
of
80%
and
registration
representations
both
of
these
attractive
zambra,
currently
registration
representations,
83%
representations
were
received
in
last
12
months.
L
82%
of
the
the
notice
of
proposal
been
adopted
compared
to
a
target
of
90%,
so
we'll
track
this
on
a
rolling
12
month
basis
in
terms
of
safeguarding
100%
alerts
were
referred
within
one
day
in
April
and
ninety-eight
percent
of
safeguard
concerns
had
manager
reactions
record
in
five
days.
Both
of
these
have
a
target
of
95%,
both
tracking
green
report.
L
We've
currently
got
lower
costs
as
a
direct
result
of
activity
with
with
a
large
volume
of
activity
having
to
stay
in
place,
so
things
like
travel
and
subsistence
have
really
fallen
away.
However,
we're
really
trying
to
work
to
understand
what's
the
recovery
plan
for
the
remainder
of
the
year
and
any
potential
loss
of
income
when
as
a
result
of
covert
and
the
impact
that
has
on
providers
on
our
capital
program
as
this
is,
this
is
truck
red.
There
assist
our
beer
with
an
adverse
position.
L
K
So
this
is
part
of
the
work
that
we're
doing
I
think
around
complex
applications
that
we've
broken
down
the
time
from
start
to
finish
and
looks
at
all
the
stages
and
there's
quite
a
lot
of
time,
which
is
actually
outside
of
our
control.
In
that
people
have
sent
us
stuff.
We've
had
to
get
back
for
clarification
and
that
that
piece
has
taken
quite
a
long
time
to
get
the
information
together.
K
So
we're
looking
at
how
we
how
we
can
monitor
our
bits
of
that
and
then
how
we
can
also
try
and
close
down
the
time
it
takes
in
the
elapses
between
those
bits
where
we're
going
backwards
and
forwards.
But
what
we're
also
looking
to
do
as
part
of
our
registration
transformation
pieces?
It's
do
a
bit
of
learning
that
leaves
the
things
like
the
planning
inspector
have
done
where
we
want
people
to
come
to
us
before,
or
they
make
an
application.
K
So
we
can
talk
through
them
and
work
with
them
at
the
start
of
that
application
before
they
actually
ever
put
anything
in
to
ensure
that
they
they
actually
making
an
application
in
the
right
way.
They've
got
all
their
information
together
and
then
the
other
thing
that
we're
doing
is
passed.
The
improvement
piece
is
we're
holding
applications,
we're
not
letting
them
go
forwards
or
not.
We're
not
letting
them
go
forwards
until
until
they've
got
everything
ready
and
then
we
can
push
it
through
at
page,
so
I've
got
builders
banging
on
the
door.
K
I
I
have
a
quick
question:
Peter,
yes,
Robert,
please
and
I
thought
this
layout
was
really
helpful,
but
just
one
question
about
number
five
representations
upheld
target
more
than
90%.
Do
we
mean
representations
upheld
in
the
sense
that
that
looks
to
me
as
they
were,
upholding
a
representation
that
something
is
incorrect
but
am
I
getting
the
communication
the
wrong
way
around?
Do
you
see
what
I
mean
yeah.
K
K
A
M
Mark
you
wanted
to
come
in
barks
excellent
thanks,
German
Chris,
thanks
very
much
for
this
new
format.
It's
really
good,
just
the
people
turnover
one
as
we've
discussed
before,
and
we
have
shared
that
the
board
before
not
only
our
global
employee
turnover
number,
but
also
our
number
or
percentage
of
turnover.
We
lessen
to
your
service
and
I
was
I'm,
hoping
that
this
format
will
allow
us
still
to
have
access
to
that
data
on
a
quarterly
basis.
I
think
we
said
yeah.
L
K
I
think
a
key
one
and
a
very
timely
one
actually
is
the
launch
of
our
diversity
and
inclusion
strategy.
We
launched
that
on
the
4th
of
June.
Unfortunately,
this
was
a
victim
of
code.
We
had
a
big
launch
event
published
planned
for
March
and
it
got
delayed,
so
we
decided
to
take
this
forward.
This
is
our
three-year
strategy,
setting
out
how
we
are
going
to
become
a
truly
inclusive
organization,
where
everyone
can
be
the
best
version
of
themselves
that
they
want
to
be.
K
We
are
quite
ambitious
in
our
in
our
objectives
here:
we've
set
it
around
four
key
themes:
how
we
make
an
inclusive
culture,
how
we
have
inclusive
engagement,
inclusive
leadership
and
accountability,
and
also
inclusion
policies
and
practice.
So
over
the
next
next
month,
we've
got
a
number
of
events
happening
where
we
bring
people
in
to
talk
about
their
experiences
and
to
sort
of
set
out
good
examples
of
what
of
what
good
looks
like
in
this
space
and
Adam
I'm
really
delighted.
K
K
So
following
on
from
that
as
well,
obviously,
as
Ian
alluded
to
in
his
earlier
report,
we've
been
working
with
colleagues
across
the
organisation
who
have
been
quite
upset
and
disturbed
by
some
of
the
images
that
have
come
across
in
results
of
the
disturbing
events
in
America,
around
George
fraud
and
Joyce
Freud,
and
and
also
the
the
publication
of
the
Phe
report
on
the
disproportionate
impact
on
Baine
colleagues
from
co-ed.
What
we've
done
in
response
to
that
is
held
a
series
of
listening
events.
K
We're
also
doing
some
work
to
look
at
as
we're
starting
to
be
more
active,
now
crossing
the
threshold
and
doing
ducting
regulatory
activity,
a
risk
assessment
for
our
Bane
colleagues
to
ensure
that
we
are
able
to
keep
them
safe
and,
as
we
start
to
go
out
and
making
sure
that
things
like
PPE
are
properly
properly
available
and
people
are
well
trained
to
use
it.
Our
work
on
cultural
inquiry
continues,
and
this
is
the
key
key
strand
of
our
transformation
agenda.
K
We
have
launched
a
number
of
workshops
to
really
start
to
explore
and
observe
key
aspects
of
our
ways
of
working
and
our
organizational
behaviors.
These
have
gone
down
really
well,
in
fact,
they
were
a
sellout
pretty
much
within
when,
when
we
launched
them
and
have
been
well
over
subscribers,
people
are
keen
to
get
involved
in
the
really
in
in
this,
a
participant
h
of
these
workshops
we're
going
to
run
a
few
more,
so
it
can
really
start
to
give
people
an
opportunity
to
explore
our
culture
in
a
bit
more.
K
In
a
bit
more
to
help
us
inform
our
transforming
programme
going
forwards.
We
have
an
ongoing
set
of
work
around
reviewing
our
policies.
We
have
reviewed
a
number.
These
are
ongoing
so
that
we
can
completely
review
all
our
policies
over
the
over
the
next
year
or
so
to
make
sure
they're
completely
upstate
and
and
are
suitable
for
a
modern
organisation
moving
forwards,
and
that
continues
that
pace.
We
have
our
pulse
survey
a
little
later
on
in
the
agenda.
This
is
the
first
one
of
2020.
We
had
it
open
during
the
15,
the
29th
of
May.
K
We
were
really
pleased
with
the
results
that
we've
seen.
What
we
do
is
well
planning
to
do
is
keep
these
going
on
a
frequent
basis
over
the
year
to
really
just
give
us
an
opportunity
to
take
test
the
temperature
of
the
organization
and
get
some
feedback
in
terms
of
what's
working
well
and
what's
not
so
working
well,
and
this
is
particularly
important
as
we
start
to
move
through
our
transformation
program
and
the
work
to
do
around
transforming
our
organization
as
it's
vital.
K
K
They've
done
a
huge
amount
of
work
to
move
what
had
been
normally
face-to-face
training
on
to
online
training,
to
really
support
our
response
to
carried,
and
in
particular,
they
have
pulled
together
at
relatively
short
notice,
a
very
good
training
on
infection
control
and
use
of
PPE
to
support
our
colleagues
who
are
going
back
out
onto
the
frontline,
so
overall
I
think
there's
a
lot
of
work
happening
in
our
people.
In
our
people
space.
K
It's
we
haven't
with
we've
managed
to
cope
well
with
the
impacts
on
carried
as
people
have
been
drive
have
been
very
busy,
so
both
supporting
people
getting
on
Scott's.
Looking
at
our
risk
assessments,
looking
at
how
we
weigh
in
to
ensure
our
workforce
can
continue
to
work
well
from
a
home
based
environment
when
they'd
only
been
in
offices,
so
overall
I
think
I'm
pleased
with
the
general
direction
and
progress
that
we're
making.
You
know
in
our
people,
sports.
J
Thanks
very
much
Kirstie,
very
good
to
see
the
launch
of
the
diversity
and
inclusion
strategy
and
I.
Think
it's
a
you
know.
It's
a
strong
document.
We
know
from
evidence
on
inclusion
and
diversity
that
one
of
the
things
that
makes
a
real
difference
is
how
far
the
learning
and
accountability
actual
progress.
How
well
that
is
happening
in
all
parts
of
the
organization.
J
You
know
from
the
the
teams
to
them
management
to
the
executive
and
to
the
board
and
I
just
wondered
if
you
could
say
something
on
the
plans
for
how
we
as
a
board
will
get
to
hear
how
things
are
going
because
I
mean
we
also.
You
know,
there's
this
huge
amounts
of
energy
behind
this
work,
I
think.
But
what
we
want
to
know
is,
is
progress
being
made
and
do
we
need
to
fine-tune
any
of
the
things
that
we're
doing
to
ensure
that
it
really
does
bring
the
sort
of
shift
that
we're
after.
A
K
Caching,
I
was
being
impatient,
pressing
it
too
many
times
Liz.
Yes,
thank
you
for
that.
What
we
include
strategy
has
an
action
plan
attached
to
it
and
we
intend
to
report
against
that
on
a
quarterly
basis,
so
that
we
can.
We
can
see
the
progress
that
the
progress
that
we're
making
and
ensure
that
we
are,
we
are
doing
the
things
that
we
want
to
do.
K
I
think
some
of
those
things
are
going
to
take
a
longer
time
frame
to
fix
and
they're,
not,
then
that
they
are
they're,
not
a
quick
there's,
not
a
quick
fix
to
the
morale
to
us.
We'd
have
already
done
it.
So
I
think
we
want
to
keep
this
this.
This
reporting
coming
I
think
the
other
thing
we
want
to
do
is
as
well
as
of
using
the
information
that
we've
leaning
through
staff
surveys,
and
maybe
that's
an
area.
K
We
want
to
explore
to
our
pulse
surveys
as
well,
so
we
will
keep
you
posted
formally
quarterly,
but
I
think
other
things
as
we
start
to
bring
other
things
forwards.
I
think
it'd
be
useful
to
have
a
regular,
regular
tour
conversation
about
this
at
the
board
and
I
know,
the
networks
will
come
on
us
a
quarterly
basis,
I
think
anyway,
to
talk
about
what
they're
doing
and
and
that
I
can
promise
you
they
do.
Keep
us
keep
us
in
good
order.
If
we're
not
progressing
at
the
pace,
they
need
to
see.
D
D
We're
hoping
is
going
to
be
really
a
really
good
framework
if
nothing
else
to
actually
help
people
in
in
having
the
confidence
and
competence
to
support
people
and
as
a
quality
network,
the
staff
quality
networks
we're
going
to
be
supporting
this
throughout.
It's
from
its
you
know,
sort
of
beginning
to
the
development
and
various
things
as
it's
ongoing
and,
as
mr.
Kersey
said,
I
think.
D
M
Harriet
mark
thanks
German,
just
building
on
what
Harriet
said
that
I
think
we
all
recognize
the
value
we
derive
from
all
the
networks
in
CQC
just
back
to
the
people.
Please
kirsty
really
good
report
and
is
super
to
get
this
detail
at
the
board.
Just
want
to
say
that
we
also
review
people
risks
and
metrics
at
the
ACCC
and
culture
we've
reviewed
in
the
a
CTC
subcommittee
and
that's
an
ongoing
process
that
the
committees
are
undertaking.
M
A
A
Don't
I
don't
believe
so
right,
I
I
apologize
that
I
thought
you
were
going
to
talk
about
cybersecurity
risk.
No
there's
there's!
Thankfully,
there's
nothing
to
report
this
month.
Thanks
perfect!
That's
what
I!
That's
that's
the
best
sort
of
report
on
lovely.
Thank
you
very
much.
Ian
did
you
want
to
say
anything
on
strategy,
or
is
there
nothing
to
report
to
the
board
other.
B
N
Thank
you
Chris,
just
in
terms
of
parliamentary
activity,
we've
given
five
different
pieces
of
evidence
over
the
last
month
to
Parliament
in
different
areas,
so
it
has
some
individual
conversation
with
MPs
in
the
House
Select
Committee
on
CT
just
wants
to
curb
it.
Also,
the
wider
system
responds
to
concrete
we've,
given
submission
evidence
to
the
Health
and
Social
Care
Committee
on
delivering
during
and
beyond
the
pandemic
and
as
I
think
we
mentioned,
we've
also
given
some
insight
into
the
Joe
committee
and
Human
Rights.
N
I
think
this
reflects
and
the
broader
increase
in
demand
from
Parliament
on
what
we
know,
which
we
think
is
obviously
a
good
thing
and
we'll
continue
to
respond
to
those
those
challenges.
I
think
they
all
set
out.
Not
just
what
we
know
through
a
state
of
care,
but
also
how
we
respond
to
these
committees
moving
forward,
just
in
terms
of
publications
going
to
talk
about
the
Kobe
insight
report
later,
but
the
number
of
other
publications
are
coming
up,
which
will
also
help
shape
what
we
know
in
across
health
and
care.
N
There's
a
control
drugs
on
your
report,
which
will
look
at
trends
in
medical
assessment,
medical
errors
which
will
feed
into
state
of
care.
We're
really
delighted
to
have
the
third
report
of
the
defense,
medical
services
and,
lastly,
I
just
want
to
talk
a
bit
about
give
feedback
on
care
and
public
launch
and
we're
going
to
have
the
HealthWatch
report
next.
But
this
is
where
we've
been
working.
I
hope
well,
do
is
say
really
closely
with
HealthWatch
and
other
colleagues
to
have
a
launch
of
give
feedback
on
care.
N
We've
talked
about
the
technical
developments
around
making
it
easier
to
use
and
I
think
the
two
key
challenges
here:
how
we
support
and
encourage
more
people
and
England
to
feedback
their
care
on
health
and
social
care
services,
and
also
how
we
and
how
we
make
it,
how
we
normalized
the
idea
of
giving
feedback
so
that
we,
it
isn't
seen
as
a
normal
to
offer
and
give
feedback.
But
it's
seen
as
an
integral
part
of
how
services
and
systems
and
organizations
like
ours
and,
like
others,
learn
and
improve.
N
So
there's
number
of
pieces
of
work
that
are
ongoing
at
the
moment.
A
few
surveys
that
will
look
to
elicit
people's
news
about
how
people
emerging
during
this
time
and
we
aim
to
launch
the
campaign
formally
on.
We
commence
in
a
sing-song
of
July
as
a
little
bit
more
about
the
cobia
inside
report.
Later
thanks,
Chris.
A
I
Very
briefly,
I'm
saying
Steelton
eldest
under
you've
all
seen
report
and
I
would
like
to
suggest
that
it
shows
over
a
year
an
amazing
amount
of
progress
in
the
development
of
not
only
HealthWatch
England,
but
also
its
relationship
with
the
health,
local
HealthWatch
Network
and
also
in
its
ability.
Healthwatch
is
ability
to
project
the
messages
from
local
level
to
system
and
national
level,
so
that
was
the
first
point
I'd
make.
The
second
is
I
think
it's
reflected
in
this
report,
but
probably
not
being
blown
with
the
trumpet.
I
But
just
a
word:
if
I
might
about
the
the
future,
we
as
a
committee,
as
you
might
imagine,
have
been
looking
at
our
strategy
and
when
I
say
our
strategy,
we're
distinguished
by
having
a
committee,
almost
all
of
whom
were
not
present
when
the
current
strategy
was
actually
said.
Well,
there's
nothing
wrong
with
it.
I
The
back
of
the
sofa-
and
we
need
bottom
of
that,
but
even
if
it
wasn't
the
demands
on
the
system
both
nationally
and
locally
as
such
and
the
work
is
increasing
and
I-
think
it's
important
in
more
increasingly
recognized
I'm,
not
sure
we
can
continue
to
go
on
the
path
of
continuous
improvement
unless
we
get
generally
a
better
resource.
So
that's
a
bid
for
the
future,
but
in
the
meantime
I'll
hand
over
to
a
molder.
Just
with
the
lavish
praise
from
me
for
to
her
and
her
team
for
what
she's
able
to
do.
O
Thank
you,
Roberts
I,
don't
I,
don't
really
have
a
lot
to
say.
You've
got
a
quite
a
lengthy
report
from
me
and
I'm.
Sorry,
it's
so
long.
It
was
sort
of
repurposed,
but
also
we.
We
should
always
report
back
to
you
at
this
point
in
the
year
on
what
we
did
in
the
last
year.
So
you
get
a
bit
of
a
snapshot
of
that
and
then
then
you
get
a
look
at
what
we've
done
in
this
first
quarter
of
this
financial
year.
O
Let's
say
over
the
last
year
as
well,
is
that
our
relationship
with
the
network
has
been
transformed.
We
we've
gone
from
being
a
sort
of
an
organization
that
sort
of
serviced
it
all
to
much
more
of
a
partnership.
We've
put
in
lots
of
tools
to
really
help
them
do
the
very
best
job
they
can
so
we've
put
in
things
like
quality
frameworks.
O
We
have
the
very
low
amounts
of
advice
that
we
gave
to
the
public,
but
now
HealthWatch
England
has
one
of
its
main
strands
of
work
is
getting
high-quality
advice
to
the
public
based
on
the
inquiries
that
local
HealthWatch
gets
from
the
from
the
public
about
what
they
need
to
access,
and
it
will
be
things
like
how
to
register
for
GP
how
to
find
a
dentist.
All
those
sorts
of
things
are
what
the
public
asked
us
to
do.
O
So
that's
the
sort
of
quick
look
back
at
last
year
and
now
for
the
first
quarter
of
this
year,
be
like
everybody
else.
We
immediately
turned
our
attention
to
how
we
could
be
most
useful
during
the
Kovach
pandemic
and
how
we
could
use
our
resources
to
really
try
to
support
support
people
to
do
a
good
job
and
and
to
make
sure
that
the
public
information
was
being
fed
back
in.
O
So
we
we
immediately
took
three
three
priorities:
one
was
information
to
the
public,
using
government
data
government
information
sources
to
get
information
to
the
public
in
a
very
digestible
way
very
quickly.
Our
second
priority
has
been
to
support
the
network
and
some
of
that's
about
the
huge
amount
of
advice
and
guidance
that
was
coming
out
on
a
daily
basis.
O
The
third
priority
for
us
during
this
Kovach
time
has
been
to
help
people
have
their
say
so
make
sure
that
we
don't
cut
off
that
bit
of
feedback
that
we
that
we
want
to
get
from
the
public
so
that
we
can
feed
that
back
into
the
system
to
help
the
system
improve.
And
so
we've
done
that
on
specific
things
like
some.
O
Quite
a
lot
of
policy
input
as
well
in
this
quarter,
as
you'd
expect
us
to
do
done
quite
a
lot
of
work
on
the
NHS
tracing
app
on
patient
transport,
on
shielding
on
the
do-not-resuscitate
and
many
other
areas
of
policy
that
have
been
being
developed
during
that
time.
The
one
of
the
things
that
we're
really
tackling
with-
and
this
is
a
Robert
referred
to
it,
but
it's
an
issue
that
we
really
that's
gonna,
really
stymie
us.
O
If
we
don't
come
up
with
a
solution,
the
NHS
has
moved
itself
into
STPs,
which
are
our
honor
on
a
much
bigger
geographical
footprint,
as
Robert
said
we're
on
a
local
authority
footprint.
So
in
some
places
that's
not
a
big
deal,
places
like
Norfolk
endeavour
and
that's
okay,
but
it
really
matters
where
you've
got.
Let's
say,
for
example,
Cumbria
in
the
Northeast,
where
there
are
19
HealthWatch
in
that
patch,
so
how
you
get
proper
influence
and
representation
at
all
the
different
layers
in
those
decision-making.
It's
very
difficult.
It's
a
very
difficult
challenge.
O
The
other
challenge
that
we're
really
facing
is
that
CCGs
with
their
merger
are
also
now
becoming
covering
much
bigger
footprint
so
where
they
would
be
a
CCG
for
one
HealthWatch.
There
now
will
be
one
CCG
and
six
or
seven
HealthWatch,
so
that
so
the
the
influence
is
getting
dispersed.
Then,
on
the
other
hand,
we've
got
primary
Nick
primary
care
networks
which
are
very
neighborhood
based
and
need
a
different
type
of
resourcing
and
a
different
type
of
focus.
So
it's
a
big
challenge
for
Russian
and
for
the
network
at
a
time
when
resources
continue
to
dwindle.
O
What
I
would
say-
and
my
honest
observation
is-
the
reputation
of
the
network
has
greatly
improved
in
recent
years.
Their
usefulness
to
the
system,
that's
greatly
improved,
and
so,
although
the
front
the
funding
is
being
reduced,
but
at
a
much
slower
rate,
it
was
down
2%
in
the
last
financial
year
compared
with
17
percent
two
years
ago,
and
many
local
authorities
tell
us
it's
not
that
they
don't
value
the
work.
They
simply
don't
have
the
resources
to
prioritize
the
work
of
healthwatch.
O
So
there
are
big
challenges
ahead
for
us
and,
as
Robert
said,
we
will
be
going
back
and
reviewing
our
strategy.
It's
right,
where
two-and-a-half
years
into
our
strategy,
so
time
to
take
a
fresh
look
at
it
and
during
that
time,
we'll
be
definitely
reviewing
the
whole
issue
about
the
way
we
gather
data
and
the
way
we
use
data
to
make
sure
that
its
deals
with
our
focus
that
we've
got
on
on
equalities
and
inequalities.
O
So,
and
also
where
do
we
with
our
limited
resources
for
us
and
the
network?
Where
do
we
really
put
our
efforts
to
have
maximum
impact,
and
my
final
thing
just
to
pick
up
on
Chris's
point,
we
had
a
great
experience
of
working
with
CQC
on
the
campaign
to
get
the
people's
views
in
and
we're
really
looking
forward
to
that
campaign
being
launched
and
to
see
whether,
when
we
band
together,
we
can
actually
have
much
greater
impact.
Thank,
You,
Imelda.
A
A
Times?
Yes,
sorry!
No!
No!
It's
not
your
fault
and
I
was
just
gonna,
say
Imelda.
That
I
think
these
changing
geographic
boundaries
and
the
way
that
different
parts
are
going
to
collaborating
is
is
a
really
big
challenge
for
providers
for
local
authorities
and
Suzi's
for
CQC
and
for
you
and
I
think
we're
just
all
going
to
have
to
learn
how
to
operate
in
a
a
complex
structure.
That
is
not
going
to
be
uniform
around
the
country
any
time
soon
and
it's
it's
a
challenge.
A
M
Chairman
Imelda
thanks
very
much
for
a
great
report.
Again
super
don't
read
again
about
your
work
in
oral
care,
maternity
and
mental
health,
patient
transport,
which
I
was
a
super
report
from
last
year.
Congratulations
on
staff
flexibility
during
Kovac
just
wanted
to
ask
a
question
about
engagement.
O
Thank
you.
The
we
immediately
moved
all
our
support
to
the
network
online,
which
previously
had
been
face
to
face
and
I
miss
early
days
still,
but
I
think
it's
more
successful
online
than
it
was
face
to
face
we're
holding
all
our
net
regional
Network
meetings
online.
Much
better
attendance,
interesting
engagement
with
people
on
is
training
we've
put
on.
We
put
on
a
lot
of
events
for
that
we
wouldn't,
we
would
take
much
longer
to
do
like
for
governors,
so
they
for
the
chairs
and
board
members
or
local
HealthWatch
they've
been
sold
out.
O
We
move
them
online,
they're
sold
out
and
we've
been
able
to
get
a
much
better
cross
fertilization
so
rather
than
you
being
in
the
northeast
or
the
southeast.
We've
got
Cornwall
talking
to
Cumbria
and
probably
they've
got
more
in
common
than
the
Newcastle
in
Cumbria.
So
that's
that
side
of
it
has
gone
really
well.
O
We
are
this
year
going
to
move
our
entire
conference
online
and
we're
expecting
to
have
somewhere
between
six
and
seven
hundred
people
attended,
spread
that
over
a
week,
so
I
think
there's
a
lot
that
has
been
learnt
over
this
time
that
we
will
continue
to
do
the
thing
that
we're
doing
up
quite
deep
investigation
in
is:
who
does
this
leave
behind?
Who
does
it
leave
behind
when
we
move
on
to
more
digital
work?
O
And
how
do
we
make
sure
people
are
not
left
behind
the
the
difficulty
for
a
lot
of
the
engagement
work
with
particularly
hard
to
reach
groups
is
that
Digital
doesn't
always
work.
So
we
need
to
get
back
to
some
face-to-face
work
when
it's
right
and
we're
looking
at
with
the
network
on
developing
different
methodologies
for
different
types
of
engagement
that
work
at
different
times.
But
you
know
that
take
into
account
social
distancing.
O
So
that's
a
work
in
progress,
but
I'm
some
people
have
been
doing
some
local
healthwatch
have
been
doing
zoom
engagements
and
they've
been
going
quite
well
or
they've,
been
doing
like
support
groups
for
their
for
their
people,
who
are
really
active
in
their
network.
So
so
yeah,
it's
worked
really
well
so
far,
but
we're
really
very
conscious
that
people
will
be
left
behind
in
this.
M
A
A
O
Say
a
big
thank
you
to
the
support
that
we've
received
from
CQC
during
this
time.
The
you
know,
the
work
that
happened
to
the
IT
upgraded
has
transformed
us
all,
and
this
and
the
infrastructure
of
support
we're
getting
it's
just
great
when
we
really
could
move
online
in
a
day
with
no
hiccups,
so
a
big
big
THANK
YOU
to
everybody
for
all
that
infrastructure.
Support,
really
appreciate
it.
O
A
Well,
the
the
people
who
gave
you
that
support
know
who
they
are
so
they
will
allow
sure
be
very
pleased
to
have
heard
that
great
sorry
to
sort
of
rush
on,
but
I'm
just
slightly
conscious
of
time,
thanks
very
much
indeed
Imelda
and
obviously
Robert
as
well.
Chris
I
think
we
move
moved
to
you
now
for
the
inside
report.
Please
thank
you
and.
N
So
this
is
the
second
insight
report.
We've
we've
published
during
this
time.
I
think
the
key
themes
for
the
second
edition:
three
things:
perhaps
transparency,
transparency,
what
we
know,
transparency,
what
others
know
to
help
the
second
thing,
which
is
improve
and
drive
learning,
and
we.
What
we
know
is
some
data.
We've
gathered.
N
This
month's
report
focuses
on
some
of
that
closer
working
between
hospitals,
primary
care
and
social
care
and
community
services,
and
how
that
has
worked
well
and
and
how
organizations
have
used
that
collaboration
to
drive
improvements
and
services,
which
we
thanks
to
colleagues
for
across
CQC
who
helped
pull
that
information
together
from
the
conversations
that
they've
had
as
part
of
their
regulatory
activity.
There
are
also
some
good
examples
case
studies
are
one
of
the
feedback
want
a
bit
of
feedback
from
providers
and
from
others.
N
One
of
those
strengths
is
still
hear
you
I
can
hear
you,
but
if
you
can
hear
me,
that's
that's
fine.
One
of
the
one
of
the
most
abyss
of
feedback
from
providers
and
from
others
was
was
making
sure
we
had
good
examples
of
what
good
look
like.
This
is
a
really
good
case
that
is
in
about
what
people
have
done
to
support
that
work.
Well,
Leslie.
N
We
wanted
to
provide
an
update
on
some
of
the
latest
data
we
hold
on
the
impact
of
code
on
different
groups
of
people
and
I
think
that's
important
for
transparency,
and
it's
also
important
that
it
will
raise
important
questions
that
we
can
collectively
answer
the
important
thing
about
this
report.
Is
it's
important
to
get
the
data
out
to
prompt
the
question
as
well
as
always
to
have
the
answers
and
finally,
just
want
to
reiterate
that
point
about
collaboration
between
services
there's
a
there.
It
is
vital
that
we
see
improvements
in
the
way
services
operate
together.
N
All
of
the
good
case
studies
and
all
of
the
feedback
we've
had
around
how
services
have
collaborated
have
have
led
to
the
changes
improvements
that
we've
seen.
We
recently
published
300
examples
of
how
services
have
improved
a
lot
of
those
are
about
the
way
in
which
they
collaborate
to
give
people
a
seamless
service,
as
ever
we'll
take
feedback
from
this
report
and
use
that,
together
with
what
we
know
from
our
own
regulations,
to
guide
future
editions
but
I'm
happy
to
take
questions.
N
So
you
rightly
point
out
this:
we've
produced
tomorrow,
which
show
colleagues
in
in
the
digital
put
together,
looks
at
domiciliary
care
exclusively.
The
NHS
tracker
looks
at
information
in
in
care
homes
and
obviously
we'd
like
to
make
sure
that
we
can.
We
can
get
all
of
the
information
together
because
I
think,
with
all
the
information
we
have
a
better
chance
of
understanding
what
we
can
do
differently,
so
we're
conversations
with
colleagues
in
the
NHS
England.
So
they
can.
N
J
This
thanks
very
much
is
really
interesting
report
and
I.
Firstly,
on
collaboration,
it's
great
to
see
some
examples
where
it
seems
that
you
know
in
a
crisis,
all
of
a
sudden
people
can
get
together
and
sort
things
out
more
than
they've
managed
to
do
in
I.
Don't
really
exact
quote,
but
you
know
in
years
of
previous
meetings
and
so
on
and
I
suppose,
just
a
point
really
that
there
is
as
well
as
all
the
challenges
of
kovat.
J
J
The
second
point
I
just
wanted
to
make
was
that
in
a
couple
of
places
in
this
report,
we
see
that
the
data
that
we
have
is
not
as
great
as
it
might
be,
for
example,
primary
care
how
consultations
are
recorded
if
they're,
not
the
traditional
types
of
consultation,
if
they're,
online
or
whatever,
and
also
the
experience
of
people
using
services
and
how
ethnicity
is
or
not
recorded
and
I.
Just
wonder
if
there's
anything
we
can
do
drawing
on
this
to
influence
the
collection
of
better
data.
I
think.
N
One
of
the
curse
dimension
a
bit
early
on
in
terms
of
some
workers-
that's
ongoing
in
this
space,
but
I
think
one
of
the
things
that
we've
learned
through
this
process
is
a
lot
of
the
data
that
we
gathered
was
deliberately
designed
for
our
entry
purposes
of
inspecting
individual
organizations.
Individual
occasions
and
I.
N
Think
one
of
the
things
that
colleagues
across
the
organization
want
to
do
more
with
as
a
result
of
this,
our
own
learning
here
is
that
we
we
should
and
we
need
to
make
sure
we
can
gather
what
we
know
to
publish
information
on
behalf
of
the
system,
not
just
in
the
act
of
individual,
the
regulation
of
individual
locations
and
individual
organizations.
So
there's
some
really
good
work.
N
That's
going
on
at
the
moment
to
first
of
all
to
look
at
how
we
digitize
some
of
these
services,
because
they
still
rely
a
lot
on
on
paper
in
a
way
that
absolutely
should
not
be
the
case,
but
then
how
we
use
that
information.
So
we
have
a
really
good
understanding,
not
just
of
individual
locations
and
what
and
how
they
are
individually
responding,
but
across
local
areas
and
across
local
systems.
N
E
Yes,
thank
you,
I
just
congratulate
Chris
and
his
team
on
the
work
putting
together
this
report.
People
have
already
stressed
the
importance
of
transparency,
and-
and
this
is
our
contribution
to
transparency
and
I-
think
we've
learned.
One
of
the
things
we've
learned
during
covert
is
the
importance
of
transparency
in
building
trust,
but
also
ensuring
that
we
we
deal
with
the
problems
as
they
arise,
rather
than
if
you
like,
try,
try
and
and
put
them
to
one
side,
but
the
other
thing
that's
important.
E
This
report,
which
I
think
is
really
really
important
forward,
is
that
we
and
everyone
else
involved
in
health
and
social
care,
adopt
a
learning
attitude
to
code
to
code
19,
accepting
the
fact
that
you
know
some
things
went
well.
Some
things
write
less
well,
that's
inevitable
and
to
the
pressure
that
was
been
working,
but
actually
the
wait
is
the
way
to
take
is
forward
is
for
us
to
all
learn
so
that
when
we're
faced
with
similar
challenges
in
the
future
of
beer
from
kool-aid
or
something
else,
we're
better
prepared
and
I.
A
Great
Chris,
thank
you,
I
think
these,
the
I
think
you've
heard
from
the
board
that
we
vet
really
value
receiving
these
reports
and
look
forward
to
the
next
one
with
a
with
apologies
to
Jill
who's
joined
us.
Shall
we
just
take
a
five-minute
break
just
to
sort
of
stretch,
legs
and
then
start
again?
If
we,
if
we
could
at
22
to
1214.
A
K
Thank
you
so,
just
following
on
from
what
I
said
in
our
executive
update,
I
think
this
is
a
really
good
set
of
results.
It's
part
of
a
series
that
we
want
to
run
over
the
the
next
12
months
to
give
us
a
sense
check
the
organization's
doing
and
take
its
temperature
on
a
regular
basis.
I'll,
let
Jill
talk
through
the
detail,
but
personally
I'm
I'm,
really
delighted
with
these
results.
I
hope
we
can
sustain
them
into
the
future.
I
think
we're
in
an
unusual
set
of
circumstances
at
the
moment.
K
C
Thank
you,
Kirsty
and
I
would
so
say
thank
you
for
for
having
the
opportunity
to
sort
of
share
these
with
you
so
quickly
after
we've
received
them.
So
they
are
almost
hot-off-the-press
in
that
we
actually
only
got
them
last
week
from
our
survey
provider,
so
the
turnaround
has
been
quite
quite
speedy
and
but
it
felt
important
to
come
and
share
them
with
you.
So
as
Kirstie
says,
this
is
our
first
pulse
survey
of
the
year.
C
Our
plan
is
to
survey
regularly,
probably
on
a
quarterly
basis,
because
I
think
this
gives
us
a
much
richer
and
more
regular
picture
of
of
how
people
are
feeling
and
how
connected
they
feel
to
the
organization,
its
leadership,
its
purpose,
the
things
that
we're
doing
and
and
the
way
in
which
people
experience
the
their
day-to-day
life
in
CQC
and
you'll.
Remember
that
in
February
I
brought
to
public
board
the
the
results
of
our
full
survey
that
we'd
undertaken
in
the
autumn.
C
C
So
those
were
the
sort
of
the
perception
that
was
clearly
articulated
in
the
feedback
that
there
was
a
there,
wasn't
the
positive
connection
or
direction
and
leadership
that
people
would
we'd
expect
and
want
people
to
have
from
our
executive
team
and
the
wider
executive.
Colleagues,
how
we
managed
change
was
not
not
being
received
in
a
very
positive
way,
and
we
weren't
doing
as
much
as
we
possibly
could
to
communicate
effectively
with
our
teams
and
with
our
colleagues
across
the
organization.
C
So
I
shared
a
very
brief
summary
paper
with
you
and
I.
Think
the
headlines
that
bear
repeating
at
this
stage
is
as
Kirstie
said,
and
this
is
a
really
positive
set
of
results
for
us.
It's
data,
it's
data
that
is
positive,
very
positive
and
more
positive
than
that.
Even
I
was
expecting
it
to
be,
and
I
have
a
kind
of
optimism
bias
within
my
soul,
and
we
have
seen
signal
chefs,
statistically
significant
shifts,
they're,
not
just
one
or
two
percentage
points.
They
are
big
shifts
in
all
of
the
six
questions
that
we
were.
C
We
can
directly
track
back
and
to
the
full
survey
in
the
autumn
I'm,
particularly
wanting
to
draw
attention
to
the
shift
in
the
question
about
visibility
and
direction,
and
leadership
from
the
executive
team
and
Kirsty
alluded
to
it.
The
fact
that
that
has
gone
up
by
41
percentage
points
to
a
positive
total
of
four
seventy
five
percent
I
think
is
quite,
is
a
really
important
point
to
note
for
for
us
in
this
discussion
and
I,
you
know,
while
Kirsty
is
said,
it
I
think
it
does
worth.
C
There's
also
we've
been
able
to
gather
some
really
really
important
data
about
our
colleagues
and
their
well-being
and
also
the
support
that
they're
finding
and
getting
from
the
organization
and
their
line
managers
during
kovat.
There
is
some
real
honesty
in
the
commentary
around
the
the
reasons
why
people
are
feeling
responding
in
into
the
question,
which
is
how
have
you
been
feeling
for
the
last
week
and
it's
fair
to
say,
there's
a
mixture
and
a
spread.
C
So
while
42%
of
colleagues
are
M
feel
kind
of
were
feeling
good
that
the
38%
of
our
colleagues
were
saying
they
kind
of
fell
average
and-
and
you
know,
22%
we're
saying
I'm,
not
so
great
I
haven't
been
quite
quite
so
great
and
they're.
The
reasons
that
sit
behind
those
are
very
interesting
and
actually
the
comments
that
sit
behind
them
are
really
honest.
So
I
just
noticed
compared
with
a
commentary
from
the
autumn,
a
shift
in
tone
so
where
people
are
saying
I
don't
feel
so
great.
C
This
is
this
is
in
the
context
of
actually
you
know,
some
of
that
is
to
do
with
the
fact
that
is
is
outside
the
organization.
It's
stuff
that
I'm
worried
about
about
my
family.
My
own
health
runner
abilities
its
relationships
that
may
or
may
not
be
being
as
as
helpful
as
they
might
be,
and
as
well
as
actually
it's
fair
to
say
some
colleagues
struggling
to
feel
that
they've
they're
actually
kind
of
making
a
difference
in
their
day
job.
C
So
you
know
there's
this
stuff
for
us
as
an
organization
to
focus
on,
but
there's
also
some
really
important
things
that
our
colleagues
have
felt
able
and
honest
and
trusting
enough
to
tell
us
and
I
think
that
for
me
shows
a
real
shift
in
this
data,
so
just
before
we
kind
of
open
up
for
a
discussion.
I
just
wanted
to
just
give
you
a
heads
up
as
to
what
we're
doing
next
and
we're
sharing
the
results
that
more
local
level
right
now.
C
That
will
start
some
conversations
locally
about
the
sort
of
different
areas,
different
directorates,
different
teams
results
and
what
that
means.
So
far,
our
discussions
in
the
senior
setting
have
been
very
much
around
how
we
can
sustain
this
going
forward.
So
how
can
we
make
sure
that
we
don't
that
we
capitalize
this
and
we
don't
lose
this
sense
of
positivity
and
momentum?
C
Those
in
our
colleagues
have
told
us
one
final
thing
from
me
that
actually
the
things
that
have
made
a
difference
for
them
and
have
been
how
we've
really
maximized
and
utilized
I
can't
our
technology
to
help
them
feel
connected
and
informed.
So
the
virtual
conversations
we've
been
having
through
the
platforms
that
we've
got
in
place
in
our
sort
of
technology
suite
and
the
very
clear
connection
that
they've
had
to
ian
and
the
executive
team
and
the
wider
leadership
group.
C
That's
that
visibility
and
access
it
has
been
really
important
and
we
need
to
make
sure
we
don't
lose
that
and
also
their
ability
to
be
involved
in
and
have
to
have
sight
of
the
changes
that
we've
been
making.
So
that
must
be
and
the
decisions
that
we've
been
making.
So
that
is
obviously
to
do
with
the
the
way
in
which
we
have
brought
people
into
the
change
in
decision-making
around
the
ESF.
So
it's
positive,
there's
still
lots
to
do
and
I'm
really
keen
to
have
comments
or
reflections
or
questions.
A
D
Yeah,
just
to
call
myself
that
it's
I
mean
congratulations
again
and
I
know.
People
have
already
said
it,
but
I
think
the
visibility
has
made
a
real
difference
to
people
and
your
sessions,
I'm
going
to
call
them
have
been
very,
very
clear,
and
it's
made
it
very,
very
easy
for
people
to
be
consistent
in
their
approach
and
I
know.
You
know
from
the
so-called
annek
data
that,
if
we've
had
back
from
through
the
networks
that
that's
been
very
much
appreciated,
one
of
the
other
things
that
was
interesting
coming
out
of
the
free
text.
D
Comments
from
the
report
chill
was
the
mention
of
flexibility,
and
you
know
how
that
is.
You
know
the
free
text,
comments
I,
think
because
sometimes
explain
the
figures
a
little
bit
and
flexibility
is
definitely
one
of
those
things.
I
think
CQC
has
done
really
really
well
in
terms
of
flexible
working
throughout
this
period
with
the
technology
and
with
the
flexibility
to
be
flexible.
D
Basically,
however,
I
know
that
there
is
some,
perhaps
not
concern,
but
just
some
discussion,
both
within
CQC
and
in
the
wider
world
that
as
far
as
that's
concerned,
we
don't
want
to
go
back
to
business
as
usual
and,
as
you
said,
I
think.
Keeping
those
ways
of
flexible
working
will
be
a
really
good
option
for
helping
people
to
kind
of
feel
like
they're
still
engaged,
and
they
have
these
control
over
things.
B
Thanks
I,
thank
you
for
the
kind
remarks
from
various
people.
I
think
I
think
it
is,
would
be
fair
to
say,
though,
that
whilst
I
have
fronted
a
number
of
the
All
Hands
calls
and
so
forth
that
we
have
each
week,
which
are
you
know
symbolic
of
a
lot
of
this
stuff.
I
think
the
work
that
we've
done
as
a
collective
behind
the
scenes
has
been
just
been
really
important
and
I.
B
Think
my
reflection
is
that
there's
there's
something
about
a
pace
that
attacked
time
to
use
the
the
lean
expression,
but
a
cycle
time
of
decision-making
which,
which
hasn't,
which
has
been
much
faster
of
necessity,
but
they
also
even
the
even
the
fairly
prosaic
decisions
that
we've
made.
We've
been
able
to
pick
up
a
concern
and
deal
with
it.
You
know
a
simple
example
recently
was
that
was:
was
the
the
small
allowance
we
put
in
place
around
people
who've
been
who've
been
unexpectedly
working
from
home.
That
was
something
which
we
initially
took
a
view
on.
B
We
listened
to
to
feedback
from
trade
union
and
colleagues
from
colleagues
in
networks
and
and
from
and
frankly
from
the
wider
group,
we
got
a
sense
of
where
people
were
coming
from.
We
were
able
to
then
review
that
decision
really
quickly
make
a
different
decision
and
and
then
put
something
in
place
and
again,
that's
that's
that
ability
to
to
make
decisions
at
pace
get
some
feedback,
and
it's
in
cases
that
overtly
change
our
minds
on
topics
and
be,
quite
frankly
latent
about
that
and
say
you
know.
B
This
is
that
this
is
this
is
where
we
stand
at
the
moment
and
we'll
we'll
look
at
it
again
sometime
in
a
few
weeks
and
then
be
able
to
do
that
and
then
be
able
to
sell
it
in
and
sell
it
into
the
leadership
groups.
I
think
that,
for
me,
is
a
real
point
of
reflection
here.
Is
that
that
ability
to
flex
and
change
and
do
think
that
pace
is
as
much
a
feature
of
this
of
this
result,
I
think
house
as
the
way
in
which
it
was
communicated.
M
You
Mark
Saxton,
thank
you,
chairman
and
Jill
thanks
very
much
for
a
very
good
report
and
super
to
see
results
so
positive
around
the
executive
team,
visibility,
health
and
well-being
and
recommending
CQC
as
an
employer.
You
asked
the
question
about
what
worked
and
I
thought.
Perhaps
something
that
did
work
is
not
really
reflected
here
was
how,
during
this
period
in
during
Ian's
conversations,
we
actually
listened
to
colleagues.
M
So
we
had
some
really
interesting
presentations
on
volunteering
working
during
Ramadan,
on
kovin
inspections
and
on
ESF
and
others
and
I
just
wondered
whether
you
know
there's
not
something
there
that
that
we
could
capture
and
build
it
into
some
sort
of
induction
tools,
so
that
people
can,
you
know,
hear
employees
experiences
in
the
jobs
that
they're
coming
in
to
do
so.
Chris
sure.
L
Kind
of
building
on
what
ian
was
saying,
really
I
think
this
is
given,
is
not
between
to
have
a
full
feedback
loop
that
we
haven't
really
seen
before.
So
you've
got
a
direct
access
to
Ian
and
you
can
see
his
message
or
other
members
of
SLT,
but
equally
then,
were
that
we're
following
and
Chris's
in
flowing
up
with
a
regular
beat
of
comms,
where
it
would
be
hard
for
anyone
to
say
they
have
missed
a
message.
L
You
know
there's
a
beat
there,
but
then
that
also
allows
people
to
directly
really
questions
on
the
call
with
Ian
or
others,
and
you
can
say
the
questions
come
in
and
the
questions
will
either
directly
be
answered
or
taken
away,
but
and
and
Ian
will
pull
out
themes
of
questions
there.
So
it's
people
have
gotten
access
to
it
to
kind
of
digest.
The
information
they've
got
but
then
also
raise
questions
on
it
and,
as
Ian
says,
some
of
those
have
led
to.
Actually
we
might
need
to
look
at
this.
L
G
Thank
you,
I
can
only
add
to
the
graduation
to
all
eet.
My
take
on
this
is
a
virtual
visibility,
trumps,
no
visibility
that
verbal
communication,
Trump's
written
communication
and
feeling
involved
in
trumps
just
being
informed
of,
and
if
you
take
those
principles
into
the
next
stage
of
transformation
program,
it
will
soar
so
I
hope
that
you
can
do
that
and
keep
at
it.
It's
been
a
wonderful
thing
to
see.
A
So
no
room
for
complacency.
Let's,
let's
just
make
that
clear,
but
really
it's
also
celebrate
a
traumatic
improvement
on
the
the
survey
last
November
or
whenever
it
was
so
I.
Think
real.
Congratulations
to
all
the
executive
team
for
achieving
this
turnaround,
which
is
great
so
Jill,
we'll
see
you
in
three
months
time
with
the
next
pal
survey.
No
doubt
but
Tony
may
see
you
before
then
on
on
other
things,
but
thank
you
very
much
indeed
so.
A
A
P
P
Okay!
Well,
thank
you
for
inviting
us
anyway,
and
I
will
I'm
gonna
wing
it
and
I'm,
assuming
that
everybody's
had
sight
of
the
report
that
was
sent
in
and
had
chance
to
read
it
yes,
yeah
and
it's
pleasing
to
see
I'm
going
to
pull
out
a
few
key
points
from
it
which
have
highlighted
earlier
on
not
expected
to
be
in
this
situation.
A
Q
So
thank
you
for
the
opportunity
to
come
and
talk
to
you
and
Judy's
come
for
some
moral
support
for
me,
but
I'd
prepared
what
I
wanted
to
and
talk
to
you
about
and
and
I
just
wanted
to
draw
the
board's
attention
to
and
a
few
points
in
the
report.
But
you
know
recognizing
that
this
is
out
of
date
really
now
and
doesn't
necessarily
reflect.
Q
The
current
situation
is
the
acoustics
we've
moved
on
a
long
way,
but
this
is
the
data
that
we
had
from
the
last
year's
staff
survey
and
when
we
report
back
to
you
in
October,
with
our
annual
report,
we'll
have
some
more
up-to-date
data
and
but
I
mean
really
I.
Think
it
builds
on
what
the
last
discussion
that
you've
just
had,
which
I
caught
the
tail
end
of
it
really
and
because
we
have
made
a
lot
of
progress.
Q
Tired
to
do
that,
what's
the
point
and
doing
it
and
that's
why
they
don't
and
so
just
to
put
a
caveat
around
what
it
says
in
the
report
around
that
and
we've
got
our
new
guardians
in
place.
Now
the
three
of
us
have
started
to
gather
a
bit
more
traction
and
pace,
and
we
have
made
contact
with
all
of
the
different
networks
that
we've
got
within
CQC.
Q
So
we've
got
representation
from
the
three
of
us
on
on
those
important
networks
and
then
there's
just
one
other
thing:
I
just
wanted
to
really
draw
your
attention
to
and
so
seek.
You
have
been
really
supportive
of
the
speak
role
and
we've
got
over
80
ambassadors
trained
and
formally
trained.
We've
got
some
more
still
to
go
through
some
training,
so
we'll
have
about
100
and
become
ambassadors
across
the
Commission
and
then
last
month
around
30
ambassadors,
including
the
news
three
of
us
that
as
Guardians
we
all
under
went
a
two
day.
Q
Training
course
around
mental
health
awareness,
and
that
was
a
really
good
externally
provided
training
event
that
helped
us
get
some
basic
understanding
of
mental
health
and
how
we
can
support
people
more
appropriately.
There
of
them
are
expressing
concerns
around
the
mental
health
and
how
to
sign
post
them
and
we're
really
grateful
that
CQC
supported
that
and
invested
in
that,
because
we've
got
a
lot
more
places
for
that
and
hopefully
we'll
get
in
all
of
the
Guardians
and
the
ambassadors
through
that
scene
in
due
course,
and
so
yeah
just
really
wanted
to
update
that.
E
You're
on
mute,
though
Ted,
that's
it
I'm
off
sorry,
yeah,
Karen
thanks
thanks
for
taking
on
this
role
and
Judy.
Likewise,
it's
very
important
role.
I.
Think
one
of
the
things
we've
learned
from
komak
19
is
importance
of
speaking
up
and
you
know.
So
how
could
we
make
it
successful
and
I
note
from
the
survey
that
that
you
quote,
which
I
appreciated
last
Soviet?
Forty
seven
only
47
people
percent
of
people
which
it
was
improvement,
but
it
said
they
felt
it
was
safe
to
speak
up
in
the
CQC
and
I
said
he
personally
felt.
E
That
was
very
disappointing
figure.
It's
not
in
the
current
pulse
survey.
So
we
don't
know
where
we
are
at
the
moment
and
the
course
sentiment
has
changed.
He
may
have
improved,
but
we
don't
know
I
have
to
say
I
do
think
this
is
just
the
kind
of
pressure
question
that
should
be
in
every
survey,
because
it's
certain
important
tests
of
sentiment
in
the
organization
that
people
do
feel
free
to
speak.
E
Q
The
London
waiting,
the
phone
always
rings
doesn't
know
yes
and
then
an
issue
around
the
London
wastes
in
which
you
know
is
perhaps
not
surprising
and
then
some
some
of
those
sort
of
HR
type
issues
that
operational,
really
that
we
can
we're
supporting
with.
But
it
is
quite
quiet
really
The
Ambassadors
are
not.
Betting.
Contact
is
very
much
of
them
in
it.
J
Thanks
and
thanks
for
a
good
report,
good
to
see
that
black
and
minority
ethnic
colleagues
are
feeling
inclined
to
speak
up,
but
I
know
very
much
you're
caution
that
we
still
have
a
lot
a
lot
further
to
go
with
that.
I
just
wondered
whether
you
know
about
other
demographics,
amongst
our
colleagues,
for
example,
disability
or
age.
You've
got
mentioned,
ethnicity
and
and
and
gender
here.
J
Just
a
question
and
the
other
thing
I
noticed
in
the
report
was,
there
was
a
there
was
some
disagreement,
wasn't
there
and
some
time
ago
about
broadband,
and
it
sounds
very
good
that
this
has
been
kind
of
bottom
doubt
and
I
just
wondered
whether
there's
any
information
on
how
that
learning
is
being
taken
forward.
I
know
that
Paul
was
involved
in
other
than
if
he
wants
to
say
anything
and.
Q
Yep,
thank
you
and
I
mean
we've
got
something
in
the
report
around
the
different
age
groups
and
that
term
more
to
the
key,
not
least
happening
amongst
the
under
fifties
and
but
I
think
we
need
to
do
a
more
work
about
the
different
demographics
and
analysis
of
this,
and
we
have
got
I
think
we
will
get
that
more
because
we've
got
one
of
the
Guardians.
This
Ummah,
which
has
got
a
background
in
intelligence
and
analytical
data
and
things
so
I
think
you
can
expect
a
bit
more
of
that.
Going
forward.
Q
In
terms
of
learning
from
the
the
broadband
and
when
we
haven't
been
hearing
anything
around
broadband,
we
none
of
us
have
heard
anything
of
fact,
since
we
took
up
the
post
at
all,
nothing
at
all.
Okay,.
I
I
G
I
I
To
have
ambassadors,
but
not
in
this
number
and
I
just
be
interested
to
have
a
little
bit
of
an
idea
where
all
your
ambassadors
are
and
how
they
see
their
roles
and
the
extent
to
which
any
of
them
have
any
reserved
time
for
the
work
that
might
come
up
or
whether
that
hasn't
been
necessary
reserve
time.
Yet.
Thank.
P
Help
me
out
with
this:
yes,
yes,
I
lead
on
the
ambassadors
and
when
I
spoke
to
Mary
about
you
know
why
we
had.
Actually,
it
was
a
figure
of
a
hundred
ambassadors
and
she
didn't
really
know
it
was
a
figure
that
she
plucked
out
of
the
air
at
the
time,
and
it's
something
obviously
that
we
will.
You
know,
keep
an
eye
on
to
see
whether
it's
the
north
or
whether
it's
too
much
my
thinking
is
probably
it's.
It's
enough.
P
Most
ambassadors
don't
get
a
lot
of
a
lot
of
contact
all
of
the
time.
Some
do
some,
don't
some,
probably
in
two
years,
haven't
had
any
contact
at
all.
So
what
I
tend
to
do
is
is,
if,
with
Guardians,
contacted
and
I
will
send
out
an
email
to
all
the
ambassadors,
with
somebody
like
to
pick
this
up
and
contact
this
person
so
that
everyone
gets
a
chance
to
to
volunteer
to
do
it
and
the
ambassadors
across
all
the
directorate's.
P
So
there
was
ambassadors
in
every
area,
but
we
got
quite
a
lot
of
work
to
do
as
to
make
that
more
make
that
advertise
better
so
that
people
know
where
they
can
go
within
each
directory.
So
we've
just
started
touching
on
that
because
some
ambassadors,
because
they
have
had
no
work
at
all
and
some
have
more
so
it's
still
something
that
we're
working
on
and.
I
I
think
it's
really
important
devise
this
in
an
organization
as
dispersed
as
ours
is
in
in
normal
times
little
there
now
to
have
people
readily
accessible
where
every
colleague
colleagues
are,
and
there
may
be
a
reason
for
no
to
dumpers
another
organization.
But
it
may
be
that
it
actually
points
to
a
need
to
have
people
everywhere
in
a
way
that
perhaps
our
providers
don't.
P
R
I
think
what
I
heard
since
and
indeed
today
indicates
that
you
know
the
lessons
that
that
was,
we
learned
have
been
learned
and
actually
we've
kind
of
moved
on
and
I.
Think
of
the
term
that
was
used
to
me
by
that
they
by
the
Guardians
was
that
that
the
atmosphere
has
been
reset
since
that
and
and
their
learnings,
but
we
could
think
we've
moved
on
from
that.
So
the
other
I
think
that's
great.
The.
R
D
Just
just
a
very
quick
comment
to
to
Karen
to
say
thank
you
because
it's
part
of
care
as
week
last
week
we
were
running
a
series
of
engagement
events
and
she
came
in
presented
a
fantastic
session
to
kind
of
explain
about
the
role
of
the
speaker,
Guardians
and
basically
just
to
kind
of
get
the
awareness
out
there
and
I
know.
There
was
also
some
very,
very
positive
feedback,
following
engagement
with
the
LBG.
Sorry.
D
A
So
thanks
Harriet,
but
thanks
also
Carolyn
and
Julie,
not
just
for
coming
to
the
board
today,
but
actually
for
taking
on
these
roles,
because
they
are
really
important
and
they
were
very
grateful
to
you.
So
thank
you
and
we
will
see
you
in
six
months
time
or
whenever
your
next
report
is,
if
not
before,
for
some
reason,
but
thanks
again
for
all
you're
doing
it's
really
very
much
appreciated
and
that
moves
us
on
Liz
to
update
from
the
rgc
meeting
of
yesterday.
Yes,.
J
J
So
people
understand
the
role
that
the
ESF
served
and
the
role
that
the
future
tool
will
serve.
So
people
don't
confuse
the
two.
The
second
item
we
discussed
was
just
about
services
getting
becoming
more
open
again
or
increasing
their
level,
openness
if
they're
already
open
and
how
that's
going
and
what
the
implications
are
for
CQC
and
we
just
went
through
the
different
sectors
really.
J
We
looked
at
all
those
issues
and
really
focused
in
on
in
terms
of
the
CQC's
role,
infection
control
being
obviously
a
major
issue.
That
is
a
big
focus
for
us
at
the,
and
also
understanding
the
innovations
that
have
occurred,
making
sure
that
they're
both
amplified
where
they're
they
give
great
pointers
to
how
things
can
be
done
in
future,
but
also
making
sure
they're
done
safely.
So
they're,
not
you
know,
they're,
not
the
sort
of
innovations
that
actually
play
safe
did
any
kind
of
risk.
A
A
Good
there
was
one
question
from
a
member
of
the
public,
but
actually
it's
a
question
that
related
to
a
matter
the
NHS
England
rather
than
ourselves,
are
responsible
for.
So
we
have
redirected
the
the
questioner
to
to
NHS
II.
So
there
are
no
questions
for
us,
which
means
that's
the
end
of
our
meeting
for
today.
Thank
you
all
very
much
indeed,.