Thank you for the range of questions. I'll deal with your last point first. I made the decision to invest £0.75 million over five years to create the new postgraduate diploma and it will support 25 students a year for five years. It should enable people to cover those modules over an 18-month period, so it should mean that there is cover for them to do their job as well as undertake the new qualification. We should then have a new generation of planners within the service for people to develop their skills at different levels within our organisations.

On your point about timely access and equality of access, of course we do consider those performance aspects as well as finance when we look at whether a board has an approved plan, whether it will continue to have an approved plan, and what that means in terms of escalation status. So the performance of those organisations definitely makes a difference. You'll have seen that in terms of the escalation choices we've made about a number of organisations, because in some of them it has been absolutely the performance issues that have been a significant factor in them either going into a different stage of escalation, up the ladder, but also, in Cardiff and Vale's case, it was a significant factor in them moving down the escalation to normal status. It was the same with the Welsh ambulance service as well in their journey. Of course, you started by talking about the progress that has and hasn't been made. The Welsh ambulance service is a good story in this sense, because they were in a very difficult place, a very difficult performance; they're in a different position now, their performance has been improved and sustained, and they have an approved plan. Five years ago, when I had the opportunity to join this department, you would not have thought that they would be one of our higher performing organisations, not just within Wales, but within the family of ambulance trusts across the UK.

We have now seven organisations with approved plans compared to four when the NHS Finance (Wales) Act was introduced. You also mentioned the NHS funding formula, and whether this was an issue in particular in relation to Betsi Cadwaladr. In the coming months I'll be coming back to make some choices about the future NHS funding formula. You'll be aware—well, you may not be aware, because you're no longer on the health committee, but I have indicated to the health committee that we're revising the formula, that is, looking at the current funding requirements and the needs basis for doing so, and so I'll be able to make a confirmed announcement on what that means for each individual organisation and how that revision will be implemented.

I will take the point about special health authorities and three-year plans, but some of the bodies that are mentioned, of course, are conglomerates of organisations that are working together. So, WHSSC is health boards acting together and the emergency ambulance services committee is actually health boards working together to commission the Welsh ambulance service to undertake its function. So I'm not sure that introducing a statutory duty across all of those bodies is the right thing to do, but I'll take seriously the point that you mention.

On HEIW, their strategic overview is the work that they're undertaking. I've mentioned this before in statements, and I will come back when we talk about the workforce strategy, and of course they're working together with Social Care Wales to do that.

On the final point I think I need to deal with, and that's on capital and your point on whether there's a need to improve Welsh Government processes: actually, we need to look at the whole system, because it just isn't fair to say that delays happen because the Welsh Government doesn't make choices. Often that's back and fore between Welsh Government officials and health board or trust officials with plans that they've submitted, and there are Members in this room who will have their own frustrations about that planning process, and that is part of what we're trying to address, to improve the capacity to deliver business cases and to plan appropriately for the service. So, actually, I think there's a whole-system issue and not simply one part that we need to improve.