Thank you, Mr. Chair. Thank you again for the question. First of all, we are in the throes of planning. We are working very closely with Stanton and the physicians. The issue is Stanton is a territorial hospital; what services need to be in there, what services should or shouldn't the Territories be looking at outside of the jurisdiction and what services could be moved to the community. Some progress has already been made on that. For example, moving out to the Dementia Centre, setting up a primary care and looking at what services can be used. Stanton's design will also be designed around the use of further supports out to the small regions. So the use of electronic health records, TeleSpeech and telehealth helps physicians and other specialists in Stanton to provide services and support to those regions, to those other authorities and communities so that services will not need to come in to Stanton, but this is a work in progress.

The landscape has also changed very quickly and recently in health care, so now any master plan has to consider major issues like infection control, laboratory access, which has happened in the last couple of years in Canada. That's very different than the technical assessment, and I'll speak to that piece in a moment.

So the plan that came forward, certainly -- and my Minister has spoken to this previously -- did not address both the current and future needs and a master plan cannot just be about the building design. It has to be driven and lead and designed around the program services, as well as patient flow and maximizing efficient use of the existing envelope as we do any rehabilitation. It will be a very complex renovation of any facility, given that it's an acute care facility, and we have to be able to stage this. So some work is already done as far as moving some services and realigning them, and the department is working with the authorities on that as well as being supported by our colleagues in other departments.

The technical assessment actually was also from 2004. It is separate to the master plan. That is an assessment of the major components and systems of the facility, not unique to the Stanton Hospital. That work, then, was done over the last five years inclusive of money that's pending, I believe $2 plus million in the current fiscal, for some completions in the major systems and components. So the master plan will drive what type of facility and how we can best use the existing envelope around what services need to be and what Stanton needs to be delivering in the future. In any hospital, look at a master service delivery, it's very complex because of the number of decision-makers and providers. So physicians, the nursing staff, how you actually maximize and use your ORs and your emergency all becomes a piece of that.

I believe that it was committed earlier that this was a piece of work we intend to have finished over the course of the next two years, but as we are moving ahead and those programs are starting to move out and it does fit with the Minister's initiative around the Foundation for Change. Thank you, Mr. Chairman.