Mr Low made an added point which is, for certain specialties, is it not better to centralise instead of mini-units spread out in the various hospitals? I think both solutions are relevant. It depends on the specialty. My preference is always to have at least two competing departments because competition will always push up standards and I have an added reason. Having run hospitals and dealt with doctors, I know they are highly individualistic and sometimes, for various reasons, you just cannot work for a particular Head of Department. So we must allow some space. There is a Chinese saying: "Yi shan bu neng cang er hu ". So sometimes, you need two mountains to hold the two tigers. But as far as possible, we try to decentralise it for the convenience of the patients. Of course, if decentralisation means one-man-team in a department, then it does not make sense. If you look at how we handle it, for example, neurosciences, neurology, it is centralised. But because accidents, like head injuries, can crop up anywhere, and if you centralise it, all ambulances will rush to SGH, we will have a mad-house there, and Dr Fatimah will have no time to attend Parliament. So the neurology services are decentralised, but the department running it is centralised. The department is the one who decides on staff deployment. That way, you can sub-specialise and you rotate staff accordingly. But once the specialty has reached a certain size where it is possible to have two very well-run departments, I encourage them to split up. I do not encourage families to break up though but for clinical departments, it is always better that way. Two, three, or four departments, so long as the volume can justify it. And this is one of the reasons why SingaporeMedicine has some benefits to Singaporeans because if more patients are coming in, then you can justify a higher level of care and you can allow this decentralisation to take place.