Thank you, Mr. Speaker. In coming up with the quality improvement plan, we did actually have more actions that we would like to have pursued, but we did reach out to our staff. We did reach out to stakeholders who indicated that some of them would be very difficult, given that it is a two-year plan. As a result, we did reduce the number of actions. We modified some timelines. We stretched this out over two years. Many of these actions are policy-based. We are modifying our policies to be consistent and current, and we feel at this time that the plan we have is doable within the two-year time limit.
I want to point out that we do see this as a living document, and as we move forward with those actions in that action plan, we recognize that we may find that we may have overreached, or we may not have the capacity to do that within the timeline. We have left the ability to be flexible, to modify our timelines. We also recognize that, at the end of this plan in two years, we will have to reassess where we are and set a new plan forward to bring in the rest of the changes that are needed to make our Child and Family Services system a truly prevention-based system as opposed to the traditional apprehension-based system. There are a lot of things happening. I agree with the Member. I do recognize there is pressure on the staff, but we have also increased the number of positions, 21 new positions as a result of this quality improvement plan, and a third of those positions are focused on design and training to make sure that our frontline staff have the resources they need and have the supports they need to transition their practice from apprehension to prevention. So there are a lot of things happening. We get it. We have got great people. We have listened to them. We removed some actions, and we stretched out timelines on others. It is a living document. We are optimistic we can get this done.