Over the past 5-10 years, there have been many services developing, with growing confidence, as a PIE. In the 'build back better' spirit of 2021, some are now looking to how the same PIE approach or 'philosophy' might pervade ( be 'embedded') across the whole organisation - from Top to Toe, as we have put it, in the current community of practice forums.

One question we in the Pizazz team would like to ask is: can we help? How suitable - if at all - is the Pizazz, to operate at committee or SMT level? Or is there more work we might need to do, to make it suitable?

The five stage cycle of the Pizazz structure should - in principle - hold good, at committee, SMT and Board level. That is:

1. How do we think we are doing, as a PIE at SMT/Board level? - What's our initial 'assessment'?
2. Why do we say that? - What's the 'evidence'?
3. What holds us back, what could take us forward? - What's the 'diagnosis'?
4. What can we do about these? - What's our action plan?
5. How does this look to someone else (that we trust to share it with)? - What does peer review tell us?

The PIEs 2 framework was intended to by customisable. So there may well need to be some modifications - customisations - of the framework, to suit this new level of application. IT may be simply a shift in the language; or it may need to be more radical. But let's look at what initial translation we might start with.

Psychological/emotional awareness: Are out meetings just about managerial and governance issues? Do we need to be more open as people? How important are constructive relationships between us all?

Training and support: Is there training and support for committee members? Do we make enough time and room for....?

Learning and Enquiry: How genuinely reflective are we? Do we create a culture of enquiry about issues we must address, rather than a culture of adherence or blame? (This is surely the heart of what good governance should be about!)

Spaces of opportunity: Not so clear what this might mean at committee level!

The Three Rs:  This s where the boundaries between governance and management can easily be problematic.