to reach for to show you and your colleagues how you might address this problem, is that right? yes. colleagues how you might address this problem, is that right? yes, it is. and i this problem, is that right? yes, it is. and i think this problem, is that right? yes, it is. and | think it this problem, is that right? yes, it is. and i think it is this problem, is that right? yes, it is. and i think it is probably - is. and i think it is probably accurate is. and i think it is probably accurate to say there were times in this period accurate to say there were times in this period when it felt like working this period when it felt like working or living in a dystopian nightmare where when one thing had happened nightmare where when one thing had happened the next terrible things about happened the next terrible things about to happened the next terrible things about to happen and the prime minister about to happen and the prime minister being so gravely ill it
a good understanding of the impact on the nhs capacity. what i had a good instinct for was seeing what was happening elsewhere in the world and knowing having had a number of conversations with mr sweeney about the legislation that might be needed, the worst case scenario which worryingly was looking like something that might actually happen, but a worst case scenario, we hadn t done any of the planning, how people will get fed if they have to stay at home, what will happen to schools if people have to stay at home and it is those, you might expect my policy background as a domestic civil servants that is probably where my mind went to more than else. i probably still at that point fervently hoped that the planning we would have to do for that extreme scenario wasn t in fact going to be needed, but i really knew we had to get that extreme scenario actually worked up. we have heard ou scenario actually worked up. we have heard you describe scenario actually worked up. we hav