English: I think there are some central challenges there. In terms of the progress, I was actually really impressed by how the first three or four regional partnership boards managed to agree their proposals in the time that it took to agree them. In particular, I can honestly say that I thought that north Wales, given the range of challenges that they're facing, agreed an approach very quickly. I expected them to be slower than they were, and I think that's a testament to the improved partnership relations that exist, from all partners in the room around the regional partnership board table. It's then the challenge of getting it from having a plan, and then recruiting people, and more than that about backfilling some of those posts as well as people then move around. We've seen this, for example, in some of our other programmes where we've decided to move people around. To have a plan that everyone signs up to, but then to recruit those people there's a process to go through, all the people who are doing the recruiting, and then the recruitees are then moved, and then to make sure that we don't undermine the services that we currently have. Because we've deliberately done this to double run services, because we haven't wanted to withdraw services and then say, 'We are creating something that will be great, so just cope without it for a while.' So, we've done this deliberately, and the practical reality of doing that has rubbed up against what should have happened or would have been possible in theory. So, it's simply a practical point, and I didn't want to shorten the time that each of those transformation projects had to demonstrate the value that they'd delivered in transforming the system. That's why I've extended the time frame for those transformation fund proposals to run, to be evaluated, and then for choices to be made. Now, the transformation fund goes up to now the end of March 2021, and of course there are other events that many of us will be involved in at about that time, in terms of the future of the Assembly and looking at who the next Government is. There's a choice about what choices are being made at the very end of this Assembly term, although we'll be a Welsh Parliament/Senedd by then, with our name change. At that point, we need to make some choices about what the future looks like, and choices we can make within the budget. But then whoever the Government is will want to make choices about what to do to move things forward. That's the central point: not just, 'Do we have a list of things that appear to work?', but, 'How do we then make them work across the system?' That's one of the challenges I set about having projects that are potentially scalable, as well as the honesty about where things haven't worked and turning the tap off. So, Ministers can do a number of things to try to encourage people to work together and to roll things out. You can encourage, and tell people you're very impressed with them, and that does work from time to time with different people. You can demand and bang the desk, if you like, and there are Ministers in different institutions who think that's the way to do things - that isn't the approach I take. You can have legal powers - you can either change the law or use the legal powers you have to force people or require people to do things. And we've taken some of that approach, for example, with the Social Services and Well-being (Wales) Act 2014 that Gwenda Thomas piloted through this place. That required people to have pooled budgets in place, but actually, despite the legal requirement, bringing it together has been very difficult, and there are real practical challenges. In this space, I think, they'll have reasonable relationships and they'll be in an even better place to have to make choices together, and they've made choices about how to spend not just money, but to deliver improvement. Then the two things that I think will really help to drive where are is about how we tie money into it. So, even with the £100 million that we've announced now, and I've confirmed how it will be spent today, that has generated more than £100 million in the sense of the extra work that has been generated across regions, between partners, and I expect we'll see more of that. There are choices that Ministers will need to make in the future about whether we expect to see a roll-out and to tie it into money, and there are incentives for doing things, about choosing how to move on on some of this. And there's also just a necessity for change, because the parliamentary review talked about the necessity for change. And we have choices, and our central choice is to allow change to happen to us, because we wait for a point of crisis and our system breaks. We have to fix it in a rush. Or we'll make a choice, because a necessity drives us to it, because we can see that point coming closer and closer to us. Now, I think it would be a combination of each of those, but I'm most interested in the willingness and the necessity that partners have, the commitment to want to do things differently, to get over some of the organisational and cultural barriers to change. And I do think that the way that we use money will be a key part of that as well, to incentivise the future.
Welsh: Rwy'n credu bod rhai heriau canolog yn y fan yna. O ran y cynnydd, cefais fy mhlesio'n fawr gan y ffordd yr oedd y tri neu bedwar bwrdd partneriaeth rhanbarthol cyntaf wedi llwyddo i gytuno ar eu cynigion yn yr amser a gymerodd hi. Yn benodol, gallaf ddweud yn onest fy mod yn credu bod y gogledd, o ystyried yr amryw heriau y maen nhw'n eu hwynebu, wedi cytuno ar ddull o weithredu yn gyflym iawn. Roeddwn yn disgwyl iddyn nhw fod yn arafach nag yr oedden nhw, ac rwy'n credu bod hynny'n dyst i'r cysylltiadau partneriaeth gwell sy'n bodoli, o ran pob partner yn yr ystafell o amgylch bwrdd y bwrdd partneriaeth rhanbarthol. Yna mae'n ymwneud â'r her ynghylch datblygu hynny ar ôl cael y cynllun, ac yna recriwtio pobl, ac yn fwy na hynny, mae ynglŷn ag ôl-lenwi rhai o'r swyddi hynny hefyd wrth i bobl symud. Rydym ni wedi gweld hyn, er enghraifft, yn rhai o'n rhaglenni eraill pryd y penderfynon ni symud pobl. I gael cynllun y mae pawb yn ei dderbyn, ond wedyn i recriwtio'r bobl hynny mae yna broses i fynd drwyddi, yr holl bobl sy'n recriwtio, ac yna caiff y rhai a gafodd eu recriwtio eu symud wedyn, ac yna i wneud yn siŵr nad ydym yn tanseilio'r gwasanaethau sydd gennym ni ar hyn o bryd. Oherwydd rydym ni wedi gwneud hyn yn fwriadol i ddyblu'r gwasanaethau, oherwydd nad oeddem ni eisiau diddymu gwasanaethau a dweud wedyn, 'Rydym yn creu rhywbeth a fydd yn wych, felly ymdopwch hebddo am ychydig.' Felly, rydym ni wedi gwneud hyn yn fwriadol, ac mae'r realiti ymarferol o wneud hynny wedi effeithio ar yr hyn a ddylai fod wedi digwydd neu'r hyn a fyddai wedi bod yn bosib mewn egwyddor. Felly, yn syml, mae'n bwynt ymarferol, a doeddwn i ddim eisiau byrhau'r amser a oedd gan bob un o'r prosiectau trawsnewid hynny i ddangos y gwerth yr oedden nhw wedi'i gyflawni wrth drawsnewid y system. Dyna pam fy mod i wedi ymestyn yr amserlen ar gyfer y cynigion hynny o ran y gronfa drawsnewid, i'w gwerthuso, ac yna i wneud dewisiadau. Nawr, bellach bydd y gronfa drawsnewid yn bodoli hyd at ddiwedd mis Mawrth 2021, ac wrth gwrs mae yna ddigwyddiadau eraill y bydd llawer ohonom ni yn ymwneud â nhw tua'r adeg honno, o ran dyfodol y Cynulliad a myfyrio ynghylch y Llywodraeth nesaf. Mae dewis o ran pa ddewisiadau gaiff eu gwneud ar ddiwedd y tymor Cynulliad hwn, er y byddwn ni'n Welsh Parliament/Senedd erbyn hynny, gyda'r newid enw. Bryd hynny, mae angen inni wneud rhai dewisiadau ynglŷn â beth fydd y sefyllfa o bosib yn y dyfodol, a'r dewisiadau y gallwn eu gwneud o fewn y gyllideb. Ond wedyn bydd pwy bynnag yw'r Llywodraeth eisiau gwneud dewisiadau ynglŷn â beth i'w wneud i symud pethau yn eu blaen. Dyna'r pwynt canolog: nid yn unig, 'oes gennym ni restr o bethau y mae'n ymddangos eu bod yn gweithio?', ond, 'sut mae gwneud iddyn nhw weithio drwy'r system gyfan wedyn?' Dyna un o'r heriau yr wyf yn eu gosod o ran cael prosiectau a allai ehangu'n gyflym, yn ogystal â'r gonestrwydd ynghylch pethau nad ydynt wedi gweithio ac atal eu cyllid. Felly, gall Gweinidogion wneud sawl peth i geisio annog pobl i weithio gyda'i gilydd ac i gyflwyno pethau. Fe allwch chi annog, a dweud wrth bobl eu bod wedi creu argraff fawr arnoch chi, ac mae hynny'n gweithio o bryd i'w gilydd gyda phobl wahanol. Fe allwch chi fynnu pethau a churo'r ddesg, os mynnwch chi, ac mae yna Weinidogion mewn gwahanol sefydliadau sy'n credu mai dyna'r ffordd i wneud pethau - nid dyna fy null i o weithredu. Gallwch gael pwerau cyfreithiol - gallwch naill ai newid y gyfraith neu ddefnyddio'r pwerau cyfreithiol sydd gennych chi i orfodi pobl neu ei gwneud hi'n ofynnol i bobl wneud pethau. Ac rydym ni wedi mabwysiadu rhywfaint o'r dull hwnnw, er enghraifft, gyda Deddf Gwasanaethau Cymdeithasol a Llesiant (Cymru) 2014 a dreialwyd gan Gwenda Thomas drwy'r fan yma. Roedd hynny'n golygu bod angen i bobl gael cyllidebau cyfun ar waith, ond mewn gwirionedd, er gwaethaf y gofyniad cyfreithiol, roedd dod â'r rhain at ei gilydd yn anodd iawn, ac mae heriau ymarferol gwirioneddol. Yn y sefyllfa hon, rwy'n credu y bydd ganddyn nhw berthnasoedd rhesymol ac y byddan nhw mewn gwell sefyllfa hyd yn oed i orfod gwneud dewisiadau gyda'i gilydd, ac maen nhw wedi gwneud dewisiadau ynglŷn â nid yn unig sut i wario arian, ond ynglŷn â sicrhau gwelliant. Yna, mae'r ddau beth a fydd, yn fy marn i, yn helpu i'n hysgogi yn ymwneud â sut rydym ni'n dynodi arian. Felly, hyd yn oed gyda'r £100 miliwn yr ydym ni wedi'i gyhoeddi nawr, ac yr wyf wedi cadarnhau sut y caiff ei wario heddiw, sydd wedi cynhyrchu mwy na £100 miliwn o ran gwerth y gwaith ychwanegol a grëwyd ar draws rhanbarthau, rhwng partneriaid, ac rwy'n disgwyl y byddwn yn gweld mwy o hynny. Mae dewisiadau y bydd angen i Weinidogion eu gwneud yn y dyfodol ynghylch a ydym yn disgwyl gweld cyflwyno'r cynllun a dynodi arian penodol iddo, ac mae cymhellion dros wneud pethau, ynglŷn â dewis sut i symud rhywfaint o hyn ymlaen. Ac mae hefyd angen newid, oherwydd roedd yr adolygiad seneddol yn sôn am yr angen am newid. Ac mae gennym ni ddewisiadau, a'n dewis canolog yw caniatáu i newid ddigwydd i ni, oherwydd ein bod yn aros am argyfwng ac yna mae'n system ni'n torri. Mae'n rhaid i ni ei atgyweirio ar frys. Neu byddwn yn gwneud dewis, oherwydd bod anghenraid yn ein cymell ni i wneud hynny, oherwydd gallwn weld y pwynt hwnnw'n dod yn agosach ac yn agosach atom ni. Nawr, rwy'n credu y byddai'n gyfuniad o bob un o'r elfennau hynny, ond mae fy niddordeb mwyaf yn y parodrwydd a'r rheidrwydd sydd gan bartneriaid, yr ymrwymiad i wneud pethau'n wahanol, i oresgyn rhai o'r rhwystrau sefydliadol a diwylliannol i newid. Ac rwy'n credu y bydd y ffordd yr ydym yn defnyddio arian yn rhan allweddol o hynny hefyd, i ysgogi'r dyfodol.