English: Actually, I'm really glad to hear you say that you're not going to expect every single bid to be successful, because the key to being able to achieve this recalibration of the NHS is that we've got to be prepared to accept failure, and there will be some failures along the way in all of these projects. But you are talking about the projects - you're talking about the transformation fund and the moneys coming out of it, but, of course, the parliamentary review was about so much more than that, because it actually talked about a cultural transformation within the NHS, about this shift towards a much more staff-focused empowering, enabling person-centred care to really work in its ultimate sense. So, whilst all those projects are going on and you're using the transformation money to fund the 40 or so specific projects, how else is this message being transported throughout the NHS? How else are you getting the buy-in from the rank-and-file staff who've got to be able to cleave to that national vision of: this is where we want our NHS to be in 10 years' time; this is how we want it to focus? The old specialist centres, the silo mentality - it's all got to go. We've got to look at it in a different way, and that affects everyone from the porter all the way through to the most specialised consultant that we currently employ and, of course, through all the management strata. So, whilst the transformation fund is welcome - and the projects - it can't work in isolation, because you're only going to be fixing little bits of the problem as we go along. You've got to be able to take that entire structure all the way through and that's what I don't see and I don't quite get a feel of: where the people are coming from to enable that, because that's not always a cost element. It's all about cultural change and about re-working how people are doing specific jobs today, and it's not something that necessarily has to go into a project to go and get some money from the Welsh Government to make happen.
Welsh: Mewn gwirionedd, rwy'n falch dros ben o'ch clywed yn dweud nad ydych yn disgwyl i bob cais unigol fod yn llwyddiannus, oherwydd yr allwedd i sicrhau bod y GIG yn cael ei ad-drefnu yw'r angen inni fod yn barod i dderbyn methiant, a bydd rhai methiannau ar hyd y ffordd gyda phob un o'r prosiectau hyn. Ond rydych yn sôn am y prosiectau - rydych yn sôn am y gronfa drawsnewid a'r arian a ddaw ohoni, ond wrth gwrs, roedd yr arolwg seneddol yn ymwneud â chymaint mwy na hynny, oherwydd soniai am weddnewid diwylliannol o fewn y GIG, am y newid hwn tuag at ofal sy'n canolbwyntio llawer mwy ar rymuso staff, gan alluogi gofal sy'n canolbwyntio ar yr unigolyn i weithio o ddifrif yn ei ystyr lwyraf. Felly, tra bo'r holl brosiectau hynny ar y gweill a'ch bod yn defnyddio arian trawsnewid i ariannu'r 40 prosiect penodol, sut arall y caiff y neges hon ei chludo ledled y GIG? Sut arall y cewch gefnogaeth gan staff cyffredin sydd angen gallu cynnal y weledigaeth genedlaethol honno: dyma ble rydym eisiau i'n GIG fod ymhen 10 mlynedd; dyma lle rydym eisiau i'r ffocws fod? Yr hen ganolfannau arbenigol, y meddylfryd seilo - mae angen cael gwared arnynt i gyd. Mae'n rhaid i ni edrych ar hyn mewn ffordd wahanol, ac mae hynny'n effeithio ar bawb, o'r porthor i'r meddyg ymgynghorol mwyaf arbenigol rydym yn ei gyflogi ar hyn o bryd ac wrth gwrs, drwy'r holl haenau rheoli. Felly, er ein bod yn croesawu'r gronfa drawsnewid - a'r prosiectau - ni all weithio ar ei phen ei hun, oherwydd ni fyddwch ond yn trwsio darnau bach o'r broblem wrth inni symud ymlaen. Mae'n rhaid i chi allu ymdrin â'r strwythur yn ei gyfanrwydd ac nid wyf yn gweld hynny na'n teimlo hynny: o ble y daw'r bobl i alluogi hynny, oherwydd nid elfen yn ymwneud â chost yw hynny bob amser. Mae'n ymwneud â newid diwylliannol ac ailstrwythuro'r modd y mae pobl yn gwneud swyddi penodol heddiw, ac nid yw'n rhywbeth sy'n rhaid ei roi mewn prosiect o reidrwydd er mwyn cael rhywfaint o arian gan Lywodraeth Cymru i sicrhau ei fod yn ddigwydd.