 Okay, so let's summarise the five priorities. Number one for me is capability. So instead of brigades or brigades can still have 120 but we will commit to a number that you and we agree to about what the operational number is and let's say it's 45 instead of 120. Still have 120 but 45 we will commit to giving turnout gear, urban and rural, pages, welfare support and training if you like. So once we've got that number when we get to the operational component we're saying that of those 45 there will be a degree of fit for duty, healthy for duty and you've seen some of that feedback through this medium as well. We believe of those operational leaders there will be some prerequisites for those officers as well within that 45 and again you can still have beyond the 45 and this is where the community safety component is which is number four comes in which is about saying there may be 20 people that are not operational that are delivering other things. It could be fuel reduction, burning, staging area management, community safety, finance and admin delivering a number of other things and finally and I think the big game changer is the annual brigade review which refreshes the section 29. This is about us understanding what your needs are, what each individual brigade's needs are and us tailoring our support to each individual need on the brigade. Not everybody, every brigade needs financial support so let's find out which ones do and make sure we're tailoring that support financially to those brigades that actually need it. Not a brush that sweeps across everybody if you like and of course there's that little bit this will flow on to driver training and other such initiatives to make sure that of the 45 and I'm just using that as an arbitrary figure that's six people we need for driver training, six people we need for or seven or eight for chainsaw etc and then we know we only have to deliver the training for those numbers and we can do the 101 gap analysis if you like. For mine the five initiatives are game changers for us as an organisation and lead us towards a more contemporary agile professional quality fire service in the future. Let's give it a go, we're piloting it across the state and we're looking to expand that now in the next 12 months so I'll keep you posted as we go along the journey and keep the feedback coming because we are listening to the feedback and we'll adjust it accordingly based on the feedback we get through this forum through our different consultative processes and so on and so forth. Five priorities that will probably grow in a number of different ways. Thank you.