The optimal number operationally is 28. With 30 I would have operational spares. It's logical, with the provision of 29 permanent members, that if I can have a turnover and maintain 28 board members perpetually, I'll be operationally safe from a capacity to hear cases.
It may mean that sometimes I'll go up to 30 and then fall back down to 26 or 27. The challenge is really to keep that human resources number at an average of 28. People come and go; they're new and need to be trained. I always want to keep a core of experienced board members and never let the number of experienced board members fall too low. I can't have 28 brand-new board members at one specific time. So we need to have a planned turnover.