Perhaps I can take that one. I'll speak to our group at the heart institute, and specifically academic groups.
First, we formed a legal partnership in 1976, and while it's a partnership, it wasn't to make money, really. What we did is we're supporting what we call the academic mission. Right now, we do a lot of research and we're actually becoming better and better recognized for that. We have the top-rated teaching program in the country. We get some of the best cardiology trainees in the country for that reason. We also do clinical care. Some of it is well paid; some of it is poorly paid.
For example, we recruited somebody who was described to me when we recruited her as the best cardiologist in Australia. She takes care of patients who are very sick. If you have a heart transplantation, she's the person who's going to be looking after you. That's very poorly remunerated. In order to be able to recruit excellent people like this, what we need to do is we need to be able to adjust. What we've done with our partnership is essentially we've been able to maintain excellence in all areas. There's research, which we fund almost all of. There's clinical care, and poorly funded things, which we essentially redistribute to so we can keep these excellent people, and there's teaching, which is completely unfunded. We spend our time doing this because we think it's important to have researchers and doctors for the future.