Thank you, Madam Chair. I have to admit that I am not familiar with the context of what you are saying, to give you the more fulsome answer, but I commit to looking into it; I will take that back. Again, I think I want to reiterate the commitment that I personally have and that I am directing my department, that we need to start doing things differently and that we do have to have things stay in the North and Northerners working. Even if it's more painful for us as a department to ensure that that work is staying, we need to do it. That is the messaging I am giving my department. How long it's going to take to change a department of -- I don't know how many people work in our department, which maybe I should know; I can probably look on my page here, but it's a big, big department. It is going to take some time for my new corporate messaging to filter down and become the reality of what they are doing, and that is going to be a learning experience, and the lessons learned is part of that.
I can tell you that there are times where I butt heads, where I am saying, "This has to change," and these are the conversations that Dr. Dragon and I are having. The other part is that both of us being new to a department that is very set in its ways is actually a really good thing, I think. I already see Dr. Dragon's influence in changing how things are going. I see the people who he has brought in, has promoted to an ADM position, an Indigenous, Aboriginal person, and that person has more than excelled during COVID-19. I see those impacts of new leadership in the Department of Infrastructure already. I commit that that is going to continue on for the next three years. Thank you.