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Okay. So could we have Kathy Jack Cathy Harrison, Roger Wilson, Mark Taylor, Professor Mark Taylor up on the stage, please. So in this session, we're talking about leadership for ambitious uh implementation. Um And I just want to say a couple of things before I turn to our panel and ask them to talk very concretely about what it is that leaders uh need to do next, even though we may be in circumstances, not of our own choosing to paraphrase Marx, who of course argued that history is made by people who have, who, who, who make it in circumstances, not of their own choosing. This is always the nature of leadership, leadership never happens in circumstances that we choose. So I'm going to ask you to respond to that challenge. What do we do now? Despite the challenging circumstances we find ourselves in. Um but I want to say one really kind of controversial thing so that I will say something so controversial that anything you say will see mild in comparison. So I'm kind of kind of create a space for you. So what I want to say is this um everyone has talked about the lack of resources and there is clearly a big gap in resources. But if we took how much we spend on health and care now in Northern Ireland, and we could start with a blank sheet and we could design the health and care system in the best possible way to maximize prevention integration, collaboration, empowerment, community mobilization. We would be able to create the health and care system of our dreams without any extra money. Now, we can't do that because we have a legacy system in all sorts of ways. We have a legacy system and that legacy system means that we, we have a bucket with holes in the bottom and the holes in the bottom is the legacy. And so we understandably because we have a bucket with holes in the bottom, we are calling for more money to be poured into the top of that bucket and that's what we need, but we have to repair the holes as well as demanding that more is poured into the top. And if we can ultimately repair those holes, we can get to a stage where actually it isn't always the story of the health and care system, we, we need more and more and more. So that is the challenge. It seems to me is to both. Yes, call for what we need now in order to sustain a system in crisis, but also have the determination and the vision to try to create a very different kind of system. And that is the leadership challenge. And that is always it seems to be the leadership challenge coping with what is in this window, which is now urgent, pressing, demanding, but also this window, which is the vision of where we want to get to and how do we solve these problems, these urgent difficult now problems in ways that align with a vision of transformation. So that is the challenge that I'm going to give our brilliant leaders to respond to. I didn't tell them I was going to do that. But you know, um that's a sign of their leadership skills is their capacity to respond on their feet. So Cathy, I'm going to go to you first. Okay. So you're quite right, Matthew, if we could perfectly design it, we wouldn't have designed it the way it is at the moment. And therefore, the challenge is that we have to be even more radical and we have to break it and rebuild it. So I'd like to just talk about past and present and future because I think, you know, we've had two years of COVID and we did things differently in those two years. We were really agile, flexible and we were rapid adopters of new ways of doing things. And I saw the system in northern Ireland worked like never before. So I saw the allocation of ICU beds right across the region. I saw the sensitivity to our oxygen levels on our medical wards. I saw COVID assessment centres rapidly stand up. No, we didn't get it. All right. So there was vulnerable. There were older people and their carers who felt abandoned in the community because we were not agile enough on our focus was too much on secondary care, but actually we need to harness that. Uh and I think your phrases think like a system act like an entrepreneur and actually use our universities are industries and our digital technology where we actually made huge changes in how we deliver healthcare. And you know what the good news is, if we've done it once, we can easily do it again. So I actually think there is really good reasons to be optimistic because in this room, we've already done it and we need to do it again. The second thing is the present. And I think, you know, without anybody in this room would say our workforce needs our attention. Uh And what we've done historically with our workforce needs to be radically different. We need to dare to do things differently. So we don't have the workforce, we need to have just in time training, we need to have a different skill mix and we need to protect our workforce. So we need honest conversations around the risk that they find themselves. Whether it's an overcoat. How did E D whether it's working in children's community where we don't have enough social workers to do the looked after Children of the leaving and aftercare, we are working with inherent risk right across health and social care. And if we can't be honest about it and then ask our professional bodies, the Royal College is the G M C, the NMC Netsch to come in and support our workforce. We're gonna hemorrhage more and more. And actually, we have to let go of some of our dearly held professional beliefs and silos to actually really harness the new way of doing things. And that takes courage. So I think courageous leadership, collaborative, leadership, really, really important and honest conversations. So we, we used utilitarian ethics, you know, so we didn't have 1 to 1 ICU nursing when we staffed the Nightingale are Nightingale had one of the best outcomes in the whole of the UK. But at a point in time, we were down to 124 beds being staffed with an ICU nurse but others with just in time training, that is a huge, that is a huge achievement that we delivered in this little country because we did the things that we needed to do with single common purpose. And then I want to talk about the future because leaders should spend 80% of our time focused on the future. And I have a challenge for people in the room because we have four public inquiries at the moment and there might be another one next week. God alone knows and that takes a lot of leaders, a lot of time to look back. And is that a good use of resource? And should we not be looking forward, should we not be planning? And when we think about the plan and think about the future, we cannot do what we have always done because it's fundamentally broken, the model was broken way back. And what I'd like is to really think about all those strategies and somebody talked about a strategy or priority thicket. A strategy is a document that will sit in a shelf and gather dust like so many others until it is lived and breathed and implemented and delivered by us in the room. So I'd like to pick a couple of really important things, focus on them. Lose a lot of the rest. Pick about three big things. Is it the aging, older people's population and how we have health and social care system that's fit for them? Is it, is it about mental health because we know that's a huge tsunami and we're not coping and is it about elective care? And how do we actually achieve the access targets for those waiting far too long because that's a safety issue? So why don't we pick a couple of big things and really focus on them and fix them and get the confidence back? Because whenever I walk about, I see people that are trying their utmost but are quite demoralized. I see the public who's lost confidence in us being able to deliver. And I've heard a lot in this conversation and in an icon where people have talked about the absence of politics. But actually, fundamentally, we are the constituents. We own this. We have the largest employer in northern Ireland. We need to fix. This would be lovely if the politics came online and actually supported in this. But I'm not going to wait for the politicians to come and give us a mandate because actually, we know that we have a mandate. We know what must be done and the status quo is unacceptable. So I think we have to tell the narrative. And if we can't tell that narrative, that makes sense to our staff or the public, then we as we as leaders have fundamentally failed. Because let's be honest, the public, our service users are carers, our patient's, they're the same as a political constituents. We should align. There shouldn't be a cigarette paper between the politicians on us because we have a limited resource and we need to do the greater good for public health. So if we can't tell that narrative, then we have fundamentally failed. So I'm going to quote Michelle Obama. She's not Liz. Trust. You'll be glad to know. I was thinking about inspirational woman and she, and she, she actually said your, your success will be determined by your confidence and fortitude. And I actually think the next 12 and 18 months, it is about our, our success will be determined by our confidence and our fortitude. And before we leave this room today, I'd like to be signed up to a mandate for two or three things that will be fundamentally different for next year. That's what I'd like to see at an icon because that's what success will be about. Kathy. Thank you. Okay. The order is two women and two men, but I'm going to break it up. So, Roger, well, why don't we go to you now? Roger Wilson, chief executive arm our City Banbridge and Craigavon Borough Council, Roger. Thank you, Matthew. And uh I suppose what I want to maybe try and do is take a broader view in terms of public sector leadership. But a lot of the points of Kathy was making, we maybe pick up during the course of the discussion because a lot of what you're saying, Cathy certainly resonates with, with me, my organization and certainly the sector itself, Matthew. But so, first of all, thanks very much for the invitation to be here. Uh It's really important that local government is part and parcel of this conversation. Uh When I look at the services that we provide, we don't provide that terribly many on our own. It's about partnership, working, it's about collaboration and listening to the conversation in the room part of yesterday and today, I think one of the things we in local government and maybe ourselves are pretty poor is actually telling our story and telling how much is actually going on listening to the Wigan deal this morning. There's a lot of good stuff happening in Northern Ireland were maybe not completely aware of it. If I look at leadership in the public sector or leadership in general, it's a really tough gig in the public sector at this minute in time. It's a really hard place to be. It's not easy generally, but public sector it is. But we have chosen all of us in the room to work in the public sector for a particular reason. It's because we want to make a difference. We want to add value in people's lives. We want to make, our place is the best that they possibly can be. So it's a conscious choice that we've actually made to work in the particular areas that were in. But also to be those senior public leaders, it's a privilege. It's a privilege to serve our communities, whether that's across the entire province or in our local areas. And one of the things somebody said to me uh a number of years ago. So for those of us who don't enjoy our work or who don't enjoy doing the job or who want, who don't want to make a difference. Well, there's no bars on the windows, there's nothing stopping people from moving on and letting the good people into our organizations. And that for me is key, the work that we're doing the world that we live in. It's all about people. It's the people that were serving and the people that were delivering services to and with. But it's also about the people in our organizations. It's about attracting talent. We're up and running about seven years now. There was the big thing about our pa new councils, big super councils. We're not really that big, particularly whenever we look at the budgets that, that are across the water. But one of the things I was very conscious of was whenever I was putting my team together, it was the whole attitude of the senior staff. And we adopted the, the view that uh they they had within uh the private sector of hire for attitude, fire for attitude, people can develop the skills, the technical skills, the technical abilities. But if you aren't wired the right way to deliver and point in the right direction of where we're going, well, then it's always going to be an uphill struggle in terms of people. It's about relationships, it's about building those partnerships and it's about that servant leadership and being kind, working alongside people. For me, the public sector leadership at the minute, it's really, really hard. As I was saying earlier, I've had to change how I work. It's about not taking second best I can no longer and my team's can no longer because of the scarcity of resources because of the public scrutiny, the demands on us are so much greater and so much more challenging. We can't take second best anymore. We can't be precious about who's delivering the output or the outcome. You know, the saying is success has many fathers, but failure is an orphan. Well, I don't really care in my local community. Whether it's me that delivers something or, or, or organization, whether it's in health, whether it's an education, whoever it's important that we make that particular difference. So let's not be precious about it as a leader, it's about being intentional. It's very easy to go in to work every day and just get into the daily grind. I think where we're going, it's more and more about what are we consciously doing? How are we driving a new agenda? What are the choices that we are making? What are the projects and the pieces of work that, that we're focusing on? I think it's very easy Matthew to, to focus on we're not collaborative, we're not doing a lot of work or we need to do more. I mean, I could list loads of examples, you know, particularly during the pandemic. And I mean, one of the points that Cathy was talking about, you know, our response to the pandemic and how we scaled up, we scaled up really quickly, we worked across government in a really impressive way, but it wasn't sustainable. I don't know about you, but I noticed the really good people stepped forward and were there were there consistently those other people they ran for cover and it's about how you build that sustainability, that pace into our organizations. The collaborative approach, it's not completely contagious in our organizations. I think as a leader, that's what we need to find is how we can make that much stronger. So for me, I remember Matthew hearing you talking about, you know, the the two screens and the strategic and the operational. Again, it's us looking at where are we focusing on? What is it that we need to do and getting that balance just right. The positive for me is Northern Ireland's a really small place. We know people, we have those relationships. It's the power of relationships. If we need to get something done, we usually have somebody's email address or phone number, we can pick that phone up. Yes, there are system failures. We know the politics, we know the budgetary challenges. I don't think it is about money. We have done work across sectors where we've been duplicating effort and whenever we have worked together, we have actually led to savings so it can be done. Matthew and, and the quality of what we can deliver as well. So with the responsibilities on us to try and drive where we're going and not just be passive and then to complain about it, Roger. Thank you. Uh And now to Cathy Harrison, chief Pharmaceutical Officer from Department Health. Uh thanks very much and delighted to be here. And can I just say, congratulations on a fantastic conference to Heather. And I think it's been brilliant and it's totally, um, I think invigorated a lot of everyone I've been speaking to is buzzing, um, um, about everything but, and in my job, um, I work in the Department of Health and I'm the Chief professional officer for Pharmacy. So I'm head of profession, but I'm also privileged to look after medicines policy and legislation. So I have a broader remit, but its head profession, I I lead a pharmacy workforce. It's actually present right across the health service there in our hospital trusts there in all of our general practices and in our community pharmacies. So I am acutely aware of the pressure across our entire system every single day. And I think that um for me in leadership, I don't work on the frontline, but everything I do is to support the front line. And it isn't necessarily about today, although we do, unfortunately, because of our situation in northern and I don't occupy a completely strategic space and sometimes we do have to step in. But generally I like, I mean, my job really is about long term is um and stability and about giving the workforce the confidence that someone is thinking about that and not only thinking about it, doing something about it. So I totally support Cathy's view of the health service priorities for activity within the health service but at a strategic level, we must retain the focus on long term is um so I will be committed to the long term priorities for, for, for the well being of northern Ireland, that pharmacy can impact on through medication safety, through sustainable use of are huge medicines budget, which is now exceeding 600 million lbs a year. And also a huge emphasis for me on our workforce. But one of the other things that I'm passionate about is innovation. And I think within my world, I do and I do, I have created space for innovation because I don't have all the answers and I would never ever expect me or my team would. Uh so I, I need to put my problems out there. So I have we in how I work is I have space for innovation. And I think that's one of the big themes I've picked up on here is there's so many people want to work with us in health. There's so many people have great ideas, innovative ideas, different approaches. And we really need, we really need to um have well deliberately planned for that now as we enter into a very difficult winter and into the next few years. So that, that, that's, that's my, my final point would really be allowing time for that long term thinking. It's good and uh it's important uh that's a big part of leadership and also embracing innovation and working with our partners Thank you. Thank you. Uh And, and Mark Mark Taylor, Press, Mark Taylor, all the director or College of Surgeons. Um I think that um I know you're quick on your feet. So I'm gonna throw a question at you, which is the quite often the debate about health reform, professional interests are seen as a barrier to change. And I think, you know, you don't have to kind of overinterpret what Cathy said, Cathy Jack said too much to see. That's a little bit of her story as well. So in terms of this desire for change to, to repair the bucket as well as pouring water into. So what's your kind of view of how we can mobilize professions as part of change rather than them feeling defensive about change? Um Thank you, Matthew and thank you everybody and I was actually preparing the answer to the previous question. Um But Matthew, I, I think you're very, um I think you've made a very valid point. Um Mr Swan used to say that he didn't fear the professionals, he didn't fear the public, he failure his fellow politicians in the transformation journey. And I used to correct him and say no, I actually think the fear lies with us as the professions. And I think it's fair to say that the professions can play safety cards can play the card of we don't like change because we do it a particular way. Uh And it's very much back to motivating, walking the patch and confirming the reasons for change. And ultimately, and it sounds very corny, putting the patient at the center, the service user at the center. And quite often we fear change. An example if you will allow me is that in Belfast trust. Um We had three emergency surgery units. It took seven very painful years to create a single emergency surgery unit in Belfast. We were all part of the battle. We all did not want change. And yet today we celebrate the most patient centered consultant, driven, consultant, led consultant, acted upon service that we could have had and now we all accepted, but it took seven years to achieve that. So we've always known from Bengo A that we have the National Health Service and the need for a National Transfer Transformation Service in terms of the review of General Surgery, which I can talk about, it has been critical that every time I and my colleagues have looked over our shoulder that are followers are with her are with us. Uh And that has been difficult at times and it's very difficult for the Department of Health. It's very difficult for trust, chief executives at times to challenge the clinician. And unfortunately because we have the longest waiting lists and the United Kingdom because we have primary care on its knees because we have delayed ambulance response times. We as clinicians have to have some very bruising discussion's and I can tell you, Matthew that in the surgical fraternity, we have had those bruising discussion's. And the second example of that is eye surgeons challenged me five years ago and they said, you're wanting us to travel 30 miles to do cataract surgery. And I said, but wouldn't it be joyful if in that theater you got two extra patient's with cataracts operated on? And they said, but that's a waste of my time driving there. And I said, but two extra people would benefit. Um And they said, oh, well, yes, I suppose you're right. The worry was that in that conversation, there was no discussion about what could fill the theater that they would folk it to do the surgery elsewhere that what other specialty would benefit. Because the word we heard in Bengo A was silos. We are still in our silos. Now, my glass is always full. Cathy's glasses actually full. Yes, 70% of its air, but it is full for me. We, yeah, not that Cathy's talking with air, just the glass. And for me, the, we have already had some of those difficult conversations. We have already had the debates and I think we now ought to every single patient to follow that through. And my final point is we talked in Bengal to and delivering together about collective leadership. We talked about compassionate leadership and I have never seen cruelty to the system as I've seen in the past number of years. No, leader is then to do a bad day's work. Everyone is trying to firefight the system and to transform the system at the same time. And maybe some of our media outlets try to find the person to blame. Who is it to blame? We want that person exposed. This lady doesn't come into work any day to do a bad job, but she comes in to do a really difficult job. And I think going forward, we all know what we need to do. We need to engage our community and voluntary sector. Much more. We need to look at um react, not, not reactive but proactiv contribution to health. We need to shift left no matter what I say in my fancy liver surgical unit, we will not achieve an N H going forward if it's all hospital based that has been shown throughout the world. And the final, final part is let's just be kind to each other because this conference has shown one thing. We're actually all in the same changing rooms going out as the same team onto the pitch. Thank you. I don't have my watch. What I was worried. Mm 22. Good. We've got a bit of time. Um So I'm going to do the thing I've done in, in, in, in every session because I think it's useful for the energy of the room is, is I want you to, to reflect on, on what you've heard and talk to the person sitting next to you about it. But I want you to reflect particularly in these terms, you will be resistant to change. Each of you will be in some way resistant to change or you will be part of organizations which you belong to, which are resistant to change in which you don't challenge in resisting change on your behalf. So this issue is just an issue for all human beings. Yeah. And we can talk about the system, but it is for all human beings. I did, I'll just take this to really quickly before you talk about a really formative thing happened to me about 20 years ago. I went to a kind of really slightly weird rather cultish thing that was for two days for people who were doing things in their life that they shouldn't have been doing or weren't doing things in their life they should be doing. So we're all there because I'm not necessary what my thing was, but we're all there because we want to change. And you know, we spent two days being shouted at and not eating and not sleep at all. I wouldn't recommend it. But at the end of it, we all had to do the same thing. We all just come up on the stage just like this in front of the other 150 people. And we all had to say what our story was and what was really interesting was every single person said the same thing everyone said, the reason I am doing X or the reason I'm not doing why is because it's hard being me. And in my view, every organization has the same story. Every organization that knows it could and should change has a story that says, yeah, but it's really hard being, you know, a surgeon, a hospital leader, a local authority leader, you know, working within the department. We've all got those stories and, and we won't achieve change unless we can kind of own it. And then think about how we become an agent to change ourselves. Yeah. So if that sounds price, but it is true and I'll just make a commitment to you when we hold this conference next year and I'll be back if you let me come, we as an icon will be much more about solutions. It's been a great conference, but we'll be bringing solutions to the stage next time as well as so we can be part of it. Isn't that right? Whether this is? Thank you. Um So anyway, I'm going to give you three or four minutes just to talk to person sitting next to you, reflect on what you've heard and then let's have contributions at the end. Yes, in the form of questions, but let's have them also in the form of, well, this is something that I think I could do or something that I can change in my organization or whatever. Let's make, give that kind of feel to the final bit of the day. Thank you very much for um entering into the spirit of this. Uh So let's just get Heather's got the mic, let's just get five or so let's make them fast dynamic contributions. And then I'm gonna bring the panel in and give them one minute each to give us a final saw. Okay. So who's first to say something that's arisen from the conversation they've just had? Yes, thank you, Matthew. Uh We had a brief conversation just about, I suppose all of the changes that they're there. But I think probably both of us have decided that the focus has to be on the community rather than acute. Uh You know, we constantly put up a Q beds to try and manage the crisis when actually we should be saying to people, we need to do this very differently and, and actually, you don't need to be in hospital and at times were making you worse. So I think it's, it's a commitment to that. Very strongly, brilliant, fantastic, really good. Thank you. Uh What we discussed at our table is really some of the points that I think both Cathy's made very well. Uh One is that as a group of senior leaders in this room, you know, we do need to spend more of our time looking forward. We spend too much of our time firefighting and if we all spend all of our time supporting the front line, then we won't be able to help us move forward. And the other point we talked about was really, you know, this has to be within our gift. We have the ownership, we have the commitment. That's absolutely clear. It's been a fantastic event, I think. Um, so within our own organizations and a system leaders, you know, what are we going to do differently? And it's not a little bit of everything. It can't be. I'm absolutely committed to doing two or three things and trying to sort them out, trying to make them better and trying to get that public messaging and public confidence back. So going back in for us, it's thinking about, you know, let's take brave decisions about disinvesting in acute care and reinvesting in social care. Getting are independent sector providers around the table with us, looking at solutions and trying to take away from the silo working between particular areas of our service that and two big messages, the work yesterday from Northumbria in terms of how to really look at elective, reducing variation and re balancing risk, absolute priority and the information from Wigan. Uh I think that is going to be a real game changer. We've got good relationships in Northern Ireland, we do and particularly with local councils. And if we can strengthen those partnerships at the highest level with Department of Communities, Department of Health, permanent secretaries and ministers joining up to look at the way forward and how we can really work with an in partnership with the citizens who live here to make a difference in communities. Because in my view, community planning is not cutting it one bit. Thank you. OK, thank you very much. Uh Two more, one there and one here, three things wiggin, Northumbria Social care over there and like a slalom down there. Hi, I'm one of those endangered species called a GP. Um And I totally agree with Maria and others that we need to move care to where the patient is, but to do that, we need to think about how we do that in that. Um In northern Ireland, we spend more per head of population on, on healthcare than anywhere else in the UK. But yet we are spend 5% in primary care. We're over 90% of, of consultations currently happen and I mean, not just GPS, I mean, all of primary care. So we need to transfer those resources out to primary care so we can deliver the change in primary care. And until we do that, that will never happen. So I think there's something really exciting. They're about what is it primary care could take on in terms of a more diverse workforce, in terms of a more proactive approach to population health, in terms of being a real system player and doing all of that then having more resource to be able to make a real, I think there's a real opportunity for a kind of positive some conversation than I think Nikon would love to work with the G P Feds on, on that. So one minute, no hesitation or repetition or deviation, uh We'll do it in reverse order. Mark. So uh Wiggin, Northumbria, we all mentioned social work, everyone, this isn't rocket science. Um We know what we need to do in Northern Ireland. Many people have said about Bengo. Uh We know why is there um the Northumbria model, I'm very close to. It's part of the review of General Surgery, the separating of emergencies and electives. We have such variability of service in Northern Ireland and we don't have the honest conversation about what is happening in hospitals at the minute because we're protecting our patch and Russian. I might disagree a little bit about senior leaders. Every single person in this room is a leader. We saw it last night, we saw the initiatives last night. They need to just do it and not seek permission. So my final thought is, is do it seek permission later? Great. Thank you. Um, Cathy Harrison. I think marks used up all of the last words for everyone. But uh, you know, I think it's for me, I think it's about we have to believe that we can change. The first of all, we do have to dig in now for a few difficult months, more months over the winter is no doubt about that. Um But we have to believe we can change and we do have to really give some space for some of those that big thinking that needs to happen. Totally support what Francis said about primary care as well. So that's, that's all. Thank you. Thank you. And uh my experience is when we talk about the center, the department in a non differentiated way, it just disguises the fact that the people, wherever people work in the department, the Center, wherever they are change makers. And if they have a proposition, they want to build an alliance for change. That's always my experience. So uh Roger, a couple of things, I was listening to you about, you know, the change when we have gone through our journey, everybody was up for change until it was standing about a meter in front of them. And they realized that it was their their time to go through that particular change. So there's an emotional intelligence piece about understanding our own role and our own responsibility of driving that change. Picking up on the point about thinking to the future and being strategic. There's nothing I would love more than certainly my senior team to be able to do the jobs that they've been employed to do. The upward delegation that takes them away from being strategic and being able to focus on. What are the projects? What are the programs of work that need to be delivered on So that certainly is something that, that we're talking about and it's empowering those people. We heard about that earlier today as well. I have no reason why my 3rd, 4th, 5th tier people shouldn't be able to go on ahead and have the capacity to make the decision. So we're talking about that internally at the minute. You know, they're, they're not needing the permission from me or from our council to go on ahead and do the things in the community. Oh my God, I've got some news for you in a minute. But before that, uh Cathy, okay. So just really closing on the Northumbria on Wiggin and on social care, I'd like to say Northern Ireland is a perfect size and we're an integrated health and social care system and we all know each other. So our relationships are sound. That's the first thing. The second thing is that we, we have a superb workforce and we have a great society over COVID. Really did the right thing and did it well. And we should never underestimate what our society and what our citizen leadership can actually do. And thirdly, I think we need to be intentional disruptors, strategic intent to disrupt the status quo because actually it is unacceptable to continue it. But we need to do that. So that's the three things that I'd like to leave with us. Let's rock the boat, not fall out, but actually change the direction that we're going to because we can't afford for the health and social care system to collapse. We cannot. That's what we need to do. Okay, before I invite you to, to thank brilliant panel and invite Malcolm Michael Michael up to close. I gave you a marks quote before I give you another marks quote. Now, Mark said history repeats itself first time. It's tragedy the second time it's farce.