Okay.
I think the question is dedication of resources within the bureaucracy. By that I mean that, as I brought up in the example of the U.K. and the U.S., they've identified people with specific digital skills and an awareness of the importance of open data, and have encouraged them to work with departments to recognize which data sets are valuable to both citizens groups as well as businesses, and work with them to format the data sets in a way that's accessible and open to all.
There are maintenance costs involved in identifying the data sets, maybe translating them from the way they're stored right now, which frankly is often quite inaccessible to the outside world, and that's a recurring cost. But really it's about getting the focus of policy analysts and the people who own responsibility for that data within the departments and recognizing that they need to look outward when they are collecting the data, when they're preparing it, and when they decide how to make it available. They need to get into an open mindset where they realize they have two communities to serve with these data sets: internal departmental analysts, as well as the outside community.
The investment is not tremendous when you're talking about data sets that have already been created and that are available within departments. It's rather a change in mentality and it's a change in procedure for a lot of these departments. The Government of Canada has already put in the tool to distribute them through the open data portal and has already demonstrated they've had engagement from the community. The question is how to do this over the long term and how to do it in a way that both the community and businesses recognize as sustainable.