Thank you for that.
It seems all so simple, doesn't it--but it's not simple to do; don't get me wrong. The thought process to it is it's an elementary principle. That's how we used to actually raise animals the first time, before we got into how we decided to do it over time, thinking there was more efficiency the other way. Maybe there's more efficiency in actually making some things that are marginal more efficient.
Ms. Broklebank, you talked earlier about the gaps in funding and the fact that you can't pay somebody $10 for a lunch, so it becomes difficult to bring folks in.
I used to be a municipal councillor at one point in my life, and the better the person who wrote the proposal, the better luck you had about getting the money. And they weren't actually the people who actually ended up doing the work the proposal was around; they were simply proposal writers. It almost seems that as you get bigger you need somebody to actually do that who actually just does that and manages things for you. I don't want to build a bureaucracy for you. Don't get me wrong. It's either that or we need to give you flexibility so that you can actually get some of the things done without being waylaid doing the things we're asking you to do--not discounting accountability, because you've agreed that you must do that.
We're asking you to do other things, other than doing the things that enhance the ability of the industry you represent to actually get ahead. That's what we're asking.
I know I'm out of time, so I'll ask you to respond to that if you would.