We have dealt with this matter at length in the paper presentation that we filed as well, but the short of it is that we're very interested in the BBC model. We spent some time last fall, Rebecca and I, visiting the BBC, as most of us have in our industry. Of course, it's such an impressive model.
Obviously there are a lot of things they can do differently because of their demographics and their size and their revenue, but there are a lot of things we can learn from the BBC. One of these is governance. They have remodelled their structure so that their board is actually made up of people who understand and know public broadcasting. They're not political appointments; they're appointed because these people understand the nature of the business.
Also, their senior management reports to the board, not to the department, which is really not set up to directly oversee an arm's-length organization. Everyone has their own job at Canadian Heritage, and it's very difficult, if not impossible, to manage another organization. We think that has probably led to some errors in judgment with respect to managing the CBC's resources and with respect to some of the challenges they have faced in the last two years.
We do believe it starts with a strong board. Most organizations are set up that way. I know I report to a board; I don't report to another outside organization. There has to be some responsibility and accountability in place, and that's what we find to be very much lacking. We don't want senior management running the CBC; we want the board to run the CBC, and the board needs to be injected with some new life.