Thank you, Mr. Chairman. Mr. Chairman, the implementation, the interpretation, I guess, that has been put on the Carver model that has been chosen to be implemented with some of our boards has created problems.

We have competent people sitting on our health boards in the regions and in the communities, and their ability to get into the details of supervising or overseeing how the system is being managed is actually limited by the interpretation of the Carver model in some instances.

If I could give the members one example of a certain directive, which we were able to identify with one of the boards was that something to the effect, and I paraphrase, that as a result of the interpretation of the Carver model, it was indicated that the CEO should not burden board members unduly with complicated or detailed information.

I would suggest that some might even consider issues of things like budgets to be that kind of complicated and detailed information.

So when you have a model of governance that separates the management of a facility from the board members, who are ultimately responsible for the delivery of the programs and services, that is troublesome to us. Thank you, Mr. Chairman.