Ms Catherine Heaney:

I will outline again that the periodic strategic review relates to the governance of CIB. Any reorganisation process is a process rather than an end in itself. Regarding the regional structures and how CIB is operating now, the changes, as I understand them, have been quite effective in helping to consolidate oversight. One of the advantages, as I understand them, is how the organisation has been able to manage during Covid. The ability to put in place new structures and services, particularly at the level of MABS, has been very effective. The callback service, the chat service and those new functions have been much easier to roll out in an organisation led by 16 as opposed to 93 companies. However, I would be interested to hear members' feedback on how the roll-out has been going. We are embarking, as I said, on a new strategic plan. As a publicly funded organisation, we have a duty to be accountable, to evaluate and to review, and that has to be part of our ongoing mandate as a board. Once something happens, it is not the end of it. We continue to look at enhancements and ensuring that the public are best served by public funding.