Thank you. That's a great question. It's something we've put a lot of thought into over the decades we've been doing this work.
I think there are a couple of ways.
One way is around monitoring frameworks. I'll give you the example of salaries.
If we're funded by the federal government, they can say, “We'll pay for staff and the salary for each position, so you need to present us with a salary grid. Then you can set your salaries into that grid, and it's up to you, as the organization, to move people along that grid—up, down or wherever they belong within the grid.” That's approving and setting the framework, but it's not getting into the micromanagement of each salary for each individual staffer.
That's not what's happening for us right now. What's happening in our sector is that we need to have every salary for every person approved. If that person gets a salary increase because they've been at the organization for a year and there's a merit increase, we have to go back to the federal government and put in an amendment for approval to have that person get a 2% salary bump.
We're not asking to be totally haphazard within these amounts. What we're asking for is the approval of a framework so we can then be more fluid in the way we deliver our services.