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The structure chart says that you are looking for 14, which would be at the top end of what you require.

Are there diverse backgrounds among the members of the group?

Yes. I understand the delicate aspect of that.

Is there anything in the plans that we have not seen that is going to move the dial in the direction that we are discussing?

I would like to talk a bit more about the strategy that is included in the report. At the beginning of the report, you refer to your top objective. It is quite difficult to read—it might be my age—because it is in black text on a green background. The report states:

“We will operate an effective complaints system”.

It goes on to say a little about what that means, but will you expand on what you see as an effective complaints system? How would you define that?

We have the numbers from the report, and you are right that the report that we are working from is dated. You have been hard at work on that and are making progress.

I have some more questions, but I—

Your bringing your good office and your presence to bear in respect of stakeholder confidence is all good, but—you can correct me if I am wrong here—I reckon that those issues were listed in order of importance to you as the commissioner, and number 1 was “Loss of stakeholder confidence”.

Going beyond that, I take your point that none of us is very backwards in coming forward with our points of view and so on, but it would be terribly useful if there was a regular survey—one that was carried out every two years, say—that brought you data sets on confidence levels that you could measure and plot in an organised way. That is rightly identified as a critical issue for the success of your role and your office, so it is worthy of being measured. Do you have any comment to make on that?

Oh, gosh. I thought that I had read it properly.

Do you mean “visible” as in apparent characteristics?