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.