I think there were two broad questions in the comments made by the Member. The first was about the rapidity of the change that has taken place to date and I think the second was broadly what I'm doing myself. On the three of the 11 'make safe' recommendations that were made, the panel have been really clear about the fact that work is in progress in each of those areas. It is not the case that nothing has happened in any of those, and, actually, if I'd stood up today and said that the cultural change required has taken place, then people in this Chamber and outside it would not believe me and nor should they. I know from my own experience outside of life in this place that, if you're looking to deliver significant cultural change in any workplace, it is not something that happens rapidly and it is not something that happens by demanding that it takes place. You have to bring people with you. And this is difficult. You have to be honest. This is difficult for people—[Interruption.] This is difficult for people working with each other in delivering that cultural change in the way they've worked in the past, and we need to take people with us to make sure the service is not just delivering and saying, 'Look, the right sort of things are happening now', but that that change is embedded and is sustainable. So, I think for me to try to say today that, 'Actually, there's enough progress made in each of those areas and everything is fine' would absolutely not have been the right thing to do.

And the same point—when I met the panel yesterday, they made the point that, on the implementation of protocols, they were clear there was much greater awareness and adherence to all of those protocols, which is one of the real problem issues identified in the royal colleges' report, but they wanted to see that adherence carry on for a longer period of time before they signed off that that change had been achieved rather than being a work in progress. And I think that's the honesty that all of us should want to have from the panel and from me as well rather than—. The convenience factor for me would be to say that everything is achieved, but I need to be able to look myself in the mirror, as well as, when I meet families at the end of this year, to look at them in the face and say that we're doing the right thing and being honest about this.

And that comes back to what I'm doing: I've been really clear in my expectations in public and in meeting the panel that the most important thing is to do this properly. The most important thing is to deliver the improvements. So, we are providing all of the resources that we could and should do to make sure that the clinical review process takes place with the appropriate expertise that is required, with the additional resourcing that it'll require to make that happen, and, in addition, the clarity and expectation in the work that's being done, and that additional scrutiny is taking place, not just with the board, but with other stakeholders too.

In all of the other parts of ministerial life, the other factors and challenges at the moment, I can honestly say this is one of my very top priorities and one of the biggest calls on my time, as it should be. So, there's no lack of understanding, there's no lack of ministerial effort or engagement. But what I won't do is to say that I can, and will, deliver change faster than anyone should believe is possible at the expense of actually doing the right thing by all those families and those staff who, understandably, have been let down in the past, and to make sure they're not let down in the future.