Thank you, Mr. Speaker. Mr. Speaker, I too am going to join in on the question regarding the DEAs in this Fort Simpson and the DDC in the -- DDEC in the region, Mr. Speaker. So for those listening, Mr. Speaker, just to clarify, of course, this problem applies equally across the NWT to all elected authorities and councils, so it isn't just a Fort Simpson issue. It's a Yellowknife issue. It's a Smith issue. It's a Tu Nedhe issue. It's a territory issue.

So, Mr. Speaker, my question here, to be very focused here, is strictly built around this simple premise and clarification that's needed. The elected officials and the community are telling me they feel like a puppet advisory board and feel they are not in charge of their one employee and, as such, there's great confusion. So in other words, this is leaving everyone wondering are they a management board or an advisory board which ultimately is run and controlled by ECE. Would the Minister clarify what the elected people for the people on these boards is really doing there? Thank you.

Thank you, Mr. Speaker. Of grave concern that gets asked of me is how many days have they spent here in the North in their five-month contract thus far; will the Minister answer that question or provide it publicly? Thank you.

The public administrator, Mr. Speaker, has been appointed I believe, if I could remember, for about five months. Mr. Speaker, they have a one-year contract. So what does we will do this mean? We've already had five months of water behind us, very little in front of us; can we get some timelines as to when you're going publicize this information? Thank you.

Mr. Speaker, the question was surrounded publicizing the schedule, who they met with, who they intend to meet with. Thank you.

Thank you, Mr. Speaker. It was quite clear that I'm calling someone names, was her statement. That said, I wasn't calling anyone names. As a matter of fact -- and I thank you for the opportunity to do this, which is, as quoted, in the realm of health care and government, a czar is an informal term used to describe a high level official usually appointed to address a specific issue or crisis. The term is often applied to individuals or its authority to tackle complex problems in a particular field. As if anything, Mr. Speaker, it's an incredible accolation of respect for the expertise the appointed individual has been given and tasked with for a certain period of time. Thank you.

Thank you. I believe the Member for -- well, the Minister is calling me -- or implying in some way that I'm implying some type of negative implications or describing me in a negative way, that I'm implying something terrible. And I take offence to that. I don't have my book here to quote the actual infraction number, but it feels as if there is some type of motive -- false motives being implied. Thank you.

Point of order, Mr. Speaker.

Thank you, Mr. Speaker. I won't be asking questions regarding ratios because my colleague from Great Slave had raised it the other day, and it seems like it's moving forward. But I'll focus in on the administration process and the analysis.

Mr. Speaker, during a public committee hearing, one of the questions I had that never got answered was our health care czar is travelling far, wide, and whatnot, up and down wherever, and from wherever apparently -- that causes issues with individuals but I'll recognize that -- that despite that they're a publicly appointed administrator, I would like the schedule published as to who they've spoken to, when they've spoken to them, and where they're going. Because it's very important that Northerners see what's being done and also feel what's being done. So is the Minister able to publicize their schedule? Thank you.

Thank you, Mr. Speaker. I appreciate the chance to finish, uninterrupted hopefully.

That said, Mr. Speaker, we should be talking about ratios. MIT did a review years ago, I seem to read, which was we're not computers; we're people, which is you can only challenge and stress the system so much whereas in nursing ratios asked the question can we allow our teams to focus in a reasonable and balanced way? Mr. Speaker, I'll end with this because I can't seem to -- I don't have enough time to finish my statement. I'll say you can only work the system to the bone and expect best results, but if you work the system to the bone, all you're going to get is a bony system and nobody wants that, Mr. Speaker.