 First of all, can you hear me when I'm coming through? Now this is a big privilege for me actually because I'm completely underestimated for how long this organisation has been going for. Now it's easy to do this, I'm feeling really humble to be actually clearly looking at something that people have spoken. What I'm going to attempt to do today is really share a little bit of stories, a little bit of a challenge, and it's going to be general to say how can we collectively help any situation actually for individuals that are collecting individuals to realise their potential. Now that's a sort of general thing, I can actually see a few mentors in the audience actually, so I think there's a few kind of faces that might be solid stuff that we're talking about. But what I'm actually going to do is I'll be looking a little bit more to you individually because I think it's not just about what I do in my job, I think it's more of a society comment because what I said that you can see is a lot of fragmentation, a lot of pulling apart, a lot of those that have and those that don't, and actually a lot of chat that keeps driving apart rather than bringing it together. So what I'm keen to do today is share a little bit about what's my job and that's not really going to be interesting to you because I won't have learned along the way because what I definitely wanted to share without a shadow of a doubt is I'm a world-class failure. I'm absolutely not going to stand here to say, oh it's a beautiful track record and everything has gone fabulously. I've got slides to say that, but I don't want to spend time on that, I want to spend time on actually what doesn't work because that, maybe it's because I'm blasphedian of Scottish, I don't know, but that's what I've learned the most and that's what I'm trying to gather up as I go. So I'll give you a bit of the flowery version of my so-called track record, and you'll have to be seeing some of this. So I'm blasphedian, I'll go very quickly through it, so apologise, I've got a lot of data to go quickly through it. Glasphedian went to Africa University actually, out of it, wanted to be a business person, first job, I went 13th employer, I think, in school, right, and I had an idea. And I had an idea, it was a very naive idea, I just kept at it, and eventually that idea really worked for that organisation. And that organisation then went more white. Sounds ridiculous, but that's just perfect if we want to have it. It sold two years ago for $250 million, with exactly the same technology that we started. I thought that was in the kitchen. So, things can happen, and that did happen, I gave you a wee bit of financial choice. Sadly, I wasn't participating in the $250 million, but it was sold way back, and I then started working with other investors who thought that they could back me to do the same thing again, but I've already done that, I didn't want to do the same thing again. So I started working with them. Sadly, these invested private equities of you may or may not know it, so they can be right on the edge of trying to make money. So I worked with them, and the occasion was not working with the devil, but it was fabulous fun. But they would make investments, and some of them would work. That's really tough to me, because I've got a wee bit of a reputation of being able to sort stuff out. Because I enjoyed it actually, there was obviously a lot of pleasure in doing things, and again, some of it was a glass-wrenching trade, when people said it can't be done, or it's really broken, that's really motivated me, to get quite deep into my creative designs. So there are a few of those, ones that you'll know, ones that you wouldn't know, from Paul's latest fashion, right through sports nutrition, and jet battle stations, right to small stuff, built up a reputation. At the same time, I was recycling a bit of ill-gotten gains into a foundation, and it was up here, but it was really not highly lived in London. So I went back and came up here, I worked through time in Glasgow, when I was up here, I worked through time in London, but now I'm actually working through time in Glasgow, where I live in London. How stupid am I in terms of travel address? So that was going swimmingly along. So that's the sort of image of it. It's quite a number of cases. They all succeeded. That's a public perception. But if I bring you now the reality of it, the reality of connected, broken situations, it's not about numbers. It's absolutely not about brands, or in and of objects. It's about individuals. It's about teams of people. And what I learned along the way is that I was going to affect nothing until I really got to understand the teams of people. And I will come back to the transition, the last thing on my slide, of the transition into what is effectively what I'm now doing, and it was a business I was asked to sort out, a little touch on it later. It's quite a dramatic experience for me, because I was clear on this. Children's homes, 90 of them in total, five schools on the foster agency, and that's when I made the transition to effectively the thought sector. Also, when we're talking about private, public and thought sector, what we're going to bring out is a huge amount of common denominators, a huge amount of things that are consistent. So that's the public, but the reality is there's always one step of failure. Always one step of it. And the best way I've got to share, to share at each point, is sitting in a subvoial term, nominated as a long Scottish boy, and with the great and the good on awards for best turnaround of the year and all this chemistry. I was up for two of the four, but we had no idea. Absolutely no idea. But at the same time as sitting in a subholy, my phone is gone off I don't know. It's something I signed up to do when I committed my name to it and that meant you would go in as a boss or you would go in as then. You'd sign the form so that the exos would be able to take responsibility, take financial responsibility. So I'm sitting there having far too much to drink because it clearly was an enjoyable occasion and I think it was great. And the four has been off telling me the organisation I've just committed to do has found a problem. Much better problem than I anticipated. Her colour was I and this was terminal potential when this was literally at 7, 8, 9, 10 o'clock at night. Now you can imagine what happened. I got two of the four awards but having had too much to drink with the knowledge that this is about to go spectacular wrong, sitting beside me was a table of journalists. So in my head I'm going to be Yugi to turn around professionally the year and then trash the next day because unfortunately this happening was oil and gas but it was software that was running a lot of oil and gas production. I'm sure we might have shut the industry down but we might have just missed the heartbeat for about 20 seconds or maybe 20 minutes. That's the reality of what we do as students. Whatever you read is not true but it is a big point I try to make to young people that actually don't live too long. You don't live the virtual version of yourself with what the real is because it keeps pulling apart. So where did I learn? Six or seven points is a pick out of where did I learn this means about sustaining change? First thing, and there's no question not all talent reaches opportunity. Now this is my private sector experience so far and we'll come back to what I'm sitting and more for working with young people. Now it might have stayed in the obvious but as you said if you don't like equaling yourselves of I had a judgment when I went to an organisation that it was failing. I had a judgment that my young person was failing to say it must be something to do with them. But for what to do with organisations? What I found to my cost because when you first go in to be the turnaround person you're encouraged and incentivised and motivated to take people out to take costs out to change them because these mistakes are made of judging something before you're actually going to get to know it. Now you can't spend ages getting to know it but you've got to get to know it because there's no question the very best turnaround I've been involved in and ultimately transformations have actually been in the main with exactly the same people that got into the situation in the first place exactly the same. Some of the dynamics were slightly different. So again that's how real true it is but I think we should all maybe reflect on this. I'm fighting my unconscious bias I'm fighting my judgement because it's just wrong. It's been wrong on so many occasions. I'm going to definitely test your imagination here just to emphasise the point because I am there for those who want to have a look. Now I'm giving an example of not all talent in Scotland. No I'm not the ginger person that might grow into a satch. I'm just on a report play chat in the front row. Now my original aspiration was actually to be football but I'm not making the point of I should have made it, I should have made this but what I did learn at an early age was much better players than me. Much better than it didn't. It didn't make it. It didn't get there. I got there because that's kind for those who don't know that was one of the original plans of the teams. I did get my £30 a week cost I was in university playing football so just for those who can't sport me. The other age by that. So not all talent reflect on it. This is important for me that I do hope you can come with me individually I'm looking and speaking to everybody individually. So not all talent reaches potential. Another key lesson for me is we get exactly what we value. Now when I say value I actually mean values in a principal sense as well as values in a monetary sense. And this is a real risk that we face as a country as organisations and individuals because I'm going to tell you from experience the way it works. The five I've used the banking sector just as an example. The five we know what's happened to the banking sector was a disaster, absolutely disaster. Huge sums of money been taken out of it in cents and all this stuff and all this stuff. But when you think of slightly different lines through which we look at it that actually there was really good people in these lines that were as committed as committed to customer service and helping people out to doing the right thing and living by the DNA of which they had been established absolute committed people were questioned. Because what if I think that all the values the principal is on the table they would all be there. We want to have a livelihood we want to support companies we want to actually do the right thing we want to help we want to distribute capital to the right people and make sure we get a return for it for our shareholders. But we are all out, we will all be there. Every organisation I've ever been into we are always there. The difference is life doesn't work like that. Life works if you rank them. We always rank them. What's the most important one to what's the least important one. But it's what is true and it's what a culture becomes and what happened in the banks is unfortunately the one that went to the top is make money. Individually make money. It didn't mean that the rest didn't exist it just meant that they became second, third, fourth, fifth eighth rates of subject. For giving another example of how dangerous this actually is I could use any sector, I could use education see what actually really focused absolutely on attainment attainment only, this, this, this and drive that, drive the stats drive the statistics, drive that you then get behaviour reflected because you get exactly what you value. So again a quick cautionary thing for me was we need to just keep sense checking it. I went to what with private equity and it was amazing, absolutely amazing because we would have huge sums of money and this is so ridiculous. I was actually from being honest I was absolutely motivated by what we did by making a buck of it because what happened is they were incentivised to stand. It didn't mean that they didn't want to get out of the tongue, they wanted to get out of the tongue but the whole culture then became invested because capital was no point sitting in a bank and we need to get out doing some work but then we placed incentives about spending money not actually taking the right decisions. Now again, it wasn't wrong when somebody was thinking about how did we move the money out that the execution of it was breathtaking because they were incentivised to spend who cares if I get it back who cares if I get it out of the tongue on it and that's exactly the same thing with the so-called subprime mortgages. Just get it out, chuck it out and I'll get my bonus on that. Now as I said it really worked for me because they made so many bad investments after then piling it in the back to try and sort them all out and then what we value is really really really important it's really important you have a voice much much more than I think perhaps you think in the visually but really really good people that need to speak out speak to these types of things to make sure whatever we value we value the most important things which again I'll bring back to the theme is making sure everybody has the opportunity to realise a potential despite circumstances because right now they don't and right now the direction of travel is probably further apart as I'm showing you a little bit I'm going to the time if you want to leave now you can get 815 you have to go now Other stuff I've learned along the way and I'm nowhere near my slide after a bit I'll just leave that out but I'll have to is a whole concept of failure which is a completely different setup a completely different things that we should do because we say one thing and we mean another we all say we accept failure because it's the best place to learn but we don't we don't tolerate failure soon as you fail you've got bad judgement attached to you and by the way our judgement does not go and that's why I've known really good people and why I do who genuinely were better than me but they just dropped a ball was it there for no chance it was like my survival tell situation we managed to save that organisation so I managed to stay at the press and it took 4 years to sort that organisation out and finally it did come back but by a matter of a couple of days if you had been completely diverse I wouldn't have been standing here today talking to you because that judgement would have attached to me and I would not have been able to get rid of it so again concept of failure is a really really important one as we were a good subject of contradictions here as I was talking about so failure for that failure for me is actually the only failure you give up if you think about it the only failure you give up so the only failure you give up really is time again that's another QS I'm not really driving too much of it because you can use your A's the next two that I've learned about is actually individually you can start something so when I say I can start and then states I made in the first 5 or 6 organisation that I got involved in probably nearly cost me a breakdown actually because it was about me I said I'm going to do this I'm going to drive that I'm going to do it by strength of will and personality and again that would be ego speeding but that's the way that you're set up for that to drive it forward absolute disaster absolute disaster cannot and does not work it has to be about the collective as soon as you realise that you completely come out of your head because you know you can start something or you can sustain nothing it is then about the weed as soon as you start to think about the weed you start to think about the team you start to think about the collective you start to think about how can I understand what needs to be done and that's why other things in freeze with me every single phase in freeze when I get an organisation you have to first look at what's the state of it how can I then go together a plan that might make a slightly better version of its future so I need a plan, I need to bring it back to the present I need to then look at the steps in between the two and make sure that the collective understands that again you'd be amazed at how many people do not have the three things together serious investment I would even say politicians country major major people have no idea actually what the vision for something is what is the plan for it but just in the present now if you sit in the present nothing changes because I've got no idea when I'm going now anyway we'll get Brexit right now so it is a bit of a theoretical challenge we don't know why anyway what's going to happen until it's very possible but the Halloween or Halloween if you don't dress up for that occasion and just see what the person in bed goes with I shouldn't do that actually but the rest of you would just forget it's very possible again amazing, I've sat with some serious people and talked about what do you want this to be to have a lack of any kind of real plan vision for it many of the gaps you get people who have got any fairy ideas but absolutely nothing of what was actually going on and again that's another way you can interpret the disconnect between policy and practice yeah yeah yeah it should be this that the reality is so far apart and then the build between is a tough part because that's when we've got to start doing stuff start changing stuff start pushing it forward and again you can get preoccupied with the process so we think about each bit has got a bias all we need to do is keep them together because they need to be together they need to be like a family when one's missing the rest are traumatised they've got to be parallelly together we need to think about this in a whole discourse of public affairs of public sector channel they always need to be together never separate I once forced my teeth to but I haven't dialed up to come with me I've got a tarnus by but come with me in the future how's it going to look how's it going to look in the future come out in the moment because the process of coming out in the moment becomes a little bit less of an online issue come out in the moment into the future how's it going to look okay let's go back into the present what's the steps in between the two they need to be joined together you'll be amazed that's so simple to see because I'm amazed at how many people don't have that in mind not what key thing that I've learned that is private sector another key thing is we are magnificent magnificent of the bed and stuff before it's ever come to fruition before it's ever actually had an impact but magnificent after that I will explain later on how that is against we give nothing the true amount of time required the change in organisation at best for me my average is just under five years at best some seven, eight, nine, ten I think that decade is about something to really affect the change that can take something from failure to success on the tomorrow's page over these ten years so we might say we're a political cycle we might say the ball of the cycles we work to let's say being a third sector cycle what's funding do we give to them we go do stuff well it certainly isn't five years it's more about one or two or three and then I'll keep you on a very very tight line it's not going to change nothing's going to happen so again for me consistency is absolutely key that's why if I bring it back to NCR pathways then we just say it's the same thing time and time again and keep it as simple as possible and see it through what our cycle is and don't care what our politics are not interested it's just about those young people being defined by their talent and their circumstances so that was a private sector but and again I'm conscious of time I'll quickly take you into the one that really defines what I'm doing at the moment but hopefully we'll see continuity it was, care and organisation should never be my business as a separate point we could debate with you but it was failing, half a million pounds a month it was losing and there was a lot of issues if you can imagine 80 to 18 year olds but really the 16 to 18 one off secure so if we had views through a capital A a small A was resident in our organisation opening as a business person traumatised and this is another observation about our systems what I found as I went through to help sort things out and get the team motivated we eventually got an organisation that was very effective it was very effective according to the adults so according to the adults it worked, great off-step ratings going which based on something in Scotland financial performance went from half a million a month to 300,000 sub-clubs that we invested back in so great financially great quality operationally and actually I can colourate the better it became that was it was for the young people you couldn't make myself actually if you think about it logically you go how on earth could that happen the facilities were better it was the staff that were more motivated we'd done all the things but the system didn't allow it because what happened is we would get a really broken people and we'd help to sort them out we'd help them get back engaged in something back engaged actually in education in this case because what I found through trying everything and failing spectacularly at it the only thing that shifted the dial was an education that had come only thing only thing that's what it's about it's an education economy because it dictates a job choice and that dictates a life chance that's what it's nothing more or nothing less that's what it is but when you have that equation working that benefit you then flow and accrue in terms of young people's belief and confidence in what they are doing and just comes through gushes out as a subsidiary point to that but what would happen is we would get on being engaged and the system would say move them to all the work of absorption because that's the value the value we had at the top of the list if I leave them all out and talk to the social workers it would be they've got to be the right thing to be an impression they've got to flourish they've got to animal leave them but the system then had what's the most important one mic so what's important one is I need to save I need to procure the straight best value in theory that's a great thing to say in practice I've never seen a tender that reflects anything that's relevant to human being nothing zero just been through one couldn't make it up you really couldn't make it up but that's what we then get is a system of contradictions but why isn't really good people in those systems fabulous people in those systems but it drives behaviours so I'm not possessed by this and so if you're using a dark one which you're like absolutely driven by this so how in earth can you get that you really want to be with me how in earth can you get such an adult view of life that actually is counter to the other person so the rest I guess in terms of track record I wouldn't move on a lot more quickly is we started at Johnny it's been through years so it's been a 5 minute job it's been through years and as I said I can tell you what doesn't work and I can tell you thousands I think said don't work but now I think I can tell you what does work and I think I can share with you what I think applies not just to what we do but applies to any other system because I think we are arriving at a formula and I won't share this but through debate and discussion a formula I think that can transform the public sector how we really do because we're seeing it in the early days but we're seeing it so what is it how can we then bridge a bit of effective practice because we've gone from one school rejection to one school to five schools to ten most importantly now we're right up at support in and we'll be tweaked with what we know works what we know transforms as I'll share with you so again we're just at that pivoting point and I'm looking at it individually here because you could really contribute to this but we're just at that pivoting point or we can take a very high impact in that practice and making policy it's a very rickety bridge I love that image because that image sums up with medicine and I hope that's not going to be the case but it is, you know, how can we rotate between the two now what I'm going to share with you is the simplicity of MCR pathways in the young people's voice because what I've just talked to systems works here I'm just going to share with you a little bit of actually what is it because it's the most very particularly simple thing that transforms it's called care it's called time it's called listening and it's called something that our young people don't get particularly those that are disadvantaged to no follow-up on their own how does it manifest itself when there really is some number to think about that is what young people get on average a picture of three measures a picture of three measures of staying on so beyond 16, because you know in Scotland you can lead at 16 so there's about 79% of all young people staying on beyond 16 where you ought to get qualifications you really need to be in fifth and sixth year qualifications then and that's just taking one attainment measure national five at least one subject so getting good news 32% of all our young people getting done and again a key one in terms of their cycling is what is a progression after school and we just measure that's a measurement for college, university or employment so you're going to stuff that could sustain but the key one is that, is what our most disadvantaged young people get but in exactly the same school so this is another teaching and I have taken a very very simple way if I have personal problems of which I have a few that's not sure we all do then it affects my ability to concentrate it's another, can't really concentrate it just knows a way in your head so you can't concentrate can I take personal problems and put them inside the young person's mind then put them inside that person's mind how on earth can we expect them to concentrate in class they can't but what happens is that they go meatily they possibly can't so the vast majority that 39 in my experience is overscated I think I'm almost 22 when I strip in and add on those that actually are affected so the vast majority are going they're going without much of any qualifications and they're ending up not going to college, university or employment so completely unsurprising I feel like I know it's just a fact that the education system is linear and it's paced so you have to go at pace and it is, and I thought I would I love the track as the analogy because there is a finishing line and that finishing line is when you are judged and you are judged when you leave school and that judgement attaches to you what did you get and why did you look at it and what judged it so actually if you don't achieve it with the race of the last one that affects a lifetime it's not actually just an effect then at that age affects a lifetime but some young people through good fortune and through resilience themselves might get a chance to run back around the track and a chance later in life to get through that education but education really does dictate job choices and life choices to an amazing extent for our system producers at the moment good news, because that's good news is that we can change it or we can change it to that that's our three year results averaged for the entire pathways no we've not caught up yet we're going to catch up because that's the designer the designer is very straightforward we want an equality of educational outcomes that might seem off the scale and it is if I bring it back to you what actually is the core of this are we teaching? No are we actually giving any education? No now that we've got a lot of life scouts it really is just care injected into the system not outside the system but injected absolutely into the system I'd like them to describe a little bit if there is a one not one by one there wasn't a lot of audio coming back what the young people say there is is just that somebody cares just that somebody spends their time and what we do at each of the schools is I can elaborate on it and then I'll come back to how we can collectively change the system is we have a member of staff in the school that member of staff does three things that member of staff will help and inspire the young people when they come out from primary school which is quite a sensitive time we then deliver teamwork in first and second year good fun stuff, get engaged in the school start to look at what could that best version of you be we then get matched with a mentor in S2 and that mentor is pure and simple we are to listen to each other's handling version no scale required none whatsoever only that you care and that created a week for a year an idea of two is what they underpins handling version that really is partly being a simple payment but also being a culture being a mentor but it's not what the adult thinks a mentor is it's not that you have to have solutions you need to know the education system or you need to actually come up with some idea that's so inspired that it transforms their life it's actually got nothing to do with the mentor in that sense because if you think about 13 or 14 year olds many of you have had a broad 13 or 14 year olds but listening skills themselves tend to get a little bit challenged so wherever you say they might not hear it anyway it's completely counterintuitive it's the ability for them to express how they feel to think that they've got someone this is how they've taken it to think that they've got someone who's coming for them and only them I'm blown away with how simple this is with how effective it is and examples and it's not just odd stories you can see it translates into some big big numbers it's not just odd stories so my mentee has gone from a hopeless unit it's a medical scoop you couldn't make it up you couldn't make it up what did I do what I thought I did was definitely not what she told me she helped no question because I've since gone through what was it because I've done it for years and I can tell you do you know where the moment was that I kept turning up she had no family absolutely no family a stranger so I forget most of it I had nothing absolutely nothing other than a phenomenal amount of time in the zillions to stick out of it studying in a hopeless unit by the way is not something you really want to ask anybody to do she made the choice because it was the most stable place to be couldn't make it up absolutely couldn't make it up we have hundreds of those examples and purely because I gave 50 minutes a week couldn't make it up 50 minutes a week just to be with her and then it did become what moments of no you can because she had doubt she didn't think she could and you go no you absolutely can't so you do then need to do a little bit of how can I really encourage hard to keep focus on that best version of her because she knows you would get and that's what NCR stands for just to share a little bit about that NCR stands for free words it's our values of we want to motivate the young people in the first instance but beyond the motivation does not last beyond the lack does not last in an adult far less a young person and that's what encouraging this and then the result needs never to give up that's our virtual mainstream that's what we are so ready to do is find that motivation whatever it is find that motivation get them thinking about the best version of themselves and then really build up the zones that keep acting and that's the quality no I'm going to finish in about 10 minutes because I'm conscious you're going to give me a hard time how can we then this is a bit of a call out to change the system how can we actually change the system because I think we are at a brilliant point with NCR values that we could potentially really affect the system because that's the only basis I'm going to do it the only basis I'm not going to do it and that's speaking from failure because the very first organisations I went into should have changed them but again if I went really really early when I left it fell back and there was a point in that what is the point in doing something if it's all about you there's no point absolutely no point and that came to me to this day of some of the stuff that I've involved in that I took care of for, I took reward for but it fell back because you are doing it on your strength on the world of personality not on the how can so for me sustaining is what I start off with how can this sustain how can this sustain is all about taking it through as if the system owns it system feels the honour actually owns it is proud of it drives it and drives it way beyond me because then a big test I have to my professional colleagues in previous life is coming to judge our success two years after we've gone because that is really really really difficult that's really really difficult and that then created something that actually has got momentum and I think we've got the opportunity to say it properly so my story of how do you turn the tank up how do you actually then address the public sector well then I with the stories I share the stats and the stories and also to be fair we did bring in I did bring in additional funding and finance do you think that was enough to float the tank up to get it moving to get it done no no even the stories I can share the emotional stuff I can bring I will and I will certainly let go to get a sense of it it's not enough but why is it not enough because of a whole different semi-arthlaet I'm going to spend a huge amount of time on this other than to say you'll recognise some of the things of systems and again best way to describe it something comes up with a new idea what do you need what do you need what do you need the person that imagines it wants to build it so that's one type of person you need the architect then who's going to take those ideas and translate it into something that a builder can then build and clearly defend somebody to operate it that's four distinct types of people in my experience resident round the world doesn't mean you've all got preference I'm sure that you've positioned yourself into a real dry sit and that question I don't think there's any one for it I think a real expert doesn't mean that you can't do two doesn't mean you can't do three doesn't mean you can't build four what happens a system any system not just public sector is that you do the job and you start to go it's done your job so diversity goes and you get a lot of localites and for those operators those operational animals in the room you die for a road work you need a process, you need a road work and what happens is the whole process of change just grinds to a gentle halt in the public sector you then add on a dynamic of politics and perceptions and my goodness see if I've ever do write a book I will never be wet in Scotland ever again because I have brought some fabulous examples despite the stats and the stories despite politics and again I understand and appreciate it because this is human nature there's nothing I actually want to call out to any system let's just accept human nature I accept it so it's accepted and for politicians values go back to exactly I've met them all and finally all out the table again what do they value well they do want to do stuff they do want to change stuff they do want to have an impact all out the table again again let's not like that what's the very top one they have I want to be re-elected okay what behaviour do you think that's going to drive that's going to drive I want to be re-elected so I need to start spinning I need to start perceptions I need to start stuff that thrills policy away from practice again so you've got under the surface under the water this was a killer for me because I thought we've got funding of course that's the stories surely I can get the time to come around no good news is we are and we are because we've been able to not I'll finish just elaborating on a lot of work on this not get rid of human nature because you want it we can't chuck out the system this is the thing where people say radical reform I'm like give it a second what does that mean chuck it out we'll start again it's like no chuck it we want to kill them and do it because that's what we were talking about human nature is not going to go away human nature is there we've got a system of democracy as we want to introduce dictatorships we've got a system of democracy we're going to drive that behaviour we're going to have people that follow these things in different ways that's just the way it is how can we reduce the impact of it is the way in which we're working and there's three things that we see our partners as trying and so that was the sound but it's three things and you can see two of them I've got nothing to do with the radical but clearly the stats and stories are why I do it and that's what we want that's the question it's not enough second thing is what I call part this full partnership and I'm going to call out about partnership here and your philosophical society you'll get this there's no such thing in my experience and I can be short down for this there is no such thing as a permanent partnership no such thing and I'm talking to Coptric because clearly I don't want to undermine any managers but it's no such thing everything has a moment in time and everything has a purpose and unless you call it out because I've seen partners coming together and yes it's all great and all good and it lasts for a period of time and then things start to conflict why do they conflict because there are two different objectives now what we have with Glasgow City Council and what we now have with seven other councils and by December we'll have a 12 is a part this full partnership and the partnership is we're going to give you this we're going to show you how we're going to give it to you I don't want to exist so we're not going to show you how to do it we're going to give you the tools we're going to transfer the knowledge we're going to transfer the skills and then most importantly the confidence to be able to do this and with Glasgow, I'll tell you right now quietly, that's what we've got so Glasgow employ the people in school despite austerity on full-time permanent contracts the answer we have control of the process and the quality and integrity because the key thing is integrity has to be cast without this model to remain because it's the model that works so again this whole partnership is a very, very, very difficult thing to do but with some really good leaders and you need to get a leader so I'm really adored only to give a huge credit is our in Glasgow chief executive she is an SCR mentor she's not doing that for Anglicia she's not doing that for re-election, for re-apportment she's doing that because it's the right thing to do and she's absolutely passionate about this as possible but she knows she's going to get it she really has it the other aspect then is we need to be able to give everybody a benefit not just the young people and again with SCR path we've been able to invest quite a lot of time and effort to look at what's the benefits in the mentor, the mentor's organisation can be sell that heart to organisations and again I'll show data on what we go for today of how we can learn really evidence that the mentor's get off, your organisation's get a lot and actually this is everybody benefits soon as somebody doesn't benefit you know to make it underlined at some point in time because human nature gets in so I guess our system change I'll finish on this just to stimulate a little bit of your thinking my experience today really is summed up by nothing is worth doing unless you can sustain the change nothing is worth doing sustain the change is then about the collective not about the individual what I'm doing now matters really really matters go back to that track our track right now is chucking people off of it with nothing because the track is the track when we do this we can get on close to equality most importantly as I'm seeing because I'll give you another story one of our first nineties four years behind fact I gave an audience to those of them four years behind in his education we had probably thirteen different home moves before we even got to second you can imagine instability addiction issues in the family all sorts of stuff again he shares that and shares these things openly but I'm very correct today he's been to college been to university, got his graduate job was where to be his age and he's back and he's taken his family through our process that's what gives me hope for actually this is not just about one-offs this is a generational shift that we could see if we do it at scale so again do you think can this time for change I think it can with the stats in the stories I'm pretty certain once we get to ten thousand of those young people can make sure it does but the process that we confirm to me has happened by the time I've seen this I've got 125 states but I'm not even at 10 to do with it you've got to get from me that way because people don't know the changes I'll just say I'll come back to any questions that we have