The other part of this is a desperate need for Welsh Government to address the increase that we have seen in agency spending—£260 million spent on agency spending in 2022. That's not a figure just bouncing along. There's been a 40 per cent increase in a very short period of time, and that means money leaking away from the NHS into the coffers of private companies as profits. We want and absolutely support having roles that are brought in as overtime, additional shifts, and that flexibility is something that we need to build into the NHS much more, actually, but we need to take the private profit-making from agency working. 

The third step in our plans is to give greater priority to preventative health measures right across the board, not just having preventative schemes—as, of course, Welsh Government has—but making the preventative the most important element in our attitude as a whole towards the health of the nation. Building a healthier Wales has to be a priority. We'll hear more from Sioned Williams about the fact that that means the kind of housing that people live in, the support that people are given to live healthy lives. It's not just a matter of the Minister deciding one week, 'You know what, people need to live healthier lives.' They need the support from Government to be able to do that, and I think the Well-being of Future Generations (Wales) Act 2015 provides the legislative framework in this respect.

We tend to think about that legislation more in terms of climate change. I think we need to focus on using that legislation in terms of our health as a nation, and we need clear ministerial responsibility. In Westminster, you'd have a Minister without portfolio perhaps just looking after delivering the preventative. You know, that's an idea. Is that something that we need to do here, not that I'm in favour of having more Ministers? And this is policy from me here rather than being policy. But that's the kind of way we need to think. We need to think about who has that ministerial responsibility within Government.

We have to, as point 4, look at that interaction between health and social care. We were talking there about integration. We all support integration as a principle, but it's what happens at the junction between the two as well that we've been focusing a lot on in recent weeks—the delayed transfers of care. We need to be building capacity at that point. Capacity can be physical capacity, it can be virtual capacity, it can be permanent capacity, it can be temporary capacity. We've worked in very effective temporary ways during the COVID pandemic. We absolutely have to look at what happens at that junction because currently we're falling short, and the decision, still questioned by medical professionals, to release people from hospital without the proper care packages in place is not the way forward, and I think it shows a misunderstanding of the kind of approach that Welsh Government should be taking on this.

Finally, we need to create a delivery mechanism for the recovery. I think the new NHS executive, and we think the new NHS executive, provides a model for that. Government Ministers and successive Labour Governments have had a very long time to create a more resilient and better-equipped health service. I think the Ministers could benefit from empowering that NHS executive in a way that can deliver real change right across the NHS. If we have that new organisation in place, let's use it properly, give it teeth and give it the power to drive forward change.

One of the things that I think the NHS executive could drive is action in relation to delivering elective surgery hubs. I visited one in Clatterbridge the other day. A project is in place, costing around £25 million in total, creating four theatres, 18 additional beds. It's a factory that will not be affected by winter pressures, and so on. That might not be the exact model because that's an elective hospital, but we have to find ways of delivering that kind of change here in Wales. That investment, yes, needs to be made, but a business plan for that saves you the money of sending patients otherwise to private hospitals for treatment now and, of course, quicker treatment of patients stops that worsening of health conditions that are painful for the patients, difficult for their families, and very, very costly for the NHS.

So, that's our five-point plan. As we say, they're not our ideas; they're the result of listening to people on the front line and the organisations that represent them. Our plan addresses the real concerns they have with the way the health service is currently being managed and offers five deliverable steps that will make a tangible difference to all involved, so that, together, we can start healing our NHS, which is what we all here want. I look forward to contributions today and for a signal that, if they wouldn't accept the word 'crisis', that they do accept that there needs to be a new direction. Diolch yn fawr.