As I mentioned before, we think the key is long-term, sustainable funding. It's impossible to run an organization as large as the CBC on a 12-month schedule. It's a constantly moving target.
I think the idea that the CBC's entire budget is simply a line item in the federal government's budget is incredibly.... Quite frankly, it seems ridiculous. If we can do anything to change that, we should, for all of the reasons I stated before. When you're working on a 12-month schedule, how do you execute on a vision and how do you meet objectives?
Also, as we said in our opening remarks, and I'll repeat myself, governance is fundamental. Appointments to the board should be far more independent. We think that having independence with the board and with the appointment of the CEO will help with the issue the public has with transparency and accountability, and that will make us stronger.
Also, this is very important. If you look at the BBC, it has a charter process whereby its mandate is reviewed every seven to 10 years. That includes performance commitments, public accountability and secure funding. Just as you take your car in for service every six months or 3,000 kilometres or whatever it is, we have to have regular check-ins on our national public broadcaster. That will ensure its viability in the long term.
As we've stated before, the CBC needs to get back into the business of local and regional news in a big way, with more boots on the ground in smaller communities. That will have a big impact on whether the CBC survives and thrives.