English: Thank you for the questions and comments. To start, I will deal with the comments you make about the organisation of the health board. I think it's often a tempting answer to suggest that reorganisation will deliver improvement in services, and anyone who wishes to run that argument - and there are arguments to be made; it isn't my view - will need to explain how that organisation would run and function, how quickly you'd start to see improvement taking place, and what you'd do about the framework. To go back to three separate organisations, I think you'd have three quite small organisations, and even if you had two organisations within north Wales, you'd have to decide what to do with the middle part of north Wales and Ysbyty Glan Clwyd. These are not simple questions to answer, so anyone who is an advocate for an entirely different framework and an entirely different footprint needs to consider what those look like, and how they would actually lead to an improvement in the quality and delivery of care, as well as of course the practical arrangements for separating the single organisation. I don't share the view of others that say that the health board is unmanageable and that it's unachievable to have an organisation that makes progress. Turning to your five particular points, on secondment, it's entirely normal during secondments for wages to be paid by the organisation that is seconding someone out, then the employment comes to an end, but these are matters for the health board to set out and explain. I don't think that is unusual. And in terms of the prospects, these are very practical choices that are made. When people leave senior leadership, there are choices about what is in the best interests of the organisation and being able to move on, and the health board has made a choice that they want to be able to move on and to begin the process of having a permanent chief executive in place. On the interim chief executive arrangements, again, this is a practical point. Simon Dean has stood in at the health board in the past and, at the time, he stabilised the organisation. He's aware of not just that time there, but his role as a deputy chief executive means he has an awareness and knowledge of all the organisations within Wales. He has significant experience within the wider health service, but he also has a significant amount of respect from staff and wider stakeholders within north Wales. It's a very practical point, and we want to see the health board continue to make progress and not simply stalling over however long it takes to recruit a new chief executive. In terms of that future chief executive, there will of course be comments about the way in which healthcare is delivered here in Wales and, in particular, in north Wales. They will also need to be given the licence of support from people across the political spectrum to actually take steps to improve the organisation. So, that means not being afraid to make choices about the future, to be able to have an open conversation with not just the team that they will lead within the health board, but with the wider public and their elected representatives. I appreciate there's going to be an election in just over 15 months' time, but healthcare will need to be delivered in that time, and I expect all people in this room who have an interest in the future of the health service in north Wales to engage openly and directly on that. And the chief executive, whoever they are, will understand that they're walking into an environment where there isn't just an election coming, but there's a need to see genuine improvement in the way that health and care services are delivered. It's what the staff and people themselves are entitled to expect and receive. And on performance, I've set out the performance expectations in the revised special measures framework that I published in November. It sets out revised areas for the health board to make progress against to be able to move on from special measures, and then beyond that, too. I think the test that we set for the health board has to be a fair one. It has to be: what does this organisation have to do and need to do to move beyond special measures, then what else does it need to do to get to the position where it is what we would all hope to see, a high-performing healthcare organisation? And I don't think it would be tenable to expect them to move from special measures into that particular frame in the one single jump. On the point about individuals and the point about collective responsibility, I regularly get the opportunity to set out my role in the system and to answer questions upon it, not just in the press but in this Chamber and beyond. I have always been clear that I've got political responsibility, ministerial responsibility for the health service, and that comes with accountability for it. I don't try to step into operational choices, but every time something happens within the health service, it's entirely possible that I'll get asked about it and I'll be expected to provide an answer to it. That goes with the territory and I don't resile from that, but I'm looking for new leadership to help change and set not just the tone about what they expect from the top, but how they expect staff and the whole team within the health board to actually deliver the cultural improvements and the performance improvements that, as I say, I recognise everyone in this Chamber and beyond would expect to see.
Welsh: Diolch am eich cwestiynau a'ch sylwadau. I ddechrau, hoffwn ateb y sylwadau a wnaed gennych am drefniadaeth y bwrdd iechyd. Credaf ei bod yn aml yn demtasiwn i ateb drwy awgrymu y byddai ad-drefnu'n sicrhau gwelliant mewn gwasanaethau, ac mae'n rhaid i unrhyw un sy'n dymuno arddel y ddadl honno - ac mae dadleuon i'w cael; nid dyma yw fy marn i - egluro sut y byddai'r sefydliad hwnnw'n gweithredu, pa mor gyflym y byddech yn dechrau gweld gwelliannau, a beth y byddech yn ei wneud ynglŷn â'r fframwaith. I ddychwelyd at dri sefydliad ar wahân, credaf y byddai gennych dri sefydliad eithaf bach, a hyd yn oed pe bai gennych ddau sefydliad yng ngogledd Cymru, byddai'n rhaid i chi benderfynu beth i'w wneud â chanol gogledd Cymru ac Ysbyty Glan Clwyd. Nid yw'r rhain yn gwestiynau syml i'w hateb, felly mae angen i unrhyw un sydd o blaid cael fframwaith hollol wahanol ac ôl troed hollol wahanol ystyried sut bethau fyddai'r rheini, a sut y byddent yn arwain at wella ansawdd a darpariaeth gofal, yn ogystal â'r trefniadau ymarferol, wrth gwrs, ar gyfer rhannu'r sefydliad. Nid wyf yn rhannu barn pobl eraill sy'n dweud na ellir rheoli'r bwrdd iechyd a'i bod yn amhosibl cael sefydliad sy'n gwneud cynnydd. Gan droi at eich pum pwynt penodol, o ran secondiad, mae'n gwbl gyffredin yn ystod secondiadau i gyflogau gael eu talu gan y sefydliad secondio, yna daw'r gyflogaeth i ben, ond mae'r rhain yn faterion i'r bwrdd iechyd eu nodi a'u hegluro. Ni chredaf fod hynny'n anarferol. Ac o ran y rhagolygon, mae'r dewisiadau hyn a wneir yn rhai ymarferol iawn. Pan fydd pobl yn gadael swyddi uwch arweinwyr, ceir dewisiadau ynglŷn â beth sydd er budd gorau'r sefydliad a gallu symud ymlaen, ac mae'r bwrdd iechyd wedi dewis gallu symud ymlaen a dechrau'r broses o benodi prif weithredwr parhaol. O ran trefniadau'r prif weithredwr dros dro, unwaith eto, mae hwn yn bwynt ymarferol. Mae Simon Dean wedi gweithio i'r bwrdd iechyd yn y gorffennol, a bryd hynny, fe lwyddodd i sefydlogi'r sefydliad. Mae'n ymwybodol nid yn unig o'r cyfnod hwnnw yno, ond mae ei rôl fel dirprwy brif weithredwr yn golygu bod ganddo ymwybyddiaeth a gwybodaeth am yr holl sefydliadau yng Nghymru. Mae ganddo brofiad sylweddol yn y gwasanaeth iechyd ehangach, ond ceir cryn dipyn o barch tuag ato hefyd ymhlith staff a rhanddeiliaid ehangach yng ngogledd Cymru. Mae'n bwynt ymarferol iawn, ac rydym am weld y bwrdd iechyd yn parhau i wneud cynnydd yn hytrach nag oedi am ba amser bynnag y byddai'n cymryd i recriwtio prif weithredwr newydd. O ran y prif weithredwr yn y dyfodol, wrth gwrs, bydd sylwadau'n cael eu gwneud am y ffordd y caiff gofal iechyd ei ddarparu yma yng Nghymru, ac yn benodol, yng ngogledd Cymru. Bydd angen iddynt gael cefnogaeth hefyd gan bobl o bob rhan o'r sbectrwm gwleidyddol i gymryd camau i wella'r sefydliad. Felly, mae hynny'n golygu peidio â bod ofn gwneud dewisiadau am y dyfodol, er mwyn gallu cael sgwrs agored nid yn unig â'r tîm y byddant yn ei arwain yn y bwrdd iechyd, ond gyda'r cyhoedd ehangach a'u cynrychiolwyr etholedig. Rwy'n derbyn y bydd etholiad ymhen ychydig dros 15 mis, ond bydd angen darparu gofal iechyd yn y cyfamser, ac rwy'n disgwyl i bawb yn yr ystafell hon sydd â diddordeb yn nyfodol y gwasanaeth iechyd yng ngogledd Cymru ymgysylltu'n agored ac yn uniongyrchol ar hynny. A bydd y prif weithredwr, pwy bynnag y bo, yn deall eu bod yn camu i mewn i amgylchedd lle mae etholiad ar y ffordd, ond lle mae angen gwelliant gwirioneddol hefyd yn y ffordd y caiff gwasanaethau iechyd a gofal eu darparu. Dyna y mae gan y staff a'r bobl eu hunain hawl i'w ddisgwyl a'i gael. Ac ar berfformiad, rwyf wedi nodi'r disgwyliadau o ran perfformiad yn y fframwaith mesurau arbennig diwygiedig a gyhoeddais ym mis Tachwedd. Mae'n nodi meysydd diwygiedig i'r bwrdd iechyd wneud cynnydd arnynt er mwyn gallu symud ymlaen o fesurau arbennig, a thu hwnt i hynny hefyd. Credaf fod yn rhaid i'r prawf a osodwn ar gyfer y bwrdd iechyd fod yn un teg. Mae'n rhaid iddo fod: beth y mae'n rhaid i'r sefydliad hwn ei wneud a beth y mae angen iddo'i wneud i symud ymlaen o fesurau arbennig, yna beth arall y mae angen iddo'i wneud i gyrraedd y sefyllfa y byddai pob un ohonom yn gobeithio'i gweld, lle mae'n sefydliad gofal iechyd sy'n perfformio'n dda? Ac ni chredaf y byddai'n bosibl disgwyl iddynt symud o fesurau arbennig i'r ffrâm benodol honno mewn un naid. O ran y pwynt ynglŷn ag unigolion a'r pwynt ynglŷn â chyfrifoldeb cyfunol, rwy'n cael cyfle rheolaidd i nodi fy rôl yn y system ac i ateb cwestiynau ar hynny, nid yn unig yn y wasg ond yn y Siambr hon a thu hwnt. Rwyf bob amser wedi dweud yn glir fod gennyf gyfrifoldeb gwleidyddol, cyfrifoldeb gweinidogol am y gwasanaeth iechyd, ac mae hynny'n dod law yn llaw ag atebolrwydd amdano. Nid wyf yn ceisio ymyrryd mewn dewisiadau gweithredol, ond bob tro y bydd rhywbeth yn digwydd o fewn y gwasanaeth iechyd, mae'n gwbl bosibl y byddaf yn cael fy holi amdano a bydd disgwyl i mi roi ateb. Mae hynny'n rhan o'r gwaith ac nid wyf yn ymgilio rhag hynny, ond rwy'n edrych am arweinyddiaeth newydd i helpu i newid a phennu nid yn unig yr hyn y maent yn ei ddisgwyl o'r brig, ond sut y maent yn disgwyl i'r staff a thîm cyfan y bwrdd iechyd gyflawni'r gwelliannau diwylliannol a'r gwelliannau mewn perfformiad rwyf fi, fel y dywedaf, yn cydnabod y byddai pawb yn y Siambr hon a thu hwnt yn disgwyl eu gweld.