Thank you, Deputy Presiding Officer, and I won't. Can I, first of all, thank the Cabinet Secretary for his statement this afternoon? It gives me an opportunity to put on record my thanks and appreciation to all the NHS staff who have worked over those 70 years and who are still working and will be working in the years ahead of us. Again I put on record, Deputy Presiding Officer, that my wife is one of those members of staff at this point in time. Can I also pay tribute to Dr Julian Hart, who passed away on Sunday? Of course, he was a GP in Glyncorrwg in my Afan Valley. He actually worked alongside Dr Brian Gibbons, my predecessor, and also former health Minister. So, he is well-known to many of us, and his loss is a sad loss to society because of the work he did for deprived communities, particularly in the Valleys.

Cabinet Secretary, you've highlighted many issues, and I think one of the biggest things you've highlighted is perhaps the understanding that there is a need for change and we have to empower that change, both within the service and also within the public. Part of our role as politicians is to take that challenge on board and to lead that change—[Inaudible.]—anywhere else and to recognise that we can't always keep on saying, 'Well, it worked better 10 years ago, so that's the way it has to stay', but in doing so we need also therefore to look at strategies for that change. Clearly, recently, in my own area, we've seen a change in the strategy of bed closures as an example, but we don't have a clinical strategy. The Welsh Government has put together fantastic programmes and plans—the cancer care delivery plan, the respiratory care plan, and many others—but the question I want ask is: where's the joined-up thinking to ensure that all these plans can work together to deliver a clinical strategy for the whole of the service, and how do the health boards also ensure they have a clinical strategy? So, when we come across a service that is working better, that is improving because of efficiency measures, instead of closing beds we look at how we can best use those beds to improve the strategies in other areas to deliver the service for our patients. I think that is an important way forward because I—like Angela Burns—want to see it, not for 30 years or 70 years—and I won't be around in 70 years—but for years ahead, so our children, their grandchildren and their children beyond that will have a service that they can rely upon as free at the point of need. I have a sister in America, who doesn't have that service, and, believe you me, we don't want to see anything like that. We need to ensure that the health service continues, but we do have to embrace change, but also change that carries us with it, and carries the patients with it. So, therefore, that's important.

Can I also ask the question: the South Wales Programme was clearly one of these mechanisms by which we would see this change, but I'm seeing very little as a consequence of the South Wales Programme, so when will we see more on that to ensure that the service change, which was led by clinicians, will actually deliver those changes we so desperately want? Because we know that there is a difficult challenge ahead of us. We know the resources are difficult.

Finally, on the workforce, I think Rhun ap Iorwerth highlighted a very important point about how we develop it, and you answered quite well. It's not just about nurses and not just about doctors; it's a wide range of staff. Can you assure that Health Education and Improvement Wales covers that wide range of staff, and, if we are talking about new equipment, we also have the additional staff to resource that new equipment? Because a positron emission tomography scanner in a new hospital is fantastic, but it needs staff to work that PET scanner, and those staff are important to delivery.