The question was partially answered by my colleagues here. Despite all the challenges and obstacles, we have kept the solution that provides for a degree of cohesion in the efforts and know-how of our communities, particularly through tribal councils.
As my colleague Norm Odjick said, the directors general of communities meet twice a year, always with a view to pooling knowledge and expertise. That can generate results.
Basically, we are exporting some expertise to our communities, and, at the end of the day, that is important. There are about 15 or 16 communities that are on the brink of intervention, which shows the shortcomings of the policy. Why wait until the communities are knocking at the door before intervening? That's the question I'm asking.
In terms of the only case with a third-party manager, isn't there a way to think of something more in line with the expectations and needs of the community? Accounting firms across the country must not fill their pockets on the backs of the communities. It has been more than 10 years in the case of Lac-Barrière, and we have seen this in other communities before. I think the situation is completely unacceptable and we must do something about it.
I go back to my colleague Norm Odjick's recommendation. Without reinventing the wheel, could we not make an effort to use the expertise we have? The intervention would then be for the communities that feel they need to call on outside expertise to address their situation.
Thank you.