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From YouTube: CQC Board Meeting - March 2022
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A
Okay,
let's
let's
get
started.
If
we
can,
please
sorry
we're
a
couple
of
minutes
late,
but
welcome
to
the
march
board
meeting
for
the
cqc
we
have.
We
don't
have
any
apologies
for
for
absence,
but
we
do
have
a
couple
of
colleagues
joining
us
on
the
screen
and
they
are
very
welcome
also
want
to
welcome
becky
appleby
dean
from
our
lgbt
plus
network.
A
You
are
extremely
welcome
and
do
feel
free
to
raise
your
hand
shout
at
me
or
whatever,
if
you,
if
you
want
to
come
in,
I
want
to
just
just
advise
both
the
board
and
and
anybody
who
is
watching
this-
that
we
are
going
to
be
supporting
the
national
day
of
reflection
as
we
we
we've
we've
done
previously.
A
So
that
means
we
will
have
a
one
minute
silence
at
midday
and,
if
obviously
anybody's
watching
this
other
than
in
real
time.
It
will
look
a
bit
odd,
but
that's
what
we
will
be
doing
at
midday
just
to
explain.
A
That's
okay,
that
takes
us
to
the
minutes
of
the
23rd
february
meeting.
They
drew
an
accurate
record
law.
We
discussed
very
good.
Those
are
approved,
there's
one
item
on
the
action
log,
but
that
is
oh.
That
is
due
to
those
because
it's
not
due
until
next
month,
but
it
is
due
today
so
we'll
come
on
to
that
later.
Chris,
I
imagine
and
then
we
I
think,
unless
there's
anything
else
arising,
we
can
go
straight
into
the
executive
team
report
in.
B
Thanks
very
much
peter
and
good
morning,
everybody,
I
want
to
say
a
few
things
I
just
wanted
to
bring
to
the
board's
attention.
The
first
thing
is
a
couple
of
confirmation
of
two
appointments.
As
you
know,
we've
been
talking
about
a
new
chair
and
a
new
chief
inspector
of
hospitals
over
the
last
over
the
last
couple
of
meetings.
I'm
I'm
pleased
to
formally
confirm
now
that
ian
dilks
is
our
new
chair.
Ian
will
be
joining
us
from
the
first
of
april
when
peter's
term
expires
and
we'll
also.
B
I
can
also
confirm
formally
that
dr
sean
o'kelly
is
will
be
our
new
chief
inspector
of
hospitals,
sean,
we
hope
will
be
with
us
towards
the
end
of
june.
B
We
hope
he'll
be
his
first
board
meeting
will
be
the
the
june
board
meeting
and
in
the
meantime
I
will
of
course,
work
with
with
rosie
rosie
by
dr
rosie
benningworth,
as
our
senior
medic
on
the
board,
as
well
as
as
the
deputy
chief
inspector
colleagues
to
cover
the
as
chief
inspector
position
in
the
interim
position,
but
we
look
forward
to
welcoming
sean
as
say
at
the
end
of
june.
B
I
just
want
to
again
just
update
the
board
on
the
publication
of
our
of
of
our
equality
objectives.
We
publish
those,
as
you
recall,
back
in
july
2021,
the
paper
says:
22,
it
should
read
2021
and,
and
we
we've
we've
done
a
six-month
update.
I
think
we
we
can.
B
We've
made
a
good
progress
across
all
of
our
equality
objectives
and
they
are,
of
course
on
our
on
our
website
in
more
in
more
details,
just
a
couple
of
comments
on
recent
engagement,
I
I
I
have
met
sir
gordon
messenger
and
dame
linda
pollard,
who
are
who
are
carrying
out
a
review
of
leadership
within
health
and
social
care.
I
know
a
number
of
other
senior
colleagues
have
had
a
number
of
very
detailed
conversations
with
sir
gordon
linda
and,
of
course,
the
other
members
of
their
team.
B
B
As
we've
talked
about
in
the
past
with
the
board,
we
are
in
the
process
of
creating
a
single
assessment
framework
and
we'll
be
we'll
be
launching
that
later
on
in
this
calendar
year
and
if
we
and
if
we,
if
we
possibly
can
we'd
like
to,
I
say,
blend
the
messenger
review
recommendations
into
that
framework
as
it
evolves.
B
I
also
just
want
to
flag
that
we've
rose
rosie
and
I
rosie
bennyworth
and
I
have
had
a
number
of
visits
with
ics
system
leaders.
I
think
they've
been
very
productive
conversations.
B
I
think
we
we've
we've
talked
a
lot
and
I
think
a
lot
of
a
lot
of
partners
have
talked
a
lot
about
the
importance
of
integrated
care
systems
and
the
opportunity
that
they
add
to
add
real
value
to
individual
places
right
across
health
and
social
care,
and
I
think
we've
had
some
some
positive
conversations.
B
But
I
think
that
the
point
really
here
is
just
to
re-emphasize
the
point
that,
as
we
develop
our
new
methodology,
we
want
to
do
that
as
far
as
we
can
in
partnership
with
with
those
people
who
are
going
to
be
regulated.
I'd
hope
that
by
the
time
we
get
to
to
going
live
with
this
methodology
in
this
time
and
next
year,
we'll
be
in
a
position
where
those
being
regulated
will
have
had
had
a
good
opportunity
to
contribute.
B
We've
got
a
really
good
sense
of
some
of
the
real
challenges
that
are
out
there,
and
our
regulation
will
be
both
proportionate
and
and
effective
and
make
a
a
real
difference
to
support
the
standing
up
of
these
new
and
important
constructs
within
the
health
and
social
care
landscape,
so
peter,
that's
all
I
had
for
now
and
I'm
happy
to
hand
over
to
kate
unless
we've
got
colleagues
with
questions.
Thank
you.
B
C
C
So
since
we
wrote
this
paper,
the
government
has
updated
their
guidance
on
visiting
the
most
up-to-date
publication
was
released
yesterday
and
in
that
it
reminds
the
sector
that
there
are
no
government
directives
about
visiting
bar.
It
should
be
happening
and
it
should
be
happening
in
a
safe
way.
So
it
talks
about
good
infection,
prevention,
control,
etcetera.
C
The
the
guidance
continues
to
talk
about
instances
where
visiting
may
look
different,
which
is
where
care
homes
are
in
outbreaks,
so
that's
circumstances
where
two
or
more
people
have
covered
and
in
those
circumstances
the
government
guidance
continues
to
be
really
clear
that
even
in
an
outbreak
when
people
are
receiving
ender
life
care,
they
should
have
access
to
see
their
loved
ones
and
even
an
outbreak.
All
residents
should
have
access
to
their
essential
caregivers.
C
So,
as
we've
talked
about
at
this
board,
is
a
key
area
focus
on
all
of
our
inspections
and
what
I
would
say
is
inspections.
We've
done
looking
at
this
area
since
december,
in
particular,
so
we've
done
2024
care,
home
inspections,
where
we've
looked
at
infection
prevention
control
and
visiting
in
97
of
cases
we
were
assured
on
visiting
and
in
three
percent.
We
needed
to
do
a
little
bit
more
work
to
get
that
assurance
and
we
continue
to
respond
to
concerns
raised
with
us
by
people
who
receive
care.
C
Their
families
where
visiting
is
not
happening
along
with
government
guidance
and
in
every
instance,
we
are
taking
action
so
just
to
give
a
number
to
bring
that
to
life
for
board.
We've
had
226
concerns
about
visiting,
since
the
1st
of
december,
of
which
98
were
concerns
about
blanket
bans.
C
C
So
this
is
a
an
issue
we
take
very
seriously
because
we
recognize
the
impact
it
has
on
residents,
wellbeing
and
their
family
well-being,
so
just
wanted
to
update
board
on
our
actions
around
visiting
okay,
a
couple
also
jump
into
pause
and
take
your
question
there.
Peter.
D
Robert
thank
you
I'm
glad
to
see
that
the
government
government
is
aware
has
lifted
things
which
aren't
essentially
should
mean
that
visiting
goes
back
to
the
practices
that
were
in
existence
before
with
no
doubt
with
it.
Some
extra
precautions
because
of
covid-
and
it's
about
that.
I
wanted
to
ask
the
infection.
Control
measures
obviously
are
expected
to
include
protection
around
covid,
which
in
many
places
as
I
would
understand,
it,
involves
wearing,
sometimes
wearing
gloves,
aprons
masks
and
so
on.
C
So
I
would
say
that
we
are
we're
not
the
best
experts
in
this,
so
we
point
providers
in
the
direction
of
government
guidance
and
advice
that
they
may
get
from
their
local
health
protection
teams,
local
directors
of
public
health
etc,
and
it's
obviously
bespoke
to
each
individual
home
each
different
service,
but
the
the
the
things
that
you
would
expect
providers
to
do
are
things
such
as
good
infection
prevention
control.
C
Some
providers
are
still
asking
families
to
book
ahead
of
time
so
that
they
can
manage
the
numbers
of
people
coming
in
and
out
of
the
services.
So
I
would.
I
would
suggest
that
the
the
government
produces.
The
guidance
based
on
scientific
evidence
is
where
our
best
place
to
answer
that
question
and
our
job
is
to
hold
providers
to
account
for
making
sure
that
they
are
following
the
most
up-to-date
guidance
based
on
scientific
evidence.
It's
okay.
A
C
Okay,
two
other
bits
for
me.
So
since
we
last
met
as
a
board,
the
the
end
has
come
to
vaccination
as
a
condition
of
deployment
for
people
who
work
in
in
care
homes.
You'll
remember
this
was
a
new,
a
new
power
new
requirement
for
us
to
judge
against
that
came
into
force
in
november.
The
decision
was
made
to
reverse
that
in
light
of
the
most
up-to-date
scientific
evidence,
and
we
are
no
longer
holding
care
providers
to
account
for
this
element.
C
We
are
taking
a
case-by-case
approach
to
cases
where
we
had
identified
an
issue
prior
to
this
condition
no
longer
being
in
place,
and
we
will
make
individual
decisions
about
what
we
do
about
those
cases,
but
from
the
15th
of
march
going
forward.
We
are
no
longer
holding
providers
to
account
for
this
this
requirement
and
then
the
final
thing
for
me
is
an
ongoing
focus.
We've
been
bringing
to
board
on
workforce
and
our
focus
is
kind
of
twofold.
C
One
is
what
impact
are
the
workforce
challenges
having
on
the
quality
of
care
and
the
continuity
of
care
being
received
by
people,
and
then
the
second
is
what
impact
our
workforce
challenge
is.
Having
on
the
stability
of
the
social
care
market,
so
these
are
figures
that
you're
familiar
with,
but
this
is
just
bringing
you
up
to
date
with
the
most
recent
data,
which
is,
we
continue
to
see
a
very
high
vacancy
rate
in
care
homes.
However,
that
does
appear
to
have
stabilized
over
the
last
two
months.
C
So
I
don't
think
this
is
a
course
of
us
to
no
longer
be
concerned,
but
it
is
positive
that
it
is
at
least
plateauing
at
still
a
very
notably
high
rate
and
turnover
rates
continue
to
be
high
for
colleagues
working
in
this
sector,
you
may
recall
we
introduced
exit
interviews
for
social
care
providers,
leaving
the
market
so
quite
early
days
into
doing
this.
But
what
is
coming
out
as
one
of
the
main
drivers
for
social
care
providers
exiting
the
market
is
the
recruitment
and
retention
of
workforce.
A
I
I
was
with
a
a
care
home
provider
the
other
day,
and
I
was
asking
about
their
turnover
and
and
whether
people
were
leaving
the
sector
altogether
or
just
moving
between
providers,
and
the
answer
was
just
obviously
just
one
one
provider
was
it
was.
It
was
about
half
and
half.
A
Is
that
what
you
might
think
is
a
reasonable
sort
of
national
situation.
C
So
I
say
it's
varied
over
time,
so
I
think
during
the
pandemic,
I'm
thinking
of
last
summer
in
particular,
there
appeared
to
be
quite
a
flow
out
of
the
the
care
sector
full
stop
and
into
tourism,
where
we
saw
that
real
boom
happening.
Often,
you
just
see
a
kind
of
churn
of
colleagues
moving
from
provider
to
provider.
So
I'm
thinking
about
the
adult
social
care
white
paper
that
was
published
before
christmas
and
the
government's
ambitions
about
workforce
and
moving
to
a
place
where
people
care
workers
have
much
more
past
portable
qualifications.
C
That
means
that
they're
not
starting
from
scratch
when
they
move
between
providers-
and
there
is
a
kind
of
nationally
recognized
standard
when
it
comes
to
training
and
qualification.
That
enables,
as
I
say,
quite
a
fluid
workforce
to
move,
but
to
move
with
their
recognized
kind
of
accreditations
as
well,
rather
than
each
time
kind
of
starting
back
at
scratch.
But
it
tends
to
flow
peter
as
the
percentage
that
leave
versus
the
potentials
that
just
rotate
between
providers.
A
It
just
seems
to
me
it's
something
that
that
we
should
be
watching
quite
carefully,
because
there
is
a
a
huge
difference,
as
you've
just
said,
between
having
to
recruit
people
who
come
already
with
experience
working
in
the
sector
and
and
recruiting
people
who
previously
were
doing
some
completely
different
job
and
need
much
more
training.
And
so,
when
you
come
to
the
quality
of
care
that
people
are
receiving,
I
think
there's
quite
a
big
difference
between
the
two,
so
I'll
just
be
really
interesting
to
sort
of
try
and
watch
what
the
trends
are.
E
Mark,
thank
you,
chairman
and
kate.
Thanks
for
the
people
data
from
adult
social
care,
I
mean
these
stats
are
really
important
to
show
the
pressure
that
the
system
is
is
under
and
equally
important
are
the
steps
that
the
sector
are
taking
to
reduce
turnover
through
learning
training
development
trying
to
reduce
the
pace
squeeze
in
in
at
that
level
of
the
market
and
how
to
attract
people
into
the
sector.
E
Last
meeting
we
were
signposted
to
the
skills
for
care
report
and
part
of
our
strategy
is
to
drive
improvements.
So
should
we
and
could
we
not
promote
innovation
and
success
stories
in
this
area,
to
encourage
transfer
of
best
practice?
I
wonder
whether
it's
fair
to
ask
you
that
question
or
whether
it's
I
should
have
addressed
it
to
chris,
but
it
seems
to
me
that's
an
opportunity
for
us
to
to
help
the
sector.
C
Thank
you
mark
if
I
start
and
then
see
if
chris
wants
to
come
in.
So
if
you
cast
your
minds
back,
I
think
two
boards
ago
and
three
boards
ago
we
had
an
annex
to
the
chief
execs
report
which
brought
to
life
the
workforce
detail
in
social
care.
It
was
a
bit
more
fuller
and
it
talked
about
things
like
events
that
stop
a
service,
but
also
in
that
annex
we
drew
out
some
examples.
C
We
had
where
providers
had
been
successful
around
recruitment
and
retention,
and
it
had
things
such
as
you
know,
refer
a
friend
and
get
a
bonus.
It
had
things
such
as
you
know,
financial
bonuses
for
for
retention,
and
we
know
that
staffing
having
access
to
training
and
being
able
to
see
a
career
progression,
a
career
pathway
is
kind
of
really
key
as
well
to
retaining
stuff.
So
we
have
done
it
before.
C
I
anticipate
it
will
feature
in
our
state
of
care
report,
but
that's
still
a
little
while
off
now,
but
I
absolutely
take
on
board
the
challenge
that
says,
as
well
as
continuing
to
call
out
our
concerns
around
recruitment
and
retention.
It
would
be
great
to
match
up
with
where
providers
are
still,
despite
all
these
challenges,
managing
to
be
successful
in
recruitment
and
retention,
and
we've
done
it
somewhat,
but
we
can
certainly
continue
to
think
about
how
we
do
that.
Chris,
do
you
want
to
come
in.
F
We've
we've
done
some
work
to
look
at
how
organizations
are
being
innovative
in
in
their
hr
practices,
wider
piece
of
work
as
well,
which
we
began
last
year,
which
is
about
enabling
innovation,
health
and
care
which
has
a
number
of
strands
to
it,
one
of
which
is
a
relationship
between
the
use
of
technology
and
and
people,
and
how
both
can
be
can
complement
each
other
in
how
services
adapt
and
change,
and
I
think,
a
combination
of
highlighting
innovation
in
the
use
of
technology
and
people
together,
and
also
the
innovation
we've
seen
in
terms
of
the
the
people,
practices
and
organizations,
I
think,
can
can
be
supportive
of
innovation
and
change
in
in
system
areas.
G
Kate,
could
I
ask:
is
there
any
new
news
on
the
government's
follow-up
to
their
white
paper
that
you
mentioned
from
december,
because
if
I'm
remembering
rightly
something
like
500
million
pounds
promised
for
an
investment
in
the
workforce,
so
as
long
as
all
the
things,
alongside
all
the
things
we
can
do
in
terms
of
sort
of
disseminating
good
things,
that
providers
themselves
are
doing
that
investment
in
building
the
supply
of
the
workforce
is
fairly
critical?
Is
there
kind
of
any
new
news
on
when
that
flows.
C
There
is,
there
is
ongoing
work
about
taking
the
vision.
I
think
we
were
all
enthused
by
in
the
white
paper
and
translating
that
into
a
kind
of
plan,
with
milestones
that
the
sector
can
know
what
to
expect
by
when,
and
we
are
really
keen
to
see
that
as
well.
So
you
know
so,
we've
talked
about
welcoming
the
additional
money
and
being
very
keen
to
see
that
rapidly
flowing
through
to
front
line.
We've
really
welcomed
the
the
focus
on
a
care
certificate
that
is
passed
portable.
C
As
I
mentioned
earlier,
and
you
may
recall,
there
was
a
a
small
reference
in
the
white
paper
to
exploration
around.
What
might
it
look
like
if
the
workforce
was
registered
and
again
really
welcomed
that,
but
said,
we'd
want
to
see
that
explored
with
people
who
use
services
the
workforce
etcetera.
So
there
are
there's
lots
of
work
underway
steven
that
we
are
plugged
into
and
we
are.
C
We
are
really
keen
that
that
can
be
shared
so
that
people
who
work
in
the
sector
and
people
who
receive
care
can
know
when
they
can
start
seeing
seeing
the
benefits
of.
As
I
say,
a
vision
that
we,
I
think
we
could
all
get
behind.
A
Great
kate,
thank
you
very
much.
Indeed,
ted
you've
been
waiting
patiently
over
to.
H
You
well
thank
you
peter,
and
this
is
my
final
report
to
the
board
and
I
have
to
say
I'm
really
disappointed
not
to
be
there
in
person
to
deliver
it
in
person.
So
my
apologies
for
that
to
colleagues
in
this
report,
I'm
going
to
highlight
three
areas:
there's
actually
pretty
recurrent
themes
from
my
reports
over
the
last
five
years
and
we're
making
progress.
I
think
in
all
these
areas,
but
there's
a
long
way
to
go.
H
First
of
all,
I
want
to
highlight
the
recurrent
issues
around
the
delays
in
the
urgent
emergency
care
pathways
across
the
whole
country,
they're
continuing
to
cause
serious
concern
for
me
and
for
the
clinicians
who
are
providing
those
services,
and
we
hear
regular
reports
that
delays
are
affecting
the
safety
of
patients,
but
also
their
ability
to
access,
timely
and
effective
care
when
they
need
it.
We
we've
continued.
H
Our
programme
of
integrated
inspections,
virgins
emerged,
urgency,
emergency
care
pathways,
which
we've
described
to
the
board
with
paul
before
we've
published
a
report
on
the
northeast
london
system.
At
the
beginning
of
this
month
and
last
week,
we
published
a
report
on
the
urgent
emergency
care
system
in
gloucestershire,
we'll
be
publishing
further
reports
in
due
course
over
the
next
few
months.
H
Both
systems,
both
systems
reported
on
so
far
are
still
not
fully
integrating
services
and
patients
are
still
not
able
to
access
the
care
they
need
without
attending
accident
emergency
services.
Both
systems
saw
delays
in
discharging
patients
who
are
fit
to
leave
hospital,
causing
acute
pressures
at
the
front
door
of
hospitals
and
in
ambulance
services,
and
it's
those
that
delays
at
the
front
door
and
in
ambulance
services,
of
course,
against
most
concern.
H
My
colleagues
will
be
holding
a
national
workshop
in
may
to
highlight
these
issues
that
have
been
emerging
from
our
inspections,
but
also
to
work
with
services
in
identifying
the
action
they
can
take
to
keep
people
safe
while
they're
working
under
these
pressures,
as
we've
said
before,
we
need
immediate
action
to
keep
people
safe,
but
equally
we
need
systems
to
look
at
the
models
of
care
around
emergency,
urgent
emergency
care
to
produce
pathways
that
can
maintain
the
flow
of
patients
more
effectively,
but
also
make
sure
patients
are
getting
care.
H
They
need
at
the
right
time
in
the
right
place,
rather
than
having
to
resort
to
going
to
the
accidents
emergency
department
where
and
where
that's
unnecessary
and
creating
enormous
pressure
on
hospitals-
and
I
just
like
to
move
on
to
maternity
services,
we're
holding
a
national
workshop
on
maternity
services
for
representatives
from
nhs
maternity
services
to
discuss
the
challenges
they
face
and
the
these
are
the
challenges
we've
identified
in
our
inspections,
of
course,
but
also,
I
expect
these
these
to
be
made
very
clear
in
the
report
of
the
oculus
inquiry,
which
will
be
coming
out
next
week's
time.
H
There
are
there's
a
real
consensus
around
the
need
for
change
in
maternity
services
to
drive
forward
safety,
and
I
think
that
consensus
is
really
important.
We've
been
working
hard
with
other
national
bodies
and
stakeholders
and
with
with
public
groups,
to
make
make
sure
that
we
have
a
real
focus
on
safety
going
forward.
The
roundtable
that
we're
planning
later
in
the
year
will.
H
To
make
sure
we
drive
consistent
improvements
in
maternity
services
going
forward,
and
finally,
I'd
like
to
highlight
the
work
that
we
have
underway
at
the
moment
in
our
acute
hospital
inspections
to
review
the
care
of
people
with
learning
disabilities
and
autism
in
acute
hospitals.
We
expect
to
report
on
that
work
later
on
in
the
summer.
H
A
J
Just
to
let
the
board
know,
we've
started
our
series
of
co-production
events
and
we're
very
keen
to
co-produce
our
methodology
with
a
very
broad
range
of
stakeholders.
So
on
monday
we
held
the
first
co-production
event.
J
We
had
over
a
hundred
stakeholders
attend
from
a
whole
range
of
different
organizations
from
ics's
local
authorities,
ccgs
volunteering,
community
sector
organizations
and
experts,
as
by
experience,
as
well
as
the
department
of
health
and
social
care
and
nhs
england,
and
we've
got
lots
of
rich
data
from
that
we're
continuing
with
further
co-production
events,
both
around
the
local
authority
assurance
and
the
ics
work,
and
we
will
bring
back
some
information
regarding
the
themes
from
that
work
as
we
go
along.
J
To
really
look
at
things
like
are
people
on
high-risk
drugs
being
monitored
effectively
are
people
who
are
having
blood
tests
diagnosing
diabetes?
Are
they
being
appropriately
diagnosed
with
diabetes?
Are
people
getting
the
correct
treatment
for
their
needs?
So
we
can
get
a
lot
of
rich
information
from
these
these
searches?
J
What
we've
been
wanting
to
do
is
make
those
searches,
open
and
transparent
for
practices,
because
we
think
that
that
will
drive
the
improvement
before
long
before
we
ever
go
near
a
practice.
We
think
if
practices
can
see
the
types
of
things
we're
looking
at,
it
will
drive
that
improvement
to
happen
without
us
without
us
there,
and
I'm
really
pleased
that
we've
going
to
be
starting
a
pilot
to
look
at
actually
how,
firstly,
there's
some
validation
of
our
searches
just
to
check.
J
We've
looked
at
all
of
the
the
areas
we
need
to
think
about
which
we
think
we
have,
but
we
want
to
just
validate
that.
But
secondly,
this
the
company
that
we're
going
to
be
working
with
will
put
those
searches
enable
those
to
be
visible
for
all
people
to
import
into
their
clinical
systems,
so
that
actually
practices
can
look
at
those
areas
and
and
find
out
how
they're
doing
in
those
areas
so
driving
that
improvement.
A
K
Tyson,
thank
you
peter.
I
think
my
written
update
covers
covers
most
of
what
I
wanted
to
say.
Performance
in
february
has
been
stronger
than
january,
particularly
in
adult
social
care
and
in
the
national
direct
monitoring
approach
team.
K
As
expected,
it's
taken
some
time
to
rebook
the
inspections
in
primary
medical
services
and
hospitals
that
were
stood
down
over
the
christmas
and
the
new
year
period,
and
that
is
starting
to
pick
up
and
will
continue
as
we
maintain
our
more
normal
operational
tempo,
I'm
expecting
overall
there
to
be
fewer
inspections
in
march,
that's
mainly
because,
in
adult
social
care,
we
have
moved
away
from
the
the
quicker
infection,
protection
control
inspections
to
much
more
complex
risk
inspections,
which
is
very
much
what
our
plans
were
going
ahead
and
I'll
update
the
board
at
our
next
meeting.
A
Tyson
mckovid
is,
is
you
know
on
on
the
increase
as
we
speak,
so,
presumably
that's
going
to
affect
our
some
of
our
inspection
numbers
just
because
our
our
own
staff
are
going
to
be
going
to
be
off
or
isolating.
K
Absolutely-
and
we
will-
I
mean
we
will
keep
a
careful
watch
on
that
and
we
will
keep
a
careful
eye
out
for
the
latest
scientific
advice
if
we
need
to
change
our
posture
at
all,
but
we
have
regular
regular
management
information
about
who
who's
in
work,
who
is
not
in
work
and
we
will
be
able
to
adapt
our
priorities
accordingly.
A
Yeah,
so
I
wasn't
looking
for
change
of
guidance
recognizing
that
that
people
are
are
rightly
not
at
work
because
they're
ill
and
in
large
numbers,
probably
or
larger
numbers.
Yes,
so
that's
going
to
have
an
impact
next
year,
yeah!
Absolutely
yeah!
Okay!
Thank
you
all
right.
We're
happy
to
move
on
chris.
L
Chris
thanks
thanks
peter,
so
this
is
our
january
performance
update
for
the
year
just
a
few
areas
to
pull
out
for
for
the
board.
So,
in
the
business
plan
of
the
course
of
the
year,
we've
been
tracking
the
regulated
activities
we
undertake
through
our
inspection
and
direct
monitoring
activity
which,
as
indicated
in
the
paper,
is
24
21.4
percent
for
the
date.
L
We
also
receive
information
of
concern
through
safeguarding
whispering
and
complaints
which,
which
means
that
the
the
true
picture
of
regulatory
contact
across
the
year
is
is
far
higher
when
you,
when
you
factor
these
in
moving
away
from
as
it's
prescribed
in
our
business
plan,
shows,
we've
actually
had
regulatory
contact
with
75
percent
of
services
across
the
year.
We
we
will
be
reporting
on
a
new
business
plan
in
in
the
coming
financial
year,
which
hopefully
will
will
will
revise
this.
This
this
wording
on
registration.
L
L
I
think
the
performance
across
the
year
has
been
variable
which
in
part
comes
from
the
demand
led
service
that
we're
working
with
in
in
february,
although
I
can
see
a
surge
in
improving
performance
which
will
obviously
update
on
next
time
around,
but
we
can
see
that
is,
is
really
markedly
improving
and
and
the
team
have
also
processed
just
over
30
000
registration
applications
in
this
financial
year
mentioned
previously
about
give
feedback
on
care
and
and
the
increasing
volumes
on
that
we've
had
50
higher
responses
than
the
same
period
last
year
and
as
previously
mentioned,
prime
medical
services
sector
is
is
is
where
we
seem
to
be
getting
most
of
our
responses.
L
Obviously
this
updates
the
end
of
january,
but
we've
seen
in
february.
The
volumes
are
the
highest
rate
for
two
years,
so
we're
just
reviewing
this
findings
we'll
bring
that
back
to
board,
as
we
start
to
close
out
the
the
year
with
the
findings
of
the
year,
we'll
also
be
able
to
provide
we've
got
our
annual
provider
survey
and
stakeholder
servers
are
now
closing
being
analyzed.
L
So
this
is
key
for
building
in
some
quality
feedback,
in
addition
to
the
performance
data
metrics
that
we
track
so
we'll
bring
that
back
and
finally,
for
me,
just
in
terms
of
financial
position
underspent
by
13
million
year
to
date,
this
is
forecast
to
reduce
to
30
sorry
11.7
by
the
year
end
and
on
our
capital
budget,
2.6
million
underspent
and
that's
forecast
reduced
to
0.4
million
by
the
end
of
the
year.
A
Chris,
what,
while
you
have
the
floor,
can
I
can
I
go
back
to
the
action
lock?
I
was.
I
was
misreading
it
earlier,
so
I
I
I
I
think
you
have
now
adjusted
the
metric,
so
we
we
can.
L
Close
the
item
you
can
close
the
item-
you'll
see
that
as
part
of
the
next
quarterly
update,
we
will
provide
the
dashboard.
But
the
the
narrative
is
is
slightly
incorrect
in
there
under
the
associated
risk
rating,
so
that
would
that
has
been
acted
on
and
you'll
see
that
as
part
of
the
next
quarterly
update.
So
do
we
want
to
keep.
D
My
question
was
about
the
response
to
risk
inspections,
where
the
good
news
is
that
57,
good
or
bad
news
was
57
require,
will
required,
improvement
or
inadequate,
which
is
good
good
in
the
sense
that
it
justifies
the
inspect.
The
risk
risk
to
which
we
were
responding
was
a
real
risk
and
therefore
that
is
good
in
that
sense,
I
assumed
that
the
rest
would
have
been
rated
as
good,
at
least,
and
I
just
wonder
what
reflection
we
have
or
ought
to
have
on.
D
C
Shall
I
make
a
start
and
then
rosie
or
tyson
might
want
to
come
in
as
well?
So,
as
you
say,
robert,
I
am
heartened
that
our
our
data
and
our
intelligence
and
what
we
know
about
services,
including
the
invaluable
information
we
get
from
the
public,
are
pointing
us
to
go
out
and
cross
the
threshold
and
visit
services
where
we
need
to
and
in
adult
society.
52
of
our
our
risk
based
inspections
are
informed
by
information.
C
We
get
from
give
feedback
on
care,
so
we're
going
out
these
services
we're
finding
areas
of
concern
and
we
are
either
down
reducing
a
rating
or
we're
finding
breaches
in
regulation
and
taking
action.
So
it
is
sign
protesting
us
to
the
right
places.
Some
of
the
inspection
activity
that
isn't
triggered
by
risk
might
be
a
previous
rating
that
requires
improvement
with
a
breach
or
an
inadequate
rating
where
we
might
go
out
and
actually
find
some
improvement.
C
So
we
might
see
that
service
go
up
as
well
and,
as
you
know,
we've
committed
to
date
to
ensure
that
a
small,
a
smaller
number
of
our
inspections
are
still
going
out
and
finding
that
improvement.
So
we
might
go
out
to
a
good
and
find
a
good
or
we
might
go
out
to
a
good
and
occasionally
find
an
outstanding.
At
the
moment
we
are
looking
to
shift
our
focus
and
tyson
we'll
talk
about
our
priorities
going
forward
where
we
want
to
continue
to
do
risks.
C
That
will
always
be
our
number
one
priority,
but
to
see
an
increasing
number
of
kind
of
improvement
inspections
as
well,
but
I
think
I
think
the
data
is
showing
us
what
we
would
want
to
see,
which
is.
We
are
our
intelligence.
Our
information
from
the
public
are
sending
us
the
services
where
we
should
be
going,
because
we
are
finding
poor
practice
and
taking
action,
but
we
are
also
going
out
and
inspecting
services
where
the
quality
of
care
wasn't
where
we'd
expect
it
to
be
and
in
circumstances.
C
K
Yeah,
thank
you
peter
that
kate's
absolutely
right.
The
only
thing
I
would
add
is
that
I
also
think
that,
as
well
as
I'm
inspecting
risk-
and
the
figures
here
show
that
we
are-
we
are
fighting,
we
are
finding
some
risk.
I
think,
from
the
well-being
point
of
view
of
our
teams,
also
continuing
to
inspect
good
or
where
we're
looking
for
improvement
is
good.
I
think
if
our
teams
are
constantly
looking
at
areas
that
are
that
aren't
performing
well,
I
think
that
will
have
an
impact
upon
them.
A
So
so
I
mean,
I
think
there
are
other
reasons
for
doing
that
as
well.
I've
been
that's
it,
so
I
think
this
is
really
really
good
news.
I
mean
we
have
spent.
It's
been
an
ambition
of
ours
for
a
very
long
time
to
to
get
ourselves
into
this
position,
so
it's
great,
but
but
it's
also
important
that
we
go
back
to
services
periodically
where
there
isn't
any
reason
to
be
concerned,
so
I
think
the
two
reasons
for
going
back
to
good
and
indeed
outstanding
practices.
A
M
Thank
you
peter,
so
there
are
no
significant
cyber
or
or
information
security
issues
to
report
this
month.
As
for
previous
updates,
we
continue
to
monitor
guidance
from
the
national
cyber
security
center
and
take
any
action
as
necessary.
M
We're
saying
that
we,
we
are
continually
reviewing
our
cybersecurity
position
and
taking
taking
a
continuous
improvement
action
such
as
recently
we've
launched
our
cyber
security
education
and
awareness
program
for
for
this
year,
which
is
which
is
well
underway.
Thank
you.
Good.
A
Okay
and
then,
lastly,
in
this
section
totally
chris.
F
Just
three
things
to
highlight
from
this
month's
report:
on
the
9th
of
march
ian,
the
chief
inspectors
and
myself
led
an
event
in
parliament
to
discuss
our
transformation
work
with
a
particular
focus
on
our
approach
to
assessing
both
providers
and
local
systems.
Parliamentarians
are
interested
in
how
we
would
still
capture
the
voice
of
people
using
services
in
our
approach
and
also
the
part
that
that
data
information
would
play
in.
F
In
that
insight
moving
forward,
we
were
able
to
be
clear
that
we
will
continue
to
focus
on
the
voice
of
people
using
services
through
data
insight
that
we
gather
through
direct
contract
and
costing
the
threshold
through
give
feedback
on
care
and
through
our
use
of
experts
by
experience.
I
think
this
really
does
give
us
a
a
much
richer
picture
of
of
people's
experience
in
more
real
time.
F
Just
as
kate
was
talking
about
the
use
of
give
feedback
on
care
to
drive,
responsive
inspections
in
terms
of
the
bill,
the
third
reading
of
the
health
and
care
bill
in
the
house
of
lords
is
taking
place.
Today,
we
don't
expect
any
significant
discussions
on
cqc
the
purpose
of
this
stage.
The
bill
is
effectively
to
tidy
up
the
bill
and
to
make
sure
it's
effective
and
workable
and
though
so
we're
not
expecting
any
further
amendments.
F
The
one
sort
of
exception
of
this,
I
guess,
is
the
baroness
hollins
amendment
in
which
the
government
has
accepted.
The
amendment
creates
a
duty
on
the
secretary
of
state
to
issue
a
code
of
practice
on
learned
disabilities
and
autism
training
and
amends
our
existing
regulation
in
line
with
that
and
we're
working
with
dhsc
on
how
that
will
be
will
be
implemented.
A
A
A
N
Okay,
thank
you,
so
just
an
update
on
our
our
business
plan,
refresh
as
as
we've
said
previously,
we
will
update
our
business
plan
every
six
months
to
reflect
the
fact
that
we
are
in
a
state
of
flux
through
transformation,
and
we
want
to
make
sure
that
our
the
measures
that
we
are
using
to
monitor
our
performance
keep
constant
with
the
pace
of
change.
That's
going
on
in
cqc
at
the
moment.
N
Our
budget,
our
revenue
budget
for
the
year
it
has
been
set
at
237.4
million,
which
also
includes
a
reduction
in
5
in
our
gia
allocation,
which
is
in
line
with
our
spending
review
settlement.
So
the
plan
is,
then,
I'm
happy
to
take
any
questions.
If
anyone
has
any.
E
Thanks
chairman,
not
so
much
a
question,
but
just
a
comment
that
I'm
really
pleased
to
see
under
the
managing
of
people
and
resources.
E
I
Thank
you
peter.
I
just
wanted
to
endorse
what
mark
said
about
improvements
to
the
business
plan.
This
time
round,
as
you'll
know,
there's
been
quite
a
comprehensive
review
through
the
audit
and
governance
committee
and
a
strengthening
of
some
of
the
measures
which
I
think
is
really
important:
they're,
quantitative
and
qualitative
measures
and
we'll
we'll
come
back
to
deliver
those.
I
I
suppose
I
just
wanted
to
reiterate
what
kirsty
said
about
our
budget
and
the
fact
that
there
is,
you
know
as
part
of
our
need
for
all
organizations
to
generate
savings,
a
plan
to
be
able
to
do
that,
but
also
a
slight
risk
as
we
reject,
particularly
as
we
look
forward
to
think
about
our
pilot
work
on
integrated
care
systems,
but
this
is
a
good
business
plan
which
we
should
note
and
endorse
and
come
back
in
six
months.
Thank
you.
A
So
board,
are
we
happy
to
agree
the
the
the
refreshed
business
plan?
Perfect?
Well
done.
Thank
you
kirsty!
Thank
you
chris.
A
So
we
then
move
on
to
the
workforce,
disability,
equality
standard
and
the
workforce
race.
Equality,
standard,
update
jill
is
not
joining
us,
but
rachel
mckay
is.
B
A
Chris
well,
while
we're
waiting
on
on
the
the
bill,
it's
it's
it's
third
reading
in
the
lords
today
and
what
do
you
happen
to
know
when,
when
roller
centres
I
was
planned
so.
F
That
they've
indicated
it
will
be
towards
the
end
of
next
month,
so
we've
got
a
sort
of
a
rough
gap.
F
F
A
Period
great,
thank
you
very
much
indeed,
rachel
you're
you're
you're
doubly
welcome.
Thank
you
very
much
for
stepping
into
the
the
breach.
However,
I
think
the
board
should
know
you've
actually
done
all
the
work
anyway
on
this,
so
as
jill
would
have
been
the
first
to
admit
if
she'd
been
here.
So
could
I
just
happily
hand
over
to
you
please
you
need
your
microphone
on
sorry
right.
O
Thanks
to
my
team
as
well,
who've
done
a
huge
amount
of
work
into
this,
and
so
obviously
I'm
here
to
talk
about
the
2021,
wides
and
res
reports.
And
as
you
know,
these
are
kind
of
our
key
measures
and
drivers
for
our
overall
ambition
to
be
a
truly
inclusive
workforce,
a
workplace,
sorry,
and
to
realize
our
ambition
for
a
place
where
everyone
can
kind
of
fulfill
their
potential
and
flourish
when
they
come
to
work.
O
O
So,
and
I
think
I
would
note
that
there
are
some
really
great
improvements
that
we've
seen
so
across
the
organization.
We
are
seeing
increases
of
representation
for
black
and
minority
ethnic
colleagues
and
for
disabled
colleagues,
and
I
think
I
would
highlight
there
that
what
that
also
does
is
support
us
in
in
kind
of
some
of
our
follow-on
priorities
in
increasing
rep
representation
at
senior
levels.
O
So
really
thinking
about
the
talent
pool
that
we're
building
across
the
organization
and
how
we
might
kind
of
utilize
that
and
grow
that
in
the
future,
and
we
are
seeing
improvements
in
appointments
from
shortlisting
for
disabled
colleagues,
which
is
fantastic
and
we've
also
seen
improvements
in
the
number
of
what
kind
of
reduction
in
the
number
of
black
and
minority
ethnic
colleagues
and
disabled
colleagues
experiencing
bullying
and
harassment.
O
Although
I
would
kind
of
just
put
a
slight
caution
around
that
in
that
for
disabled
colleagues.
That
still
does
remain
higher
than
for
non-disabled
colleagues,
albeit
actually
still
better
than
some
of
our
nhs
trust
comparators,
so
so
kind
of
positive,
but
also
more
that
we
need
to
do
in
that
space.
O
And
I
would
also
just
highlight
so
again
so
kind
of
not
being
too
complacent,
but
so
celebrating
the
positives,
but
focusing
on
some
other
bits.
They've
also
seen
an
increase
in
discrimination
for
disabled
colleagues
and
sorry,
black
and
minority
ethnic
colleagues,
and
so
we
want
to
continue
to
focus
on
that
over
the
next
year.
O
So
some
great
improvements,
but
equally
some
areas
that
we
want
to
continue
to
focus
on,
and
I
think
you'll
have
seen
from
from
our
paper
that
what
we
want
to
do
for
2022
is
prioritize.
Some
of
the
actions
so
there's
a
kind
of
a
huge
amount
of
work
that
we
are
thinking
about
and
we're
considering.
And
this
isn't
to
stop
any
of
the
focus
on
all
of
the
metrics.
O
So
both
groups
have
highlighted
that
they
want
to
focus
on
improving
the
experience
for
people,
believing
that
we
offer
equal
opportunities
for
career
progression
and
promotion,
and
I
think
I
would
just
draw
out
there
that
the
fact
that
there's
a
kind
of
commonality
of
ambition
there
is
something
we
want
to
maximize
and
and
bring
together
the
weight
of
those
groups
in
sharing
some
of
their
their
experience
and
their
thinking
and
their
activity.
O
And
then
there's
some
other
areas
that
we
want
to
focus
on
so
continuing
to
focus
on
the
numbers
being
appointed
from
shortlisting
for
black
and
minority
ethnic
colleagues,
as
I've
already
mentioned,
increasing
the
representation
at
senior
grades
and
making
sure
that
adjustments
continue
to
be
made
for
colleagues
and
with
an
additional
strand
around
accessibility
to
ensure
that
is
our
baseline
expectation
for
everyone
within
cqc.
O
So
the
final
thing
I
would
just
note
is
that,
following
our
people
committee
conversation
we're
also
thinking
about
how
we
have
more
regular
check-ins
on
this
data.
So
as
well
as
having
our
kind
of
annual
cycle
of
of
looking
at
the
data
from
the
last
year,
we
have
kind
of
quarterly
reviews.
So
we're
able
to
in
the
moment
to
adapt
and
learn
from
from
what
we're
doing
and
then
obviously
we
will
continue
to
track
progress
through
our
people
plan
overall,
so
I'll
pause
there.
Thank
you.
M
Mark
can
I
just
just
add,
add
a
little
bit
to
that
and
and
thanks
to
rachel,
I
think,
on
the
workforce,
disability,
equality
standards
which
I'm
the
exact
sponsor
for
I
I
think
you
know
this
is
that
first
year
of
of
running
with
this-
and
I
think
it's
it's
proven
to
be
a
really
a
really
helpful
framework
for
us
to
understand
and
measure
ourselves
against
and
whilst
we've
seen
some
some
some
good
improvements
against
the
the
benchmark
that
we
took.
M
It
provides
us
a
real
springboard
for
our
action
plan
for
the
next
year.
So
I
think
it's
a
it's
been
a
really
valuable
exercise
and
one
of
the
things
that
I've
I've
really
enjoyed
working
on.
This
is
working
with
the
disability
quality
network.
They
are
a
real
really
at
the
heart
of
of
helping
us
understand
and
drive
forward
these
improvements.
So
I
think
we've
got
a
lot
to
thank
for
for
the
disability
equality
network
as
well.
G
Rachel,
thank
you,
brilliant
report,
actually,
two
two
brilliant
reports
and
and
lots
and
lots
of
good
progress
to
to
celebrate.
I
was
interested
firstly
in
the
the
issues
about
reporting,
because
within
the
disability
report,
am
I
getting
this
right
way
around.
There
is
a
metric
about.
Did
you
report
abuse
and
harassment
and
that's
sitting
at
50.9
deed?
G
G
O
Okay,
and
just
so
just
on
that
point,
so
so
absolutely
recognize
the
the
kind
of
lower
scores
around
reporting
and
actually
that's
one
of
the
priority
areas.
So
as
well
as
focusing
on
reducing
the
amount
of
people
experiencing
bullying
harassment
and
the
waders
project
group
have
prioritized
looking
at
how
we
encourage
people
to
report
that
more
frequently.
O
So
I
think,
as
a
as
a
kind
of
overall
point,
absolutely
recognize
your
kind
of
reflections
there
and
and
we're
thinking
about
how
we
work
with
the
networks
to
encourage
people
to
kind
of
report
and
how
we
respond
to
that.
And
I
think,
in
terms
of
the
difference
of
of
metrics,
that's
kind
of
slightly
outside
of
our
control,
because
that's
a
predetermined
set
of
metrics.
But
I
think
one
of
the
things
we're
trying
to
do
is
is
bring
some
of
the
insight
between
the
two
together
so
that
we
can
learn
from.
O
P
Rachel,
I
think
this
is
a.
This
is
a
great
bit
of
work.
I
think
there's
a
there's
a
vast
amount
of
useful
information
in
here
and
a
lot
to
be
encouraged
by
in
that.
If
we
decide
something's
important,
we
focus
on
it.
We
measure
it.
We
use
recognized
frameworks
to
tell
us
how
we're
doing
you
know
you
can
drive
improvement
and
and
make
it
a
better
place.
Make
make
this
a
better
place
to
be
so,
I
think,
that's
enormously
encouraging.
P
P
You
know
we
discussed
at
the
last
race
at
the
last
meeting.
You
know
disappointment
with
our
scores
on
how
satisfied
people
are
that,
particularly
our
internal
experiences
of
that
have
been
have
been
resolved
to
their
satisfaction.
P
This
gives
us
a
another
insight
into
that
and
I
think,
as
we
discussed
last
time,
I
hope
we're
going
to
try
and
do
things
some
things
differently
and
experiment
with
different
ways
of
reassuring
people
that
we're
listening
and
acting
appropriately
and
responding
to
concerns
that
people
raise,
but
I
think
it's
a
great
piece
of
work.
So,
thank
you.
B
Thanks
peter,
I
I
think
thank
you
thanks
rachel,
I,
I
echo
the
comments
of
other
people
in
terms
of
the
quality
of
the
work.
I
think
it's
just
worth
just
just
linking
a
few
things
together
as
well.
Here
I
think
one
of
them
is.
We
are
relatively
blessed
with
a
relatively
low
turnover
as
an
organization.
B
B
We
are
moving
to
a
position
where
we're
expecting
there
to
be
a
fair
amount
of
movement
in
the
organization,
people
that
have
been
joining
us
on
temporary
contracts,
we're
going
to
be
looking
at
making
people
permanent
and
advertising
new
jobs,
and
so
forth,
so
there'll
be
a
degree
of
movement
in
the
organization,
and
I'm
hoping
that,
if
you
like,
the
preparatory
work,
we've
done,
which
this
report
in
part
reflects
william
will
mean
that
disabled
colleagues
and
people
from
from
black
asian
and
minority
ethnic
backgrounds
will
be
significant,
significantly
better
represented
right.
B
The
way
through
the
organization
as
we
go
through
as
we
go
through
that
recruitment
process.
So
I
hope,
hopefully,
the
work.
The
preparatory
work
will
pay
dividends
over
the
coming
year
and
what
you'll
see
in
a
year's
time
is
something
which
is
quite
quite,
which
is
quite
different
in
shape
in
terms
of
the
organization
than
it
is
today.
B
On.
One
final
point,
I
think,
possibly
sort
of
talking
a
little
bit
to
steven's
point
is:
we've
done
a
lot
of
work,
particularly
the
last
couple
of
years
on
on
having
conversations
open
and
honest
and
sometimes
quite
difficult
conversations
around
some
of
these.
B
These
these
issues
are
on
disability
and
and
ethnicity,
but
I
do
think
the
organization
you
know
for
me
one
of
the
things
which
is
quite
difficult
to
write
down
as
a
number,
but
just
a
general
willingness
to
have
those
difficult
conversations
that
maybe
we
we
were
less
good
at
a
couple
of
years
ago.
So
again,
I
think
that
will
pay
dividends.
It
will
enable
and
embolden
people
to
call
things
out
when
they're
when
they're
not
not
working.
B
It
will
stop
people
from
just
thinking
it's
what
something
is
quite
trivial
and
then
you
know
sweeping
under
the
carpet.
I'm
hoping
we
can
have
those
more
open
conversations
and
we've
created
an
environment
for
those
open
conversations
to
happen
and,
as
rachel
quite
rightly
said,
you
know,
there's
always
room
for
improvement,
but
I
think
we,
you
know,
as
a
senior
team,
I
think
we're
very
committed
to
creating
that
space.
For
the
right
conversations
to
take
place,
thanks
peter
it's.
A
All
right,
thank
you
very
much
indeed,
and
I
think
that's
a
poignant
moment
of
reflection.
So
thank
you
right
back
to
the
board
meeting
mark.
E
Thank
you,
chairman
and
rachel
thanks
very
much
excellent
report
and
presentation
and,
as
my
colleagues
have
said,
I
I
echo
all
all
of
their
comments,
so
you
know
some
good
and
which
we
should
be
really
proud
of,
and
some
things
that
we
need
to
work
on
very
interested
on
the
inclusive
leader,
leadership
pathway,
and
also
glad
to
see
some
innovation
around
e-learning
for
anti-bias
training.
E
E
You
can't
disagree
with
them,
so
so
in
turn
they
they
impact
on
our
processes
on
leadership,
on
our
management,
training
and
our
culture.
And
so
the
report
which
is
great
to
see
is
full
of
actions
and
full
of
actions
that
are
linked
to
our
people
plan.
So
I
think
your
point
about
more
regular
reviews
is
very
well
taken
and
I
would
like
to
see
that
also,
but
you
know
overall,
please
just
continue
this
good
work
and
I
look
forward
to
seeing
more
improvement.
So
thank
you.
D
D
I
just
had
one
comment
on
one
question:
one
was
that,
obviously,
these
reports
are
about
just
our
approach
to
disabled
people
and
people,
black
and
minority
ethnic
colleagues,
but
the
figures.
Frankly,
don't
look
too
great
in
some
some
parts
for
white
people
either
all
the
staff
as
a
whole.
Even
though,
in
most
cases
they
are
better
than
much
better
than
the
frankly
shocking
figures
for
for
the
nhs
as
a
whole.
But
but
I
absolutely
understand
where
we're
going
and
we
don't
feel
complacency
about
this.
D
The
the
the
question
I
had
was-
and
it's
quite
specific,
but
it
was,
I
think,
it's
page
75
of
our
bundle.
I
don't
know
what
page
it
is
of
your
res
report.
There's
a
reference
there
to
an
action
to
reduce
stigma,
and
I
just
wonder
whether
that's
what
what
is
meant
but
we'll
continue
to
highlight
our
black
and
minority
ethnic
colleagues
lived
experiences
to
reduce
the
stigma,
and
I'm
just
wondering
exactly
what
that
means
and
whether
you
mean
it
and
and
and
if
it's
what
I
think
it
means.
O
No
absolutely-
and
I
absolutely
take
that
point
and
we'll
take
it
away,
just
to
make
sure
that
we
we
word
that
in
there
in
the
kind
of
truest
sense.
I
think
really
it's
about
how
we
make
sure
that
we
are
hearing
people's
lives,
experiences
and
the
impact
that
it
has
on
them
in
the
work
in
the
workplace,
and
I
guess
how
they
then
experience
different
processes.
A
Okay,
so
can
we
turn
some
microphones
off
sorry,
thank
you
very
much
indeed.
Otherwise
the
whole
system
breaks
rachel.
I
think
that's
that
that
that's
really
good
piece
of
work.
Thank
you
very
much.
Indeed,
you've
heard
lots
of
complimentary
comments
from
colleagues.
So
can
I
just
ask
the
board
to
to
agree
the
reports
with
possibly
with
some
very
minor
editorial
tweak
on
that
last
point
that
sir
robert
raised
on
on
stigma
and
we
all
agreed.
A
B
Yes,
thanks
peter,
I
couldn't
I
couldn't
let
you
finish
the
meeting
without
acknowledging
that
this
is
in
fact
your
last
meeting
and
it's
also
ted
baker's
last
meeting,
and
I
think
you
know
we
are,
I
think,
on
behalf
of
of
all
of
us.
I
know
mark
wants
to
say
a
couple
of
words
as
well,
but
I
think
we're
sadly
saying
goodbye
today
to
members
of
the
board.
Who've
made
a
really
vital
contributions
to
patient
safety
and
quality
over
over
frankly,
a
number
of
years
in
ted
in
ted
baker.
B
We've
someone
who's
given
50
years
of
service
to
the
nhs
who
saved
countless
lives
directly
as
a
practicing
clinician,
as
well
as
being
as
a
medical
director
and
and
as
and
in
the
last
few
years
here
at
cqc,.
B
And
as
chair
peter
has
has
guided
us
has
guided
cqt
to
the
place
that
we
are
today
evolving,
how
we
work
so
that
we
can
regulate
well
in
this
complex
health
and
social
care
landscape
that
we've
spent
so
much
time
today.
Talking
about,
I
think
peter
and
ted.
You
think
you've
both
exemplified
integrity
and
and
real
belief
and
the
of
the
absolute
importance
of
of
patient
safety,
and
I
think
you'll
both
leave
a
substantial
legacy
and
I
think
it
is
an
impact
which
will
endure.
B
So
thank
you
for
for
your
work,
both
of
you.
Thank
you
for
your
contribution
and
and
also
your
friendship
for
for
all
of
us
around
this
table.
So
before
I
finish,
I'm
just
going
to
hand
over
to
marco.
I
know
once
a
few
words
as
well
mark.
E
Thank
you
ian.
Well,
I'm
good
and
ted
has
appeared
on
the
screen,
so
I
can.
I
can
talk
to
him
directly.
E
Secondly,
you've
always
promoted
collaboration
with
other
albs
and
royal
colleges
in
order
to
advance
safety,
and
particularly
a
safety
culture
within
the
system.
You've
been
relentless
in
the
pursuit
of
this
objective,
and
patients
have
benefited
from
your
leadership
in
this
area
and,
thirdly,
you've
always
supported
our
own
staff
networks
within
the
cqc
and
as
chief
inspector
of
hospitals.
E
You've
recognized
the
contributions
that
all
staff
groups
within
the
hospital
sector
have
made
and
continue
to
make
to
patient
experience
and
safety.
You've
highlighted
the
importance
of
support,
training
and
development
for
health
care
workers
within
our
world-led
framework.
So
thank
you
so
much
ted
and
we
will
miss
you
peter.
You
too
will
be
greatly
missed.
E
Thank
you
for
all
you've
done
whilst
chairing
the
cqc.
Similarly,
I
will
highlight
three
areas
where
your
leadership
has
been
instrumental
in
placing
cqc
at
the
level
it
is
at
today.
E
E
E
When
the
country
went
into
lockdown
and
providers
were
under
so
much
pressure
and
on
a
personal
note,
I
think
all
of
us,
who've
reached
out
to
you
for
advice,
have
never
ceased
to
be
amazed
at
how
accessible
you
have
been
how
the
advice
received
has
been
valuable
and
consistently
helpful
and
we've
all
felt
supported
by
you
as
we
do
our
work.
So
thank
you,
and
actually
I
want
to
hand
over
to
robert
who's
also
going
to
say
a
couple
of
words.
This
could
be
getting
out
of
hand,
but
anyway,.
D
Don't
you
worry,
mr
chair,
but
having
been
on
the
board
for
quite
some
time
and
in
fact,
throughout
the
time
both
ted
and
peter
have
been
in
your
current
posts,
I'm
happy
to
offer
a
final
360
degree
appraisal
to
send
you
both
on
your
way
ted
I'm
going
to
talk
in
the
third
person,
because
I'm
going
to
watch,
you
blush.
I
hope
ted
is
a
most
remarkable
person
and
it's
been
a
great
privilege
to
have
been
able
to
work
with
him.
D
His
quiet
and
considered
manner
conceals
a
character
which
is
absolutely
committed
to
the
welfare
of
patients.
In
particular,
their
safety
he's
consistently
brought
his
all
his
values
and
skills
as
a
doctor.
Well,
perhaps
not
the
physical
surgical
skills,
or
at
least
I
hope
not
to
the
role
of
chief
inspector
he's
been
fearless,
in
speaking
truth
to
power
and
in
not
giving
an
inch
on
demanding
high
standards
for
us
all.
D
One
of
my
fondest
memories
of
ted
was
the
day
I
was
privileged
to
accompany
him
to
a
day
at
the
ba
pilot
training
center
to
participate
in
the
course
they
run
on
patient
safety
and
he's
smiling.
Now
the
boyish
enthusiasm
which
he
with
which
he
took
to
playing
with
their
very
expensive
toys,
was
a
joy
to
behold.
D
So
it's
been
highly
instructive
to
see
board
leadership,
as
provided
by
you,
which
is
the
polar
opposite
of
that.
From
the
moment
you
were
appointed
until
today.
You've
been
absolutely
committed
to
cq's
role
of
protecting
patients
and
the
service
and
keeping
both
safe
you've
brought
to
bear
your
experience
of
chairing
an
nhs
trust
which,
given
you
great
credibility,
I
believe-
and
you
worked
assiduously
as
an
ambassador
of
of
us
to
those
we
regulate
the
government
and
the
public.
D
Many
jokes
are
made
about
your
former
career,
but
none
of
them
fit
you
under
a
jovial
exterior.
You
really
care
about
this
organization's
work
and
about
the
people
who
do
it
and
he
fiercely
protected
it
when
it's
been
necessary,
but
you
also
have
that
talent,
which
is
absolutely
essential
for
leaders
and
not
all
of
them,
have
it.
D
I
have
to
say,
which
is
of
listening
to
colleagues,
in
my
case
with
commendable,
if
undeserved
patients
and
that
other
essential
talent
you
have
which
is
having
listened
to
people,
you
take
their
views
into
account
and
you
then
move
on
to
achieve
consensus
with
apparently
little
effort,
but
if
I
may
say
so,
real
skill
so
wish
on
behalf
of
everyone
here,
I'd
like
to
wish
you
both
every
good
luck
and
success
in
what
you
do
next
and
I'm
sure
you
both
will
be
doing
things
next
and
I'm
sure
that
from
a
little
more
distance,
you
will
be
keeping
a
close
eye
on
our
behavior
and
what
we
do
in
future.
D
H
H
This
th
these
roles
are
high
pressure
roles
and
you
do
need
the
support
of
colleagues
on
a
daily
basis
to
make
sure
that
you're
you're
doing
the
right
thing
and
focusing
on
the
right
areas,
and
I
want
to
extend
that
to
the
whole
cqc.
They
are
marvelous.
Colleagues,
I've
been
working
with
over
the
last
eight
years
at
the
cqc
in
the
last
five
as
chief
inspector,
particularly
the
team
within
the
hospital's
directorate.
H
Their
constant
focus
on
the
care
and
safety
of
patients
never
ceases
to
amaze
me,
I
think,
they're,
a
wonderful
team
and-
and
I
want
to
give
them
my
biggest
thanks
and
just
finally,
I
just
wish
the
organization
well,
the
the
the
services
we
regulate
in
health
and
care
are
going
through
unprecedented
times
and
facing
enormous
challenges.
H
It
would
be,
it
would
be
nice
if
I
was
standing
now
at
the
time
when
the
challenges,
if
you
like,
had
melted
away
but
they
haven't
the
pandemic,
has
brought
them
to
the
fore,
and
I
don't
think
the
cqc's
roles
ever
be
more
important
than
it
is
today.
So
I
wish
you
well
and
you
have
my
full
support
going
forward.
Thank
you
very
much.
A
So
I
I
could
say
a
lot,
but
I'm
not
going
to
because
this
really
could
get
completely
out
of
hand,
but
I
just
want
to
say
thank
you
to
the
three
of
you
for
those
very
kind
comments
ted.
I
want
to
wish
you
happiness
and
success
in
in
in
in
the
next
stage
of
your
your
life
and
career,
it's
been
great
fun
working
with
you,
it's
been
great
fun,
actually
working
with
everybody,
and
you
know,
as
you
said,
ted.
This
is
all
slightly
high
pressure
at
times,
but
what
actually
gets
you
through?
A
Any
pressure
periods
is
the
sort
of
friendship
and
support
of
colleagues.
So
thank
you
for
that
and
then
the
only
final
thing
I
would
say
is
that
in
in
dilks
you
have
a
superb
new
chair
and
I
guarantee,
within
a
few
weeks,
you'll
have
forgotten
that
I
was
ever
here,
you'd
be
very
happy
working
with
ian,
which
is
how
it
should
be.
So
thank
you
all
very
much.
Indeed
we
have
so
that
closes
the
formal
board
meeting.
We
have
a
couple
of
questions
from
robin
pike
and
robin
you.
A
You
started
your
your
questions
because,
obviously
you
you
submit
them
in
advance
by
by
thanking
me
for
allowing
you
to
give
the
questions.
Can
I
return
the
compliment
and
thank
you
for
the
questions
over
over
many
board
meetings.
So
the
first
question
is:
is
it
cqc's
expectation
that
nhs
and
care
home
staff
were
id
badges
when
on
duty,
as
is
the
case
for
staff
working
in
schools
and
so
ted?
Just
as
you
thought,
you'd
actually
finished,
I
think
you
might
want
to
start
the
answers
of
that.
One.
H
Well,
can
I
thank
robin
pike
again
for
the
questions
he's
asked.
He
or
he
always
is
asking
about
personal
points,
and
this
is
a
very
good
example
of
that
there
isn't
a
regulatory
requirement
that
people
wear
id
badges,
but
there
is
a
very
clear
expectation
from
us
in
our
assessment
of
services
that
they
should
wear
id
badges
and
they
should
introduce
themselves,
and
I
think
we
do
observe
care
very
carefully
and
if
staff
are
not
introducing
themselves,
that's
something
we
will
comment
on
in
our
inspection
and
it
will
affect
our
assessment
of
those
services.
H
I'm
very
pleased
to
say
we
were
a
very
strong
champion
for
the
hello.
My
name
is
initiative
that
that
came
from
the
work
of
kate
granger,
the
which,
which
I
think
has
been
very
influential
in
influencing
the
way
staff
behave
at
the
front
line
across
the
services,
and
I
should
say
that
caring
the
the
key
question
that
would
cover
this
is
one
of
the
areas
that
scores
most
highly
in
our
inspection
reports.
But
having
said
that,
there
is
always
room
for
improvement
and
we
will
be
constantly
vigilant
in
driving
that
going
forward.
A
Thanks
ted
kate,
do
you
want
to
add
anything.
C
The
only
little
thing
I
would
add
is,
I
think,
it's
really
important.
We
continue
to
focus
on
outcomes,
so
we
look
at
is
the
member
of
staff
is
supporting
the
individual
doing
so
in
a
person-centered
way
and
do
they
know
their
their
own
care
needs,
etc?
C
So
you
might
on
a
50-bedded
nursing
home,
supporting
people
with
dementia
and
expect
all
colleagues
to
have
badges,
if
you
think
about
three
adults
with
a
learning
disability
in
a
supported
living
setting
their
own
home,
supported
by
a
staff
group
who
know
them
very
well,
you
may
not
in
that
circumstance,
so
I
think
it's
really
important
that
our
focus
continues
to
be.
Can
we
see
a
well-established
relationship
with
staff
providing
person-centered
support
and
that
it
may
not?
C
You
know
we
wouldn't
necessarily
want
to
say
a
blanket
statement
that
says
all
health
and
social
care
workers
should
wear
badges,
because
if
I'm
a
care
worker
supporting
a
person
with
learning
disabilities
to
go
to
the
library
or
the
cafe
I
may
know-
may
not
want
it
to
be.
You
know
massively
overt
that
I'm
a
member
of
staff.
A
Great,
thank
you
rosie
nope,
that's
it!
I
think
that
answers
that
question
very
fully.
The
second
question
from
robin
is:
when
does
cqc
expect
to
allow
members
of
the
public
to
attend
their
public
board
meetings
in
person,
as
was
the
case
pre-covered
well
actually
ian,
and
I
did
discuss
whether
it
might
be
possible
for
this
meeting
to
allow
members
of
the
public
to
come,
but
the
the
really
quite
high
level
of
number
of
cases
of
covid
really
made
us
say
that
it
was.
A
It
was
not
sensible
either
from
the
point
of
view
of
just
physically
accommodating
people
in
the
in
the
room.
You
may
or
may
not
be
able
to
see
this
robin
from
the
from
from
the
screen,
but
we
are
still
sort
of
fairly
socially
distanced
in
in
this
room,
but
but
secondly,
also
recognizing
that
some
of
our
our
colleagues
around
this
table
do
then
go
and
visit
clinical
settings
and
other
places.
A
So
I
think
the
answer
to
your
question
is
that
we
will
get
back
to
that
when
covid
levels
are
really
substantially
lower
than
they
are
now
and
assuming
nothing
else
has
hit
us
that
that
makes
it
unsafe.
So
I
can't
give
you
a
date,
but
but
that
that's
that's
the
plan,
so
that
is
it
and
as
ted
and
I
finally
finally
finish
in
the
immortal
words
of
the
two
ronnies,
it's
goodbye
from
me
and
it's
goodbye
from
him.