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I meant with regard to changing something at significant scale—such as, for context, the 14 territorial boards and the five national boards—and restructuring it. I mentioned the Centre for Sustainable Delivery. I am talking about that scale of change and organisational restructuring. Is that something that you would expect to see mandated by the Government rather than being fed upwards from you or people who you face off with in other boards?

To follow on from that, you have indicated that the Scottish Government may receive further funding from sources other than the block grant. What are those sources? What do you see as the key risks for their not materialising? In other words, I am trying to flesh out the extent to which those sources can be relied on relative to the block grant, which we know has been significantly cut.

Good morning, and thank you for joining us. Last week, we had interesting evidence from Police Scotland in which it was made clear that that body simply would not have been created had it not been mandated by Government. I want to ask you some perception questions about your world. In Scotland, with 5.5 million people, we have 14 territorial boards and five national boards, and there is duplication of human resources directors, information technology directors and finance directors. Have you and your equivalents had discussions about attempting to change the scale and the current organisational structure? I know that the British Medical Association has released a report on that, but have you looked at the issue or suggested some change with your face-off equivalents in other boards?

My next question follows on from that. Local boards might employ individual staff under different terms and conditions. Does that inhibit flexibility when trying to move staff around? Is there not the same ease of transition because they are employed by different boards? Do you experience that when trying to attract people into your area?

You have prompted my next question. Off the top of your head, do you have any figures to show how capital investment in the UK over, say, the past 10 years compares with that in other states?

So any cut in the block grant has a potentially significant impact.

Is that approach even more prevalent in Scotland due to the tendency to focus on revenue because of the fixed budget?

I want to go back to cover one idea with David Page before we move on to look at some general themes.

Mr Page, you did not mention one area that is habitually difficult when making transformational change at scale: the merging of different cultures. People often carry out due diligence on legal or financial matters but forget about culture. You were, in essence, bringing lots of different cultures together. How did you actively manage that and what have been the outcomes?

I have a final wee question off the back of that. You pointed out that change was forced on you by the legislation. Had it not been, is there any way on God’s earth that all the different forces would have volunteered to come together?

It is just a quick question, because Keith Brown has opened up a great thread. We hear that there is a lot of good stuff going on, and a shared sense of what needs to be done. However, I want somebody to answer this question. What is the role of Government in enabling data harvest and capture—within limitations, as has been set out—given that AI will be fundamental to public sector reform? What should Government’s role be, given the challenges around scale that Keith Brown pointed out in his opening question?