Thank you.
I want to get back to the role of DFO. I would agree that it's not this year's crisis, it's not a crisis just for this year, but a crisis that's been here for a bit of time.
But I do think DFO has a role to play, not just in management as it relates to conservation, but also in the whole role of marketing and management in the business model. I say that because DFO does make some important decisions that affect the business model.
My colleague just mentioned all the downloading that's happened over the last couple of years, in terms of picking up the costs of tags, licensing, observers, and increasingly science. These costs are downloaded onto the harvesters. The harvesters even came together as one and asked the minister to give them a year as a transition period, and the department wouldn't hear anything of that.
You're already making decisions that are affecting the business model. Why are you not more involved in the industry's attempt to find answers to the low prices? Whether it be carapace size, or assisting the Lobster Council trying to access a levy, just as the State of Maine collects a levy for its fishery and its lobster fishermen, it seems to me that there's more the Department of Fisheries and Oceans could be doing in a positive, constructive way, as it relates to the current problems of pricing, than it is.