Thank you, Madam Chair. The mechanisms that we have in place to ensure that we are providing effective maintenance, as the Minister alluded to, there are two different. We have our leased units that we have to rely heavily on the landlord to do the repairs. Our local housing organizations would work directly to report any deficiencies or any repair requirements to the landlord. It is up to them under our agreement with them, our lease with them, to repair it in a timely matter. For our own units the LHOs are all given a budget based on historical costs. They do unit condition ratings on an annual basis, each of our units, so we know the condition of our units and what repairs are required. These repairs would be put into our capital planning process, so it's an ongoing process. We have a good indication of the age and condition of each of our units in our inventory. We know where we have to make major investments.

In the earlier questions, we're always using under the guise of making sure that these units are energy efficient in any retrofits because it's in our best interests. The majority of our budget goes to O and M costs of maintaining these units and keeping them operational. Working with our LHOs this year has been kind of an off year with COVID, but we normally have technical workshops on an annual basis with all the district offices, all the LHOs, so they are well informed. We provide training opportunities to these so they could keep abreast of any changes in their practices. We are always looking for best practices, too, so we are always looking at learning from others. We are not the only housing game in the world, so we reach out and do our jurisdictional research, what are the best practices out there and we follow those. I think it was public works used to have a northern building requirements process. We are tapped into that, and we participate fully in all events to make sure that we are up to speed on building our own capacity and capacity of our tradespeople. Thank you, Madam Chair.