I certainly recognise the last point you made. There are people who are genuinely fearful about change being proposed of this kind, and it is important that the health board are entirely open and honest about what they're proposing and why, and that people involved in the delivery of the service are actively part of that conversation with each other, with their health board leaders and managers, and the public as well.

And I think we come back to points that are set out in the paper, and, again, the medical director, who wasn't around at the time of the south Wales programme, but has looked at what the south Wales programme said, in his paper, he sets out that the situation described by the south Wales programme had since become more urgent, taking into account the challenges in service pressure. But also, in that paper, he also takes account of the fact that there is already residential development that has taken place and is taking place now—so, about the population and the nature of the demographics.

And I think it's fair to say that, if there had been an attempt to address this matter proactively earlier and make changes, there would always have been very real concerns and ones that we hear today. And yet I think it's likely that, if this issue had been grasped sooner rather than later, we would be in a different position. Because, actually, part of the challenge in having staff coming into a service is the point of having a longer-term model that people agree with, are prepared to sign up to, and want to see their careers being part of.

But in terms of sustaining the model, the health board, not only within its current staff—I understand they're already talking to partners about sustaining a service whilst they come to a new model of operation. But to try to prevail upon the consultants, who currently work in Merthyr and the Princess of Wales in Bridgend, to sustain consultant cover on the current model in the Royal Glamorgan Hospital, I think, would not be sensible.

And I think that, if you look at patterns in recruitment and consultant behaviour and where consultants have gone to, that is exactly the sort of challenge that, if presented or required, would lead to those people seeking employment elsewhere. Emergency department consultants can get employment pretty much anywhere around the country. They are a band of people who are much sought after.

It's about protecting the group that we currently have, making sure that they stay within our system, and having a model of care that will work for the local population and will work for the health service in a sustained way. And to do that, to come back to your final point, the health board must be open and transparent about what they're doing and why, and how they are taking account of the messages they are getting from members of the public, electoral representatives and their own staff, including addressing the very real concerns that I recognise members of the public do have.