I will be very brief, Mr. Chair. I have two comments before I go into the closing remarks.
The first is that one of the members requested the regional breakdown in the business plan, and it is actually on page 66, so that the costs, the regional spread, are there.
With regard to the lighthouses and their divestiture, I believe there is a bill that will be going to the Standing Committee on Fisheries and Oceans with regard to lighthouse divestitures and heritage protection as well.
In closing, I think a number of members have rightly asked us if we are accountable, and the answer is yes. Will we take the responsibility? We do. Do we take it seriously? Absolutely. Is it easy? No. Are the changes that have been identified to be made significant, to use that term? Yes, they are. Are we making progress? Yes.
Is it satisfactory according to the report of the Auditor General, which was done in 2006 and reported in 2007? No. Have we made progress since then? I would absolutely say yes. Do you have our commitment for that progress to continue? Yes. What are the changes we have seen? We have seen the organization become a special operating agency. Yes, it is within the department, but with its own fenced-in budget.
We have seen changes in terms of our ability to move capital money forward and re-profile as necessary. We've seen changes in terms of the maintenance capacity and understanding of the issues. We have a more focused mandate; a lot of the policy issues have been transferred to Transport Canada. We are now clearly focused on the key operational elements.
We have line reporting, which we did not have before. We now have the capacity to replace 17 of the 40 vessels, again a major issue that had been identified. And we are actually at the point of reporting on a regular basis, in a very transparent fashion, on the goals we have set ourselves, the results we seek to achieve, and whether or not we're making them.