Thank you very much, Mr. Chair.
Thank you, Madam Fraser and your colleagues, for being here today.
I know that when you spoke about your recruitment and your retention strategy, there has to be more than only money, since you are recognized as one of Canada's top 100 employers and one of Canada's top 20 family-friendly employers. Again, I think a lot of that has to do with your leadership. Certainly that's been well documented.
I'd like to expand on some of the comments you made before when you discussed measures of organizational performance. In exhibit 9 on page 15 and 16 there's a table that includes objective indicators and targets for delivering your work on time and on budget. I note that your target for on budget has been set at 80% for financial audits in various corporations and organizations. What was the rationale used for determining your 80% goal?
My second question relates to the second footnote that defines what “on budget” means to your department. Simply to quote, it says, “On budget means that the actual hours to complete an audit did not exceed the budgeted hours by more than 15%.” On that point, why did you use the cost overrun figure of 15%? And when you're looking at renewal of methodology, would that be something you might want to consider changing? If other departments that you audited had a built-in cost overrun provision, would you consider that adequate? And again, if “on budget” meant what I consider to be on budget, what number would you use instead of that 80%?