The creation of the agency brought into what was the revenue department individuals from the private sector who imposed their judgment on the various elements of the management of the agency. That has yielded an extreme rigour within the agency. Because I came from another department into the agency, I can tell you from experience that as a result, the nature of the issues around the management table are very different.
As to what we've been able concretely to accomplish, I think the report shows a number of elements of success. We've been able to grow steadily, since 1999 up until now, and all of this has been financed through efficiency measures. Ahead of everyone in the government, we developed the consolidated procurement systems to save an enormous amount of money, and we can provide the committee with the actual savings that have taken place. We've integrated our IT system four years before the rest of the government is thinking about implementing it. We've tested and successfully achieved it.
I'd like to believe that the creation of the agency introduced the rigour of a corporate structure into the public sector environment, while keeping the political accountability.... Frankly, it is a challenge to all of us to make that work and see if we can demonstrate to Parliament and others that this slightly different model of managing a highly operational part of government can work and give good results.