Thank you, Deputy Presiding Officer. Members will be aware that I published a written statement on 2 February to inform them that I had received a report setting out a road map towards success, resilience and sustainability for the heritage of Wales. I confirmed that I’d considered the recommendations in detail and that I would respond to each in due course. I have now written to Justin Albert, chair of the steering group, to set out my response to the nine recommendations made by the group, and I wanted to share my thinking with you today.

Firstly, I would like to record my thanks to the chair of the group, and to each of the institutions, trade unions, and my officials, for working so constructively together to produce such a measured and well-considered report. I am heartened that the suite of recommendations has been produced with the agreement and consensus of all organisations involved, and I’m excited about the opportunities they will create for the benefit of the sector as a whole when they are delivered.

The nine recommendations fall into two broad themes, which cover the future of Cadw and the establishment of a strategic partnership and its future work programme. The first recommendation proposes a new national institution for Wales, outside of Government. Cadw’s core role is to conserve our national heritage and to make it available for our current and future generations, and it should be immensely proud of its achievements. Cadw is performing exceptionally whilst being in Government, and I want to ensure that success continues. My aim is to allow the organisation as much freedom and flexibility as possible to enable it to fully realise its commercial potential and also build on its impressive improvement to the visitor experience and increase in visitor numbers and membership.

I’m particularly pleased with the progress Cadw is making in attracting new audiences to our heritage, by targeting families and younger people through superb marketing campaigns and through embracing new technology. However, I believe it is timely to assess whether the existing governance arrangements are truly helping Cadw to fulfil its potential, as there could be potential benefits of moving the organisation to a more arm’s-length status. This could enable Cadw to adopt an even more commercially focused approach to support the vital work that needs to be done to continue to maintain and protect the heritage of Wales, as well as provide greater scope for Cadw to work in partnership with other institutions.

That said, I would not, at this stage, want to focus simply on the two options identified in the report. There are other models worthy of consideration, such as an internal realignment or Welsh Government sponsored body, and, as such, I have asked my officials to produce a business case to identify and explore the whole range of options before being narrowed down to a preferred option. It is imperative that we test all options thoroughly against the status quo and ensure that we consider retaining Cadw within Government. There will need to be clear and demonstrable benefits for proposing any change. I hope to be in a position to indicate the Government’s preferred option by 30 September of this year.

As part of the business case, I’m also asking my officials to consider the second recommendation regarding Cadw’s statutory duties. The preferred model for the future of Cadw will dictate how this recommendation is taken forward. Cadw’s statutory duties are fundamental to the conservation of our national heritage. The importance of these functions—along with the provision of advice and guidance to owners of historic assets—should not be diluted by any change to the status of the organisation.

Moving on to the strategic partnership, I am excited by the recommendations for much greater collaboration between our leading heritage institutions and the vision for a strategic partnership as the solution to protect the heritage of Wales when public finances are under severe pressure. I want to see the establishment of this partnership as soon as possible.

The steering group has convinced me that the recommendations highlight a real opportunity to bring a sharper focus and a clearer identity to the commercial work of our national institutions, but that it is right that we test these opportunities and evaluate their impact before exploring whether a formal merger may be effective. Bringing commercial functions closer together will not undermine the independence or the identity of the individual institutions. Rather, it will enable them to build on the strengths of each organisation and share the expertise within each for the benefit of the entire sector.

There are recommendations on collaborative delivery of commercial functions, collaborative delivery of back-office functions, cultural tourism, and development of the Blaenavon world heritage site. These are at the heart of my own vision. We have to find new ways for our heritage and cultural institutions to be ambitious about the role they play in our national life, working together to form a compelling vision of that future.

We also have to increase the number of people using our heritage and cultural institutions and develop novel ways to attract new audiences. By working more closely, and marketing and promoting our cultural and heritage institutions more vigorously and effectively, it will create wider opportunities to open up all of our sites to families and younger people in a way we never have before.

I’m also eager to pursue the recommendation to develop a cultural skills strategy. The skills, passion and expertise of people working in our institutions bring them to life just as much as the cultural assets that they contain. I believe that we need to give greater respect and recognition to them and to offer them greater opportunities to develop their careers in the field. And we need to retain our staff to conserve, protect, and interpret our inheritance for future generations. I want to see this strategy in place by October 2018.

I also want to touch on the fact that many of you have raised in the past, that Cadw and the other national institutions are well known and respected brands, whilst Historic Wales has been a working title for this significant initiative. I agree with the steering group that it should be tested alongside alternatives before any changes are implemented. Whatever the outcome, I want to see a strong brand that represents the sector and enables it to market our world-class cultural assets more effectively, not just to the people of Wales, but to the world.