English: Well, we have started along that path. We've appointed a new member of the board just three months ago - somebody from west Wales, but from an ethnic background with experience outwith the sector, so experience in the health sector. There are levels of diversity. With any organisation, but particularly cultural organisations, looking from outside, you can think, 'Well, we need to find expertise in the area that fits in with our work, and they can sit on the board.' Sometimes we have to think not just in terms of age and people's backgrounds, but what additional skills they could bring to the board, into the organisation, that perhaps pushes us to think about where else the library's work could go. So, of course, we know where expenditure in the public sector is in Wales. Heath and care are vital in that regard. So, to get those people not just with experience and an understanding but who actually work in that sector now - they could be very useful to us. So, that's one example of pushing the boundaries in terms our membership of the board, but also in terms of the executive team, we have been - . I have been working closely with the chief executive to look at the structure of the senior team, to look at the structure of the management team, the senior leadership group, to see where there are gaps in terms of the strategic expectations, so we are about to appoint a new director with responsibility for communications and partnerships, but also within this team, we're looking at the different departments of the library to develop more skills in terms of raising funds and customer experience and visitor experience. So, of course, as a president, as a chair, you need to think not just about the board, but how you can help the executive board and the chief executive specifically to shape the structure of the organisation to match the strategic expectations.
Welsh: Wel, rŷn ni wedi dechrau mynd lawr y ffordd yna. Roedden ni'n apwyntio aelod newydd o'r bwrdd jest tri mis yn ôl - rhywun o'r gorllewin, ond o gefndir ethnig gyda phrofiad tu fas i'r sector, so profiad yn y sector iechyd. Mae yna wahanol lefelau o amrywiaeth. Weithiau, gydag unrhyw sefydliad, a'n bendant rhai diwylliannol, rwyt ti'n gallu meddwl, 'Ocê, mae'n rhaid inni ffeindio arbenigwyr yn y maes sy'n ffitio gyda'n gwaith ni, ac maen nhw'n gallu eistedd ar y bwrdd.' Weithiau mae'n rhaid inni feddwl nid jest am oedran a chefndir pobl, ond pa sgiliau ychwanegol sy'n gallu dod mewn i'r bwrdd, i'r sefydliad, sydd efallai'n ein gwthio i feddwl am ble arall y gall gwaith y llyfrgell fynd. So, wrth gwrs, rŷn ni'n gwybod ble mae'r gwariant, er enghraifft, yn y sector cyhoeddus yng Nghymru. Wrth gwrs, mae iechyd a gofal yn hollbwysig. So, mae cael pobl gyda nid jest dealltwriaeth a phrofiad ond sydd actually yn gweithio yn y sector nawr yn gallu bod yn ddefnyddiol. So, mae hwnna'n un esiampl o wthio'r ffiniau o ran aelodaeth y bwrdd, ond hefyd o ran y tîm gweithredu, rŷn ni wedi bod - . Dwi wedi bod yn gweithio'n agos â'r prif weithredwr i edrych ar siâp y tîm uwch, i edrych ar siâp y tîm rheoli, y senior leadership group, a gweld ble mae bylchau ar gyfer disgwyliadau'r strategaeth. So, rŷn ni ar fin, er enghraifft, hyrwyddo, a gobeithio apwyntio yn fuan, y cyfarwyddwr newydd - cyfarwyddwr â chyfrifoldeb dros gyfathrebu a phartneriaethau - ond hefyd, y tu mewn i'r tîm yma, rŷn ni'n edrych ar y gwahanol adrannau yn y llyfrgell i ddatblygu mwy o sgiliau codi arian, er enghraifft, a phrofiad yr ymwelwyr. So, wrth gwrs, fel llywydd, fel cadeirydd, rŷch chi angen meddwl nid jest am y bwrdd, ond sut y gallwch chi helpu'r tîm gweithredu a'r prif weithredwr yn benodol i siapio strwythur y sefydliad i fatsio disgwyliadau'r strategaeth.