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From YouTube: CQC Board Meeting - February 2020
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A
Okay,
good
morning,
everybody
welcome
to
the
february
public
board
meeting.
A
We
have
no
apologies
from
the
board,
but
our
normal
secretary
martin
is
not
well
so
he's
not
here.
Martin,
if
you've
got
nothing
better
to
do
on
your
sick
bed
than
what
be
watching.
This
hope
you
get
better
and
pauline
has
very
kindly
stepped
into
the
into
the
breach.
A
To
take
the
minutes
particular
welcome
to
gabriella
ashton,
who
is
our
gender
equality
network
chair
and
you've
got
gabby
you're
very
welcome
feel
free
to
speak
if
you
wish
to
as
we
go
through
things,
any
declarations
of
interest
from
anybody
very
good
that
takes
us
on
to
the
minutes
of
our
january
meeting.
Are
there
through
an
accurate
record
of
everything
we
discussed
nods
around
the
table,
so
we'll
take
that
as
approved.
A
A
Or
we've
already,
we've
already
delivered
them,
so
I
think
we're
there
on
the
action
log.
Is
there
anything
arising?
Anybody
wants
to
raise?
That's
not
otherwise.
There
perfect
excuse
me.
I
I'm
losing
my
voice
you'll,
be
pleased
to
know
I
might
have
lost
it
by
the
end
of
the
meeting.
That
case
will
move
even
quicker,
so
that
takes
us
to
the
executive.
B
Teams
report
ian
thanks
peter.
I
think
the
first
thing
I
want
to
say
is
just
is
to
note
our
response
to
the
coronavirus
or
the
kovid
19,
as
it's
now
called.
I
want
to
give
assurance
to
the
board
that
we
are
working
closely
with
colleagues
in
public
health,
england
and
with
nhs
england
in
particular,
where
our
team
are
joining
the
daily
silver
command
calls
in
order
to
make
sure
that
we're
constantly
updated
we're
approaching
this.
B
This
work
from
two
dimensions,
one
is
what
our
contribution
to
the
broader
system
is,
and
so
I've
written
to
cite
us,
simon,
stevens,
the
chief
executive
of
nhs
england
and
duncan
selby,
the
chief
executive
of
public
health
england,
and
offered
practical
support
from
cqc
colleagues.
That
may
be
things
like
the
use
of
our
contact
center.
It
may
be
the
release
of
doctors
and
nurses
that
we
employ.
It
may
be
also
the
release
of
of
senior
colleagues
to
help
man
command,
centers
and
so
forth.
B
So
I've
made
a
very
broad
offer
of
help
and
we
are
continuing
that
conversation
as
to
as
to
how
that
would
be
used.
We're
also
doing
work
internally
around
how
we,
as
an
enterprise,
respond
to
covid19.
So
what
happens
if,
if,
if,
if
the
the
epidemic
or
pandemic
really
takes
hold,
what
does
that
mean
in
terms
of
significant
numbers
of
our
people
can't
come
into
office
locations?
What
does
that
mean
in
terms
of
significant
number
of
people
not
able
to
go
in
and
inspect
and
so
forth?
And
what
does
that?
B
B
That's
got
to
be
our
first
priority
and
then
the
second
priority
is
is,
is
what
does
that
mean
in
terms
of
our
our
obligations
and
our
policy
choices
that
we
might
make
around
what
we
do,
and
indeed
don't
inspect
so
lots
of
work
going
on
in
the
background,
but
I
just
thought
it's
worth
just
just
putting
on
the
record
for
for
for
all
board
members
that
that
we're
working
hard,
both
internally
and
externally,
on
covet
19
and
I've
asked
rosie
to
be
our
our
lead
executive
team
member
on
koval19,
and
my
expectation
is,
as
as
the
virus
ramps
up
over
the
next
few
days.
B
Then
preparations
will
ramp
up
and
obviously
we'll,
let
you
know
separately
if
we're
doing
something
fundamentally
different.
That's
all
I
wanted
to
say
initially
peter
and
I
want
to
hand
over
to
kate
just
talk
about
an
upcoming
publication,
and
just
before
that,
can
I
just
make
clear
for
the
record
that
I'm
recovering
from
a
cold.
C
Thank
you
peter,
so
I
just
want
to
flag
to
the
board
a
publication.
That's
going
live
tomorrow
called
promoting
sexual
safety
through
empowerment.
We've
talked
about
it
a
couple
of
times
here
at
the
board.
It's
a
piece
of
work
that
we've
done
very
closely
with
families
who
have
experienced
loved
ones
who
have
been
sexually
assaulted
or
sexually
abused
within
care
settings.
An
extensive
piece
of
work
with
providers
to
pull
together
a
report
that
talks
about
the
importance
of
having
open
cultures,
to
enable
people
to
have
conversations
around
sex
sexuality
and
relationships.
A
Great
good,
thank
you,
kate.
Where
are
we
going
next
ted
ted.
D
D
D
During
this
winter,
we
have
been
out
doing
routine,
focused
inspections
of
of
maternity
of
their
emergency
departments,
as
we
have
done
in
previous
winters.
We've
now
completed
quite
a
few
of
those,
and
we
are
seeing
the
same
kind
of
problems
we've
seen
in
previous
years.
D
We've
also
highlighted
there
in
the
report
the
work
we're
going
on
we're
doing
in
terms
of
inpatient
mental
health
facilities.
We've
published
another
report
today
on
a
child
adolescent
mental
health
services
in
northampton,
which
was
very
unsatisfactory.
D
That
work
continues
and,
as
the
board
knows,
we
are
preparing
the
final
stages
of
our
report
on
to
restraint,
segregation
and
seclusion
and
we'll
be
publishing
that,
in
the
spring,
very
important
document
talking
about
the
care
of
this
group
of
patients
who
really
have
been
let
down
by
the
system
for
so
long.
In
terms
of
follow-up
to
inspecting
closed
environments.
A
And
ted,
I
just
commend
you
on
on
the
blog.
It
was
a
very
good
read,
and
I
mean
it
was
a
short
but
but
but
absolutely
made
the
points
that
needed
to
be
made.
I.
E
Thank
you
just
a
couple
of
technology
improvements
that
I
wanted
to
bring
to
the
board's
attention
and
we've
been
working
really
closely
with
microsoft,
to
take
advantage
of
the
the
new
accessibility
tools
that
we
now
have
available
to
us
within
the
office
365
suite
of
tools,
and
in
fact
we
had
a.
We
had
a
whole
day
session
with
microsoft,
where
we
we,
we
took
our
disability
equality
network
to
join
them
to
understand
about
what
technology
we
can.
E
We
can
bring
to
the
organization
and,
what's
coming
in
the
future,
one
of
the
biggest
things
that
we've
done.
E
That's
had
an
impact
with
with
colleagues
is
the
deployment
of
the
live
captions
technology
within
within
microsoft
teams,
which
means
that
for
for
video
conference
conferences,
those
colleagues
with
hearing
impairments
can
see
a
live
subtitling
of
the
of
the
conversation
that's
going
on
and
in
particular
one
of
our
colleagues
paul
kirby
who's,
the
head
of
our
disability
quality
network
and
who
is
very
seriously
hearing
impaired
has
talked
about
his
experience
of
using
this,
which
is
pretty
life-changing
and
what
you,
what
you
don't
appreciate,
is
when
you're
trying
to
follow
a
meeting
with
lots
of
different
people
talking
and
you're
trying
to
lip
read
individuals.
E
E
Other
improvements
that
we've
we've
released
include
those
to
support,
colleagues
with
neurodiversity
and
visual
impairments,
as
well
with
functionality
like
immersive,
reta,
reader
and
and
dictation
facilities
within
within
within
documents.
E
One
other
improvement
that
we've
we've
completed
recently
is
with
our
the
analytics
software
that
we
use
to
support
our
colleagues
in
in
inspection,
in
in
intelligence
and
in
the
ncsc
for
for
driving,
reporting
and
insights
into
into
providers
and
two
really
significant
improvements.
There,
one
has
been
the
stability
without
with
our
previous
system.
We,
the
system
was
often
unavailable
in
the
morning,
because
the
overnight
processing
of
the
data
took
such
a
long
time.
E
We
now
have
had
that
consistently
down
to
finish
well
ahead
of
the
start
of
the
business
day,
which
has
had
a
big,
a
big
improvement
for
colleagues,
but
the
performance
improvements
that
colleagues
have
has
been
absolutely
transformational.
So
a
more
than
tenfold
increase
in
the
speed
of
the
reports
means
that
the
colleagues
really
have
the
the
access
to
the
data
that
they
need.
A
So
mark
the
the
the
subtitles
and
it
works
on
what
works
on
teams.
That's
really
really
good,
but
it
just
occurred
to
me,
as
you
were
talking.
I
mean
paul's
been
here
at
the
board
before
complete
with
with
with
two
interpreters,
because
it's
actually
very
tiring
for
the
interpreters
as
well.
So
this
is
all
together.
A
Quite
does
microsoft
also
have
a
capacity
that,
through
through
mobile
phone
and
and
and
maybe
through,
teams
or
not
the
the
subtitles
from
people
in
the
room
can
can
can
appear
so
would
paul
be
able
to
get
that
on
a
phone.
A
E
Different
options
available
to
you,
sorry,
thank
you.
There
are
so
there
are
several
different
options
available
to
you,
the
the
the
two
that
immediately
one
of
the
things
that
you
can
do
is
you
can
actually
join
a
teams
meeting
on
your
own
and
they
can
listen
to
the
conversation,
that's
going
on
in
the
room
and
provide
a
live
captions
service
to
you
right
now.
If
I
wanted
to
the
other,
the
other
newly
available
feature
is
powerpoint.
E
So
if
you're,
if
you
are
presenting
a
powerpoint
and
use
the
powerpoint
online
feature,
it
has
the
ability
for
you
to
to
present
live
captions
at
the
bottom
of
a
powerpoint
feed
as
well.
So
so,
yes,
it's
short
yeah,
fabulous.
E
A
F
I
just
wanted
to
commend
this
work
on
accessibility
really
because-
and
I
think
it's
very
timely
in
the
sense
that
the
workplace,
disability
equality
standard
is
now
live
in
the
health
sector
and
so
for
us
to
be
kind
of
taking
a
leading
role
in
terms
of
how
digital
technology
can
work
to
practically
improve
accessibility.
For
our
colleagues
just
seems
a
really
positive
development.
So
thank
you.
G
H
H
Do
we,
as
a
regulator,
have
any
responsibilities
with
regard
to
the
oversight
of
how
the
response
to
people
who
are
ill
with
this
are
being
looked
after,
I
mean
I
asked
that
simply
because
this
is
a
obviously
something
which
has
public
health
elements,
civic
elements
as
well
as
health
and
social
care
elements,
and
I
just
wondered
whether-
and
I
absolutely
understand
that
we
don't
want
inspectors
getting.
B
I
think
my
starting
position
would
be.
We
have
obligations
around
a
around
human
rights,
making
sure
people's
human
rights
are
properly
respected,
as
well
as
safety
within
medical
environments.
I
will
defer
to
my
legal
colleagues
as
to
whether
we
have
any
specific
additional
powers.
B
But
again
when
I
was
talking
about
our
external
position,
I
think
we
need
to
consider
our
if
you
like
our
routine
inspection
schedule,
which
of
course,
we
want
to
make
sure,
doesn't
interfere
with
with
normal
things
with
normal
healthcare.
However,
I
I
think
we
also
need
to
recognize
that
there
will
be
our
natural
wor
or
our
normal
work
to
look
at
safety
and
quality
will
continue,
including
the
human
rights
component
of
that.
If
I
can
just
defer
to
rebecca
and
see
if
there's
any
specific
powers.
I
Yeah,
no,
I
agree
with
ian,
so
we
have
a
responsibility
to
regulate
as
we
do
now
where
people
are
in
a
medical
facility
or
a
care
facility,
but
our
work
with
system
partners
in
terms
of
contingency
planning
and
the
activity
to
to
get
ready
with
we're
there
in
a
partner
role,
not
an
oversight.
H
No,
what
it
occurred
to
me
was
that
it
perhaps
shows
shows
obviously
it's
a
very
important
area
and
we
treat
it
as
such,
but
that
the
it
points
up
the
fact
that
we
are
a
regulator
of
providers
rather
than
systems
and
at
the
end
of
the
day,
we
very
much
hope.
Nothing
goes
wrong
with
systemically
with
regard
to
this
looks
to
say,
preparations
are
being
made,
but
whether
there
ought
to
be
a
regulatory
component
to
it
and
what
our
involvement
in
that.
B
One
of
one
of
the
questions
that
that
that
we
looked
at
when
the
first
group
of
people
came
back
and
stayed
in
the
nurses
accommodation
in
arrow
park.
Hospital
on
the
world
was
was
that
was
there
a
requirement
to
register
that
accommodation
as
a
separate
medical
facility?
And
we
looked
at
that
from
a
legal
point
of
view
decided.
B
No,
there
was
not,
but
that
that
becomes
an
ongoing
question
around
whether
those
individuals,
particularly
as
we
start
as
people
start
being
being
put
up
in
hotels,
for
example-
is
that
a
medical
facility
or
is
that
a
group
of
people
who
are
who
are
being
quarantined
and
then
and
then
looked
after
by
the
local
primary
care
system,
which
is
in
fact
what
happened
in
a
number
of
cases.
So
I
think
there's
some.
B
It
feels
to
me
that
there's
there's
a
there's,
an
ongoing
question
around
registration
of
facilities,
particularly
facilities,
which
would
not
normally
be
used.
So
at
the
moment,
I'm
not
aware
of
people
being
quarantined,
for
example,
on
a
military
base
and
again
what
what?
What?
What
read?
What
would
be
the
registration
requirements
in
that
in
that
context?
So
I
think
it
for
me
it
feels
like
a
very
much
an
ongoing
situation,
but
in
terms
of
where
we
sit
at
the
moment,
we're
confident
that
the
right
registrations
are
in
place.
B
J
So
malta,
I
think
we
come
to
you
please.
Yes,
thank
you,
peter
over
over
the
last
few
months,
I've
been
highlighting
the
work
that
cqc
has
been
doing
and
how
we
regulate
new
technologies
in
in
in
services
and
this
year.
This
is
culminating
in
the
outputs
of
three
regulatory
sandboxes
which
which
are
spaces
where
we've
been
working
with
developers
of
technologies
providers,
people
use
services
and
other
stakeholders
to
really
understand
the
impact
of
those
new
technologies.
J
What
good
looks
like
in
their
deployment
for
people
using
services
and
what
the
potential
regulatory
gaps
might
be,
and
the
report
from
that?
First
regulatory
sandbox
into
digital
triage
was
published
in
late
january
and
is
now
available,
as
you
can
see
in
the
report
that
the
second
sandbox
report
will
be
published
later
in
march,
which
is
on
machine
learning
in
diagnostics,
and
the
third
sandbox
will
report
later
into
the
in
the
year,
because
it's
looking
at
registration
issues
for
new
models
of
care
at
home
emerging
for
that.
J
And
then
I'm
happy
to
report
that
there
have
been
no
significant
risks
or
incidents
in
terms
of
information,
security
or
cyber
security,
and
also
for
the
board
to
be
aware
that
from
next
month
onward
mark
sutton,
our
chief
digital
officer,
is
going
to
take
over
from
me
as
senior
information.
Risk
officer
hold
on
mark.
A
K
Any
questions
john
personally,
walter,
thank
you
very
much
and
for
for
the
work
on
this.
This
is
really
important
area
in
the
growing
area.
So
I
wonder
if
you
could
give
me
a
sense
of
going
forward
what
the
planned
activity
is
and
also
in
terms
of
intelligence
that
enables
us
to
be
look
forward
to
being
intelligence,
driven
in
terms
of
our
future
strategy.
J
You
mean
on
technology
to
work
with
technology,
specifically
yeah,
so
so
in
terms
of
how
we're
taking
this
work
forward,
there's
the
I
mean,
there's,
there's
more
to
come.
We've
also
been
doing
work
on
what
good
looks
like
for
organizations
to
encourage
innovation,
new
technologies
or
to
adopt
known
solutions,
and
I
think
we're
planning
to
publish
this
during
during
march
and
that's
work.
J
We've
been
doing
collaboratively
with
lots
of
other
organizations,
including
nhsx,
the
accelerated
access,
collaboratives,
local
government
stakeholders,
etc,
because
we
felt
there
was
a
strong
need
to
have
a
common
view
on
what
good
looks
like,
which
at
the
moment
doesn't
really
exist
in
that
we
can
all
work
from,
and
cqc
specifically
will
take
those
principles
and
work
them
into
our
assessment
framework,
particularly
around
well.
Well
that
so
that's
still
part
of
the
work
that's
on
ongoing
in
terms
of
next
year.
There's
there's
a
two-pronged
approach.
J
But
there
is
something
about
more
formally
setting
some
of
these
sandboxes
up
between,
for
example,
mhra
and
cqc.
For
that.
So
so
we're
looking
what
opportunities
there
are
for
for
joint
working,
but
also
for
for
for
funding.
Alongside
that
we're
continuing
the
work
that
cqc
is
doing
specifically.
J
That's
looking
specifically
at
how
we
can
build
both
the
awareness
of
our
inspection
colleagues
of
off
new
technologies,
but
also
bring
insights
that
they
that
they
see
and
observe
from
services
back
to
the
back
to
the
organization
and
respond
to
that,
because
it
might
actually
tell
us
that
something
happens
quite
early
that
we
could
respond
to
or
that
sort
of
themes
emerging
on
risks
or
issues
that
we
hadn't
picked
up
picked
up
so
far,
and
alongside
that,
we
are
continuing
the
work
of
collecting
examples
of
where
new
technologies
have
contributed
to
the
two
improvements
in
care.
J
We've
always
said
that
that
is
the
big
potential
of
new
technologies
to
see
those
improvements.
We've
also
said
that
you
know
they
need
to
be
safe
and
well
managed,
which
is
why
we're
doing
the
the
sandboxing.
J
But
I
think
we
have
a
an
opportunity,
an
obligation
to
continue
to
highlight
that,
to
share
to
share
good
practice
and
again
we're
working
quite
closely
there
with
nhsx
about
what
what
good
likes
looks
like
and
how
we
can
share
that
and
and
give
an
example
to
other
services
or
to
services
about
what
they
could
do
to
do.
Improvement,
not
just
in
terms
of
high
whizzy
tech,
but
actually
sometimes
quite
simple
solutions.
That
can
make
a
huge
difference.
L
Okay,
go
chris
hi
there,
so
I'll
I'll,
introduce
so
I'll
work
us
through
the
slide
pack
and
and
hand
over
at
the
right
opportunity
if
anyone's
got
any
questions
to
just
shout
as
we
go
through.
So
this
is
the
quarterly
performance
up
to
the
end
of
december,
so
the
first
area
to
focus
on
is
registration,
which
has
so
performance
as
as
we've
kind
of
mentioned
previously
is
below
target
in
all
four
kpi
areas
as
a
recovery
phase
underway,
but
cursed.
I
think
you
wanted
to
add
a
bit
more.
M
I
do
thank
you,
so
we've
been
having
a
concerted
effort
around
our
registration
operations
program
to
look
at
performance.
It
wasn't
good
enough
and
we've
been
taking
a
fairly
different
view
in
terms
of
how
we're
going
to
sort
this
out.
So
we've
put
in
a
recovery
plan
to
look
at
how
we
deliver
that
operation.
The
first
thing
we've
been
doing
is
trying
to
understand
the
volumes
the
risk,
the
activity,
the
time
it
takes
and
really
get
a
good
baseline
of
activity.
M
M
M
What
we've
done
is
changed
the
way
in
which
we're
working,
we've
split
the
registration
process
into
into
national
teams.
We've
looked
at
splitting
out
the
more
complex
processes
and
the
more
simple
processes,
the
more
simple
processes
we've
been
pushing
through
our
national
customer
service
center
to
try
and
to
get
those
done
sort
of
like
with
our
admin
support.
Those
have
been
working
really
impressively
and
we've
started
to
really
improve
the
time
in
which
we
can
get
those
through
and
then
we've
been
pushing
more
complex
applications
through
to
our
inspectors
to
deal
with.
M
That
is
starting
to
make
some
really
good
progress
in
terms
of
improvement
of
time
taken,
and
I
think
we
are,
we
will
start
to
see
those
screen
shoots
of
recovery
coming
through
over
the
coming
months.
What
we're
also
doing
is
putting
in
place
some
new
kpis
to
really
start
to
focus
on
the
performance
that
we
need
to
see
as
we
move
forward
and
those
will
be
developed
and
in
place
for
april.
B
Thanks,
I
think
just
just
to
add
to
that.
Certainly
when
I
joined
the
in
the
registration
improvement
team,
one
of
the
conversations
that
we
got
into
was,
although
some
of
our
our
our
registration
applications
were
quite
old.
M
Work
should
I
should
have
mentioned
that
we
have
been
doing
some
work
to
to
to
not
put
applications
into
the
system
now
so
until
they
are
complete,
so
we've
been
working
with
providers
when
they've
made
an
application
and
it's
been
incomplete.
What
we
had
done
in
the
past
was
start
to
process
that,
as
you
say,
and
then
we
were
backwards
and
forwards
trying
to
get
the
information.
G
Paul,
I
think
you
wanted
to
come
in
yeah.
I
was
just
trying
to
make
sure
I
understood
exactly
what's
happening
here,
because
I
guess
when
you
clear
backlogs
you
if
you
concentrate,
including
the
backlog
you
potentially
set
up
a
new
backlog
in
the
current
ones
being
delayed.
Did
I
understand
that?
What
you're
saying
is
that
that,
while
that
might
be
happening
a
little
bit
at
the
moment,
you'll
get
that
back
up
and
cleared
by
these
couple
of
months.
Essentially.
M
So
so
what
we've
done
is
we've
managed
to
use
some
of
our
underspend
within
rcco
to
augment
our
inspection
resource
within
registration
on
a
temporary
basis
to
address
that
backlog
to
get
that
down
and
also
stop
the
the
backlog
reoccurring.
So
we
are
actually
starting
to
move
the
whole
process
forwards
in
an
efficient
way
and
keep
that
backlog
at
the
minimal
levels
of
it.
So
it
doesn't
happen.
L
Okay,
so
over
to
inspections
in
terms
of
our
return
to
rate
the
first
thing
to
flag
here
is,
I
think,
anyone
who's
accessed
our
public
public,
published
slides.
The
this
slide
is
is
wrong.
It's
incorrect!
It's
showing
a
worse
position
than
reality,
so
we'll
we'll
get
that
rectified.
The
executive
team
members
have
got
the
the
correct
version.
L
N
D
N
The
last
couple
of
board
meetings-
this
has
been
raised
in
terms
of
the
pms
return
to
inadequates,
and
I
just
wanted
to
give
the
board
assurance
that
in
december
we
didn't
go
to
one
inadequate
practice
and
that
was
due
to
a
bereavement
in
the
practice
and
in
january
we
haven't
attended
one
practice,
which
was
an
independent
health
provider,
which
was
actually
the
provider
was
on
holiday
and
so
we've
rescheduled.
So
I
just
wanted
to
give
the
board
assurance,
following
the
last
couple
of
months,
questions
that
we
were
absolutely
monitoring
this
very
closely.
A
Thank
you
rizzo,
and
I
think
the
concern
has
has
always
been
to
be
sure
that
we
haven't
lost
sight
of
them.
So
if
the
there
are
good
reasons,
clearly
those
two
you've
not
lost
sight
of,
because
you
know
exactly
why
you
didn't
do
that.
So
I'm
personally
very
reassured
by
that.
Thank
you.
L
Right
onwards,
just
to
say
that
on
pms
as
well,
the
the
correct
graph
would
show
an
improving
trend
over
time
as
well.
So
the
next
thing
to
pull
out
is
urgent
actions,
which
is
slide
8
in
the
pack.
We
responded
to
75
percent
of
urgent
actions
within
three
days
against
a
target
of
70,
so
achieving
well
on
that
safeguarding
slide
10
again.
L
If
anyone
has
any
questions,
I'll
I'll
pause,
safeguarding
alerts,
slide
10,
so
civic
garden
alerts
themselves
stood
at
97
against
target
95,
so
above
targets
and
concerns
requiring
mandatory
action
within
five
days
year.
Date.
Performance
is
now
at
92
percent
against
target
of
of
95.
L
and
there's
there's
a
real
kind
of
good
news
story
here
in
the
in
around
august
september
time
we
we
stood
up
a
workshop
to
address
this
this
this
problem
in
the
underperformance
and
since
that
point,
we've
seen
a
real
improvement
in
trajectory
to
hit
98
in
december.
So
it's
a
real
kind
of
a
marker
of
where
a
change
has
led
to
improvement.
L
C
Could
I
just
chip
in
there
chris
and
correct
me
if
I'm
wrong,
so
we've
put
a
lot
of
focus
on
this
area
and
throughout.
C
We
were
assured
by
our
teams
that
action
absolutely
was
being
taken
in
a
timely
way,
but
for
some
reason
our
systems
weren't
reflecting
it,
and
there
was
a
very
simple
solution
around
making
sure
that
a
mandatory
box
was
filled
out
in
our
sisters
before
people
could
progress
to
confirm
that
action
had
been
taken
so
and
this
isn't
a
whole
load
of
different
activities
going
on
now
than
it
was
in
the
summer.
It's
just
that
our
systems
now
reflect
the
work
that
we
have
actually
done.
A
So,
just
in
a
sense
going
back
to
what
I
was
saying
to
rosie,
I
mean
my
concern
here
is
not
just
that
we're
hitting
the
the
target,
but
that
those
where
we
miss
the
target
we
aren't
sort
of
doing
nothing
and
losing
sight
of
it.
I
mean
maybe
a
good
reason
or
not
good
reason
for
missing
it.
A
L
Cracks
I'll
take
silencers
agreement
with
me.
That's
great
good
chris.
Thank
you.
So
the
next
area
to
look
at
is
report
writing.
So
this
is
slides,
12,
13
14.
I
believe
the
headlines
are
so
overall
89
of
reports
published
within
kpi
against
90
target,
so
virtually
there
asc
on
target
9,
pms
above
target
and
94
and
hospitals
below
at
54.
L
D
Well,
we
had
a
very
helpful
discussion
at
the
audience
and
corporate
governance
committee
yesterday
evening,
so
so
discussing
the
work
underway
to
try
and
improve
the
turnover
of
reports.
I
think
the
the
the
the
realization
we
have
is
that
we
need
to
actively
manage
the
situation
better
when
we're
doing
that,
but
underlying
it.
D
The
process,
the
whole
process
of
producing
reports
is
too
complex
and
needs
to
be
simplified
and
that's
particularly
around
the
quality
assurance
side
of
process,
which
is
the
most
time
consuming,
and
the
board
will
remember
that
in
the
noble
report
that
we
had
last
month,
the
one
the
recommendations
was,
we
should
review
the
quality
assurance
process.
L
Gosh
board's
very
quiet
today,
chris,
so
on
our
on
our
money.
We
are
currently
under
spent
by
a
million
pounds
at
the
end
of
december,
with
a
forecast
of
1.5
million
for
the
end
of
the
year
on
the
capital
side,
we're
protecting
a
1.9
million
under
spend.
We
are
anticipating,
there
might
be
a
movement
between
revenue
and
capital,
as
we
evaluate
some
of
the
some
of
the
projects
that
are
underway
at
the
minute,
which
may
lead
to
some
capitalization.
L
So
those
those
variances
may
change
when
reported
next
time,
but
overall,
a
good
position
on
on
our
money.
A
Right
anybody
want
to
ask
any
questions
or
make
any
comments
on
any
of
that.
H
There
was
a
question
I
had
on
enforcement,
actually,
which
I
know
I'm
very
slow
to
react,
but
the
which
was
where
are
we
okay,
we're
way
back
slide
side?
Eight.
Thank
you
where
we
measure
sorry,
that's
not
the
one.
I
meant
it's,
it's
the
outcomes
side,
the
next
one
where
we
measure
success
and-
and
we
count
numbers
which
is
a
good
thing
to
do.
H
I
understand
that
because,
obviously,
if
we
aren't
succeeding,
then
there
are
questions
to
be
asked,
but
I
just
wonder
whether
they're
this
may
be
difficult,
but
is
there
a
measure
at
all
of
the
gravity
of
the
individual
cases,
by
which
I
mean
there
will
be
some
enforcement
actions
which
are
potentially
technical.
I
mean
nothing
is
not
important
but
more
technical
than
others,
whereas
others
could
be
frankly,
a
walton
hall
and
obviously
success
in
relation
to
something
like
that.
H
H
It's
it's
the
usual
thing
about
qualitative
data
as
against
quantitative
data,
but
it's
an
area
where
lots
and
lots
of
enforcement
actions
about
nothing
very
much.
It's
probably
not
a
sign
of
success,
whereas
real
success
over
some
really
important
things
is.
A
I
mean
rebecca,
I,
whether
there's
a
way
of
sort
of
putting
it
on
the
chart
or
not.
I
don't
know,
but
I
suspect
you've
got
a
pretty
good
feel
for
how
this
is
going
and
if
you
can
put
robert's
mind
at
rest,.
I
Well,
I
had
a
conversation
with
with
steph
who's,
been
looking
at
these
success
measures
and
working
to
see
if
we
can
make
them
more
meaningful
in
the
future,
because
it's
very
crude
at
the
moment
and
doesn't
actually
tell
you
as
you've
said
you
know,
did
we
do
the
right
thing?
Was
it
a
good
use
of
our
resources?
I
I
As
as
to
what
happens,
I
don't
know
that
you
could
ever
get
it
on
a
kind
of
little
bar
chart
like
this,
but
I
think
you
it.
It
would
be
possible
to
do
something
a
bit
more
qualitative,
almost
on
a
sort
of
sampling
basis.
That
would
be
quite
interesting,
but
but
not
on
a
bar
chart.
B
Yeah,
I
think
it's
a
similar,
similar
issue
to
registration,
actually,
where
not
all
registrations
were
created
equal,
and
so
you
know
a
a
relatively
small
piece
of
registration
activity
say.
A
change
of
a
gp
partner
name
is
quite
different
to
the
registration
of
a
new
hospital,
and
I
think
that,
probably
is
to
say
it's
a
similar
thing.
B
So
I
think
I
suspect,
once
we
get
to
grips
with
the
new
registration
numbers,
we
might
be
able
to
kind
of
circle
t-shirt
size,
some
of
these
some
of
these
prosecutions
and
see
where
that
see
where
that
lands
which
may
deliver
some
some
variant
of
that
plus.
What
rebecca
said
I
think
between
the
two
probably
gets
us
there.
B
A
I
I
No,
I
agree,
I
I
think
what
would
be
interesting
would
be
just
to
you
know,
review
some
cases.
Look
at
the
intervention
that
we
took
and
you
know
think
about
the
impact,
and
you
know
whether
we
did
the
right
thing
at
the
right
time.
It's
more
about
kind
of
efficiency
and
where
we're
stepping
in
and
and
not.
D
So
teddy,
you
are
on
this
point.
Well,
I
just
support
what
robert's
saying
you
can't
really
represent
the
success
in
totality
in
in
graphical
and
numeric
terms.
I
think
it
would
be
welcome
to
do
exactly
what
rebecca
has
just
suggested
is
to
actually
look
at
some
case
examples
and
see
you
know
what
enforcement
action
we
took
and
what
was
the
effect
of
that,
and
was
it
successful
in
terms
of
the
impact
on
people
using
services
and
people
affected
by
it,
but
that
needs
more
detailed
work.
A
P
So
chris
and
liz
you're
you're
both
on
this
point,
are
you
before
I
go
to
jorah
yep
chris,
just
one
thing
to
say
that
might
be
stated
in
the
obvious.
Not
successful
might
mean
the
organization
is
closed,
so
the
enforcement
action
was
was
was
significant
and
we
they
didn't
respond.
Well
to
that.
To
that
force
fashion,
we
might
take
other
action
which
might
cause
that
organization
to
close,
so
just
just
to
be
really
clear,
even
the
ones
where
we,
the
small
number,
which
is
described
here,
is
not
successful.
P
The
key
is
that
people
could
would
still
have
been
protected.
There'd
just
be
a
different
type
of
enforcement
to
encourage
them
to
be
protected.
That's
really
good
point.
Thank
you.
Listen
then
paul
yeah.
F
I
just
wanted
to
let
the
board
know
that
regulatory
governance
committee
in
march
is
going
to
take
a
bit
of
a
deep
dive.
Look
at
enforcement,
including
the
criteria
for
taking
enforcement
action
and
how
we
understand
impact.
So
maybe
we
can
bring
some
learning
back.
B
G
So
what
I
was
going
to
say
is
that
I
think
there's
a
different
question
which
could
be
asked,
which
is:
where
are
we
not
able
to
take
enforcement
action
where
we
might
feel
that
it
we
ought
to
be
able
to
take
enforcement
action.
So
it's
where
we're
taking
enforcement
action.
The
result
looks
good,
but
where
are
there
things
where
we
really
would
like
to
have
been
able
to
take
enforcement
action,
but
we,
but
we
weren't
able
to
for
what?
G
I
A
O
It
was
a
question
for
ted
and
and
maybe
mark
just
picking
up
on
the
timeliness
of
report
publication
hospitals
have
we
looked
at
any
possibilities
of
technologies
from
either
the
intelligence
team
or
or
nhsx
that
could
help
with
the
quality
assurance
side
of
things
that
could
possibly
speed
up
the
sort
of
the
review
process.
D
I'll
hand
to
mark
in
a
moment,
but
but
I
think
we
do
need
to
look
at
the
way
we
produce
reports
and
publish
reports
and
look
at
look
at
doing
it
in
in
a
more
modern
fashion,
using
appropriate
technologies
jurors.
So
that's
correct
in
terms
of
quality
assurance,
not
us
yet,
but
our
review
of
quality
assurance
will
need
to
take
into
account
all
opportunities.
So
I
I
will
certainly
look
at
that
as
part
of
our
view
of
quality
assurance,
yeah.
E
Yeah,
I
agree
with
that.
I
think
if
we
look
at
obviously
this
is
a
sort
of
a
lean
streamlining
business,
business,
business
process,
review
process
across
all
the
different
components,
and
I
think,
if
you
look
at
each
of
those
components,
technology
has
something
to
offer
in
terms
of
reducing
the
amount
of
administration
in
each
step.
So
I
think
I
think
yes
across
each
of
those
areas,
but
but
but
not
yet
on
the
on
the
quality
piece.
A
L
Chris,
so
just
the
the
final
parts
of
the
the
deck
on
our
on
our
people,
metrics
turnover,
was
in
within
target
eleven
point.
Two
one
percent
sickness
remains
low
at
3.77.
Q
Thank
you
chairman.
Yes,
no,
it's
very
good
kirsty
that
we've
had
the
turnover
with
less
than
two-year
service
on
this
this
month
is
something
that
we
asked
for,
and
so
thanks
for
delivering
that
I
just
wonder
whether
it
be
possible.
I
think
we
said
we
would
do
this
every
quarter.
I
just
wondered
whether
we
could
actually
just
have
a
chart
showing
that
turnover
showing
the
spikes
through
through
that
12-month
period.
That
might
just
be
interesting.
Q
It
it's
not
quite
as
high
as
I
thought
it
might
be,
but
clearly
there's
an
opportunity
there
through.
You
know
good
onboarding,
budding
systems,
clearer
job,
specs
line
management,
accountability,
development
opportunities
to
to
go
after
that
target
to
try
to
reduce
it.
But
it's
I'm
glad.
We've
got
that
piece
of
information
and
thanks
for
delivering
it.
M
Think
so,
in
terms
of
the
the
change
update
for
this
quarter,
I'm
just
going
to
talk
through
some
of
our
programs.
I'm
going
to
hand
over
to
kate
to
talk
about
the
improving
regulation
today
and
then
I'll
and
hand
on
to
mark
to
talk
about
the
digital,
the
digital
work
in
terms
of
the
portfolio
as
a
whole.
I
think
we're
making
some
good
progress
on
the
portfolio.
The
overall
health
of
the
portfolio
is
on
an
upwards
trend
which
is
good.
M
Some
of
the
highlights
are
transformation,
vision
and
the
supporting
materials
have
all
been
signed
off
and
we
will
be
launching
those
to
the
organization
and
wider
in
april,
which
is
a
it's
been
a
big
piece
of
work
to
do,
and
I'm
really
excited
to
see
that
land
and
we've
also
done
some
really
good
progress
along
along
the
people
front.
M
M
I
think
the
way
we've
been
describing
this
is
it's
the
supporting
the
implementation
plan
for
our
new
strategy
going
forward,
but
it's
more
than
that.
It's
also
about
how
we
can
transition
from
where
we
currently
are
now
to
the
future
and
what
we
need
to
do
to
ensure
that
we
can
continue
to
regulate
effectively
now,
but
also
also
in
the
future.
M
So
there's
some
good
work,
we've
been
doing
there
around
onboarding
our
start
on
boarding
our
colleagues
and
bringing
in
some
professional
support,
and
also
starting
to
think
about
the
scope
of
that
program
and
some
of
the
the
design
principles
that
we
want
to
work
there.
Our
registration
transformation
program
is
one
of
one
of
our
key
strategic
programs.
We
have
made
some
really
good
progress
over
the
last
couple
of
months
or
the
last
quarter
in
this
we
have
been.
M
We
have
now
built
our
new
digital
end-to-end
service
for
demonstrate
care
and
new
registered
managers
that
has
been
now
built
and
we're
now
in
testing
of
that.
That's
quite
a
landmark
moment
for
us
to
have
actually
built
a
whole
new
service
from
scratch.
M
That
is
says
in
testing
and
we're
hoping
to
go
live
with
that
into
public
beta
in
the
next
couple
of
months.
As
part
of
that
work,
the
registration
transformation
work,
we've
been
building
this
using
our
service
design
principles,
but
we've
also
had
quite
a
lot
of
work
around
our
improvements
in
terms
of
looking
at
how
we
can
improve
the
systems
and
processes
that
support
registration
and
we've
had
some
really
good.
M
Some
good
progress
in
that
area,
in
particular
just
to
highlight
some
of
the
work
around
counseling
and
counseling
registered
applications
that
that
improvement
work
has
now
enabled
us
to
reduce
that,
from
an
average
of
30
days
down
to
10
and
adding
and
removing
partners
on
our
registration
we've
been
able
to
reduce
that
from
an
average
of
24
days
down
to
13,
using
really
good
quality
improvement
techniques.
M
The
work
on
our
quality
improvement
continues
to
build.
We
have
now
completed
our
gold
program.
We
have
fifth
our
initial
goal
program.
I
should
say:
we've
had
15
colleagues
working
over
on
a
three
three
three
blocks
three
blocks
a
week
program
to
become
skilled
in
quality
improvement.
M
They
have
now
completed
that
work
and
have
been
returned
back
to
the
business
to
take
forward
some
of
our
key
corporate
initiatives
around
quality
improvement.
We're
also
out
to
we
ask
a
recruiting
for
our
silver
colleagues.
So
this
is
a
the
next
layer
down
in
our
quality
improvement
plan.
We
are
currently
out
to
expressions
of
interest
for
that
and
we
have
over
300
expressions
of
interest
received
so
far,
so
there's
a
real
positive
approach
and
real
enthusiasm
in
the
organization
to
take
forward
this
training.
M
One
other
thing
to
note
around
some
of
our
projects
is
our
give
feedback
on
care
service.
So
this
is
our
new
digital
service
to
enable
people
to
provide
feedback
to
us
good
or
bad
about
the
care
that
they've
received.
This
is
a
new
digital
service
that
went
live
into
public
beta
or
public
service
on
in
the
end
of
january.
M
M
We've
been
focusing
on
building
a
holistic
approach
to
making
cqc
a
great
place
to
work
with
our
people.
The
core
focus
there
is
on
enhancing
our
experience
for
all
our
employees
and
reflecting
on
some
of
the
insights
that
we've
had
from
and
about
our
colleagues
to
to
really
focus
that
piece
of
work.
M
M
We've
had
really
good
take
up
of
that
and
lots
of
engagement
from
colleagues
on
all
levels
of
the
of
the
organization
to
really
help
us
move
that
one
forwards.
I
won't
talk
anymore
about
people
because
we're
going
to
pick
that
up
in
a
minute,
but
so
in
conclusion,
so
what
are
we
doing
over
the
next
few
months?
We
really
want
to
continue
to
work
on
launching
our
transformation
brand
and
really
getting
those
messages
out
across
the
organization.
M
We
are
launching
our
diversity
and
inclusion
strategy
in
march
and
are
also
going
to
look
to
mobilize
our
people
plan
during
april
to
work
on
our
people
plan
to
program
programmatize
that
to
enable
us
to
take
forward
those
initiatives
that
we're
going
to
talk
about
shortly
I'll
hand
over
to
kate
now
to
talk
about
improving
regulation.
Today,.
C
Thank
you
kirsty,
so
improving
regulation
today
are
currently
focusing
on
three
main
priorities.
The
first
one
is
implementation
around
liberty
protection
safeguards.
So
there
is
an
ongoing
conversation
with
the
department
about
go,
live
and
what's
what
the
model
should
look
like,
we
have
been
busily
working
out
how
we
will
respond
to
the
changes
and
what
that
would
look
like
for
us.
C
So
that's
a
piece
of
work
that
is
ongoing
and
it's
requiring
quite
a
lot
of
effort
to
make
sure
that
we're
really
clear
that
we
can
respond
to
that
when
it
comes
into
force
and
the
second
priority
is
our
plans
to
go
out
to
make
changes
amendments
to
our
current
assessment
framework
this
spring.
So
we
are
going
to
be
working
with
nhsi
and
nhsc
to
make
some
changes
around.
C
C
While
we
go
forward
with
our
kind
of
big
plan
and
our
strategy
and
then
the
final
and
priority
is,
as
we
discussed
at
the
last
board,
the
recommendations
from
david,
noble
and
the
wider
work,
that's
going
on
around
closed
environments
is
going
to
be
pulled
together
and
overseen
by
improving
regulation
today.
C
So
at
the
moment,
we're
scoping
exactly
what
should
be
in
that
piece
of
work,
and
it
covers
a
wealth
of
things,
including
things
such
as
future
role,
around
cctv
surveillance
and
how
it
shouldn't
shouldn't
be
used,
as
well
as
a
collection
of
other
things
that
we
committed
to
last
time
coming
back
and
updating
this
board
on
on
the
progress
on
that
piece
of
work
in
particular.
So
those
are
the
three
priorities
under
improving
regulation
today,.
K
Well,
another
question,
but
just
a
comment:
I
don't
think
people
should
underestimate
the
scale
of
what's
being
tackled
here
and
how
from
a
low
base,
there
have
been
significant
movements
forward
and
that's
not
always
felt
by
people,
but
nonetheless
it's
laying
the
foundations
for
substantive
change
and-
and
this
is
really
tricky
stuff
as
big
as
any
I've
I've
witnessed,
and
so
I
do
congratulate
the
team
for
getting
a
rigor
and
a
grip,
but
also
being
agile
enough
to
solve
the
issues
when
things
hit
a
sticky
patch.
E
What
no
I'm
just
just
coming
on
to
the
oh.
O
And
just
just
one
but
I've
seen
the
give
feedback
and
I
think
it's
really
good.
Maybe
one
of
the
things
we
could
consider
is
the
sort
of
search
engine
optimization.
I
was
just
doing
a
google
search
for
it.
I
didn't
find
it
so
so
maybe
we
want
to
just
add
that
in
as
a
suggestion.
P
No,
that's
right.
This
as
cursive
mentions,
there's
two
changes
in
small
improvements
that
we've
made
to
it,
and
we've
got
a
conversation
with
colleagues
at
the
dhc
about
about
those
changes
and
then
in
the
next
financial
year
we've
got
some
seo
support
for
it
once
those
changes
are
embedded.
E
That's
quite
a
good
segue
mark
to
you
anyway,
so
go
for
it
fantastic.
So
just
a
brief
update
from
me
on
on
our
three
main
digital
initiatives,
so
acoustic
reference,
our
digital
foundations
program,
we've
made
really
significant
progress
in
the
last
quarter
in
overhauling
our
digital
infrastructure.
E
E
365
suite
and
we're
now
progressing
really
well
in
implementing
our
new
supply
services
for
service
desk
and
user
computing
and
security
operations,
and
we're
already
starting
to
see
the
results
of
this
work
with
colleagues
sort
of
recognizing
that
this
is
really
helping
them
to
give
them
the
tools
that
they
need
to
do
the
job
already,
although
there's
still
a
way
to
go,
the
regulatory
platform
is
a
a
new
program
which
is
intended
to
replace
our
legacy,
crm
systems
and
other
systems
with
a
modern,
modern
applications
that
will
provide
a
flexible
operational
platform.
E
It's
in
its
discovery
and
design
phase
at
the
moment,
with
a
final
business
case
due
to
be
coming
back
to
the
board
for
approval
in
the
next
couple
of
months
and
then
finally,
on
intelligence,
driven
enablers,
we're
in
the
process
of
designing
that
new
data
architecture
and
the
tools
to
provide
that
infrastructure
at
the
moment
to
give
us
the
data
quality
that
we
really
need
to
to
be
intelligence.
Driven
in
the
future.
E
A
I
mean
I
I
I
recognize
my
my
needs
are
much
less
than
many
of
our
colleagues
in
terms
of
technology,
but
just
my
own
personal
experience
of
365
and
everything
that's
come
with
it,
and
the
mobile
technology
just
been
superb
and
I've
also
had
some
very
positive
anecdotal
feedback
from
people.
I
just
happened
to
talk
to
in
the
organization,
so
I
really
congratulate
you
and
your
team
on
on
what's
been
done.
A
A
M
So
I
think,
before
jill
comes
down,
I
think
we
just
we've
been
doing
quite
a
lot
of
work
in
our
in
our
people
space
since
jill
started
back
in
the
summer,
we
had
quite
a
lot
of
people,
initiatives
that
were
sort
of
were
happening,
but
what
we've
done
is
now
brought
them
together
into
a
an
overarching
holistic
people
plan
to
look
at
how
we
take
forward
all
the
work
we
want
to
do
around.
M
You
know
around
our
people
in
terms
of
building
capability,
improving
making
cqc
a
great
place
to
work
every
day,
our
metrics
and
our
dni
strategies
and
all
those
sort
of
things.
So
we've
brought
this
together
into
a
big
piece
of
work
which
we
are
going
to
put
into
a
program
with
clear
deliverables.
What
we
wanted
to
do
today
is
talk
you
through
the
people
plan
element,
which
I
will
let
jill
do
when
she
comes.
I
don't
want
to
steal
her
thunder,
so
we
want
to
talk
about
that.
M
A
A
Welcome
it's
good
to
see
you
and
and
and
everybody
else
who
will
introduce
us
or
you'll,
introduce
for
me
when
we
get
there
but
jill
over
to
you.
R
Thank
you
very
much
good
still
morning,
just
no
good
afternoon,
everyone
and
I'm
delighted
to
be
here
to
share
with
you
three
papers
that
we've
pulled
together
for
you
all,
very
interlinked
and
related.
So
I
thought
it
would
be
sensible
if
I
just
sort
of
talked
to
their
each
of
the
papers
together
in
a
group,
and
then
we
can
pause
and
open
up
for
some
questions
and
reflections
so
and
if
everyone's
happy
with
that
I'll
catch
my
breath
from
running
down
the
stairs,
so
we've
we've
we've.
R
R
The
feedback
that
we've
got
from
the
survey
I
have
to
say,
is
probably
no
huge.
Surprise.
We've
done
a
pulse
survey
earlier
in
the
summer,
and
I
think
the
the
questions
that
we
that
we
asked
in
that
pulse
survey
are
remain
pretty
constant
in
the
context
of
the
wider
full
survey
that
we
undertook
in
the
autumn
time.
R
R
I
think
it's
worth
acknowledging
that
there
are
some
exceptionally
high
positive
scores
within
this
survey
and
this
data
set,
especially
in
relation
to
the
connection
that
our
colleagues
feel
to
our
purpose
as
an
organization
and
also
to
the
positive
impact
that
we
have
for
people's
lives
and
whilst
it
might
be
attractive
to
sort
of
move
on
to
the
things,
we
need
to
really
focus
on
and
pay
attention
to.
R
I
think
holding
that
as
an
incredibly
positive
and
strong
place
to
be,
as
an
organization
is
really
important
across
the
wider
central
government
agenda,
but
and
within
the
private
sector,
organizations
would
give
their
right
arm
to
have
that
sense
of
purpose
and
that
strength
of
connection
to
the
organization.
So
we
really
mustn't
lose
sight
of
how
important
that
is
and
how
strongly
it's
felt.
R
R
We
have
seen
significant
shifts
in
positive
scores,
so
16
70
percentage
score
increase
is
actually
incredibly
high.
Statistically,
it's
higher
analysts
will
tell
you
this,
but
that
is
a
big
leap
in
in
the
course
of
a
12-month
period,
so
they're
the
kind
of
things
I
think
we
need
to
bank
and
recognize
as
really
strong,
while
we're
still
moving
on
and
paying
attention
to
the
things
that
we've
heard
and
noticed
that,
therefore,
are
worthy
of
our
ongoing
attention
on
our
the
focus
of
our
energy
going
forward.
R
So
I
think,
for
me,
there's
kind
of
four
things
within
the
sort
of
where
do
we
need
to
sort
of
position
ourselves
and
think
further
and
clearly
there
is
something
about
how
we
lead
and
manage
change,
so
how
we,
as
an
organization,
help
our
colleagues
throughout
the
whole
organization
to
understand
the
change,
changes
that
are
happening
and
coming
and
how
we
lead
those
through
in
a
positive
way
which
enables
people
to
understand
their
own
role
within
it,
but
also
be
supported
to
actually
change
the
way
they
might
be
working
or
the
infrastructure
that
sits
around
them.
R
How
we
communicate
effectively
is
also
a
key
priority
for
us
going
forward,
so
there's
feedback
which
suggests
that
we're
not
quite
getting
it
right.
We're
not
giving
people
opportunities
necessary
to
contribute,
or
things
might
be,
a
bit
confusing,
and
we
need
to
get
better
at
that.
So
we've
heard
that
message
and
we
need
to
need
to
address
that.
R
There
is
a
sort
of
feedback
within
the
survey
which
alludes
to
a
clear,
the
perception
of
and
the
connection
between,
the
executive
team
and
the
wider
organization.
So
that's
worthy
of
some
further
thought
and-
and
we
need
to
pay
attention
to
that-
and
we
need
to
work
out
what
it
is.
We
actually
need
to
do
to
address
that,
whether
that's
corporately
or
or
locally
or
both-
and,
I
think
critically,
which
probably
underpin
the
other
three.
R
R
We
notice
what
people
have
said
we're
perhaps
not
as
well
as
strong
as
we
might
be
on
how
we've
listened
to
those
key
messages,
but,
crucially,
how
we've
translated
and
linked
back
the
actions
that
then
are
forthcoming
to
the
the
reason
why
so
that
feedback
loop.
R
I
think
we
need
to
pay
particular
attention
to
so
at
the
moment,
in
terms
of
this
of
people,
survey
and
locally
leaders
are
now
having
conversations
to
really
understand
what
sits
behind
some
of
the
feedback
and
schools
within
their
particular
business
area
and
therefore
that
helps
individual
local
leaders
to
understand
where
they
need
to
pay
attention.
That
means
there
will
be
different
priorities
locally
in
different
teams
and
different
directorate.
So
I
know
from
my
own
directorate
that
one
team
is
focusing
on
one
thing.
R
Whilst
another
is
focusing
on
another,
and
there
are
things
that
I
am
focusing
on
with
my
senior
team
and
corporately
going
forward,
we're
going
to
use
the
people
plan
as
the
vehicle
for
for
taking
action
as
a
result
of
this
feedback,
rather
than
creating
a
separate
people
survey
action
plan.
R
So
that
brings
me
on
to
the
people
plan,
I'm
just
six
months
into
the
role.
R
Now
so
so,
this
is
sort
of
my
formulation
having
listened
to
and
observed
and
noticed
some
of
the
sort
of
challenges
across
the
whole
of
the
spectrum
of
the
people
agenda
and
built
this
framework
with
advice
and
feedback
from
others
and
linking
it
to
what
we
know
are
important
themes
from
previous
people
surveys,
a
framework
for
our
people,
priorities
for
cqc
for
the
coming
years
and
it
I
think
I
hope
it
actually
allows
us
to
sort
of
move
towards
building
our
ambition
of
building
a
fully
inclusive
organization.
R
R
So
if
I
just
quickly
give
you
a
summary
of
what
sits
behind
each
of
them,
because
some
of
the
words
perhaps
are
a
little
flat
on
the
page
leadership
and
change,
probably
the
most
easy
to
understand.
Are
we
clear
about
our
expectations
for
our
leaders?
R
Similarly,
are
we
absolutely
clear
and
critical
what
it
what
it
means
to
be
a
really
good
line
manager
for
cqc
and
that's
different
from
an
organization
which
is
office
based
because
people
have
to
engage
and
have
build
different
kinds
of
relationships
with
a
dispersed
workforce?
So
are
we
as
an
organisation
clear
about
our
expectations?
R
Are
we
clear
about
the
the
development
opportunities
that
we
offer
people
to
allow
them
to
build
the
skills
and
capabilities
and
confidence
to
be
the
best
possible
line,
managers
that
it
can
be
reward
and
recognition?
We
know
from
the
survey
that
pay
is
an
issue
that
has
popped
up.
I
have
a.
I
have
a
view
that
actually,
when
pay
sort
of
pops
up
in
a
people
survey,
it's
quite
often
a
triangulation
of
I
have
an
acceptable
workload.
R
That
said,
we
do
have
some
things
to
address
around
ensuring
that
we
are
interact
attractive
as
an
employer
are
recognizing
and
rewarding
people
as
well
as
we
can
within
the
constrains
of
a
public
sector
environment,
and
but
we
are,
we
are
not
just
focusing
on
pay
and
salaries,
but
we're
thinking
about
reward
and
recognition
in
the
widest
sense.
R
Employee
experience
is
actually
the
totality
of
the
end-to-end
experience
and
journey
for
an
organisation
right
from
our
attraction
strategy
and
onboarding
experiences,
which
is,
I
think,
probably
far
superior
to
very
many
organizations.
The
attention
we
pay
to
onboarding
through
to
our
policies
and
hr
policies
and
our
approach
to
talent,
management
and
development
right
through
to
off-boarding
and
how
people
leave
this
organization
well,
so
that
sort
of
whole
plethora
of
of
activities
that
sit
behind
and
below
that
pillar,
employee
insight,
I
think,
is,
is
a
really
critical
pillar.
R
So
this
is
where
we
actually
look
at
the
insight
that
we
have
about
our
employees
and
what
it's
like
to
be
an
employee
in
this
organization,
and
so
our
colleague
we
have
data
hard
data
in
terms
of
our
workforce
data
which
actually,
we
need
to
use
better
and
I've
got
some
work
and
train
on
that.
But
also
the
insight
is
also
about
employee
voice.
R
So
how
are
we
gathering
and
seeking
out
the
voice
of
the
employees
and
building
that,
alongside
our
data,
to
ensure
that
we
are
are
really
thinking
about
the
right
chat,
the
right
things
and
honing
our
activity
and
our
interventions
in
the
right
way
and
that
voice
comes
from
from
all
of
the
feedback
comes
from
the
people
survey
or
pulse
survey?
Feedback
that
we
will
continue
to
gather.
R
It
also
comes
from
our
networks,
and
we
have
established
mechanisms
to
actually
engage
regularly
with
our
network
chairs
and
and
the
voice
that
they
bring
to
the
table,
which
is
really
powerful
and
important.
It
comes
from
our
trade
unions
and
being
able
to
engage
in
with
the
trade
unions
in
a
constructive
way
which
allows
that
to
be
a
channel
by
which
we
can
understand
the
voice
that
is
coming
through,
that
trade
union
membership
and
critically
also
the
voice
of
our
staff
forum.
R
So
we
have
an
established
staff
forum
where
we
need
to
also
build
that
voice
in
into
the
picture,
and
then
the
inclusion
which
I
think
speaks
for
itself
and
has
a
sort
of
I'll
I'll
come
on
to
in
a
little
more
detail
in
a
moment.
So
that
sort
of
that
is
about
our
inclusion
agenda,
but
also
our
well-being
and
agenda
so
allowing
people
to
be
of
their
best
in
the
workplace
and
and
be
well
supported
in
that
way.
R
So,
underpan
underpinning
these
six
pillars
is
our
culture
and
values,
work
which
I've
kind
of
sneaked
in
as
a
sort
of
seventh
pillar.
But
I
think
it
is
really
a
foundation
so
and
that
we
are
currently
undertaking
a
cultural
inquiry
which
allows
us
to
gather
some
really
rich
data
about
the
culture
of
this
organization
right
across
and
right
through
the
organization.
R
To
really
understand
what
that
culture
looks
like
and
feels
like,
and
how
our
colleagues
experience
it
on
a
day-to-day
basis,
because
that
will
give
us
some
data
by
which
we
can
then
think
about
what
is
the
culture
we
need.
What
what
bits
of
the
culture
are
really
important,
that
we
need
to
preserve
and
support
and,
and
which
ones
might
we
need
to
tweak
to
make
this
a
really
truly
great
place
to
work?
R
So
so
that's
sort
of
kind
of
the
activity
we've
got
an
agreed
approach
to
sponsorship
for
each
of
these
pillars
from
our
senior
people
leads.
So
each
of
the
directorates
in
across
cqc
has
a
people
lead
at
that
sort
of
senior
executive
level,
and
they
will
be.
They
will
be
the
sort
of
joint
sort
of
an
ambassador
and
champion
for
each
of
the
pillars
separately.
R
And
for
me,
this
signals
that
this
is
a
joint
endeavor
and
a
joint
accountability
and
ownership
for
the
people
agenda
and
that
it
doesn't
sit
with
my
my
people
function.
It
sits
with
the
senior
cardra
of
the
organization.
R
We
are
developing
the
delivery
plans
to
underpin
each
of
the
six
pillars
and
including
within
that
some
kpis
and
key
milestones
and
we'll
use
our
normal
governance
route
of
the
resources
committee
and
the
executive
team
to
report
progress
regularly
and,
as
I
said,
we
will
also
use
the
opportunities
of
pulse
surveys
where
we
can
ask
a
discrete
set
of
questions
to
check
our
our
progress
against
some
of
the
priorities
and
interventions,
and
course
correctors
required.
R
So
finally
I'll
just
say
quickly
something
about
the
dni
strategy
and
I'm
really
excited
to
be
sharing
with
the
board
today
at
what
has
been,
I
guess
about
eight
months
worth
of
work
with
from
safina
and
and
kieran
and
others
in
the
team
georgina
as
well,
who
have
really
pulled
this
together
from
a
standing
start,
and
so
it's
it
is
really
exciting
that
we
have
got
one
of
our
one
of
our
six
pillars.
We've
got
a
very
tangible
product
to
be
to
be
sharing
now
and
launching.
R
So
it's
a
culmination
of
a
number
of
things
that
were
already
in
train
but
bringing
them
together
into
one
place
and
actually
setting
out
our
stall
for
the
future.
So
we're
launching
next
week,
which
is
which
is
great
and
and
we'll
be
continuing.
Then,
to
check
progress
on
that
and
to
challenge
ourselves
against
some
of
the
ambitious
targets
that
we've
set
within
it.
I
shall
pause
there
and
ask
for
any
comments
or
questions
or
reflections.
B
Thanks
peter,
I
think
I'll
do
if
I
just
just
comment
a
little
bit
further
in
terms
before
I
bring
in
executing
colleagues
just
to
talk
briefly
about
about
what
they're
doing
around
the
people
survey.
I
think
it'd
be
fair
to
say
that
you
know
there's
a
mixed
picture
here
in
this
survey
and
I
think
I
think
I'd
be
lying.
B
If
I
said
I
wasn't
disappointed
in
in
in
the
results,
I
think,
as
as
jill
mentioned,
I
think
there's
some
really
strong
results
in
there
in
terms
of
people's
commitment
to
purpose
and
those
sorts
of
things.
But
equally,
I
think,
there's
some
some
important
messages
that
that
we
need
to
hear
as
an
organization,
but
also
as
an
executive
team.
In
particular.
B
I
I
think
what
we
have
been
very
clear
on,
though,
is
we
think
that
that
we
want
to
be
quite
structured
and
quite
thoughtful
in
our
approach,
making
sure
we're
listening
to
colleagues
and
that
that
our
responses
are
are
about
the
real
things
that
that
matter
to
people,
rather
than
kind
of
rushing
to
judgment
with
a
simplistic
action
plan,
because
I
think
it
is
as
you
dive
into
this
survey.
What
you
will
see
is
differences
between
different
different
teams,
different
geographies
and
differences
between
different
different
grades
within
the
organization
as
well.
B
I
think
I
think
the
the
the
thing
that
that
we
have
done
is
we've
done
a
lot
of
fairly
fairly
strategic
change
and
you've
heard
a
lot
about
that
earlier
on
on
this
agenda,
but
we're
also
doing
a
lot
of
if
you
like,
low-level
tactical
changes,
adding
in
additional
check
steps
in
processors
and
that
sort
of
thing
in
response
to
daily
operational
challenges-
and
I
think
I
think
that's
often
the
thing
that
people
will
talk
about
when
they
talk
about
change.
B
When
I
talk
to
frontline
teams
about
change-
and
I
say
well,
actually,
you
won't
necessarily
have
seen
too
much
of
this.
They
say
no,
we
haven't,
but
actually
let
me
tell
you
about
the
the
additional
check
step
or
the
additional
email
I've
now
got
to
send
or
the
additional
box.
I've
now
got
to
tick.
These
things
add
up
and
irritate
people
and-
and
that
I
think,
is
what's
behind
at
least
some
of
the
remarks
about
not
managing
change.
B
Well,
I
think
we
also
need
to
recognize
that
this
survey
was
was
carried
out
late
last
year.
We
were
just
in
the
in
the
the
starting
phase
of
of
withdrawing
broadband
from
a
number
of
colleagues,
and,
as
you
know,
that's
been
that's
been
a
a
really
difficult
issue.
I
think
we
as
an
executive
team,
very
much
owned
that
and
we
recognized
that
it
was
a.
B
It
was
a
contentious
issue
and
we've
been
very
personally
associated
with
with
that
with
that
policy
change,
and
that's
meant
that
we've
by
definition,
come
in
for
a
fair
amount
of
criticism
on
the
back
of
that.
B
But
I
am
pleased
to
say
that
that
we've
we've
had
some
some
difficult
but
but
very
sensible
conversations
with
our
trade
union
colleagues
and
I'm-
and
I
am
optimistic
that
we
will
bring
this
to
a
positive
conclusion
in
the
next
few
days
for
the
for
the
benefit
of
of
of
our
colleagues,
and
it
will
lead
to.
I
think
I
think,
a
better
relationship
in
the
in
the
medium
to
long
term
with
our
trades
union,
so
I
think
there's
there's
some
some
goods
come
out
of
that.
B
I
think,
since
the
survey,
a
number
of
very
practical
things
have
happened.
We
were
in
the
early
stages
of
office,
365
rollout
that,
as
mark
was
describing,
is
pretty
much
there.
Now
we've
been,
we
pursued
a
pretty
aggressive
timetable
in
terms
of
rolling
that
out
and
we've
rolled
out
the
maximum
number
of
features
that
we
can,
which
again
people
are
starting
to
see
benefits
from
we.
B
We
we've
also
signed
off
the
the
pay
rise,
so
we've
delivered
the
maximum
pay
rise
we
can
to
to
colleagues
both
in
terms
of
pay
rise
and
and
allowances.
I
think
we're
doing
some
doing.
We
we've
been
doing
a
lot
of
work
on
making
sure
that
the
communications
around
around
transformation
are
clearer
and,
and
that
will
that
that
work
will
be
landing
very
shortly
and
again,
people,
I
think,
we'll
be
able
to
see
that
that
link
between
change
and
and
the
core
purpose.
B
B
Also,
we
also
put
in
a
number
of
of
really
structured
engagement
activities
and
listening
activities,
and
colleagues
will
talk
about
those
in
a
minute
and
we
had
already
have
him
had
in
place
at
the
time
of
the
survey
and
effectively
an
exec
team
on
the
road
program,
but
again
that
that's
really
got
into
its
stride
over
the
last
few
months
and
that
we
will
be
continuing
to
do
that.
B
We're
also
we're
also
going
to
make
sure
that
our
internal
communications
activity
is
a
bit
more
structured
because,
as
jill
said,
we
haven't
been
terribly
good
at
this
sort
of.
You
said
we
did
activity
and
we
need
to
just
be
a
bit
more
structured
about
about
that.
So
it
is
clear
that
that
we
are
taking
the
results
of
the
survey
very
seriously
and
that
the
things
we
are
doing
talk
directly
to
the
results
of
the
survey.
B
I
think
sometimes
we
kind
of
lose
the
benefit
of
some
of
the
things
that
we
do,
because
we
haven't
necessarily
linked
them
back,
quite
as
clearly
so
peter.
If
I
could
just
just
briefly
hand
over
to
colleagues
just
to
talk
about
some
of
the
engagement
activity
that
they've
been
been
involved
in.
If
I
could
start
with,
perhaps
with
kirsty.
M
Yeah,
thank
you.
So
I
think
we've
got
a
bit
of
a
mixed
picture
within
our
directorate.
We've
got
engagement,
scores
as
high
as
80
and
some
which
are
somewhat
lower
than
that.
So
I
think
what
we've
been
doing
is
we
didn't
want
to
make
a
knee-jerk
reaction.
We've
wanted
to
spend
some
time
working
in
with
the
directors
working
with
their
individual
teams
to
really
get
under
the
skin
of
those
results,
because
it's
not
going
to
be
a
one-size-fits-all
given
the
spread
of
scores
that
we've
got
there.
M
So
still,
work
in
progress
we're
coming
back
next
month.
Having
had
all
the
individual
in
conversations
at
the
directorate
levels
to
start
to
work
out
exactly
what
what
the
scores
are
telling
us
and
what
we're
going
to
do
in
in
response
to
that.
P
So
I
think
two
things
to
sort
of
really
note.
One
is
just
to
reiterate
your
point
about
the
the
decision
framework
for
decisions
that
we
take
link
back
to
our
purpose.
I
think
it's
a
really
strong
message
that
we
can
take
forward
with
all
colleagues
in
the
decisions
that
we
take.
P
We've
also
been
just
testing
some
of
the
language
of
the
transformation
and
the
future
vision
to
make
sure
it's
meaningful
to
to
all
people
across
the
organization,
so
that
all
colleagues
inspectors
analysts,
people
that
work
in
ncsc
people
that
work
in
different
functions
across
cqc
understand
the
change
in
the
context
of
their
work
and
understand
why
that
change
will
be
beneficial
to
them
and
their
colleagues.
P
I
think
the
way
we're
testing
trial
and
some
of
that
thinking
both
with
colleagues
from
the
networks
union,
colleagues
and
colleagues
from
st
across
the
organization.
P
I
help,
I
think,
will
help
both
people
understand
the
message,
but
also
managers
have
better
conversations
with
their
teams
locally,
and
I
know
from
colleagues
in
in
engagement
elsewhere.
P
I
think
the
more
opportunities
we
have
for
face-to-face
conversations
where
we
can
listen
as
well
as
talk
is
very
important,
so
we're
putting
in
quite
a
few
listening
events
across
the
organization,
senator
kirsty
more
time
to
talk
about
the
changes,
the
impact
on
people
and
also
the
rationale
for
the
decisions
that
we
take
and
I
think
the
more
we
can
do
that
and
the
more
we
have
an
open
conversation
about
the
future.
The
better.
C
C
I
think
we
had
about
300-ish
colleagues
join
the
two
calls
and,
as
chris
said,
really
keen
to
make
the
call
not
a
broadcast,
but
a
conversation
with
colleagues
who
decided
to
take
45
minutes
out
of
their
day
to
to
get
on
get
on
the
out
on
the
call
we
had
a
reflection
about
the
people
survey.
C
A
couple
of
kind
of
key
messages
really
stood
out
for
me.
One
was
the
apparent
disconnect
between
some
decisions
and
value.
So
I
think
that
goes
back
to
chris's
point
and
maybe
us
being
a
whole
lot
more
explicit
about
where
the
decision-making
fits
in
line
with
the
values
and
the
equal
emphasis
on
all
values,
on
excellence,
as
well
as
caring
as
well
as
teamwork,
etc.
C
And
then
there
was
a
very
strong
message
for
me
that
I
suspect,
ted
and
rosie
will
echo
as
well,
which
is
we
have
seen
some.
You
say
we
did
so
a
couple
of
years
ago.
We
talked
about
not
having
the
right
kit
to
do
our
jobs.
Well,
we've
seen
a
17
increase
in
that
as
a
result
of
the
investment
on
that
front,
but
actually
so
far,
I
think
I
think
a
number
of
staff
would
say
they
haven't
seen
the
significant
changes
in
their
workload
that
they
were.
C
They
were
hoping
to
see
so
a
workload
that
it's
a
tough
tough
job,
there's
a
high
volume
of
stuff
that
we
need
to
do
and
as
ian
commented,
that
has
been
peppered
with
changes,
so
we're
trying
to
be
responsive
and
agile
and
make
changes
to
the
way
we
do
things.
But
actually,
I
think
our
staff
are
saying:
we've
got
some
really
great
kits
fabulous.
C
We
now
need
to
see
that
kind
of
step
change
in
terms
of
making
our
workload
more
bearable,
but
I
think
it's
absolutely
critical
jill's
earlier
comments
that
we
don't
jump
to
any
assumptions
with
this
and
we
take
the
time
within
each
team
within
each
region
to
really
understand
what
does
this
mean
for
our
team,
because
actually
there
are
differences
of
teams
in
the
same
city
reporting
quite
quite
different,
different
results.
So
we
need
to
make
sure
that
we
really
tater
what
we
do
to
those
those
different
areas.
D
What's
behind
that,
and
I
think
there's
some
strong
themes
coming
out
and
they've
been
touched
on
already
workload.
Workload
is
an
important
issue
and
I
think
they
can
see
that
the
it
systems
have
improved,
and
everyone
recognizes
that.
I
think
everyone
welcomes
it,
but
I
don't
think
they've
seen
the
effect
on
their
workload
as
yet
they
haven't
had
that
really
positive
effect.
D
That
makes
their
lives
a
a
lot
easier
in
terms
of
workload
and
the
the
the
inspection
activity
that
we're
looking
at
earlier
in
the
performance
report
and
the
report
writing
issues
that
we
have
in
terms
of
the
the
the
complexities
of
writing.
Our
reports
are
both
heavy
demanders
of
workload
for
our
staff,
and
I
think
they
are
looking
for
us
to
find
ways
of
making
that
process
more
efficient
and
their
working
lives
better.
So
they
can
focus
on
the
important
issues
that
they
need
to
focus
on,
rather
than
dealing
with
with.
D
Another
thing
that
we've
done
recently
is
to
is
to
survey
all
our
homeworkers
and
ask
them
about
their
working
lives
and,
of
course,
most
of
our
staff,
our
home
workers
in
the
inspection
directorates,
and
I
think
there
are
unique
challenges
to
engaging
co-workers
and
talking
to
some
of
them
this
week.
It
is
very
clear
that
that
some
of
them
find
it
very
difficult
to
create
boundaries
at
home
between
their
work
and
the
rest
of
their
lives,
and
it's
very
important.
D
We
give
them
permission
in
fact
tell
them
they
have
to
create
those
boundaries,
so
they
don't
get
trapped
into
ever
ever
demanding
workload.
We
work
in
in
a
system
in
which
you
never
get
to
the
end
of
the
work.
You
never
get
to
the
point
where
you
say
I've
done
enough,
but
you've
got
to
be
able
to
draw
a
line
under
it
and
say
I've
done
enough
today,
I'll
come
back
to
this
tomorrow
and
I
don't
think
we
give
our
staff
the
permission
to
do
that
as
much
as
we
should.
D
D
I
do
feel
the
the
people
plan
and
their
diversity
inclusion
strategy
are
going
to
be
really
very
powerful
in
driving
this
agenda
forward,
and
I
totally
support
what
jill
says
is
we
need
to
develop
our
response
to
the
people
survey
into
those
projects
and
not
do
it
as
a
separate
entity,
and
I
very
strongly
support
the
idea
of
regular
pulse
surveys.
We
can't
afford
to
wait
a
year
to
find
out
how
well
we're
doing
on
this.
B
N
A
year
now-
and
I
think
the
one
thing
that
struck
me
throughout
the
year
is-
we've
got
fantastic
teams
who
are
highly
dedicated
to
what
they're
doing
and
the
purpose
that
they're
doing
it,
and
I
think
that's
great
that
that's
coming
through
in
the
survey,
because
actually
it's
something
we
see
on
a
daily
basis
with
the
teams
that
are
working,
there's,
there's
no
doubt
they
are
struggling
with
workload,
and
certainly
my
team.
That's
been
a
consistent
theme
and
that's
come
through
very
strongly
in
the
staff
survey.
N
As
you
know,
on
a
personal
note,
I
found
them
very
disappointing
and
certainly
I
think
one
of
the
things
that
we
will
be
tackling
with
a
very
quick
action
is
the
workload
issues
and
my
senior
management
team
discussed
this
at
length
yesterday
and
we
have
a
series
of
actions
we
want
to
put
in
place
to
see
if
we
can
support
inspectors
with
the
heavy
workload
that
they're
experiencing
at
the
moment.
N
E
So,
oh,
yes!
Yes,
yes,
so
in
so
in
digital.
I
think
the
the
really
interesting
results
that
we've
got
in
our
in
our
people
surveying.
I
think
there
are
some
aspects
of
what
we
see
there,
that
we
really
want
to
celebrate
the
the
recognition
around
the
the
hard
work
that
digital
have
digital
colleagues
have
done
over
the
course
of
the
last
year
in
improving
the
experience
for
for
for
colleagues
across
the
organization.
E
It
is
something
I'm
really
keen
that
that
we
celebrate
that
within
the
within
the
within
the
directorate,
and
that
that
that
improvement
is
reflected
within
the
directory
itself,
in
fact,
significantly
more
within
the
directorate
in
terms
of
having
their
own
technology
to
be
able
to
do
that
to
support
the
rest
of
the
organization
and
the
other
really
strong
areas
that
come
through
are
around.
E
E
What
it
leads
us
to
look
at
in
terms
of
opportunities
for
improvement,
sort
of
at
their
headline
level.
We
we
know
that
colleagues
are
very
keen
to
understand.
You
know
what
are
the
improvements
that
we're
going
to
bring
this
year.
E
What
are
the
improvements
that
are
going
to
alleviate
some
of
the
workload
around
the
organization
and
there's
there's
more
work
that
we
can
do
in
terms
of
articulating
the
work
that
that
what's
next
in
terms
of
the
delivery
for
this
year,
we
know
that
within
digital,
we're,
acquiring
lots
of
new
technology
and
some
of
the
the
things
that
we've
talked
about,
some
of
the
things
that
are
are
to
come
will
have
a
need
for
us
to
invest
in
the
development
and
training
within
digital,
and
that's
a
that's,
a
real
focus
for
us
to
to
connect
on
and
something
that
chris
talked
about
earlier
on.
E
We
often
find
in
the
in
technology
that,
because
we
sit
a
little
bit
back
from
the
front
line,
there
is
that
that
less
of
a
connection
with
the
the
organizational
purpose
and
the
the
the
seeing
through
what
we
do
a
has
material
impact
on
the
on
on
colleagues
ability
to
do
their
work,
and
I
think,
there's
certainly
more
work
that
we
need
to
be
doing
around
supporting
colleagues
helping
make
the
connection
between
their
work
and
the
outcomes
of
their
work.
With
the
the
purpose
of
the
organization.
J
Walter
so
like,
like
kirsty,
I
think,
opened
the
conversation
in
in
in
strategy
intelligence.
We've
got
a
lot
of
variation
in
the
results,
a
lot
of
a
lot
of
strength,
a
lot
of
areas
where
we've,
where
we've
seen
it,
seen
a
decline
in
differences
between
between
teams
on
on
that
and
it's
powerful
to
see,
particularly
some
of
the
strong
results
around
how
people
feel
supported
by
the
direct
line
managers
by
by
their
by
their
teams,
including
the
openness
to
to
new
ideas.
J
In
other
words,
which,
in
some
some
teams
is,
is
over
80
percent,
which
is
which
is
fantastic,
and
it's
also
really
positive
to
to
see
that
some
of
the
improvements
we've
particularly
seen
in
the
intelligence
team,
where
previously
feedback
has
had
been
less
good,
have
have
have
been
relatively
sustained,
including
from
new
technologies,
but
but
not
just
that.
J
Also,
as
we've
started
to
to
change
our
ways
of
ways
of
working,
because
we've
known
since
last
year's
pulse
track
on
on
how
we
communicate
that
there's
a
sort
of
area
of
themes,
particularly
around
how
we
communicate,
but
also
clarity
direction.
We
actually
ran
a
small
survey
to
complement
the
the
staff
survey
directly
to
ask
questions
around.
J
What
is
it
that
we
within
the
directorate
can
do
to
communicate
and
help
explain
what
happens
alongside
the
corporate
corporate
conversations
and
and
we're
still
analyzing
the
results
of
that,
but
the
sort
of
three
three
themes
that
are
already
coming
out
from
that
that
the
first
one
is
that
we're
still
struggling
to
translate.
Well
what
is
happening
more
broadly
across
the
organization
in
terms
of
what
this
means
for
an
individual
or
their
or
their
team,
and
when
I
say
translate,
that
can
either
be
in
terms
of
what
this
means.
J
For
me,
which
is
a
sort
of
straightforward
one,
but
the
other
one
is
actually.
How
do
we
explain
why
decision
is
being
made
and
that
it's
the
right
decision?
It's
quite
easy
to
say
we
have
decided,
but
actually
quite
often,
people
would
like
to
understand
why
that
is
the
case
or
how
the
decision
has
been
been
been
arrived
and
that
and
that's
obviously
something
that
can
only
be
done
through
conversation
in
individual
teams
with
individual
managers.
J
You
know
I
can't
do
that
for
every
single
team
across
my
directorate,
and
that
brings
me
to
the
to
the
second
theme
that
is,
you
know
the
the
support
we
can
give
to
to
managers
at
all
levels
to
have
those
conversations
to
have
the
right
right
information
to
be
able
to
have
those
conversations,
but
also
from
across
our
teams,
to
demand
to
have
those
conversations,
because
sometimes
it's
just
sort
of
seen
as
normalized,
that
it's
okay
not
to
have
those
conversations.
J
J
This
is
that
I
think
on
on
a
number
of
those
issues,
there's
an
an
element
of
to
what
extent
we
generally
understand
how
a
change
or
something
has
impacted
some
of
our
our
colleagues,
and
that
we
give
them
some
empathy
and
appreciation
of
that
as
having
happened,
it
doesn't
necessarily
mean
that
they
disagree
with
what
happened,
but
how
we
understand
that,
and
so
a
personal
example
from
from
my
team,
has
been
that
the,
for
example,
the
introduction
of
office
365,
has
actually
meant
that
from
that
for
some
of
our
colleagues
and
intelligence
for
the
analysts,
things
have
become
a
lot
harder
than
easier,
because
the
way
they
were
able
to
engage
with
certain
databases,
etc
etc,
became
a
lot
more
complex
and
and
complicated.
J
Now,
at
no
point
did
that
mean
that
they
thought
office.
365
is
the
wrong
thing
to
do
for
the
organization,
but
actually
also
at
no
point
was
I
really
sufficiently
aware
and
appreciated
enough
for
those
colleagues
that
they
created
a
problem
for
them
and,
as
a
result,
talked
to
them
about
it
and
appreciated
that.
So
that's
the
sort
of
third
theme
of
how
we
sort
of
show
that
empathy
and
acknowledgement
and
then
help
resolve
the
issues
for
it.
A
So
I
know
it's
a
a
hugely
old
cliche,
but
you
know
our
people
really
are
our
most
important
asset
and
therefore
this
is
one
of
the
most
important
conversations
we
we
are
having.
I
don't
know
jill
whether
you
want
to
come
back
but
an
ad,
but
I'd
quite
like
to
open
it
up.
We've
had
a
lot
of
yeah
and
then
come
back
to
you.
If
that
that
that's
okay
and
I
think
quite
a
lot
of
the
other
board.
Members
want
to
speak
so
start
with
mark
and
then
and
then
john
and
then
robert.
Q
And
then
paul,
thank
you
chairman.
Firstly,
jill
thanks
very
much
indeed
for
three
very,
very
good
papers,
and
would
you
please
send
my
thanks
to
your
team
as
well,
because
it
clearly
a
lot
of
work
has
gone
into
it.
Q
Q
So
I'm
really
pleased
to
see
that
I
think
our
ambition
to
have
it
to
be
a
great
place
to
work
is
something
we
should
be
trumpeting
all
the
time
and
be
challenging
ourselves
about
it's
it's
the
standard
that
we
have
to
accept
and
we
shouldn't
walk
past.
Q
I
like
the
fact
that
measurement
is
clearly
put
into
the
the
diversity
inclusion
piece
and
also
the
importance
of
the
critical
role
of
of
line
management,
and
I
liked
in
cursed
is
part
of
the
presentation
earlier.
These
success
profiles
and
the
emphasis
on
behaviors.
So
you
know
all
really
good
stuff.
Q
All
I
would
say
is
that,
finally,
that
I
would
really
support
the
demographic
and
equality
group
analysis
that
you
intend
to
do,
and
I
shall
certainly
make
the
effort
to
get
to
the
lgbt
plus
network
meeting
when
that's
presented
to
us,
because
I
was
there
the
last
time.
It
was
thank
you
for
the
invitation
to
diversity,
inclusion,
strategy,
day
and
and
launch,
and
I'm
pleased
that
I'll
be
able
to
attend
that.
Q
But
can
I
just
send
the
message
back
that's
clear
in
the
survey
that
demonstrate
action
following
the
survey
we're
at
34
and
know
we
can
do
better
and
it's
great
to
hear
the
exact
team
talking
here
that
sometimes
as
a
very
old
hr
director,
I
used
to
get
the
label
and
nice
to
do.
But
it's
very,
you
know
it's
great
to
hear
that
this
is
not
a
nice
to
do
it's
a
business
imperative
and
the
people
are
really
committed
to
it.
So
I
look
forward
to
following
that
progress.
K
Thank
you
and
I
absolutely
endorse
everything
that
marx
just
said
and
the
people
plan
I
thought
was
excellently
thought
through
well
thought
through
and
and
and
well
illustrated.
I
just
want
to
perhaps
address
murray
mark's,
something
different
as
not
execs.
We
have
the
opportunity
to
observe
it
close
quarters,
our
executive
team
colleagues
and
I
see
them
all
the
time-
exhibit
the
values
of
integrity,
teamwork,
excellence
and
caring,
and,
as
kate
says,
it
is
all
for.
K
Indeed,
we
saw
some
of
that
just
now,
just
in
the
same
way
that
I
see
when
I
shadow
inspections,
there
is
no
difference
in
my
mind,
and
so
therefore,
I
think
the
disconnects
that
have
been
alluded
to
may
be
differences
in
turning
style,
but
particularly
what
ian
was
saying
that,
of
necessity,
the
business
has
had
to
do
things
which
don't
immediately
seem
to
connect,
but
nonetheless
are
stages
to
reinforce
them,
and
that
is
an
important
thing
and
maybe
a
disconnect
is
also
about
folk,
not
feeling
that
can
shape
that
change
and
where
I
would
push
jill
a
little
further
is
when
she
says
we
need
to
help
people
understand
the
change.
K
I
would
go
further
and
say
this
is
about
getting
people
more
involved
and
having
ownership,
and
I
perceive
an
opportunity
with
the
clear
narrative
that
you
came
up
with
around
smart
teamwork.
Advanced
insight,
targeted
intervention,
in
other
words
the
what
that,
maybe,
as
you
go
around
the
country
or
as
a
separate
exercise,
you
could
create
opportunities
for
people
to
use
their
knowledge
and
experience
as
to
the
how
and
I
often
say
to
people
that
broadening
that
gene
pool
of
ideas
actually
has
a
gearing
effect
on
the
speed
at
which
you
can
create
the
change.
S
Good,
what
did
I
say
robert
and
then
thank
you.
H
Well,
I
agree
vehemently
with
everything
that's
been
said
so
far,
but
I
can
just
start
with
another
positive
point,
which
is
the
fact
of
this
survey
and
the
fact
that
it
is
published
in
the
way
that
it
is,
is
in
itself
something
the
organization
should
take
credit
for
as
being
a
transparent
organization.
H
That
asks
difficult
questions
and
doesn't
shy
away
from
from
the
results
of
that,
and
I
think
that's
the
first
important
point
I'd
like
to
make.
The
second
is
echoing
what
john
has
said.
H
What
I
see
of
our
executive
team
is
not
clearly
the
same
as
the
staff
who
answered
this
survey
see
and
it
is,
there
is
some
significance.
It
seems
to
me
the
fact
that
the
impression
the
staff
are
telling
us
they
have
gets
more
favorable
the
closer
to
them.
H
The
level
of
leadership
that
talk
being
asked
about,
and
that
is
of
course,
brings
great
credit
to
the
the
the
line
managers
but
suggests
that
our
leadership,
for
whatever
reason
and
some
of
them
we've
been
discussed
today,
isn't
thought
to
be
sufficiently
visible
or
it
is
not
sufficiently
experienced
personally
by
our
staff,
and
that
takes
two
needs.
Two
things
and
I'm
sure
both
of
them
happen,
but
maybe
it's
a
matter
of
communication.
H
The
most
in
this
survey
in
that
regard
is
the
one
about
star,
feeding
or
not
feeling
it's
safe
to
challenge
the
way
things
are
done,
and
I
mean
it's
not
the
lowest
of
percentages
that
we
we're
talking
about,
but
it
is
there
and
that
that
speaks
to
a
something
about
freedom
to
speak
up
or
a
perception
of
it,
without
which
the
conversations
that
we
clearly
need
aren't
going
to
happen
as
often,
and
I
suspect
that
there
will
be
people
in
this
organization
who
don't
say
anything
but
answer
the
survey
in
an
unfavorable
way
so
and
and
somehow
that
atmosphere,
if
it
be
one
need,
needs
to
be
changed.
H
And
it's
about
turning
the
commitment
that
everybody
shares
to
the
work
about
the
value
of
the
work.
This
organization
does,
in
into
it
being
a
genuine
feeling
of
a
community
all
working
towards
the
same
end,
and-
and
I
understand
the
difficulties
about
that,
but
the
more
we
can
feel
we're
all
part
of
the
same
community
all
doing
the
same
thing,
the
better.
I
think
these
figures
will
come,
but
I
do
think,
along
with
john,
that
the
people
plan
it
taken
together
with
this.
H
F
It's
good
to
hear
executive
colleagues
talk
about
engagement
in
terms
of
understanding
why
people
responded
the
way
they
did,
what
their
main
concerns
are,
and
also
very
good
to
hear
about
the
importance
of
empathy
and
understanding
that
if
people
are
concerned
about
change,
it
may
be
because
they're
nervous
about
something
or
it's
having
some
effect,
as
malta
said
that
maybe
people
aren't
aware
of
or-
and
those
things
seem
to
me
to
be
really
really
important
and
any
opportunities
for
demonstrating
that
empathy
and
that
understanding
in
the
communications
going
forward,
I
think,
are
really
important,
but
also,
as
I
think
john
was
hinting
that
the
it's
also
really
important
that
people
feel
that
they
have
a
voice
and
a
say
and
can
be
part
of
shaping
the
change
going
forward.
F
So
almost
like
the
to
the
next
piece
of
engagement
isn't
about
what
people
are
feeling,
but
about
the
trade.
The
next
set
of
changes
that
are
going
to
happen
and
how
people
can
have
a
say
in
those-
and
it
seems
to
me
that
that
can
happen
at
more
than
one
level,
there's
the
big
changes
that
are
being
decided
strategically,
in
which
people
need
to
have
some
voice,
some
prior
knowledge
of
what's
being
considered
and
some
way
of
having
an
input.
F
And
then
there
are
the
changes
that
people
can
make
within
parameters
within
their
teams,
and
I
think
the
the
the
quality
improvement
program
is
a
really
important
part
of
that.
But
we
have
talked
before
about
how
there
are
periods
within
organizations
when
you
need
quite
a
lot
of
sort
of
senior
steering
of
change,
and
there
are
other
periods
when
you
need
to
devolve
more
of
that
power
and
say-
and
I
wonder
whether
we
are
at
a
point
where
more
devolution
would
actually
really
help
people
to
feel
that
they're.
F
G
Paul,
thank
you
peter,
a
huge
amount
of
really
good
stuff.
That's
that's
come
out
and
a
lot
lots
of.
I
would
endorse
all
the
comments
which
we
made
previously.
One
area
which
I
just
wanted
to
kind
of
draw
not
asking
questions
about
was
around
the
cross-cutting
one
which
isn't
one
of
the
pillars
but
isaac
and
within
the
the
the
plan
it
talks
about
culture
and
values
in
there,
and
I
was
struck
by
the
the
bullet
points
around.
What's
going
to
happen
there
around
cultural
inquiry.
G
And
then,
looking
at
the
cultural
map
and
looking
to
see
whether
there
was
whether
there
were
proposals
for
change
than
that,
because
it
seems
to
me
that
the
culture
is
where
values
and
actions
and
there's
an
awful
lot
of
actions
in
this
plan,
which
is
not
unusual
to
get
action.
Lots
of
action,
whether
the
actions
and
and
the
values
kind
of
come
together,
and
it's
the
medium
through
which
the
where
we
move
the
organization
on
to
where
it
wants
it
needs
to
be,
will
either
work
or
won't
work.
G
Essentially
within
that.
So
I
I
I
it's
something
which
you
know
I
I
think
is
is
going
to
be
fundamental
to
to
how
we
how
we
move
forward.
So
there
there
was
there's
a
bit.
The
question
was
really
around
where,
when
that's
that's
happening,
I
wasn't
quite
sure
about
the
timetable
in
here.
That
looks
like
we've
kind
of
started
it,
but
I
wasn't
quite
sure
whether
quarter
four
april
2020
meant
what
that
meant
and
how
we
see
that
that
area
kind
of
developing.
R
So
the
inquiry,
if
I
just
explain
a
bit
about
the
process
and
where
we've
borrowed
it
from
there,
are
there's
a
organizational
design
and
development
team
that
sits
within
the
central
government
hr
function,
who
have
developed
a
process
work
by
which
you
can
actually
map
culture
at
a
vast
level
across
an
organization.
So
it
is
a
tool
and
a
technique
which
allows
us
to
have
conversations
which
are
actually
for
our
purposes.
R
We've
shifted,
we've
shaped
so
we've
borrowed
this
and
and
and
the
in
one
of
the
consultants,
who's
actually
been
leading
on
the
development
and
the
delivery,
and
it's
been
rolled
out
across
a
number
of
central
government
departments,
but
also
similarly
in
arms
length
bodies
as
a
sort
of
as
a
mechanism
for
being
able
to
take
a
sort
of
get
a
baseline
data
set
of
what
the
culture
looks
like
and
how
it's
described
and
felt
by
colleagues
across
the
whole
organization.
R
We
started
that
with
our
senior
leadership
team
just
before
christmas,
we're
now
in
the
process
of
rolling
out
workshops
across
the
whole
of
the
organization,
both
at
regional
levels,
but
also
within
and
through
teams,
so
that
we
actually
can
build
that
sort
of
sense
of
what
do
people
experience
in
their
day-to-day
work
as
the
culture
of
the
organization.
What
are
the
great
bits?
What
are
the
bits
that
perhaps
get
in
the
way?
R
We're
also
looking
at
how
we
can
actually
roll
that
out
through,
through
teams
and
my
team,
I'm
mobilizing
my
people
to
go
out
and
facilitate
these
sessions,
because
they've
been
now
trained
to
do
so.
R
So
I
think
that
will
then
give
us
a
really
some
information
about
what
are
the
bits
of
the
culture
that
we
absolutely
need
to
sort
of
to
keep
and
and
cherish,
and
what
are
the
pieces
where
we
actually
might
want
to
think
about
for
the
culture
that
we
need
for
the
strategy
for
the
future
are
the
things
we
perhaps
need
to
be
different
in
terms
of
this
organization
and
the
culture
that
underpins
working
here.
R
And
how,
then,
might
we
think
about
what
that
means
in
terms
of
slight
changes,
but
also,
how
does
it
interface
with
the
values
and
the
behavioral
indicators
that
sit
underneath
the
values?
Does
that
help
paul.
G
Yes,
it
does,
and
I
think
one
of
the
things
that
I
reflect
on
for
this
isn't
just
a
public
sector
thing.
Culture
is
something
which
is
a
lot
of
private
sector
organizations
that
are
really
trying
to
get
a
grip
on
how
it
affects
their
business
and
how
it
how
it,
how
you
can
enable
an
awful
lot
of
good
things
to
happen
if
you've
got,
if
you
can
do
it
right,
it's.
G
I
think
I
would
also
observe
that,
where
you've
got
culture,
if
you've
got
cultures
which
you
want
to
cherish,
it's
very
easy
to
to
not
cut,
destroy
a
culture,
and
it's
very,
very
difficult
to
then
build
it
back
up
again.
Equally,
I
think
it
can
be
sometimes
quite
difficult
to
change
a
bad
culture
as
well,
so
it
this
is.
This
is
a
hard
piece
of
work
I
think
and
has,
and
has
to
be,
really
tackled
carefully
and
and
so
what
what
timing
did
you
say,
you're
going
to
come
back.
R
On
it,
so
so
we're
rolling
out
the
workshops
sort
of
in
in
starting
in
the
coming
weeks,
and
my
intention
well,
my
impatience
originally
was
to
finish
by
now
and-
and
I
was
reigned
back
by
my
learning
colleagues,
who
said
that
that
was
ridiculous,
and
so
we
we're
trying
to
manage
in
a
way
which
doesn't
overwhelm
the
organization
with
where
we
have
heard
from
colleagues.
That
workloads
still
remains
a
challenge.
R
So
we're
balancing
we're
a
fine
line
at
the
moment
of
balancing
to
ensure
we
don't
reach
saturation
point,
so
I
think,
probably
by
the
sort
of
late
part
of
the
spring
times,
but
we'll
we
start
to
build
the
emerging
picture.
As
we
gather
the
data
in,
I
think
by
sort
of
may
june.
I
should
have
a
better,
more
consistent
picture
of
what
the
culture
looks
like,
but
you're
absolutely
right.
R
It
is
a
challenging
piece
of
work
and
one
where
we
need
to
be
thoughtful
and
careful
about
what
we
do
once
we've
got
the
data
in.
But
I
think
for
the
first
time
having
a
baseline
picture
is
is
a
really
important
starting
point.
A
A
I
was
reflecting
that
two
other
boards
that
I
sit
on
to
the
businesses
that
that
I'm
involved
with
not
in
healthcare,
not
regulators,
not
public
sector,
but
strangely
there's
quite
an
overlap
with
the
sort
of
results
that
we're
seeing
and
the
results
that
that
these
other
two
businesses
have
seen,
and
I
I've
been
pondering
why
that
might
be,
and
of
course
it
could
be
a
coincidence
or
but
it
could
be
that
there's
some
some
other
changes
going
on,
that
we
may
not
fully
have
understood
things
like
the
blurring
of
the
technology
blurs
home
life
and
work
life
and
and
some
other
sort
of
broader
societal
changes
taking
place.
A
So
I'm
sure
you
are
jill
you're,
probably
way
ahead
of
me
on
this,
but
but
it's
quite
interesting
to
reflect.
How
much
of
what
we're
dealing
with
is
specifically
cqc
issues,
and
obviously
a
lot
are,
but
also
how
much
of
broader
issues
which
we've
still
got
to
address
because
they
are,
they
are
the
issues,
but
it
just.
It
was
just
quite
interesting.
I
don't
know
whether
paul
you've
seen
that
in
the
other
businesses
you
sit
on.
G
Yes,
I
have,
and
and
actually
corporate
governance
codes
are
actually
driving
people
to
look
at
corporate
culture
now
as
well,
which
is,
is
something
new
which
is
part
of
the
driveway,
and
I
think
there
are
also
quite
a
lot
of
things
out
there
around
purpose
and
what
the
purpose
of
organizations
is.
I
think
I
think
we've
got
quite
a
clear
purpose
so
that
that's
and
it's
it's
you
know
it's
a
good
story.
That's
one
of
the
reasons.
I
think
that
that
you
get
alignment
with
that.
A
Yeah
and
you're
right,
I'm
in
the
corporate
world,
is
slowly
coming
to
grips
with
the
idea
that
maybe
there
should
be
a
purpose,
whereas
we've
got
very
strong,
embedded
purpose
which
which
our
people
really
buy
into
gabby.
Was
there
anything
you
wanted
to
add
and
have
to
okay,
that's
fine.
I
mean
I
my
sense
is
we
could
talk
about
this
all
day
because
it's
really
really
important,
but
I
think
everybody
around
the
table
has
spoken.
This
isn't
going
to
be
the
last
time
that
we're
going
to
be
discussing
it.
H
Robert
then
liz
I
mean
I
mean
simply
I
mean
no
one
could
be
under
any
illusion.
We
don't
think
this
is
a
really
important
piece
of
work.
There
is
in
the
survey
itself
a
bit
of
cynicism
about
what
happens
happens
as
a
result
of
what
we
need
to
say,
and
I
think
we
need
as
a
board,
if
I
may
say
to
demonstrate
that
that's
not
how
we
see
it
and
that
we
are
continuing
to
monitor
this
honor,
and
I
would
suggest
every
meeting
something
that
that
addresses
an
aspect
of
this.
But
if
that's
possible.
F
Yeah
liz
yeah
just
a
specific
point
on
the
inclusion
and
diversity
strategy,
which
is
really
welcome.
Development
and
embedded
in
that
is
the
plan
to
have
some
aspirational
targets
and
also
dashboards
for
different
parts
of
the
organization,
and
I
think
those
sorts
of
measures
will
be
really
important
for
us
and
for
us
to
look
at
look
at
the
high
level
ones
as
a
board
as
well
as
them
being
used
within
the
organization.
F
I'm
thinking
about
the
fact
that
you
know
the
recent
res
data
across
the
nhs
suggests
that
there's
been
some
deterioration
across
the
nhs,
and
I
I
think
we
want
to.
We
really
want
to
be
in
a
position
to
understand,
what's
happening
in
our
own
organization,
on
race
equality,
but
on
other
dimensions
of
equality
and
diversity
as
well
and
and
that
the
experience
of
how
inclusive
we
are
or
are
not
so
just
to
say,
kind
of
looking
forward
to
to
the
measures,
as
well
as
the
really
good
planks
of
that
strategy.
A
So
I
think
to
to
your
point
robert
I
mean
I
I
I
think
we
will
be
returning
to
this,
if
not
at
absolutely,
every
board
meeting
on
a
very,
very
regular
basis.
It's
it's!
It's
such
an
important
issue
and
we've
got
to
get
this
right,
so
I
think
we
will
call
it
a
and
in
there
jill
savina.
Thank
you
very
much
indeed
for
all
that
you've
done
and
we
will
be
seeing
you
again
shortly.
So
we've
got
one.
B
A
We've
got
thank
you.
We've
got
one
more
item
just
to
finish
with
paul.
That's
the
acgc
audit
corporate
governance
committee.
G
Thank
you
peter
I'll,
I'll.
Be
very
brief
on
this.
I
think
the
the
meeting,
which
falls
during
the
year
between
the
between
the
the
the
end
of
the
previous
year
and
the
end
of
the
the
current
year
that
we're
in
when
the
meetings
tend
to
take
an
awful
lot
of
time
around
the
financial
statements
around
the
annual
reports
around
summarizing
the
assurance
work
for
the
year.
G
This
was
midway
through
the
year
and,
I
think,
was
a
very
useful
one
in
looking,
particularly
at
the
transformation
portfolio
and
pulling
together
the
work
that
was
done
by
the
sub
done
by
the
subcommittee
up
at
that
point
and
where
we
were
at,
and
I
think
was
a
very
useful
discussion
around
that
you
heard
I
think
a
lot
about
that
from
from
kirsty
about
where
the
portfolio
is,
and
I
think
that
the
I
think
the
acgc
would
endorse
the
the
scenario.
G
That
was
the
scene,
which
was
was
painted
by
kirsty
in
that
and-
and
I
would
say
that,
actually,
when
we
look
at
the
assurance
work,
that's
going
on
that's
supporting
the
scene
as
well
and
actually
not
just
in
relation
to
transformation.
But
in
relation
to
the
organization
as
whole,
it's
it's
it's
it's
producing
reports
which
are
they're
not
outstanding,
but
they're
good.
If
you
say
I
mean
that
that
respect-
and
I
think
that's
a
that's-
a
very
solid
position.
A
A
You've
been
an
absolute
star
and
a
great
colleague
and
I
and
I
think,
probably
everybody
around
the
table
have
enjoyed
working
with
you
really
value
and
appreciate
your
contribution
over
the
last
few
years
and
just
like
to
really
wish
you
well
for
the
next
part
of
your
career
and
I'm
sure
we
will
see
you
again.
A
Somewhere
and
you
know
how
to
watch
future
board
meetings,
you
can
still
feel
that
you're
you're
involved
now
unusually,
I
think
I
think,
for
the
first
time
since
I've
been
chairing
the
board,
we
we
have
no
questions
from
from
the
public,
mainly
because
the
two
people
who
were
going
to
ask
questions
in
the
end
couldn't
be
here
so
they're
deferred
until
until
next
month,
but
we
do
have
some
some
visitors
from
the
u.s,
so
I'm
not
going
to
invite
you
to
speak
now,
but
but
don't
rush
off
I'd
love
to
capture
your
your
your
impressions
of
what
what
this
has
all
been
about,
but
we'll
do
that
in
just
a
second.
A
Meanwhile,
just
well
the
pause,
the
board
meeting
there.
We
are
actually
running
a
little
ahead
of
ourselves,
so
we
might
start
the
next
bit
two
o'clock:
does
that's
a
quarter
of
an
hour
earlier?
Does
that
sound
planned
good?
Okay?
Thank
you
all
very
much
indeed.
Thank.