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Absolutely. You mentioned 60 beds being removed. You are looking to reduce supplemental staffing support by half, which by my calculation would be 475 full-time equivalent positions. How can you do that without impacting on patient care, especially when waiting times are already increasing?

When is the next milestone? When will the OBR publish its next estimates?

So it is 1 per cent per year—that is what I was trying to get at.

Can organisations make such a change voluntarily, or does this go back to the point that Michelle Thomson, I think, made—that it would have to be mandated from the centre before we would get real reform among those organisations?

How do we break that cycle? We hear from Government ministers that prevention and early intervention are key and are how we will make savings later, but I do not see a firm change to using the prevention model.

My last question is around social security spend. We have seen that go up from about £3.6 billion in 2021-22, and it will be doubling by 2027-28. Behind that, there are two things. Inflation is obviously pushing the welfare bill up, but there are also new welfare commitments that are not matched, which do not come through in the block grant adjustment. How much is the spend on each of those? If we never had these new commitments, what would the social security bill be going forward?

I guess, therefore, that it is not so much a case of divergence, because you are predicting that the two figures are coming closer again. A difference of 0.6 per cent does not sound like too much of a big number. If the OBR revised its figure up to 2.6 per cent growth and the two figures came together, what would that do to our income tax take, or to the BGAs?

However, for the past five years, we have been lagging behind the earnings relative to the rest of the UK—

So, looking forward, you do not have any estimates of the size of the public sector workforce.

I want to ask about shared services. Obviously, we have multiple health boards, 32 local authorities and the IJBs. Each has its own finance director, HR director and IT director. Is there scope in the public sector landscape to reduce the number of such roles and to consolidate into more of a shared-service model?