I have a similar response, but I'd add a couple of points. First, similar to what you've heard, we are driven by our core mandate. In terms of where real property monies go, in terms of life-cycle management, in terms of safety and security for staff, etc., we're talking about people who work in our science labs and people who work in hatcheries. Those are operational requirements. Some of those are heritage buildings; some of those are not.
Secondly, when it comes to heritage buildings, we know where they are. We know what they are. We know the care they need. We have guidance from Parks Canada about how that is different and how to manage that, so that is always a factor for us.
The third thing I would say is, despite those two points and consistent with the point that was raised earlier, it takes up a lot of space in the department. There is a focus on some of those heritage buildings. Local, regional staff in particular, are committed to working with local stakeholders. There is an enormous effort in terms of divestiture in making sure that those are protected by people in the local area who care enormously about them. There's a grants program to assist them to be able to take over the responsibility for the heritage site.
It does get care and attention, but at the end of the day, it is the core operational department's mandate that drives our decisions on real property.