One of the things that CFA members absolutely are very strong on is that the supply management marketing structures work and we need to continue to maintain them. We need to have a very strong negotiating position at the WTO because we do believe that there is a way of negotiating that will maintain supply management, that will not undermine supply management, but that will also give us significant market access improvements for our exporters. On that front, we believe that in fact Canada has more of a free trade position than many of the other countries do at the WTO, and the tools are still there in place, even within the Hong Kong ministerial declaration that we can continue to negotiate that way.
Supply management is a structure, and I'm not surprised what came out of the Fraser Institute. It is something that academics, to a large extent, don't like. Supply management has proven in the past that it's a way of farmers getting more money from the middle without it necessarily resulting in an increased price to the consumer, so it accrues more of the middle dollar back to the farm gate. The way we run it in Canada is it's done through a negotiation between farmers and the downstream industry, so it works very well.
However, the document, as far as our strategic growth pillar is concerned, yes, says that we need to maintain the three pillars for supply management, but we have other ways of empowering farmers in the marketplace as well. We still have some single-desk selling in Canada. In fact, in Quebec, the wheat industry just recently implemented single-desk selling. We have voluntary marketing boards, and we have some very good, strong voluntary marketing boards across Canada, and then we have the co-op system. And we believe we need to do whatever we can to strengthen the co-op system, because again, we think that's a way to empower farmers and to accrue some of the benefits of being involved in the downstream industry back to the farm gate as well.