—and build a steady workforce if we are to build an organisation capable of self-improvement.

The feedback I have been having from health professionals is that morale is low, they are exhausted, and that there is a vicious cycle where, as soon as more staff are recruited, existing ones are leaving because of the long hours and pressure. This is recurring across many areas of employment where people have increasingly been expected to work longer hours and unrealistic shifts over the last few years—I think about the last five to 10 years, in fact—where productivity and efficiency have been driving the workforce in a race to the bottom. And now, following Brexit and the pandemic, people are re-evaluating their lives and saying, 'Enough is enough', across the UK.

I'm worried that, until working hours and wages are addressed, not just in the NHS but also the social healthcare sector, which is at breaking point—and these are intermingled—we are going to continue to have issues. This is not just here in Wales but also in the UK. Minister, could I ask what conversations you've had with the UK Government to properly fund the public sector, following years of cuts under austerity, and ensure that adequate funding is made available to fund decent wages and working conditions for those in the health and social care sector?

We have seen that, where there has been improvement, such as in mental health, this is incredibly fragile, because we don't have that long-term commitment from the people who have driven it. Retention is a huge issue. I know of senior clinicians who are committed to the NHS, committed to Betsi, but who are unable to commit the hours they would like to because of pension tax implications brought on by the UK Government. Fundamentally, employees need fair tax—sorry, fair pay—flexible working conditions and continuing professional development, for their own health and well-being. We're seeing this right across the UK.

The workforce need to be heard and know they are being listened to. In my humble opinion, from what I've heard from staff, I don't believe putting Betsi Cadwaladr into special measures will improve the situation, where morale is low and the health board is trying desperately to recruit and retrain. I welcome the decision to intervene in a way that works, alongside the staff in Betsi, to build capacity and capability, to build teams that deliver in the short and long term. However, targeted interventions with definitive measures and timelines in place, so that they know improvements have to be made in a timely measure this time, would be most welcome. 

The Minister said in the statement yesterday that the tripartite body recommended not to put the health board in special measures and that there would be a review in October, and that she will be keeping a fortnightly eye on progression. Would the Minister tell me what will be the trigger for intervention? How will Welsh Government and the health board communicate to staff and residents what the interventions are, to give some level of reassurance that something is happening now? I heard that communication is poor. Staff need to be empowered, valued and listened to. So, how will communication be improved?

I am told that, to deal with the backlog of elective surgery, there needs to be capital investment. This is also needed to attract new, expert professionals. We need modern facilities with modern technology. I am aware that there is a reduction in capital funding over the next three years of 11 per cent from the UK Government. How will this impact on being able to deal with the backlog? Could you answer that, please? I get asked if the issue is that Betsi Cadwaladr health board is too big. The leadership admits they are large and a complex organisation. My reaction is that, yes, it's too big, but when I ask health professionals—also in the social healthcare sector—they tell me that such a reorganisation would be a costly distraction at this time, and all their limited resources need to be focused on dealing with building up the existing workforce and facilities.

Moving people around doesn't change culture by itself. Almost regardless of structure, we need to recognise that the work to change culture at every level has to be a priority. They also told me that there are areas of good services, such as maternity and cancer care, and it's a disservice to presume that all areas are poor. I also hear about patches of excellence from my constituents, and urge all those here today to celebrate that excellence where we see it. We shouldn't avoid scrutiny or constructive criticism where it's deserved, but, equally, we should celebrate what's good.

We need to seek every opportunity to attract, and specifically retain, good staff and allow them to work in their capacity, and we are fortunate in some ways that, here in Wales, there is public scrutiny and accountability, unlike in England, where trusts will just close services as they have done with A&E—