The report is written from the perspective of recognizing what the CGC does currently, and what it can do for the sector does add value. My own personal view, and it would be echoed through most of the people consulted, is that the CGC is a unique Canadian institution, and it confers huge competitive advantage to grain and oilseed producers in Canada specifically, and to the grain handling and marketing agencies in Canada generally. It's as relevant in terms of how we need to move forward today as it was when it was first introduced in 1912.
The big issues coming at us, and the ones the CGC is trying to deal with, are in the areas of the increasing competitiveness in the international marketplace, the new demands of our customers--which are sometimes difficult to meet--in the area of grain quality assurance and in the area of grain safety assurance. That is where the game is being played, and those are the reasons the CGC can confer a huge value on the industry from producers right through it.
You asked the question a minute ago as to the tone in the industry and how we could move forward, and whether that is accurate or not. The grain industry in Canada is one that is extremely good at finding problems in the industryand extremely bad at finding solutions. Part of the way to find the solutions is that, as Chris said earlier, we need to be talking to each other more, communicating, consulting in a real way, and ultimately getting to the point where solutions are a product of more than one perspective. It takes a lot to do that, and ultimately it boils down to leadership and the decision on the part of everyone in the industry to accept the leadership role to do that.