I think they both mentioned the things we covered off in our audit in terms of it being evidence-based and the monitoring, and that type of thing. That's all very critical in the actual set-up of the program. However, there is the first step of making sure you understand what the demand is going to be. When you make this big change in the model, what is the demand that will be coming from the citizens? What is the cost estimate going to be? What is the inflation? What's going to happen when there is another big drug that costs $1 million a year, or whatever? If there is a large demand for it, how are all those things going to be managed?
I think there are two aspects. There is understanding the mechanics of managing this type of program, but there is also a matter of stepping back and saying, if you're going to take something this broad in scope, it's not necessarily just going to be exactly what Health Canada is offering or what Veterans Affairs is offering. It will probably come along with a different set of expectations. I think understanding what those are going to be and what impact those things could have on the program and the satisfaction of the people trying to access the program is something that would need some attention as well.