As background, I sat as broadcaster representative on the board on five separate occasions throughout its history. I have actually served under every previous chair for at least one year. I actually have been there through every significant crisis. The one I was alluding to was a major crisis—not the only one, but a major crisis where producers were really caught between administrative structures that weren't particularly communicating at that point in time. The result was chaos.
Again, as throughout the history, the same people got together and resolved the problem. Quite frankly, in this case it was an intervention on the part of Heritage Canada, which divided church and state and said the CTF, through its board, would be the repository of policy, direction, and guidelines, and Telefilm would be the administrator of the guidelines and actually have the interface with the client base. That's worked out very well, and there's been peace in the valley ever since.
The issue was having two sets of rules, which were not centrally coordinated, out there for the fund. Back in those days, Telefilm's approach to the equity investment was not filtered through the CTF board, nor should it have been, as they didn't report to us. To me, the need for coordination is fundamental, even if you accept the two separate streams. It's not because I think the sky will fall but just because something awful will happen that nobody can anticipate even with the best of intentions. It's guaranteed—that's the history of this fund.