6. From one standpoint one could argue that the Special Committee's actions pointed to increasing corporate effectiveness by reducing the amount of time that the management and the directors spent together and the problems they considered together. But the truth of the matter is that with the growth of the institution and the time demands on its management the Special Committee really felt that we were spending too much time on the wrong things and not enough time on the right things. As boards go, bank boards are large, and this makes general discussion of operating and policy considerations more difficult. But the Special Committee fully supported management's desire to concentrate on significant trends in the institution's performance in their presentations at both Committee and board meetings in the hope and ultimate expectation that the experience and the judgment of the directors can be brought to bear more effectively on charting the future policy and course of the business. This will not be easy to do but it is worth striving for. The Wells directors, being modest men, make no claim on having a monopoly on wisdom but there is contained among them a storehouse of experience, an exposure to what's going on in the world, and track records of success in their chosen fields of endeavor that suggest that they are a valuable asset of the bank that management should use to good advantage. I know that Dick and Ernie are eagerly pursuing this objective.