Thank you for the questions across a range of areas. The £41.2 million is the figure for the seven bids that I have referred to. The larger amount that you refer to is the potential in the bids that have already been received that I am looking forward to reviewing—over this week is my ambition; I would like to make choices on those to allow people to get on with delivery. There are other bids in the pipeline, and I'm happy to reassure the Member and the Chamber, and anyone watching, that I confidently expect every single regional partnership board within the country to have a bid within it. Absolutely. That includes Powys, it also includes Cwm Taf—their bids are in discussion with officials. So, they are at an advanced stage, as opposed to a thinking, pondering and considering stage. And, actually, being in a position to start making announcements, as I was in the autumn, was helpful about generating pace in other parts of the country—nobody wants to be seen to be left behind—but also about the sharing of the information in the areas that are being covered as well at the outset. And, more than that, our plan is to share evaluation and learning through this process as well. So, as we go through, the learning will be iterative as well, and I want to make sure that is deliberately plugged in. So, part of the point about having the rapid review is to make sure that we can understand both against, obviously, the evaluation priorities within each bid, but also the policy priorities within 'A Healthier Wales' and the design principles that we set out, to make sure that we're actually—in having an external review, whether they're actually approving bids that actually are true to the policy priorities and the other design principles that we've set out.

On partnership boards and their links to local communities, I think we're straying slightly from the transformation fund, but, of course, local government members have their own mandate and their own democratic mandates to undertake their functions. We agreed in the Social Services and Well-being (Wales) Act 2014 to create regional partnership boards to try to draw people together. So, we decided, as a national institution, to create that structure, and some of our challenge now is about how we recognise the different partnerships that we have and making proper use of them. So, they're a forum for people to make sure they agree on what they should do and then to go ahead and deliver it. And we have varying local, regional and national accountability mechanisms for that, including, of course, the conversation we are having in this Chamber today.

The transformation fund, as I set out on a regular basis, is not so much about the use of the £100 million. I really do try to avoid getting drawn into the shares for different parts of the country. The £100 million is a catalyst; it is a way to design and deliver the future—to draw together the best ideas to have the most transformative impact. And it's at least as much about having our health and social care system see together a level of ambition and to recognise what they can do. So, if there is not a transformation fund, then we've created the sort of culture and environment where, actually, those partners can, together, continue to transform health and social care. Because we won't do everything that we need to do in the next two years and the lifetime of the fund. So, it is about the impact that transforms the use of the current approximate £9 billion of shared resource that health and social care have that is the objective of the transformation fund, not about how we can spend the £100 million itself.

And in terms of how we're going to be able to do that and how we're going to be able to demonstrate and evaluate the impact of the fund, well, there'll be an evaluation at the end of each project. But, more than that, it's about what we then see being delivered in the joint plans of partners, about having joint health and social care plans that people buy into, and that, if there is a successful project, that then that partnership will be able to take that up, and, actually, how successful we are in scaling that up on a national level. So, there's a role for individual partners within that. There's a role for regional partnerships, and, of course, there's a role for the Government as well. For example, when we approve the integrated medium-term plans of health boards will we see, and will there be an expectation—if I am in post, you can expect there would be—that successful ideas are scaled up and you see a progressive way that they're going to be implemented within health board areas that start them, but also those health board areas that are not growing those particular bids? So, I expect to see real national input. And a good example would be, for example, the transformation in Gwent on children's services and a more preventative approach to mental health. Well, actually, that's part of what they're looking at. Now, if that works in Gwent, I would need to be persuaded that you could not and should not want to see that scaled up in other parts of the country, and we have different mechanisms as to how we could look to do that.