No, no, I appreciate that. No.
I think part of the message--and it is much implicit in this corporation, as we touched on--is to find out where you can initiate cost savings. Closing the Paris office was not something done easily, but in a context of priorities and where the moneys might be better addressed, such as the Perspective Canada program, which is totally focused on sales internationally as the number one priority, and given the new technologies of Internet, e-mails, and cell phones, I'm not sure the best place for this corporation to be directing its money is into bricks and mortar. We have external affairs and we have embassies in most countries of the world. We have worked well with them; we will continue to do so.
Yes, the issue of additional resources is always there, and I believe that whether it's health, infrastructure, education, or defence, culture should also be considered for additional resources. I believe it's that vital to this nation. But I think one of the obligations is to look for cost efficiencies and to work closely with the industry, rather than going to the federal government and just asking them for a lot more money.
I think the work those working groups have done, as I said in my opening comments, is remarkable. The problems that ensued in Quebec for French-language production earlier in the summer--they grappled with that. They came forward with recommendations that I think were very constructive and very helpful.