Diolch, Dirprwy Lywydd. I'd also like to place on record my thanks to Donna Ockenden and her team for preparing and publishing this most recent report. I thank the Cabinet Secretary for the statement too, but I'd like to place it on the record that I have requested in Business Committee that we have a debate on these matters. We are at a point where we need a debate and, for people watching this discussion today, it's worth pointing out, for people who aren't well versed in how the Assembly works, that the difference between a statement and a debate is that in a statement we have limited time; in a debate we have additional freedom to not only have more time to question the Government, but also to put down amendments to motions, and to hold a vote on matters. So, I look forward to having that debate in due course. 

You will not be surprised to hear that I find the content of your statement today disappointing. There seems to be very little recognition that Ockenden's report highlights the failure to implement recommendations of report after report, including the period, of course, in which Betsi Cadwaladr has been in special measures. And, just as Einstein told us about the chances of getting a new outcome when you keep on trying the same thing time and time again, here we have another statement from you in which you place the emphasis and responsibility for change, or for delivering change, on the board itself. We need a new approach from Government. 

I want to highlight one issue in particular raised by a constituent of mine to illustrate how little, it seems, has changed. She writes, 'I found myself unexpectedly in the position of being a whistleblower in Betsi Cadwaladr some 18 months ago'—that's in a period, of course, when you are running the board—she goes on, 'after my initial attempts to discuss my concerns to a senior manager were rebuffed. Since I took this fateful step last year, I've encountered endless obstacles and difficulties. Those difficulties include complaints going missing, transcripts of meetings being falsified, investigators being appointed who were either not clinically competent, didn't hold sufficient authority or who were too closely connected to persons named in the concerns, and one investigator actually worked part of their job in a subordinate role to a named person.' Remember that the focus on improvements put in place after the Tawel Fan scandal surely should have put an end to this culture of disbelief in whistleblowers and bullying those who raise concerns. Now, isn't it the case that what we have here is a health board that really didn't work from the word 'go' and, it seems, still doesn't work now, three years into your running of it? Isn't it now time to acknowledge perhaps that this is a health board with a reputation that is toxic and beyond repair, that we need a new model for delivering health and care in the north of Wales?

Let me finish by asking what your role is here. Do you agree that the buck stops with you as Cabinet Secretary for health? If you agree with that, do you see that failings have continued during the period in which you have been in charge? Do you agree with that? And, if so, what response can patients and their families expect from you in light of the fact that you have failed to address the problems within Betsi Cadwaladr?