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From YouTube: CQC board meeting – May 2018
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A
We
have
an
apology,
the
apology
for
absence
from
Liz,
sir,
who
was
with
us
last
night,
looking
really
poorly,
so
not
surprised
that
she
isn't
here
today,
while
I'm
on
the
subject
of
apologies.
We've
got
really
quite
a
long
agenda,
so
I'm
going
to
give
notice
now
that
there
may
not
be
any
time
for
questions
from
the
from
the
public
will
see
how
we
will
see
how
we
we
go,
but
I
say
that
right
up
front
so
that
we
no
nasty
surprises
at
the
end
declarations
of
interest.
A
Is
anybody
need
to
declare
anything
excellent
minutes
of
our
April
meeting
there,
true
and
fair
record
of
everything
we
discussed
very
good,
there's
one
item
on
the
public
action
log
that
has
been
actioned,
so
that
is
complete,
excellent,
so
anything
arising,
that's
not
otherwise.
On
the
agenda.
Anybody
wants
to
raise
perfect
David
your
report,
sir
okay.
B
Thank
you,
Peter
normally,
reports
on
the
performance
report,
but
there's
a
fourth
quarters
performance
report
end
of
year
report,
which
is
the
next
item,
so
I'll
not
comment
on
that
until
the
next
item.
So
the
report
today
is
really
an
update
on
work
that
is
underway
and
progress,
and
our
domp
and
kidneys.
The
detainers
and
andrea
and
andrea
might
want
to
add
a
few
words
to
this
held
a
roundtable
on
the
use
of
surveillance
and.
C
Yes,
thank
you
David
and
I
know
that
Peter
was
then
interested
in
in
following
up
on
this
one,
as
well
just
to
say
that
the
round
table,
whilst
what
the
origins
of
this
were,
was
our
desire
to
look
at
the
information
that
we
provided
both
for
the
public
and
for
providers
on
the
use
of
surveillance,
which
we
did
over
three
years
ago.
When
we
want
to
update
that
life
has
moved
on
considerably
in
those
three
and
three
years.
C
The
summary
of
the
event
I'm
expecting
to
get
a
draft
of
that
next
week,
and
we
will
put
that
out
on
on
the
website,
which
is
one
of
your
questions,
Peter
as
to
whether
we
would
make
that
available
and
what
our
plan
is
is
to
to
update
that
information
for
the
public
and
providers,
but
more
of
a
web
resource.
So
a
little
bit
like
what
we
did
for
equally
outstanding.
C
In
terms
of
looking
at
providing
producing
that
information
in
a
way
that
it's
much
more
accessible
for
people
and
much
more
widespread
there'll
be
work
internally
within
an
CQC
and
making
sure
that
we're
linking
up
with
work.
That
multa
is
leading
on
and
through
the
technical,
technological,
innovation
reference
and
steering
group.
And
it
obviously
come
to
a
tee.
But
we're
expecting
to
bring
this
back
to
the
board.
In
July.
A
B
We've
had
no
recent
publications,
mainly
due
to
the
local
government
election
and
the
fact
that
we're
in
that
pre-election
period,
previously
known
as
perder,
so
we've
not
published
any
reports.
During
that
period,
though,
we've
got
two
reports
coming
up,
Ted's
been
leading
a
piece
of
work
on
best
practicing
and
managing
demand
in
emergency
departments
which
we're
looking
to
publish
sit
next
week.
Ted
next.
B
Next,
Thursday
and
and
then
there's
some
work
on
in
this
series
of
publications
on
driving
improvement
and
what
we
can
learn
from
providers
that
have
made
improvements
and
there's
a
publication
coming
out
from
the
engagement
team
based
on
the
learning
from
adult
social
care
providers
that
have
improved
their
ratings.
So
to
keep
up
that
theme,
not
just
of
where
there's
pure
care,
but
what
it
is
that
works
when
the
successful
care.
But
that's
the
report,
Peter
thinks.
B
B
What
we're
reporting
in
this
year
for
17-18
is
a
continued
progress
that
we've
made
across
the
organization
on
a
whole
raft
of
performance
issues
which
are
evidenced
in
both
the
narrative
report
and
in
the
slide
that
follows
also
included.
Here
is
the
annual
provider
survey,
which
we
need
to
do
further
analysis
and
further
work
on,
but
gives
you
aboard
a
good
sense
of
what
the
providers
that
we
regulate
think
about
the
experience
of
being
regulated
by
CQC.
So
this
is
important
feedback.
B
D
B
I
was
coming
in
on
the
train
and
I.
Read
these
and
I
looked
at
this
one
I
thought
she's,
not
probably
the
answer
you're
looking
for
what
I'd
rather
do
is
I
thought
exactly
the
same.
I
thought
what
would
the
voidable
or
negative
actually
mean
so
I
need
to
ask
Ruth
on
the
fridge
just
to
explain
that.
So
what
we'll.
B
Back
to
you
and
give
you
a
written
response,
and
perhaps
in
the
next
board
meeting
we'll
look
at
that.
No
no,
no
I
am
I
should
know
the
answer
and
I
don't
I'm
afraid,
but
I,
don't
know
what
it
means.
John
I
know
we're
getting
better
at
doing
exit
interviews
and
all
we're
getting
better
at
asking
people
why
they're
leaving
and
what
is
behind
that
it'd
be
dangerous
for
me
to
guess
at
what's
in
that
and
I'd
rather
not
do
that
and
give
you
a
proper
answer
at
the
next
meeting.
D
B
F
G
Jeez
thanks,
but
the
first
one
was
actually
just
on
the
things
that
we
we've
hadn't
felt
down
about.
Ted
I
come
back
to
every
time
on
this
one
Hospital
reports
just
in
terms
of
the
progress
we
might
be
making
on
that,
we
had
a
long
discussion
in
a
CGC
in
April
about
the
NAO
report
and
the
the
the
challenge
of
getting
the
timeliness
of
hospital
reports
up
from
the
low
levels
that
they
were
at
in
the
past
to
the
targets
that
we've
got.
G
Thank
you
that
Paul
we
have
discussed
this
before
and
I
think.
The
context
of
this
is:
we've
introduced
the
next
phase
of
inspections
very
effectively,
as
a
performance
report
outlines
and
I
think
there
has
been
a
great
deal
of
work
gone
into
that
I.
Think
the
one
the
one
aspect
of
it
that
stands
out
that
we
haven't
got
quite
right
at
the
report.
Time
of
this
and
we
designed
the
the
processing
process.
Sorry,
the
processing
of
the
reports
in
a
way
that
would
be
much
more
reliably
delivering
on
KPI,
but
that
hasn't
actually
happened.
G
My
sense
is
very
much
that
we've
plateaued
out
at
the
best
we
can
achieve
using
our
traditional
performance
management
approach,
and
so
we've
instituted
a
quality
improvement
project
and
indeed,
a
very
strong
focus
of
quality
improvement
involving
the
people
of
the
frontline
actually
delivering
this
on
a
day
to
day
basis
to
drive
up
the
the
performance,
and
that
is
a
very
strong
focus
going
forward.
I
think
I
can
answer
your
question
Paul.
We
need
to
see
some
real
improvement
in
the
metrics
further
say:
we've
plateaued.
G
H
Well,
the
informations
really
helpful,
as
always
the
the
one
of
those
helpful
bits
about
it.
I
think
is
the
the
way
that
certain
certain
elements
that
certain
graphs
fit
together,
if
you
have
got
time
to
sort
of
trying
to
cross,
relate,
relate
them
and
just
wonder
whether
in
the
future
we
might
might
be
able
to
do
more
of
that.
C
That
are
set
so
that
we
can
take
that
forward
and
on
the
civil
enforcement
side.
One
of
the
things
that
I
think
sits
underneath
the
radar
and
for
people
is
the
amount
of
activity
that's
going
on
in
civil
enforcement,
which
we
cannot
make
public,
because
we
cannot
kind
of
share
that
information
until
it's
all
been
completed
and
if
there
are
representations,
so
providers
query
what
we've
done
or
if
there
are
appeals
to
the
first-tier
tribunal.
C
You
know
this
can
spin
this
out
for
quite
some
period
of
time
and
and
that
that
is
an
impact,
and
it's
one
of
the
reasons
why
we
would
really
like
to
have
the
regulations
change
so
that
we
could
make
that
public
so
that
the
public
could
see
that
we
were
taking
action
and
even
though
it
was
not
complete
there
is.
There
is
controversy
about
that
as
I'm
sure
you
can
imagine
from
from
providers,
but
that
there
is
something
about
has
being
able
to
be
a
bit
more
transparent
about
that.
C
The
second
point
around
progressing
through
the
warning
notices
in
particular
and
making
sure
that
we're
doing
that
in
a
speedy
fashion,
we
haven't
been
improving
our
data
collection
and
data
analysis
around
this,
but
there
there.
There
is
a
problem
that,
on
some
occasions
we're
not
closing
off
the
enforcement
actions
in
the
system
so
that
we
can
demonstrate
that
it's
been
done.
You
know
when
we've
gone
and
done
our
quality
assurance.
C
C
Again,
we
what's
reported
in
here
is
that
we
were
at
10%
and
there's
been
further
work
done
and
I
can
tell
you
that
we're
down
to
four
percent
of
those
services
that
are
in
breach
for
more
than
four
quarters
that
don't
have
an
action
plan
against
them
and
there
is
work
that
is
going
on
and
to
address
that.
Some
of
that
is
data
issues.
You
know
we
had
services
in
there
which
were
actually
about
social
care
services.
So
you
know
hospices
because
we
transferred
those
across
the
hospitals.
C
C
We
decided
not
to
do
that
in
adult
social
care,
because
we
get
an
awful
lot
of
providers
telling
us
that
they
are
D
registering
and
then
they
don't
and
there's
a
kind
of
you
know
a
bit
of
a
recycling
of
that
going
on
so
so
that
we
don't
kind
of
think
that
that's
all
fine
and
dandy
we're
keeping
on
top
of
that,
but
I.
There
is
at
least
one
of
the
cases
up
in
the
North
where
we
have
identified
the
location
is
vacant.
C
We
are
actually
and
progressing
to
cancel
that
registration,
so
there
are
things
that
are
going
on
and
the
heads
of
inspection
and
deputy
chief
inspectors
are
all
over
it.
The
final
point,
which
is
linking
all
of
this
in
terms
of
impact
I,
do
think
this
is
maybe
something
that
we
could
think
about
for
a
regulatory
Governance
Committee
session
Louis,
which
is
obviously
in
your
gift
as
chair
to
actually
think
about.
How
can
we
do
some
of
that
more
rich?
Connecting
of
the
dots
to
to
think
about
both?
What's
the
impact,
what
change
is
is
produced?
C
You
can
see
in
one
of
the
other
slides
that
when
we
go
back
to
services
that
we've
rated
as
inadequate,
you
know
the
vast
majority
of
them
do
improve
and
knew
an
awful
lot
of
those
will
have
had.
Breaches
will
have
had
enforcement
action
taken
against
them.
You
we
see
less,
we
do
still
see
improvement,
but
at
a
at
a
less
high
rate
when
we've
rated
services,
as
requires
improvement,
but
I,
think
you're
right,
something
that
helps
us
to
join
all
of
those
things
up
and
really
explore.
That
further
would
be
helpful.
A
So
I
think
what
I
heard
you
say
was
that
you,
you
do
have
confidence
that
our
teams
know
what
is
happening
in
response
to
either
a
warning
notice
or
provider.
That's
been
in
breach
for
a
long
time,
but
somehow
some
of
that
isn't
getting
recorded.
So
it's
a
primarily
or
entirely
a
recording
issue.
If
I
heard
that
right,
yes,.
C
And
and
what's
been
great,
has
been
that
the
improvement
in
the
data,
collection
and
presentation
of
information
through
the
dashboards
for
inspectors
and
then
their
kind
of
performance
reports
that
are
coming
through
to
inspection
managers,
heads
to
inspection,
myself
and
my
senior
team.
It
has
improved
immeasurably
over
the
last
couple
of
years,
and
so,
even
if
the
again,
we
could
in
individual
inspectors,
weren't
picking
it
off.
There
is
a
process
in
place.
C
F
I
was
just
going
to
say
in
response
to
Lewis's
challenge
about
pulling
the
data
together.
Is
we
have
already
stashed
a
piece
of
work
to,
and
it's
not
just
around
enforcement
there's
a
whole
whole
load
of
other
areas
where
we
can
start
to
be
a
bit
more
intelligent
in
how
we
use
this
information
to
present
the
sort
of
so
what
questions.
So
Gavin
is
doing
that
as
we
speak,
and
the
other
piece
is
actually
trying
to
look
at
how
we
use
this
information
more
effectively.
F
I
At
Paul
and
then
John
just
the
point
that
Andrea
made
about
the
delay
caused
by
the
transparency
problem
and
us
not
being
able
to
say
about
it
and
saying
there
needs
to
be
a
changing
regulation.
I
think
this
is
quite
an
important
issue,
because
you
know
the
transparency
is
what
we're
about
and
if
there's
something
getting
in
the
way
of
that,
and
there
is-
and
there
is
seems
to
be
a
perverse
incentive
on
the
provider
to
elongate
this,
because
nothing,
nothing
will
be
seen
by
the
public.
I
While
this
goes
on,
I
think
we
do
need
to
talk
to
the
Department
about
those
regulations
and
I.
Think
it's
something
that
the
Health
Select
Committee
will
be
interested
in,
because
in
a
sense
of
the
whole,
the
whole
burden
of
where
the
whole
system
is
going
is
around
transparency
and
something
getting
in.
The
way
of
that
is
a
problem.
C
D
J
John
I
can't
give
you
the
answer
whether
we're
doing
it
but
I
will
explore
and
get
back
to
you
on
it
with
with
the
team
to
do
that
also
just
because
it's
important
that
would
clear
it's
21
percent
of
services
that
we've
rien
spected,
who
were
previously
good,
not
21,
percent
of
all
services.
Yes,
the
country's
very
system
thinks
Bob
will
take
that
away
and.
C
A
Andrew
can
I
can
I
just
raise
one
other
thing.
That
just
surprised
me
really
am
we
on
the
wrist
register.
We
have
an
amber
risk
rating
after
mitigation
that
we
would
fail
to
have
spotted
a
hard
to
replace
provider
presume
that
this
is
this
is
since
we
only
have
the
responsibility
for
that
there
and
anyway,
a
hard
to
hard
to
replace
would
be
in
the
market.
A
Oversight
scheme
and
I
have
huge
confidence
in
our
market
oversight
scheme
to
to
spot
things,
and
then
we
we
may
or
may
not
have
issues
around
exactly
how
the
regulation
is
scoped,
but
that
is
different
from
a
failure
to
spot.
It
am
I,
miss
reading
this,
or
are
we
doing
ourselves
a
disservice
by
having
this
amber
and
I?
Think
it's
probably
at
Green.
A
C
You
look
at
the
way
that
we've
rated
that
Peter
the
the
likelihood
is
in
terms
of
the
after
mitigation.
The
likelihood
is
low,
but
the
impact
remains
high
and
that
you
know
so
I
think
that
there
is
there
is
we
are
taking
into
consideration
that
we,
we
don't
think
the
likelihood
is
low,
but
clearly,
if
it,
if
it
did
happen,
the
impact
would
be
high.
The
the
other
reasons
that
kind
of
lead
to
that
is
that
you.
C
Given
the
pressures
on
the
team
and
and
and
we
have
now
got
the
permission
to
increase
our
establishment
so
that
we
can
cope
with
that.
So
I
think
those
are
the.
Those
are
the
aspects
that
are
guiding
our
thinking,
the
other
aspect
of
it.
Although
you
know
in
some
senses,
this
is
a
risk
which
is
not
our
risk,
but
there
is
a
risk
around
sort
of.
C
What,
then,
does
the
system
do
about
off
of
this,
and
the
contingency
arrangements
being
led
by
the
Department
of
Health
and
Social,
Care
and
other
appropriate
bodies
is,
is
something
that
a
game
is
not
completely
fully
tested.
So
so
I
think
it's
right
for
us
to
have
a
level
of
caution,
but
the
after
mitigation,
we
would
have
been
expecting
the
likelihood
to
be
low,
but
it
would
still
be
a
high
impact
I.
K
K
A
K
Sort
of
feeling
Mitch
said
we
hadn't
send
a
primary
care,
so
our
performances
has
come
pretty
well
on
this
year
on
report
publication
whatever,
but
I
just
want
to.
We
don't
focus
in
the
qualitative
side
of
this
discussion,
which
always
on
quantitative
and
on
data,
but
we've
got
a
number
of
GP
surgeries
which
have
done
exceedingly
well
to
go
from
inadequate
to
good
in
a
year
in
the
past
year,
and
this
is
the
full
quarter
reviewed
as
one
today.
K
That's
come
up
called
the
drawl
stone
road
family
practice
in
Newton
Heath,
where
man
United
were
created
as
well.
They've
gone
from
inadequate
to
good
in
a
year
and
I
think
that's
down
to
superb
leadership
and
I
think.
Sometimes
we
should
mark
a
performance
by
reflecting
a
performance
of
providers
which
have
turned
around
care
in
really
difficult
areas.
B
A
F
So
what
we've
done
is
we've
reserved
our
retainer
retained.
Earnings
has
now
increased
fifteen
point
five
million
pounds
so
overall,
pretty
good
performance
in
terms
of
Finance
for
this
for
the
last
financial
year
in
terms
of
Finance
position,
I
think
we've
been
looking
at
the
the
under
spends
and
where
they've
occurred,
and
what
we're
doing
what
we're
going
to
do
about
it
in
future
years.
F
If
that
happens
again
this
year,
we
took
money
off
in
year
as
as
under,
spends
occurred
and
held
those
in
a
central
fund,
which
is
why,
if
you
look
at
the
finance
performance
report,
the
other
looks
quite
significant
in
terms
of
the
variance
and
underspend,
because
that's
where
we
held
the
the
money
that
we'd
retained
and
then
we
held
it
and
took
it,
put
it
back
out
to
the
business
where
we
had
a
need
to
spend.
So,
in
terms
of
this
year,
moving
forwards,
we
are
slightly
overspent
on
our
on
our
first
first
results.
F
For
this
year.
We
will
do
a
full
forecast
at
the
end
of
this
when
accounts
closed
down
for
this
month
to
have
a
look
at
what
that
means
moving
forwards.
But
at
the
moment,
when
we're
not
worried
in
terms
of
where
we
are
but
just
say,
there's
I
think
the
overspend
has
come
from
a
few
things
of
crude
that
have
come
forward
from
the
last
financial
year
and
into
this
one.
So
it's
not
looking
too
bad
at
the
moment.
So,
overall,
it's
a
fairly
positive
picture.
G
Just
pick
up
kursi
what
you're
saying
you
mention
about
fifteen
point:
five
million
retained
reserves
I
think
it's
worth
pointing
out.
I
think
I'm
right
in
saying
that
those
that
is
really
just
a
timing
feature
then
that
where
we
are
collecting
more
money
than
we
are
expending
because
and
we're
not
we're
doing
that,
partly
because
we're
driving
down
our
costs,
but
also
because
there
are
our
costs
coming
through,
that
we
will
be
wanting
to
spend
that
are
in
order
to
improve
our
services.
F
A
A
G
G
But
we
need
to
make
significant
progress
around
that
and
I
think
that's
quite
a
useful
discussion
that
we
had
about
that.
And
then
we
spent
a
fair
bit
of
productive
time,
I.
Think
on
looking
at
the
governance
and
control
and
management
really
around
the
particular
around
the
agile
projects
within
the
IT
function,
there's
a
different
aspect,
different
aspects
of
of
systems
and
and
data
and
information
technology
that
we
need
to
separate
out,
but
particularly
looking
at
the
agile
projects
where
we've
we've
started.
G
As
well
and-
and
we've
learned
quite
a
bit
over
the
last
couple
of
months
in
terms
of
what
we're
doing
there,
some
of
its
good.
We
had
a
review
by
the
internal
audit
by
some
specialists.
Remember
they
an
internal
audit
to
to
look
at
this,
to
give
us
some
some
pointers
as
to
what
we
might
do
better
and
I
think
that
was
a
very
valuable
review
that
was
done
there.
G
It's
not
an
audit
or
such
as
a
review,
because
it's
an
early-stage
thing
to
help
us
with
with
those
controls
and
out
of
that
I
think
has
come
a
number
of
areas
to
look
at
and
I'm
glad
to
say
that
the
Kirsti
is
picking
that
up
with
a
view
to
actually
looking
at
what
are
they
defining?
What
we
need
to
have
in
there
and
making
those
processes
and
as
agile
in
their
own
way,
but
also
as
as
automatic
as
we
would
want
to
have
so
that
we
are.
G
G
A
L
Thank
You
chairman,
very
much
and
first
of
all,
just
to
remind
ourselves
are
the
rules
engagement,
which
is
causes
that
HealthWatch
England
is
has
its
own
independent
statutory
powers,
but
we
are
as
a
subcommittee
of
the
Care
Quality
Commission
David
BN
is
our
accounting
officer
and
Imelda
is
the
accountable
officer
and,
having
done
all
that
formalities
I
think
I
would
like
to
say.
Thank
you
very
much
indeed,
because
this
relationship
could
be
one
where
we
spent
a
long
time
doing
well,
you're
telling
us
what
to
do
well.
L
We
were,
but
in
actual
fact,
is
incredibly
helpful,
not
least
because
around
this
board
you
spent
a
lot
of
time
doing
governance,
which
means
that
that
HealthWatch
England
weakens
get
on
with
the
job
and
spend
our
time
mainly
looking
at
what
people
say
to
us
and
what
we
can,
how
we
can
best
pass
that
on.
So
thank
you
very
much.
Indeed,
the
the
paper
comes
in
two
parts.
One
is
an
update
and
the
second
is
the
strategy.
L
Actually
there
have
benefit
each
other.
So
there's
a
lot
of
churn
going
on
in
the
marketplace
out
there
in
in
local
healthwatch.
Some
bits
do
with
local
healthwatch
funding,
but
a
lot
of
its
do
with
actually
strengthening
coming
together
to
strengthen
our
offer.
I
let
in
Melda
talk
more
about
the
the
mandate
and
a
mental
health
work.
Mental
Health,
Program
and
I.
Just
I
would
just
like
to
draw
your
attention
to
the
HealthWatch
England
staff
survey.
Well,
I'm
pleased
to
say
we
have
a
very
happy
ship.
L
We
also,
though,
have
I've
just
introduced
seven
new
committee
members
and
that's
providing
an
additional
level
of
challenge
and
we're
going
to
be
working
David's
very
kindly
off
to
some
some
help
to
make
sure
that
we
sort
of
really
get
the
bestest
and
very
interesting
people
with
lots
to
offer.
But
it's
all
finding
a
way
of
how
to
make
sure
they
can
do.
They
can
offer
their
advice
and
work
work
happily
with
it
without
with
all
our
wonderful
staff.
So
that's
the
update,
I
hand
over
to
Imelda.
M
Thank
You,
Jane
I
think
I
would
just
spend
another
moment
if
it's
okay
on
the
funding
of
local
HealthWatch,
just
to
remind
you,
the
money
comes
from
Department
of
Health
through
through
then
local
governments
and
his
and
obviously
isn't
ring-fence.
We've
seen
37
percent
cuts
in
funding
since
the
HealthWatch
was
first
set
up
and
the
funding
that
was
originally
put
in
place
was
a.
M
There
was
the
amount
that
went
for
links
that
which
was
the
body
that
went
before
HealthWatch,
and
then
there
was
additional
money
put
in,
so
that
we
could
take
on
the
additional
statutory
responsibilities
from
this
year.
Now
our
overall
funding
is
lower
than
the
links
level,
so
I
think
we're
actually
at
a
real
crunch
point
about
what
we
know
how
we
handle
the
issue
around
funding.
E
Definitely
guarantee
everybody's
ready
Robert.
Do
you
just
taking
up
your
point
about
funding?
Is
there
any
prospects
for
any
consideration
be
given
to
changing
them?
The
route
of
funding?
It
seems
to
me
that
what's
happening
is
that
the
reduction
may
not
be
so
I,
don't
know
how
much
the
reduction
is
from
what
comes
out
of
the
department,
but
it's
actually
seems
to
get
filtered
away
from
HealthWatch
once
it
gets
the
local
level
for
reasons
which
are
pretty
obvious.
When
you
look
at
your
council
tax.
E
A
M
They
do
yes,
that's
quite
right,
so
some
will
take
on
additional
contracts.
Some
take
the
advocacy
contract,
some
have
complains
contracts,
some
will
take
on
contracts
for
specific
pieces
of
work
and
their
core
funding
that
sustains
them
and
they
stack
their
statutory
responsibilities.
Is
the
local
government
grant
great
good.
H
I'm
sure
I
should
know
this
already,
but
when
there's
a
report
which
says,
as
this
one
sounds
like,
it
will
say
that
those
problem
of
GP
access
and
also
there's
some
interesting
points
made
in
the
mental
health
section
about
actually
something
I've
not
heard
before,
which
is
people
saying
that
they
feel
that
the
primary
care
general
practice
has
become
a
real
and
very
useful
resource.
The
go-to
place,
I
think
your
photos
in
mental
health.
H
Where
is
actually
the
story
out
of
there
and
mental
health,
is
that
you
know
secondary
services
are
asking
primary
care
to
take
over
the
care
of
individuals
a
little
bit
too
quickly
and
so
that.
So,
if
what
you're
hearing
is
something
different,
that's
quite
an
important
message.
But
but
my
point
is,
is
what
what
then
happened?
So
if
you,
if
your
report
says
you,
you
know
that
there's
you
you
have
evidence,
you
have
information
your
reports
about
poor
access
to
GPS
a
very,
very
familiar
theme,
one
of
the
most
familiar
themes.
H
L
Email
to
give
you
the
the
substantive
answer,
but
the
initial
answer
is
that
it's
our
job
to
provide
this
evidence
and
then
it's
our
job
to
just
offer
it
out
there
and
to
make
sure
that
we
offer
it
in
a
way
that
the
right
people
get
to
hear
it.
We
don't
just
sit
on
the
on
the
as
evidence
we
pass
it
on,
but
amel
don't
know
who
we
pass
it
on
to
and
how?
Because
we
do
it
in
a
myriad
different
forms
and
added
a
myriad
different
levels
and.
M
I
think
you're
asking
a
really
important
question
which
I've
been
asking
the
team
myself,
which
is
this.
So
what
so
we
know
this.
So
what
and
I
think
there's
two
things
that
we
need
to
do,
and
one
is
when
we
know
that
people
are
finding
it
difficult
to
get
access
to
their
GPS,
but
that's
not
everywhere,
and
that's
not
everyone.
So
where
is
it
the
problem?
So
then,
how
do
we
get
that
piece
of
information
into
that
part
of
the
system?
M
The
then
there
are
the
other
overarching
things,
or
some
of
them
actually
tell
us
a
different
message
like
the
mental
health
one
and
what
what
we'll
do
from
this,
because
this
is
the
first
time
we
got
to
a
place
of
what?
What
do
we
know
from
this
will
come
a
plan
of
so
now
we
know
it.
What
do
we
do?
Who
needs
to
know
this?
M
How
do
we
get
it
embedded
into
different
parts
of
the
system,
so
that
change
happens
and
that's
what
the
team
are
working
on
right
now
that
we
all
meet
with
mental
health
policy
leads
will
will
issue
papers
on
it
to
the
sector?
Yes,
but
do
it
does
anyone
have
to
do
anything
about
it?
Is
that
there
I.
H
If
you
want
they're
quite
interesting
to
hear
about,
and
and
given
the
status
of
HealthWatch
and
the
importance,
I
suppose
of
where
it's
getting
its
information
from
there's
a
just
a
question
which
I'm
admitting
I
maybe
should
have
done
the
acity
already,
but
but
about
what
about?
What
should
happen?
What
not
what
could
happen
if
people
have
kindly
disposed
towards
it?
But
what
actually
should
I.
L
But
the
other
thing
is
a
sort
of
information
that,
where
we're
sharing
our
stories
and
in
a
way
we're
hoping
that-
and
it
does
seem
to
be
the
case-
that
if
you,
if
you
present
to
people
a
real-life
story,
they
are
more
likely
to
react
to
it
and
more
likely
at
all
right.
That's
the
problem.
Yes,
I
know
I
can
do
something
about
that.
So
I
think
what
we're
we're
different.
Is
that
we're
not
just
about
reports
on
statistics
and
graphs
and
diagrams.
M
Upon
that
very
quickly-
and
it
depends
on
the
type
of
report
it
is
and
where
it
goes
to
whether
or
not
they
have
to
do
something
with
it.
So
in
with
the
local
HealthWatch
reports,
particularly
around
the
interview
and
the
reports
into
the
local
government,
they
have
to
respond
within
a
period
of
time
to
acknowledge
it
and
to
say
what
they're
going
to
do
for
hours.
There
are
certain
things
that
they
that
they
have
to
respond,
we're
one
of
the
statutory
consults
so
like
on
the
mandates
and-
and
they
have
to
respond
to
it.
M
It's
a
very
good
question
to
ask
whether
they
have
to
respond
when
we
send
in
a
paper
on
let's
say
what
we
know
about
mental
health
as
a
particular
briefing,
not
talking
about
the
big
report,
but
but
at
the
end
of
this
year.
This
is
what
we've
no
I,
don't
know.
Actually
do
you
know
David
they
have
to
respond.
F
G
Well,
first
of
all,
thank
you
for
the
feedback
that
you
supply
to
us,
which
is
valuable
in
terms
of
our
role.
Yes,
sorry,
my
hose
yeah,
but
can
I
just
ask
questions
about
our
reports
and
how
HealthWatch
how
useful
HealthWatch
fines
for
them,
because
we
sometimes
get
a
lot
of
engagement
from
local
HealthWatch
when
we
publish
a
report,
sometimes
we
don't
and
and
the
colour
census.
G
M
A
that's
a
there's,
a
complex
answer
to
that
one:
is
it
a
HealthWatch,
England
level
and
CQC
at
national
level?
I
think
we
weren't
really
well
together
in
particularly
early
stages
of
reports,
and
that
I
think
is
improving
all
the
time,
and
so
it's
incredibly
useful
to
us
Manila
doing
on
mental
health
will
be
I'm
not
framed
by
the
work
that's
already
done
within
CQC
at
a
local
level.
G
N
C
Sorry,
excuse
me,
thank
you
so
much
and
thank
you,
Jane
and
Imelda
for
the
report.
I
just
wanted
to
pick
up
on
one
aspect
of
it,
which
was,
as
you
might
imagine,
the
work
that
HealthWatch
are
doing
on
quality
matters
in
social
care
and
the
leadership
role
that
you've
got
around
priority,
one
which
is
around
improving
complaints,
handling
and
social
care,
which
is
mentioned
on
page
five
of
the
update
report,
and
thank
you
for
the
work
that
you're
doing
on
that.
And
it's
an
it's
been
great
to
be
a
part
of
that
with
you.
C
But
I
was
just
reflecting
that
it
doesn't
seem
to
be
in
the
business
plan
for
the
coming
year
in
terms
of
there
being
a
deliverable
around
that
and
just
wanting
to
kind
of
understand
what
it
is.
That
you're
expecting
will
now
happen
with
that
particular
aspect
of
your
work
and
how
we
can
be
assured
that
it
will
be
taken
forward.
M
Yeah
I
can
assure
you
it's
been
taken
forward
and
it
is
a
priority.
It
isn't
in
the
business
plan,
but
it
is
in
the
work
plan
that
sits
underneath
it.
There
is
a
broader
heading
about
partnership
working
and
a
broader
heading
around
working
with
across
the
system,
and
under
that
there
are
lots
of
plans,
one
of
which
is
Jacob
bleeding
on
quality
matters
and
complaints.
It's
in
his
work
plan
specifically
thank.
A
If
that's
what
you
say,
but
if
you
just
read
that
at
face
value,
you
would
think
gosh.
That
means
that
you
know
the
whole
world
thinks
that
any
departments
are
looking
after
them
badly.
My
he
probably
even
less
scientific
personal
experience
from
talking
to
patients
in
any
departments
is
that
mostly
they
think
that
the
doctors
and
nurses
there
are
great
whether
Ted
and
his
team
would
agree
or
not
most
patients
that
I
talk
to
really
happy.
So
it's
it's.
It
is
this
contextualization
I.
A
M
That's
very
helpful.
This
is
the
first
time
that
I've
had
a
whole
look
at
a
whole
year
of
data,
and
my
honest
view
is
that
we
need
to
do
some
serious
work
to
look
at
the
context
of
it.
What
it's
telling
us
somewhere
and
is
that
the
right
place
to
look
for
the
information
or
is
it
somewhere
else,
because
actually,
in
the
reports
that
local
healthwatch
produce
there
is
far
greater
depth,
you
know
so,
if
I
give
an
example
of
worcestershire
went
and
spent
quite
a
considerable
time
in
their
AME
department.
M
So
the
report
that
came
from
it
has
a
huge
amounts
of
depth
and
field
spent
a
whole
week
in
their
A&E
department.
So
again
you
get
you
get
much
more
nuanced
debate,
whereas
if
you're
just
getting
the
what
to
put
what
to
the
public
say
that
you
just
get
a
we're,
not
very
happy,
we've
waited
too
long,
or
actually
you
get
quite
a
lot
of
it's
great.
So
I
think
that
you
know
it's
about.
How
do
you
get
to
the
the
stuff
that
helps
change
and
I?
M
I
Lewis
I
think
is
really
interesting,
that
you
are
saying
you're
getting
people
saying
we're
getting
better
access
to
GPS
and
mental
health
services.
Now
you
know
there
may
be
other
bits
of
data
saying
that
I
have
not
come
across
it,
so
this
is
idea
so
either
you're
the
beginning,
because
probably
your
relationships,
your
information
coming
in
will
be
new,
will
be
so
near
the
front
end
of
rather
than
actually
a
lagging
information,
and
so
that
could
be
really
quite
useful,
you're
getting
newer
information
in.
But
there
will
be
a
lot
of
information
about
that
out.
M
Agree
and
and
so
in
the
new
strategy
we
we
are
clear
that
we
will
be
using
a
lot
of
other
people's
data
to
and
we'll
be
setting
ours
alongside
that,
so
it
can
tell
us
it
can
tell
us
what's
different
or
whether
we
just
if
we
just
agree
with
what
everybody
else
is
saying,
then
then
that's
just
a
sort
of
an
add-on.
Isn't
it
really
but
completely
agree?
So
yet
that's
a
major
piece
of
work
in
this
coming
year.
B
If
I,
remember
the
James,
titcombe
story
and
I
think
I
do
it
was
something
like
a
96%
satisfaction
of
maternity
services
that
more
can
bear.
The
question
was
what
was
in
the
other
4%.
Those
individual
stories
are
often
what's
in
the
other
4%
that
then
need
to
be
triangulated
against
the
96%.
Their
satisfactory
I
think
Carl
Hendricks
and
his
story
was
on
the
Today
program
this
morning.
Talking
about
the
loss
of
his
wife
and
baby,
bring
these
out
for
me,
which
is
why
you
need
the
individual
stories
subjective
or
other
truth.
B
Alongside
the
debt
that
comes
along,
then
that's
where
I
think
we've
got
to
ask
the
questions.
What
does
this
mean
just
to
put
them?
To
put
the
point
on
so
it's
not
just
the
data
that
M
elder
and
the
local
HealthWatch
seems
generate.
It's
also
contextualizing
that
I'm
beginning
to
draw
it
together
and
I.
Think
that's
the
conversation.
We're
going
to
have
less
today
about
intelligence,
and
now
we
draw
data
together,
is
how
we
do
and
draw
those
different
data
sources
and
begin
to
make
the
connection
with
our
assessment
and
deserve.
B
As
I
say,
I
was
I'm
stuck
by
the
poignancy.
Are
they
in
from
the
stories
from
James,
titcombe,
&,
Co
Hendrickson
this
morning
being
told
which
remind
us
all?
You
need
multiple
sources
so
arrive
at
assessments
about
whether
something's,
okay,
some
of
them
will
be
picked
up
locally,
and
some
of
them
would
picked
up
through
our
inspectors
operating
locally,
and
it's
that
relationship.
That's
a
critical
in
Maumee.
H
Lewis
yep
one
brief
point
and
I
was
just
at
one
line
in
the
the
work
program
which
is
about
making
sure
you
heard
from
young
people
and
I'm
slightly
paraphrasing,
but
there's
an
emphasis
on
young
people
and
I
suppose
it
relates
to
what
we've
just
been
talking
about,
but
a
slightly
different
aspect,
which
is
the
need
to
have
a
balanced
demographic
in
when
you're.
You
know,
you're
hearing
from
people
and
translating
what
people
tell
you
into
something
which
is
a
broader
message.
H
After
understanding,
it's
come
from
and
who's
not
there
and
as
well
as
who
is,
and
young
people
I
suppose.
A
very
good
example,
and
you
very
surprising
if
ethnicity
is
not
also
an
issue
because
it
usually
is
in
questions
of
representation.
So
there's
there
are
to
be
I
mean
young
people,
but
you
might
say
old
people
as
well.
I,
don't
know,
there's
you
know,
there's
a
certain
there's,
a
certain
demographic
that
person's
eyes
forward
and
either
end
of
the
age
scale.
You
do
tend
not
to
get
that
and,
and
so
first
of
all,
I
think.
L
Just
very
briefly,
it's
a
very
good
point.
What
we,
what
has
always
been
the
mantra
of
HealthWatch
England,
has
to
be
has
been
to
look
out
for
the
hard-to-reach
groups
on
the
basis
of
a
good
soul.
Problems
for
them
we'd
be
sold
problem
solving
issues
for
everyone.
So
we
do.
Yes,
we
do
look
at
all
across
ethnicities,
all
the
protected
characteristics,
and
we
have
several
members
of
our
committee
who
are
particularly
strong
or
making
sure
that
we
do
so
I.
L
Think
the
bit
about
young
people
was
just
that
young
people
have
particularly
at
the
moment
who
are
coming
up
with
that.
We
all
over
the
house
walks
all
over
the
country
have
some
how
to
use
champions.
Some
have
people
out
there
doing
films
doing
all
these
wonderful
social
media
things
that
people
do
so
I
think
there
are
a
particularly
interesting
group
for
us
to
latch
onto,
especially
because
they're
coming
forward
very
strongly
say
that
they
on
this
prevention,
business
that
we
were
talking
about
earlier.
L
They
don't
want
to
get
ill
in
the
first
place
effect
on
mental
health.
They
don't
want
to
get
ill.
They
want
to
be
helped
to
stay
healthy,
so
I
think
that
was
a
particularly
linked
him
and
for
that
for
young
people
so
to
stop
them
becoming
you,
customers
of
the
future.
Basically
kpi
gosh
we've
discussed
kpi's
we're
not
there
yet
on
kpi's,
but
email
did
you
want
to
comment
on
that.
M
Kpi,
what
we're
doing
which
might
be
of
interest
to
you
is
that
by
July
we're
going
to
have
got
taken
all
our
data
and
started
looking
at
it
in
terms
of
different
representative
groups.
I
think
what
we'll
find
is
that
we
don't
know
a
lot
to
be
honest
in
the
individual
pieces
of
information
that
come
from
the
public,
because
you
have
to
fill
in
a
lot
of
detail.
M
You
know,
but
to
the
reports
again,
I
think
will
be
where
we'll
find
out
and
nuggets
of
gold
so
very
happy
to
bring
back
the
the
exploration
of
equalities
report
to
to
hear,
if
that's
useful
for
you
and
then
from
that
we'll
know
what
we
need
to
be
doing
for
the
future.
At
the
moment
we
don't
quite
know,
but
but
we
could
put
it
in
as
a
we
don't
know,
baseline.
M
A
O
A
A
C
Just
going
to
we're
kicked
off,
thank
you.
I
want
to
just
say
a
few
words
before
I
ask
Stuart
to
present
the
report
and
just
for
the
board.
The
purpose
of
the
report
is
to
ensure
that
you're
aware
of
what
the
market
oversight
team
is
doing
as
much
of
it
is
necessarily
because
of
the
commercial
sensitivities
and
remains
very
much
below
the
radar,
but
in
doing
that,
I
did
want
to
pay
tribute
to
and
say
thank
you
to
Stuart
and
the
whole
of
the
market
oversight
team
for
their
hard
work
and,
frankly,
diligence.
C
P
You
writer,
responding
to
any
questions
that
board
members
may
have
with
regards
to
the
update
paper.
I
just
wanted
to
take
the
opportunity
to
make
board
members
aware
that
market
oversight
issued
its
first
stage
six
notification
on
Monday
of
this
week.
As
you
are
aware,
we
make
such
notification
once
we've
satisfied
ourselves
that
services
ation
is
likely
as
a
result
of
likely
business
failure
and
that
the
purpose
of
that
notification
is
to
allow
local
authorities
to
ensure
continuity
of
care
for
all
impacted
people
using
services.
Yesterday,
administrators
were
appointed
over
to
orchard
care
subsidiaries.
P
Monday's
notification
was
only
to
Darlington
Borough,
Council
and
related
specifically
to
a
single
location
called
st.
George's,
Hall
and
Lodge,
which
is
an
83
bed,
nursing
home,
operated
by
orchard
care.
A
notification
was
therefore
proportionate
and
focused,
since
it
related
to
the
single
location
and
one
impacted
local
authority.
The
intention
is
for
the
other
homes
operated
by
those
subsidiaries
to
be
transferred
to
an
alternative
operator
shortly.
P
No
other
homes
operated
by
orchard
care
were
impacted
by
the
notification
and
we've
since
confirmed
with
Darlington
for
a
council
and
short
ourselves
that
all
parties
are
sort
of
engaging
in
a
sort
of
process
to
preserve
continuity
of
care.
If
I
now
turn
to
the
sort
of
accompanying
paper
that
we've
sort
of
provided
that
obviously
relates
to
the
May
2018
quarterly
market
oversight,
governance
process,
if
I
sort
of
pick
out
a
couple
of
highlights,
clearly
activity
levels
have
increased.
The
drivers
of
that
have
been
twofold.
P
We
will
therefore-
or
the
intention
therefore,
is
to
take
the
opportunity
to
review
the
sort
of
guidance
sort
of
legislation
that
we
sort
of
operate
within
both
on
the
back
of
now,
having
made
first
stage
six
notification,
but
also
having
sort
of
run
through
they
continued
sort
of
a
live,
elevated
risk
situations
and
I
wasn't
going
to
sort
of
go
into
further
detail
on
the
paper,
but
instead
use
the
balance
of
the
time
to
take
questions.
So
without
further
ado.
If
anyone
has
any
questions,
I'm
quite
happy
to
field
them,
poor.
G
Thing
I
think
we're
up.
Thank
thanks
for
the
work
that
you're
good
guys
doing,
because
I
know
you're
working
really
hard
on
all
this
stuff.
The
question
I've
got
is
around
that
the
the
direction
of
travel,
if
you
like
and
where
we
are
in
terms
of
we've,
referred
in
reports
in
the
past
tipping
points,
and
you
know
what
the
dynamics
are
going
forward.
You
mentioned
the
number
of
the
increased
number
of
operations
that
are
it
within
the
portfolio
and
the
increased
level
of
risk
within
there.
G
P
The
the
importance
of
that
point
is
that
if
one
looks
at
the
CQC
bed
data,
then,
whilst
that
has
been
evidencing
some
decline
and
it
may
have
sort
of
flattened
out,
it's
difficult
to
be
definitive
on
that
point,
given
the
sort
of
lag
in
our
registration
data,
but
even
if
one
assumes
that
sort
of
the
bed
data
has
flattened
out
that
masks.
The
fact
that
the
bets
coming
into
the
sector
are
heavily
biased
towards
self
under
provision
and
those
leaving
the
sector
are
heavily
biased
towards
local
authority
provision.
Again,
for
the
reasons
that
I've
articulated.
G
A
You
weren't
here
earlier
Stewart
when
we
were
looking
at
the
the
risk
register
and
I
made
a
made.
A
point.
I
will
repeat
the
point,
but
in
in
in
making
the
point,
I
I
said
how
the
great
confidence
I
had
in
you
and
your
team
in
in
exercising
the
market
oversight,
role
and
I'd
like
to
repeat
that
now,
you're
in
the
room
to
hear
it
and
surly
from
what
I
see
and
I
think
David's
nodding
to
you
next
to
me,
as
oh
now,
a
governance
role.
A
So
we
will
be
done
on
that
excellent.
So,
thanks
again,
Stewart
Imelda
don't
go
because
David
pointed
out
to
me
that
when
we
were
going
through
HealthWatch
we
are
not.
We
I
fail
to
ask
you
to
note
the
budget
and
business
plan
which
we
didn't
discuss,
I'm,
assuming
that
we
didn't
discuss
it
because
nobody
had
any
points
to
raise,
but
can
we
please
formally
note
the
business
plan
and
budget
good?
Thank
you.
Governance
is
working
well
under
my
chairmanship,
excellent.
A
A
A
O
As,
as
we
move
forward
to
make
sure
we
can
maximize
the
work,
the
impact
our
work
has
on
people
use
services.
So
the
work
we've
been
doing
over
the
past
twenty
six
to
eight
months
has
really
been
about
and
focusing
on
some
solid
lay
in
the
solid
foundations
and
I
think
the
work
that
will
come
and
we'll
talk
about
this.
O
O
So
on
just
like
for,
and
this
is
described
in
I
guess
we
visiting
the
the
work
that
we
spoke
to
you
about
in
February.
We
talked
then
about
some,
the
external
procurements
we
were
going
to
take
in
alongside
some
of
the
more
experimental
work
being
carried
out
internally
and
some
of
the
examples
later.
We'll
just
show
you
some
of
the
data
science
work
we've
been
doing
internally
ourselves,
but
here's
a
bit
of
an
update
on
where
we've
got
to
with
some
of
the
the
external
pieces.
So,
firstly,
the
expert
systems
work.
O
This
is
really
and
so
expert
systems
are
attempting
to
emulate
the
capabilities
of
expert
decision-makers
using
artificial
intelligence
and
we've
been
running
a
scoping
project
with
an
external
provider
to
help
understand
the
benefits
of
that
type
of
approach
could
bring
to
CQC
and
what
what
things
would
need
to
change?
What
neighbors
would
be
required
to
really
make
that
effective.
So
they
did
a
series
of
interviews
across
a
lot
social
care
and
we
use
that
source
or
focal
point
for
this
scoping
piece.
O
And
there
was
a
follow-up
workshop
which
was
attended
by
members
from
across
the
sector's
and
I
had
some
anecdotal
feedback
from
that
that
that
was
a
really
sort
of
inspiring
session
about
what
what
the
possibilities
of
this
could
bring,
which
is
fantastic
and
we're
expecting.
The
final
report
in
the
next
couple
of
weeks
on
that
so
I'm
going
to
be
very
happy
to
take
like
that
support
members
to
to
allow
us
to
think
about
what
really
we
could
do
with
this
next
and
how
we
could
take
that
forward
and
more
formally
hello.
A
This
may
sound
like
a
silly
point.
I'm
just
intrigued
I
mean
you
threw
out
the
slides
you
you're
you're,
describing
a
problem
and
then
how
you're
going
to
solve
the
problem
and
I
can
understand
from
your
point
of
view.
That's
that's
how
you're
thinking
about
it,
but
actually
it
isn't
a
problem.
Is
it.
O
Noted,
thank
you,
and
so
so
that
is
the
expert
isthmus
piece.
The
other
thing
I
think
that
will
give
us
is
some
of
the
conversations
they've
had
is
really
about
how
decisions
are
made
today,
but
also
what
data
are
underpinning.
Current
decisions
and
I
think
that
that
piece
of
work
will
be
a
really
good
type
start
for
the
data
strategy.
Work
to
come
that
we're
going
to
do
is
start
in
the
next
few
months.
O
On
the
data
science
advice,
that
piece
was
all
geared
to
train
in
some
of
our
more
so
the
statisticians
and
the
more
advanced
analytical
members,
the
team
in
new
and
coding
languages,
and
giving
advice
and
support,
as
we
undertake
the
GP
predictive
model
work
and
to
make
sure
that
we
are
using
those
new.
You
know
we're
applying
techniques
that
we
know
about
in
the
right
in
the
right
way.
O
With
these
new,
were
these
new
coding
languages
so
that
training
has
been
done
and
the
support
is
now
starting
as
we
as
we're
starting
the
model
in
piece
of
that
work
and
the
text
severity
piece
is
going
to
be
we're
going
to
see
the
first
sort
of
version
of
this
or
four
early
results
from
this
in
the
next
few
weeks.
But
this
is
about.
O
Can
we
as
what
we
want
to
get
to
is
a
place
where,
as
we
get
information
coming
into
the
organization,
can
we
quickly
tag
or
identify
those
pieces
that
we're
most
concerned
about?
So
it's
an
automated
way?
We
can
do
that
sauce.
Lis.
All
inspectors
already
get
all
the
information
as
it
comes
in
to
us,
but
is
there
a
way
we
can
really
flash
up
and
highlight
the
ones
that
we
should
have?
You
know
most
concern
about.
O
N
C
A
A
Is
it
I
mean
some
of
these
things
well,
but
will
not
quite
deliver
what
you
thought
they
were
going
to
deliver
and
we
need
to
be
very
prepared
for
that
and
actually
regard
that
as
a
success
in
its
own
right,
because
that's
where
you
learn
and
and
weave
on
so
you've
got
dates
by
which
things
will
have
happened
and
it'd
be
really
interesting
to
get
the
reports
coming
coming
back.
But
but
we
shouldn't
be
dismayed.
I
Good,
oh
and
just
on
the
last
one
on
tech
severity,
which
is
a
fighting
phrase,
the
what
we're
doing
we're
learning
we're
learning.
What
are
the
words
that
are
used
that
actually
provide
red
flashing
lights
course
there's.
This
should
be
a
feedback
back
to
the
public
about
that
shown
there
so
that,
in
fact,
if
we
get
that
right,
then
actually
they
need
to
know
what
those
words
are,
so
that
it's
not
just
an
internal
thing
that
we
there.
I
We
then
have
found
out
what
they're
trying
to
tell
us,
but
we
feed
back
to
them,
saying
if
you
tell
us
this,
then
actually
we
know
this
is
very
serious
rather
than
just
us.
It's
as
if
the
tech
severity
gizmo
he's
trying
to
double
guess
the
public
and
I
think
I'm,
suggesting
if
we
say
to
them.
Actually
this
is
what
then
we
don't
have
to
double
guess
them,
we'll.
O
O
Moving
on
to
slide
five
I'm
just
going
to
give
a
bit
of
an
update
on
some
of
the
data
and
technology
enablers,
so
we
continue
to
work
with
digital
to
ensure
our
data
and
tech
foundations
being
a
lady
to
allow
us
to
generate
the
high
impact,
timely
intelligence
for
the
organization
that
we
need
to
going
forward.
These
key
pieces
are
going
to
be
governed
under
the
monitor
program
board,
to
make
sure
we've
got
the
right
governance
and
assurance
on
them,
they're
so
crucial
to
us
within
intelligence
being
able
to
do
the
work.
O
We
need
to
do
and
help
us
overall
deliver
strategy
so
that
that's
that's
something
that
is
going
to
happen
going
forwards
in
terms
of
the
individual
pieces.
So
and
my
personal
life
is
that
the
qualitative
text
data
is
probably
going
to
be
the
biggest
thing
that
we
can
do
this
year.
We've
got
a
lot
of
information
in
the
organization,
but
it's
not
available
to
analysts
at
the
scale
that
we
need
it
to
be
available
for
us
to
use
it
appropriately.
A
E
O
We
are
as
we
go
forward,
we're
testing
different
ways
of
using
that
now,
so
that,
as
quickly
as
we
can
once
all
of
that
survey
long,
we
can
start
to
roll
a
different
sort
of
solutions
out
off
the
back
of
that
data
yeah.
Well,
there
are
more
than
two.
So
there
are
the
12
priority
there
are.
There
are
further
sources
that
we
want
to
get
our
hands
on,
so
we're
just
trying
to
go
about
getting
and
securing
that
external
was
also
a
little
bit
longer
to
get
us
and
the
extra
pieces
that
we
want
to.
O
Yeah
so
things
like
notifications
that
come
through
to
us
and
complaints,
whistleblowing
inspection
report,
so
it's
basically
anything
that
we've
got
in
the
organization.
That's
text
data,
that's
either
we've
generated
ourselves
or
what
I've
come
into
F.
So
NRL
s.
Other
other
sources
like
that.
So
all
those
text
pieces.
O
O
So
they
are
PDF
documents
and
they
are
not
in
a
system
that
our
intelligence
team
can
access
and
and
they're
not
stored
in
any
logical
way
where
you
could
sort
of
you
know
read
through
all
of
those
so
part
of
what
we're
trying
to
do
here
and
what
we're
trying
to
do
here
is
basically
read
those
pieces
of
information
and
then
store
them
in
a
logical
structure
so
that
we
can
look
at
that.
So
that's
just
the
one
source
and
then
we'll
be
doing
that
across
sources
so
that
we
can
use
all
of
that
together.
O
O
One
of
the
big
things
that
we
need
to
do
is
make
our
work
more
efficient
and
part
of
that
is
about
bringing
all
of
our
data
into
one
place,
and
it
doesn't
obsess
you
mean
all
in
one
big
big
place.
It
might
not
be
a
huge
data
Lake,
but
the
I
herb
is,
at
the
outset,
a
place
for
us
to
store
the
standard
data
that
feeds
our
current
automated
reports.
O
We
need
the
ability
to
link
all
of
the
data
that
we
have
around
the
different
locations
around
providers
together
and
the
Erb
is
the
place
that
we're
really
starting
to
do
that.
So,
as
I
said,
we're
bringing
together
standard
data
that
supports
our
current
products
and
our
plan
for
the
future
will
be
to
to
allow
us
to
easy
link
that
to
all
the
other
data
sources,
that
we
have
to
make
sure
that
we
can
do
the
analysis
on
the
biggest
most
richest
set
of
data
that
we
that
we
have.
O
This
is
something
that's
been
in
progress
of
quite
some
time
and
the
PMS
and
the
acute
data
sets
have
developments
and
the
development
itself
has
completed
we're
now
in
parallel,
testings
that
were
testing
the
outputs
that
we
get
from
the
analysis
that
we're
doing
on
that
data
to
make
sure
what
matches
that,
with
the
way
that
we
do
it
today
and
that
we
haven't
lost
something
in
translation
in
build
in
this
new
solution.
And
so
our
hope
is
that
that
will
be
complete
by
the
end
of
q1
for
those
two
sectors.
D
L
O
So
I
think
the
HealthWatch
is
one
of
the
quantitative
sources,
so
information
will
help
is
one
of
the
qualitative
sources
that
we're
we're
talking
about.
We
also
talk
and
discussion
around
and
what
is
possible
to
share
from
and
outputs
perspective
in
terms
the
intelligence
as
well
between
us
and
HealthWatch
there,
where
we're
at
to
be
talking
to
Amy
around
all
this.
D
John,
thank
you
very
much.
A
huge
amount
work
that
you're
doing
internally
and
trying
to
create
this
thing.
I
just
want
you
to
ask,
because
it
isn't
here.
How
much
is
anybody
allocating
your
team
to
look
outside
I
know,
you've
got
connection
with
the
cheer
against
who
he
told
us
about
that
before,
but
Jarrah
gave
us
a
brilliant
example.
Last
time
has
anybody
been
to
see
it?
Are
these
other
organizations
outside
healthcare
that
are
doing
this,
that
the
learning
could
be
imported,
aiming
just
to
create
a
gearing
effect
on
your
implementation,
yeah.
O
So
we
we
haven't,
got
dedicated
individuals,
but
one
of
the
things
that
we've
been
really
trying
to
encourage
over
probably
the
last
five
minutes
and
we're
reiterating
is
the
the
need
to
be
curious
and
innovative
and
find
out
what
others
are
doing
and
you
try
and
bring
that
into
and
create
learnings
from
that
and
bring
that
into
the
work
that
we're
doing
so.
There
are
probably
I
would
say
five
or
six
individuals
across
the
team.
O
You
are
starting
to
have
conversations
outside
I
mean
we
honestly
haven't
got
a
formal
plan
around
here
at
the
specifics
that
we
wanted
to
go
and
talk
to
I
know
David
and
I
went
to
the
Met
Office
recently
I've
contacted
the
folks
at
jorah.
Put
us
in
touch
with
after
the
last
board.
Meeting
with
the
number
of
us
have
different
contacts
from
past
lives
that
we
are
starting
to
talk
to
yeah.
So
I,
guess
that's
what
around
that
I.
O
O
To
slide
six,
so
a
couple
more
pieces
on
the
enablers,
then
I'll
get
into
the
the
exciting
pieces,
which
is
the
work
that
were.
You
know
the
actual
tangible
work
that
we're
doing
so
and
one
of
the
other
pieces
around
the
automation
of
intelligence,
outputs,
I.
Think
a
key
principle
for
how
we
want
to
work
going
forward.
Is
that
we
automate.
O
We
look
to
build
automation
in
as
early
as
we
can
to
the
work
that
we're
that
we're
developing.
We
run
a
significant
manual
number
of
manual
processes
today
for
good
reasons,
partly
because
the
data
platform
part
because
the
technology
that
we're
delivering
it
in
partly
because
of
just
the
inconsistency
with
our
data
that
we're
using.
O
So
we
haven't
made
as
much
progress
as
we
would
have
liked
in
the
automation
space.
We
understand
why,
but
we're
really
keen
to
make
sure
that's.
A
key
focus
continues
to
be
a
key
focus
for
us
going
forward
and
then
the
final
piece
years
around
analytic
environments.
So
we've
currently
got
analysts
trying
to
process
large
large
volumes
of
data
using
their
sort
of
laptop
processors,
and
we
pull
network
speeds
of
data
being
transferred
around
and
processing
in
systems
that
aren't
necessarily
up
to
speed.
Just
creates
real
inefficiency
for
us.
O
So
we've
been
talking
about
the
need
to
create
an
analytic
environment
of
space
dedicated
over
space,
where
we
can
basically
do
all
of
this
work,
and
we've
actually
been
in
discussion
with
DHS
part
of
this.
They
are
running
a
proof
of
contact
for
analytic
environment
in
june/july
and
we're
basically
they've
invited
us
to
be
part
of
that
which
is
great
and
that
will
help
shape
our
requirements
of
this.
They
forward.
G
This,
this
really
I
mean
I'm,
really
very
excited
about
this
workout
automation
EF
in
Spencer.
That
is
the
heavy-duty
report.
Writing
that
is
taking
so
much
time
at
the
moment
and
I
think
that
relates
back
to
what
was
said
talking
earlier
on,
in
that
our
reports
are
made
up
of
a
summary
report,
which
is
about
judgment,
and
the
evidence
appendix
and
the
evidence
appendix
at
the
moment,
still
is
a
very
manual
mainly
driven
process.
G
I
think
there's
a
real
opportunity
to
drive
improvements
in
consistency
to
make
sure
that
they
have
those
were
looking
at
it's
consistent
between
providers
but
also
improves
in
productivity
with
the
automation.
So
it's
really
a
very
exciting
project
that
which
I
hopefully
can
deliver.
You
know
fairly
soon
for
us,
because
I
think
it
is
it's
well
the
thing
that's
holding
back
the
spirit
speediness
about
our
reports,
yeah.
O
I
That
the
board
can
do
to
and
I
suppose,
link
to
that
are
there
things
the
sister
should
be
doing
right.
So
presumably
the
system
is
moving
the
direction
of
sending
us
digital
information,
more
digital
information
and
the
quicker
it
does
that
I
think
the
more
time
they'll
save
but
the
more
time
they
will
save.
So
it's
actually
how
they
have.
They
can
be
encouraged
to
do
that
because,
because,
at
the
moment
it's
a
it's
a
burden
and
it'll
be
a
smaller
burden.
I
think.
G
That's
right
and
one
of
the
feet
when
the
some
of
the
feedback
we've
had
about
that.
Our
private
information
requests
is
that
they
are
burdensome
even
they
were
asking
for
less
information,
but
we're
asking
for
it
in
a
very
specific
format
and
I
think
we've
had
to
be
flexible
with
providers
to
about
the
format
they
submitted
it
and
in
order
to
reduce
the
burden,
but
equally
over
time.
I
hope
they'll
be
able
to
collect
that
data
internally
in
a
format
that
can
be
rapidly
trance.
C
And
that
certainly
been
kind
of
part
of
the
focus
of
the
work
that
we've
been
doing
on
the
adult
social
care
provider.
Information
return,
you
know
clearly
we're
expecting
and
that
to
help
us
internally
in
terms
of
the
use
of
the
information,
but
one
of
the
significant
benefits
will
be
to
enable
providers
to
have
a
digital
relationship
with
us
which
enables
them
to
only
information
and
use
the
information
as
well,
rather
than
just
feeding
our
Beast.
C
It's
something
that
encourages
improvement
within
the
service
as
well
and
potentially
in
the
long-term
future,
and
enables
us
to
share
that
information
with
others
so
that
they
can
use
it,
which
again
will
have
an
additional
and
reduction
of
burden
on
providers.
So
there's
a
whole
circle
of
benefit
which
we
can
be,
which
we
can
be
kind
of
them.
Achieving.
That.
O
Okay,
so
into
some
of
the
examples
of
some
of
the
work
that
we've
been
doing
so
the
first
one
is
around
our
ability
to
identify
where
we
think
there
has
been.
There
is
an
absence
or
change
in
registered
manager,
adult
social
care
locations,
and
we
know
that
the
absence
or
change
and
can
lead
to
a
risk
in
the
quality
of
care
at
those
settings
and
see
where
you
know,
providers
are
required
to
notify
us
when
that
changes.
O
The
the
data
is
is
starting
now
to
come
into
the
organization,
but
I've
talked
in
about
the
iHerb.
In
order
for
us
to
be
able
to
use
this
at
scale,
we
need
the
iHub
adult
social
care
instance
to
be
up
and
running
so
that
that
data
can
flow
into
the
into
our
data
store
and
we
can
generate
the
flags
from
it
and
push
that
into
our
standard
inside
products.
I
totally
forgot
a
comment
Andrea
about
this
within
the
team.
C
Just
to
say
that
I
mean
one
of
the
reasons
why
this
one
is
is
so
helpful
or
potentially
so
helpful
is
that
we
know
that
a
change
of
registered
manager.
You
know
in
any
type
of
service,
but
in
a
good
service
could
be
a
precursor
to
like
a
grip
upon
quality
and
a
deterioration
in
the
level
of
service.
C
So
if
there
is
a
change
and
we've
not
been
told
about
this,
then
actually
that
would
be
as
significant
as
it
of
like
and
being
able
to
feed
that
through
into
inspectors,
so
that
their
portfolio
management
of
individual
locations
can
be
more
intelligence-led
or
will
be
incredibly
interesting
and
to
see
whether
it
then
has
an
impact
on.
Do
we
go
out
and
if
we
go
out,
what
do
we
find-
and
you
know,
is
there
a
kind
of
new
and
evaluation
loop
back?
That
demonstrates
that
it's
actually
done
the
thing
that
we
expected
it
to
do.
A
And
presumably
this
is
just
an
example
I'm
a
very
important
one,
but
an
example
of
probably
what
a
whole
lot
of
other
indicators
across
the
sector's
in
due
course
that
we
want
to
flag
so
Steve,
you
know
change
a
practice.
Manager
might
be
I,
don't
know,
but
it
but
but
in,
but
it
might
be
something
we
want
to
be
sure
we
knew
about.
So,
if
you
can
get
make
this
work
for
for
the
registered
manager,
we
can
make
it
work
for
other
areas.
O
G
C
C
These
kind
of
new
drank,
taking
information
into
I
mean
I,
don't
think
it'll
happen
on
registered
managers
to
be
perfectly
honest,
but
we
we
don't
want
to
be
kind
of
giving
inspectors,
information
which
is
a
false
negative
and
takes
them
out
to
do
inspections
which
actually
are
not
required.
Because
you
know
our
inspection
resource
is
a
very
precious
resource
and
we
need
to
make
sure
that
we're
using
it
in
the
best
possible
way,
which
is
what
all
of
this
is
designed
to
help
us
to
do.
E
And
I
can
see
the
importance
of
what
you're
seeking
to
do,
but
the
wouldn't
a
lot
of
homes
be
seeking
to
recruit
managers
through
recruitment
agencies
with
ads
that
are
anonymous
and
does
that
that
might
not
help
you
or
are
you
proposing
to
web
scrape?
Is
it
where
the
homes
own
website,
assuming
they
have
one
and
specifically
some
of
the
worst
ones?
Don't
so
I
mean
how
do
you
discriminate
yeah.
O
So
I
think
this
is,
and
if
you
think
about
what
it
will
give
us,
it
will
give
us
if
you're,
when
when
we,
when
we
think,
there's
a
change,
though
so
that
there'll
be
things
that
we
still
feel
they'll
still
be
things
that
we
don't
know
about,
but
this
is
something
that
we
do
know
about
that
we
can
actively
manage.
This
is
our
first
foray
into
web,
scraping
and
so
I
think,
there's
there's
lots
for
us
to
learn
around.
Is
it
going
to
be
possible
to
go
to
sorry?
O
I
won't
use
that
so
automating
the
ability
to
access
information
on
the
internet,
so
you
use
it
so
I
think
yeah,
absolutely
there's
all
sorts
of
ideas
that
we'll
explore
to
go
for,
but
I
mean
this.
You
know
this
is
this
or
the
first,
the
first
time
we've
tried
that.
But
absolutely
we
could
look
at
that
and.
C
And
I
think
Robert.
If
you
go
back
to
what
Helen
identified
on
slide
three
in
terms
of
you
know,
we've
got
the
intelligence,
products
and
services,
but
those
three
enablers
that
and-
and
you
know,
clothier
data
and
technology.
What
websites
can
we
go
to?
What
can
we
actually
find?
You
know
the
the
support
that
we
might
get
from
the
intelligence
team,
but
absolutely
critically.
What
do
we
then
do
with
it
out
there
in
terms
of
the
registration
and
inspection
teams,
so
on
this
one?
C
What
we
need
to
make
sure
is
that
we
don't
kind
of
give
ourselves
a
sense
of
false
security
that,
because
we
haven't
been
told
that
there's
a
problem,
absolutely
the
reasons
that
you've
just
described.
We
don't
kind
of
give
ourselves
a
false
assurance
that
everything's
okay,
but
where
we
do
have
that
information
and
it's
an
added
insight
that
will
help
and
what?
C
O
O
Actually
they
would
return
this
in
two
different
ways
that
two
people,
two
of
the
analyst
from
the
team,
have
been
trying
to
look
at.
Can
we
identify
the
topic?
That's
been
discussed
when
we
get
information
and
we
through
things
like
NHS,
Choices
and
sheer
experience
so
NHS
Choices
is
the
piece
that
we've
looked
at
at
the
outset,
and
we
are
attempting
to
build
different
algorithms
that
allow
us
to
identify
topic
based
on
the
information.
So
the
idea
would
be.
O
O
We
don't
today
in
the
intelligence
team,
do
any
of
this
manually,
so
we
don't
create
manual
topic
from
any
of
these,
these
pieces
of
data,
largely
we
don't
do
that
and
so
there's
you
know
these
people
ease
data
sources.
They've
got
huge
volumes
in
them,
so
the
ability
to
automatically
identify
or
tag
attack
a
piece
of
information,
we're
really
valuable.
O
So
just
a
brief
example
on
the
next
slide
of
this
is
slide
10.
Just
what
that
might
look
like.
So
all
the
different
blobs
are
different
topics
in
some
multi-dimensional
space,
so
we
won't
go
into
that,
but
you
can
see
this
is
an
example
of
maternity
services.
For
the
topic
we've
identified,
you
can
see
the
red
blobs.
The
red
bars
are
the
importance
of
that
word
within
that
topic.
O
H
A
H
Wondering
what
the
development
of
it
is.
This
takes
something
that's
a
little
bit
less
so
I
don't
mean
to
be
but
state
mental
health,
for
example,
where
people
might
the
language
people
use
might
be
not
quite
directly.
It
might
might
not
be
so
explicitly
linked
to
the
kind
of
service
that
they're
referring
to
yeah.
O
It's
the
company
it'll,
be
the
combination
of
words
together
that
really
help
us
differentiate
that
topic.
So
even
if
you
took
baby
out
of
it,
I
mean
Midwife.
Birth
I
mean
I,
think
those
ones
that
this
is
probably
quite
a
polarizing
topic.
It's
probably
relatively
easy
to
identify,
but
it'll
be
the
combination
of
words
together
that
really
helps
you
effectively
cluster
those
words
together.
O
Where
identify
what
the
topic
is
say:
you're
right
in
in
mental
health,
it
might
be
that
there
are,
you
know,
more
words
that
and
different
combinations
of
those
words
that
might
identify
that
topic
so
and
what
it
allows
us
to
do
they.
So,
while
an
inspector
might
you
know
quite
easily
weed
one
one
one
piece
of
text
and
identify
very
quickly
what
that
looks
like
what
that?
O
What
that
won't
allow
us
to
do
is
if
you
can
identify
over
time
what
those
topics
that
like
for
our
location
and
what
you
know
if
we're
getting
sure
your
experience
or
complaints
coming
through.
Actually,
if,
if
over
time,
the
number
of
bits
of
information
relate
to
baby
is
more
than
we'd
expected
for
one
service
compared
to
another
or
the
maternal
mental
health
or
whatever
it
might
be,
that
gives
us
intelligence
that
we
didn't
have
previously.
So
again,
we
can
identify
as
these
pieces
come
in
to
us
from
the
inspector
perspective.
A
L
I'm
just
finding
out
for
Lewis
its
comment,
I
think.
Actually
what
I
would
encourage
you
to
play
with
some
of
this
stuff,
because
it's
not
as
Peter
said,
and
it's
not
all
going
to
work
isn't
absolutely,
but
this
looks
interesting
and
something
other
early
things
you're
talk
about
we're
really
really
good
I
think
we
should
celebrate.
This
is
very
innovative
and
it's
flexible
and
you're
trying
stuff
and
some
of
it
will
work
on
something
it
works.
So
yeah.
Good
luck!
Thank
you.
B
If
I
may,
I
think
I
think
your
questions
are
really
good.
One
Lois
and
I
think
the
significance
of
this
is.
This
is
looking
at
the
data
that
others
hold
about
health
and
care,
which
can
we
can
get
made
available
to
us
and
aware
that
our
inspectors
can
swords
so
where
I'd
go
with
your
question
on
mental
health
is
for
the
sake
of
argument.
B
Health
walks
gets
stuff
on
detention
and
restraints
in
a
particular
unit,
and
this
allows
us
to
look
at
where
that
that
text
is
coming
at
us
and
understand
that
that
then
can
get
converted
into
evidence
that
might
not
otherwise
be
available
to
evidence.
I
can't
think
of
the
example
now,
but
we
were
in
the
meeting
yesterday
were
the
elision
between
some
words
and
some
phrases
were
they.
Actually,
the
same
word
can
mean
completely
different.
B
Things
in
different
settings
means
that
the
precision
of
which
she
said
these
words
becomes
important,
so
I
think
the
skill
that's
being
used
here
and
that's
why
I
think
maternity
services
is
easy.
You
can
say
that
babies
will
be
involved
in
every
maternity,
but
there's
other
words
that
we
know
just
to
go
back
to
some
of
the
things
where
we
know
maternity
services.
B
Don't
work
that
you'd
want
snow
as
well,
probably
so
I
think
the
skill
of
this
is
building
on
this
base
skill
about
what
are
the
questions
you
need
to
interrogate
this
to
begin
to
convert
what
is
just
a
bunch
of
tax,
basically
into
intelligence.
So
I
think
the
point
that
this
is
exciting.
It's
absolutely
well
done
and
the
organizations
that
are
using
this.
The
skill
comes
in
now.
You
construct
the
questions
you
ask
to
be
searched,
and
then
that
gives
you
the
data,
so
this
will
never
replace
the
experts
as
a
mental
health
expert.
B
This
is
a
question
I'd
like
to
ask.
You
needs
that
combination,
I,
think
of
experts
asking
those
questions
and
up
and
the
machines
that
come
through
I
think
whether
we
do
maternity
services.
You
know
I
think
what's
on
demonstration
here
is
the
skill
and
the
techniques
and
tools
that
are
available
to
allow
us
to
actually
get
a
richer
understand.
I
think
connect
the
early
conversation.
We're
having
about
how
do
we
take
subjective
truth
and
begin
to
combine
that,
with
the
statistical
evidence,
quantitative
or
qualitative
and.
I
I
And-
and
you
can
play
back
to
them
the
nature
of
the
things
they're
saying
and
how
that
relates
to
our
he
doesn't
doesn't
tell
us
what
to
do,
but
it
informs
us
about
what
to
do
and
then
the
loop
needs
to
go
back
to
them,
which
says
because
you've
told
us
this.
We
came
to
this
because
trying
to
keep
a
thousand.
B
O
O
So
what
we
are
trying
to
do
with
this
is
to
enable
staff
to
work
better
across
sector
and
to
really
understand
what's
going
on
in
their
local
area.
So
this
is
a
visualization
example
of
something
we're
trying
to
develop
to
help
write
across
that
to
work
in,
and
it's
come
through
the
better
cross
sector
and
working
group.
O
Then
it's
really
about
how
do
we
make
information
that
we
have
Indian
CQC
around
the
different
providers
within
a
location
really
accessible
to
and
to
everyone
who
needs
to
have
that
information
and
and
I'm
really
excited
about
this,
because
I
think
this
potentially
could
be
a
really
important
way
of
creating
the
bottom
up
cross
sector
connections
that
we
want
to
generate
amongst
our
inspectors.
You
know
we
will
talk
about.
O
You
need
to
get
out
there
and
find
out
what's
going
on
in
your
area,
but
it's
very
hard
when
people
have
got
day,
jobs
and
they're
really
really
busy.
Actually
there's
some
really
simple
information
here
that
people
get
access
for
themselves
and
create
a
pull
off
that
rather
than
sort
that
push
which
is
perhaps
where
we
have
been
so
I'll
just
show
you
some
examples
of
this.
O
O
We
start
with
the
first
on
side
what
slide
to
be
on
twelve,
and
this
is
just
the
first
view
that
you
would
see
when
you
log
into
this.
So
this
is
the
map
of
all
of
the
services
that
we
regulate
across
the
country
and
where
they
have
a
ratings.
They
are
flagged
and
color-coded
on
this
map.
So
then,
you
can
basically
drill
into
different
areas
that
you're
interested
in.
O
So
if
you
move
onto
the
next
slide,
you
can
see
what
that
might
look
like,
so
you
can
either
drill
down
from
that
high
level
map
view
or
you
can
do
a
specific
search
on
a
provider
or
postcode
or
whatever.
Whatever
information
it
is.
You
want
to
search
on
to
find
the
location
that
you're
looking
for?
O
You
can
filter
it
based
on
different
types
of
layers,
so
you
can
just
look
at
adult
social
care.
You
can
look
at
EMS,
for
instance,
you
could
look
by
and
you
can
have
different
views
of
the
the
boundaries.
So
you
can
have
a
view
around
local
authority
boundaries,
you
have
your
own
CCG
boundaries,
etc,
and
when
you
click
on
a
location,
then
you
get
this
pop-up
box,
which
basically
gives
you
some
information
around
that
location
so
and
they
will
take
you
through
to
the
CQC
webpage
or
the
information
we
hold
there.
O
O
Look
after
you
can
basically
kick
in
to
see
who
the
who
the
relationship
manager
is
who
the
inspector
is
for
particular
GP
practices
that
you're
interested
in,
for
instance,
give
me
their
contact
details
and
you
can
mostly
get
in
touch
with
them,
have
a
conversation
about
what
might
be
going
on
there.
That
might
be
impacting
the
services,
not
local
area,
and
then
it
will
also
help
you
link
through
to
other
locations
that
particular
provider
runs
as
well.
O
O
This
was
presented
to
the
pit
board
a
couple
of
weeks
ago.
I,
think
some
of
the
comments
were
a
leap
of
imagination
and
a
methodological
game-changer,
so
I
think
some
of
the
the
people
who
are
starting
to
see
this
getting
really
really
excited
about
what
it
can
do
and
really
there
isn't
new
information
here.
H
And
well
I
think
it's
fantastic
and
one
of
the
I
mean
I
think
it's
right
that
the
potential
is
enormous
of
this,
so
if
I
understood
correctly
you're,
starting
now
with
the
potential
to
show-
let's
say
all
the
services
within
the
area
of
a
particular
CCG
and
how
they're,
how
they're
doing
so
that
could
that's
available.
It's
kind
of
thing
that
we've
talked
about
even
this
morning.
H
So
you
take
maternity,
says
you'd
want
to
know
about
your
maternity,
you
towards
know
about
your
health
visitors.
You
know
I
want
to
know
about
your
GP,
and
all
of
that
would
be
part
of
the
how
you
picture
your
care.
You
want
to
take
diabetes,
you'd
want
to
know
about
whether
the
in
the
community
district
nurse
or
the
community
diabetes
service,
but
the
podiatrist
and
all
the
other
people
who
might
be
involved
that
the
the
ability
to
pick
up,
but
the
pathway
of
your
care,
for
your
specific
condition
through
this
kind
of
model
is
fantastic.
H
G
G
I
know
just
support
what
Luis
is
saying:
I
mean
a
public
facing
version
of
this
would
be
really
very
exciting
and
I
think
it
would
be
highly
appreciated
by
the
public.
I
think
have
difficulty
accessing
our
reports
through
our
current
website.
But
you
know:
access
through
this
graphical
interface
based
on
geographical
areas.
I
think
would
be
very
interesting,
but
for
us
internally
be
very
interesting.
Okay,
I
think
one
of
the
key
things
this
is
going
to
be
important
about
this
is
its
accessibility.
I
mean
we.
E
G
So
can
we
just
think
about
how
easily
people
have
access
it?
Because
if
you
can
access
it
from
any
PC
attached
the
internet,
that
would
make
a
big
difference
both
to
the
public,
but
also
to
ourself,
as
well,
rather
than
through
some
networks
protocol.
That
makes
it
much
more
difficult
to
access
yeah.
O
O
I
O
I
O
I
O
D
O
Yeah
I
think
the
approach
with
all
of
our
products
going
forward
is
that
we're
really
involved
the
users.
The
end-users
are
in
the
development
of
those.
So
as
we
as
we
go
forward
to
creating
potential
public
version,
this
would
absolutely
need
to
involve
the
right
user
groups
to
make
sure
we
were
making
it
as
accessible
as
possible.
In
that
way,
I
don't.
F
Ask
you
some
of
this
stuff
is
really
good
suitable
for
making
into
apps,
and
obviously
that's
probably
not
our
remit.
But
how
are
we
and
we
once
we've
got
it?
Are
we
thinking
about
engaging
wider
with
app
developers
to
actually
being
able
to
get
this
information
out
there
into
a
really
user
friendly
way,
which
is
without
without
having
to
do
it
that
really
sort
of
engage
in
that
space?
Yeah.
O
I
mean
it's
not
something:
we've
actively
been
sort
of
pursuing
at
this
point,
I
think
and
we've
had
a
lot
of
conversation.
So
there's
a
relatively
new
head
of
architecture
within
within
the
digital
team.
There's
new
digital
heads
off
sort
of
coming
coming
through
now
as
part
of
that
restructure,
so
I
think
this
is
all
part
of
how
are
we
making
all
of
our
informations
accessible
as
possible
in
the
future?
Absolutely
we
should
be
thinking
about
that.
A
E
A
E
A
If
not
weeks
but
seriously,
I
think
this
is
very,
very
encouraging
and
you've
been
brilliant
over
the
last
year
or
so
since
you've
been
with
us
in
getting
the
foundations
in
place
patiently
for
this
to
happen
so
fat
on
half
the
board.
Thank
you,
but
would
you
also,
you
know,
pass
our
thanks
on
to
your
team,
because
this
is
clearly
a
lot
of
people
doing
some
very
clever
and
potentially
very
very
valuable
stuff
soon.
Thank
you.
Thank.
A
A
The
the
this
some
the
this
this
award,
what
the
citation
says,
because
if
I
try
and
paraphrase
it
I
will
just
not
do
it
justice.
So
forgive
me
if
I
just
read
this
out
so
so
Richard
works
in
the
information
sharing
team
that
deals
with
all
of
the
hardcopy
information
that
is
sent
to
NCSC,
and
this
includes
a
the
1900
notifications.
Each
day,
local
authority
concerns
outcomes,
meeting
minutes
and
so
on,
which,
for
another
sort
of
200
days,
you've
got
you
get
picture
of
her
a
large.
A
A
So
you
get
you
get
a
picture
that
Richards
suggestion
based
on
his.
You
know
knowledge
of
what
he
was
doing
day
to
day.
As
now
come
up
with
a
recommendation
for
improvement
that
has
had
phenomenal
impact,
so
I
just
really
create
I'm
sure
it
will
join
with
me
in
the
congratulating
Richard.
I
should
also
say
one
of
the
other
great
advances
being
chairman
is
from
time
to
time,
I
get
to
be
Kirstie's,
sidekick
or
bad
carrier,
or
anything
else.
E
B
A
B
A
B
A
No
doubt
even
at
this
minute
she
issued
she
were
watching.
The
live.
All
is
not
live,
but
should
be
watching
the
board
and
as
it
goes
out,
and
so
very
many
congratulations
thanks
for
the
update
good
any
other
business
from
from
from
anybody,
so
I
I
said
we
were
not
gonna
have
time
for
questions
from
the
public,
but
if,
if
there
is
anything
real
motivated
by
anything,
but
if
anybody
want
to
raise
anything,
we
have
time
for
David.
One
question.
N
David,
oh
god,
neighbor
cares
from
john's
wood
and
made
veil.
We
are
of
a
friendly
organization
in
North
London.
We
were
having
a
meeting
in
April
and
one
of
our
offenders
reported
that
the
person
who's
offending
was
going
into
a
home
in
what
used
to
be
the
Triborough
area.
It
was
a
home
infant
which
I'd
visited
an
interview
visit
for
HealthWatch
a
long
time
ago.
I
hadn't
been
very
happy
with
it,
and
none
of
us
had
in
fact,
I've
been
very
happy
with
it.
N
Staff
and
I
passed
this
on
to
the
boyfriend
who
passed
it
on
to
the
person's
son
and,
as
a
result
of
this,
the
the
person
is
not
going
into
that
home
at
all
she's
staying
in
a
place
she
likes
where
she's
receiving
respite
care,
but
they
also
have
a
long
stay
facility
and
she's
ever
really
so
far
anyway,
about
it's
very
happy
about
this
and
I'm
telling
you
the
story
for
two
reasons.
First
of
all,
I
would
like
to
thank
the
CQC
for
two
reasons.
N
First
of
all
for
putting
this
on
the
website,
putting
it
into
the
report
and
being
transparent
about
it,
because
in
the
past
it
might,
they
might
just
have
said
that
we
heard
had
concerns
and
that
wouldn't
really
have
been
enough,
and,
secondly,
the
CQC
went
in.
This
was
one
of
the
six
percent
of
whistleblowing
reports
that
actually
brings
forward
planned
action
and
they
went
in
at
6:20
in
the
morning
and
now
discovered
they
didn't
discover
anything
they
discovered
everything
was
well
nonetheless,
I
didn't
entirely
trust
that
nor
did
the
son
nor
anybody
else.
We
thought.
N
Probably
the
whistleblower
was
telling
the
truth,
and
that's
why
we
had
the
outcome.
We
did
so
I'd
like
to
say
that
that's
one
thing
I'd
like
to
thank
the
CQC
for
for
that,
but
also
I
think.
The
fact
that
you
didn't
find
it
when
you
went
in
I
think
does
highlight
the
thing
which
I
keep
saying
and
I
have
the
same
worry
about
saying
the
same
thing:
Weiss's
Lewis's
is
that.
N
What
goes
on
that
if
those
cameras
have
been
there
and
if
CQC
had
known
that
those
cameras
were
there,
you
would
probably
not
have
had
to
go
there
at
6:20
in
the
morning
at
all.
You
could
just
have
had
a
look
and
seen
if
this
was
general
practice
or
not
so
I'm
I
keep
saying
the
same
thing:
I'm
just
hoping
that
somewhere,
you
will
think
of
other
ways
than
inspection
to
find
out
the
truth
about
what
is
going
on
in
these
places.
So
it's
a
bit
of
a
mixed
bag.
So.
A
I
think
I
think
thank
you.
David
I
mean
III,
think
a
lot
of
what
you
said
plays
in
really
well
to
the
conversation
that
we've
just
had
with
Helen
and
comments
that
various
ball
colleagues
have
made
about
the
importance
of
not
only
getting
intelligence
but
making
that
as
available
as
possible
to
the
public.
So
I
think
that's
that's
great,
and
on
your
your
your
point
about
cameras
and
other
other
devices,
we've
already
said
we're
having
a
report
back
in
the
July
board,
so
noted
and
we'll
see
where
that
takes
us.