English: Thank you for the comments and questions. I think there was a slight misunderstanding at the start about the comments I was making about four years. I was making the point it is an unusually long period of time to be in special measures. I'm giving two and only two examples of health organisations that have been in special measures for a similar period of time. It's not a badge of honour; it's a marker of how unusual it is to be in special measures for this period of time. In terms of the comments about the various areas that led to the health board going into special measures, I think it's undeniable that there has been a significant improvement in leadership and governance. That is not just the view that I take in my ministerial office, it is not just a view provided by David Jenkins in his work around the board, it's also the view we have from independent commentators, from partners, from engagement with the health board, and it's not just about the new impetus the new chair has provided, although that has been a very visible step forward in the leadership of the organisation, but it is the visible scrutiny within the organisation about decision-making choices, and that is a good base for them to move forward upon. I don't think there's a direct link necessarily between leadership and governance and finance challenges. The progress we've seen in the last year has actually highlighted some of the unacceptable performance in the finance function of the health board, and I'm looking for a new amount of work to be done around the finance function, that's why I have supported the chair's request for the additional work around PricewaterhouseCoopers, but it's also why the NHS finance delivery unit are engaged and involved around the board as well. So, it's not a laissez faire, just go and make it work approach, but we do expect the board to have a different approach and a different achievement in terms of finance function. It was not acceptable. It was the only board within Wales that was not able to live within its control total in the last year. It overstepped that. I expect it to make progress to live within the control total within this year. I then expect it to move on to a position where it lives within its means and not within a tolerated deficit. In terms of access in mental health services - again, this comes directly from work done by the healthcare inspectorate, it comes from the work of the independent adviser, Emrys Elias, who I referred to in my statement - there has been a real improvement in access times in both CAMHS and adult services. That does not mean the service is perfect. It does not mean that you or any other representative within north Wales will not have people come to you with legitimate stories where they're still waiting too long. But it does show that real improvement is being made, and it's the further amount that still needs to be done, but the scale of that has significantly reduced over the period of time within special measures. Indeed, the health board has had some praise for the way in which it's involved service users in redesigning the mental health strategy in a way that simply did not happen in the past. That is part of the base upon which I think there are good grounds for further improvement within mental health services. On out-of-hours, they were de-escalated quite a long time ago now. In fact, before you returned to the Assembly, out-of-hours services were de-escalated as a concern and are on a par with other services across the rest of Wales. I'm actually looking at the roll-out of 111 as part of our out-of-hours services, and also the role that may play as a model for some of our in-hours services as well. So, we're looking to transform and change the way that part of our system actually works, not just within north Wales but beyond that too. On unscheduled care, the 90-day improvement cycles are the key improvement method currently being used within the health board. It's stabilised; in fact, there has been some improvement, but actually the challenge is over the next quarter to see much further improvement, because if every part of the health board performed at the same level as Ysbyty Gwynedd, that would mark a significant improvement on where the health board is overall now. But, actually, the whole organisation still then needs to move further and beyond that too. That's partly about models and ways of working, is about the clinical leadership, but it's also about the services outside of emergency departments too, and the link into social care and the linkage across the whole system and, actually, the improved partnership working provides a much better basis to do so as well. In terms of your point about the geography of north Wales, I've been well aware of the geography of north Wales for some time. When I was a boy, going to different parts of Wales on holiday, my father was very keen to make sure we saw different parts of the country. We have this conundrum not just within north Wales but across the country. And if you think about the parliamentary review measures, some services will be specialised and concentrated, and we will ask people to travel further for better care. The counterpart, though, is that we'll also have more services being delivered in a more local setting. That requires us to invest in those local settings. So, in the recent past, we've invested in new models of care with significant capital. In Alltwen, in Towyn and Blaenau Ffestiniog, as examples, we're providing different services in a different and modernised way to deliver healthcare. So, you'll see both those things happen within north Wales and across the rest of Wales to deliver more care closer to home, but, for some services, they will be specialised and will deliver better care in fewer centres.
Welsh: Diolch am y sylwadau a'r cwestiynau. Rwy'n credu y bu ychydig o gamddealltwriaeth ar y dechrau ynghylch y sylwadau yr oeddwn yn eu gwneud am y pedair blynedd. Roeddwn yn gwneud y pwynt ei fod yn gyfnod anarferol o hir i fod mewn mesurau arbennig. Rwy'n rhoi dwy a dim ond dwy enghraifft o sefydliadau iechyd sydd wedi bod mewn mesurau arbennig am gyfnod tebyg. Nid yw'n rhywbeth anrhydeddus; mae'n arwydd o ba mor anarferol yw bod mewn mesurau arbennig am gyfnod fel hwn. O ran y sylwadau am y gwahanol feysydd a barodd i'r bwrdd iechyd fynd i mewn i fesurau arbennig, rwy'n credu na allwn ni wadu y bu gwelliant sylweddol o ran arwain a llywodraethu. Nid fy marn i yn rhinwedd fy swydd weinidogol yn unig yw hon, nid dim ond barn a roddwyd gan David Jenkins yn ei waith ynghylch y bwrdd ydyw, ond y farn a gawn ni hefyd gan sylwebyddion annibynnol, gan bartneriaid, barn yn sgil ymgysylltu â'r bwrdd iechyd, ac nid oes a wnelo hynny dim ond â'r ysgogiad newydd y mae'r cadeirydd newydd wedi'i ddarparu, er y bu hynny yn gam ymlaen gweladwy iawn o ran arweinyddiaeth y sefydliad, ond mae'n ymwneud â chraffu gweladwy yn y sefydliad ar ddewisiadau wrth wneud penderfyniadau, ac mae hynny'n sylfaen dda er mwyn iddyn nhw symud ymlaen. Dydw i ddim yn credu bod cysylltiad uniongyrchol o reidrwydd rhwng arwain a llywodraethu a heriau ariannol. Mae'r cynnydd a welwyd yn ystod y flwyddyn ddiwethaf wedi tynnu sylw at rywfaint o'r perfformiad annerbyniol yn swyddogaeth gyllid y bwrdd iechyd, ac rwy'n chwilio am fwy o waith i'w wneud o ran y swyddogaeth gyllid, dyna pam fy mod i wedi cefnogi cais y cadeirydd am y gwaith ychwanegol yn gysylltiedig â PricewaterhouseCoopers, ond dyna pam hefyd fod uned cyflawni cyllid y GIG yn ymgysylltu ac yn ymwneud â'r bwrdd hefyd. Felly, nid ymagwedd 'laissez faire' mohoni, ewch ati i wneud iddo weithio, ond rydym ni'n disgwyl i'r bwrdd fynd ati mewn ffordd wahanol a sicrhau canlyniadau gwahanol o ran swyddogaeth cyllid. Nid oedd hynny'n dderbyniol. Hwn oedd yr unig fwrdd yng Nghymru nad oedd yn gallu gweithredu o fewn ei gyfanswm rheoli yn ystod y flwyddyn ddiwethaf. Gwariodd fwy na hynny. Rwy'n disgwyl iddo wneud cynnydd fel y bydd yn gweithredu o fewn y cyfanswm rheoli eleni. Rwyf wedyn yn disgwyl iddo symud ymlaen i sefyllfa lle mae'n torri'r siwt yn ôl y brethyn ac nid yn byw mewn diffyg sy'n cael ei oddef. O ran mynediad at wasanaethau iechyd meddwl - unwaith eto, daw hyn yn uniongyrchol o waith y mae'r Arolygiaeth Gofal Iechyd wedi ei wneud, mae'n dod o waith yr ymgynghorydd annibynnol, Emrys Elias, y cyfeiriais ato yn fy natganiad - bu gwelliant gwirioneddol o ran amseroedd mynediad yn CAMHS a gwasanaethau i oedolion. Nid yw hynny'n golygu bod y gwasanaeth yn berffaith. Nid yw'n golygu na welwch chi nac unrhyw gynrychiolydd arall yn y gogledd bobl yn dod atoch chi gyda straeon dilys am y ffaith eu bod yn dal i aros yn rhy hir. Ond mae'n dangos bod gwelliant gwirioneddol yn cael ei wneud, ac mae angen gwneud mwy o hyd, ond mae maint hwnnw wedi lleihau'n sylweddol dros y cyfnod mewn mesurau arbennig. Yn wir, mae'r bwrdd iechyd wedi cael rhywfaint o ganmoliaeth am y ffordd y mae wedi cynnwys defnyddwyr gwasanaethau yn y gwaith o ail-drefnu'r strategaeth iechyd meddwl mewn ffordd na ddigwyddodd yn y gorffennol. Mae hynny'n rhan o'r sylfaen rwy'n credu a fydd yn sail dda ar gyfer gwella'r gwasanaethau iechyd meddwl ymhellach. O ran y ddarpariaeth y tu allan i oriau, cafodd ei isgyfeirio gryn amser yn ôl erbyn hyn. Yn wir, cyn i chi ddychwelyd i'r Cynulliad, roedd gwasanaethau y tu allan i oriau yn cael eu hisgyferio fel pryder ac maen nhw'n gydradd â gwasanaethau eraill ar draws gweddill Cymru. Rwyf mewn gwirionedd yn edrych ar y broses o ehangu'r gwasanaeth 111 yn rhan o'n gwasanaethau y tu allan i oriau, a hefyd y rhan y gall hynny ei chwarae fel model ar gyfer rhai o'n gwasanaethau yn ystod oriau hefyd. Felly, rydym ni'n bwriadu trawsnewid a newid y ffordd y mae'r rhan honno o'n system yn gweithio mewn gwirionedd, nid yn unig yn y gogledd ond y tu hwnt i hynny hefyd. O ran gofal heb ei drefnu, y cylchoedd gwella 90-dydd yw'r prif ddull o wella sy'n cael ei ddefnyddio ar hyn o bryd yn y bwrdd iechyd. Mae wedi sefydlogi; yn wir, bu rhywfaint o welliant, ond mewn gwirionedd yr her dros y chwarter nesaf yw gweld llawer mwy o welliant, oherwydd pe bai pob rhan o'r bwrdd iechyd yn perfformio ar yr un lefel ag Ysbyty Gwynedd, byddai hynny'n welliant sylweddol i sefyllfa'r bwrdd iechyd ar y cyfan nawr. Ond, mewn gwirionedd, mae angen i'r holl sefydliad symud ymhellach a thu hwnt i hynny hefyd. Mae a wnelo hynny'n rhannol â modelau a ffyrdd o weithio, mae'n ymwneud â'r arweinyddiaeth glinigol, ond mae hefyd yn ymwneud â'r gwasanaethau y tu allan i adrannau achosion brys hefyd, a'r cysylltiad â gofal cymdeithasol a'r cyswllt ar draws y system gyfan ac mewn gwirionedd mae'r gweithio mewn partneriaeth sydd wedi gwella yn darparu sail lawer gwell er mwyn gwneud hynny hefyd. O ran eich pwynt am ddaearyddiaeth y gogledd, rwyf wedi bod yn ymwybodol iawn o ddaearyddiaeth y gogledd ers cryn amser. Pan oeddwn yn fachgen, yn mynd i wahanol rannau o Gymru ar wyliau, roedd fy nhad yn awyddus iawn i wneud yn siŵr ein bod yn gweld gwahanol rannau o'r wlad. Mae gennym y benbleth hon nid yn unig yn y gogledd ond ledled y wlad. Ac os meddyliwch chi am y mesurau arolwg Seneddol, bydd rhai gwasanaethau'n arbenigol a dwys, a byddwn yn gofyn i bobl deithio ymhellach i gael gofal gwell. Y sefyllfa gyfatebol, serch hynny, yw y bydd gennym ni fwy o wasanaethau'n cael eu darparu mewn lleoliad mwy lleol hefyd. Mae hynny'n golygu y bydd yn rhaid inni fuddsoddi yn y lleoliadau lleol hynny. Felly, yn ddiweddar, rydym ni wedi buddsoddi mewn modelau gofal newydd gyda chyfalaf sylweddol. Yn Alltwen, yn Nhywyn a Blaenau Ffestiniog, fel enghreifftiau, rydym ni'n darparu gwahanol wasanaethau mewn ffordd wahanol, fodern er mwyn darparu gofal iechyd. Felly, byddwch yn gweld y ddau beth hynny'n digwydd yn y gogledd ac ar draws gweddill Cymru i ddarparu mwy o ofal yn agosach at adref, ond, i rai gwasanaethau, byddant yn arbenigol a byddant yn darparu gofal gwell mewn llai o ganolfannau.