It's hard to answer based on simply two audits, but I would say the issues we found here were probably not atypical of other departments. I don't think we found any really serious management issues, which we sometimes see in other departments. The kinds of issues we saw here tended to be more the strategic issues.
In the case of the question of heritage properties—the “built archival”—I think the major question is that the protection regimes are at their capacity and are having difficulty. The government has to find new ways of doing things and has to probably prioritize. Are we able to maintain all of the historic sites we have? There's already a strain on the system, and there'll be more added every day.
I think there's a gap between the funding that's being allocated and the expectations. There are obviously two ways to fix it. One is to put more funding in, but the other one is to redefine expectations, or perhaps find new ways with partners outside the federal government to do some of this. So there has to be, I think, a more strategic look.
For the cultural industries, I'd say the main issue was, as we discussed, what we are trying to achieve with the $800 million being spent, and the performance reporting and objectives of all of these programs, and the strategy overall. I'd say, then, it was more on the strategic issue.
There were some questions, obviously, with the verification of the conditions for Canadian content and how.... The framework was good; it was the rigorous application that wasn't always there.