In every single one of my jobs, there was a very large amount of change management.
As I mentioned, at Canadian Heritage, we had to manage a workforce reduction of 30% and a major cut in our budget. That obviously included a lot of change management. About a year and a half after that, we had the public service employee survey. We had one of the best results in the entire employee public service survey, even with all of those cuts.
The guaranteed income supplement, for example, was a very major change. It basically was taking a look and saying that we can do better. Instead of Canadians having to come to government and apply on what was literally eight different application forms, and about 10 pages in number eight font—very hard to read—we said we can actually change it using the way the regulations and the legislation are set out. We can find a way where we can reach them. By working with our CRA colleagues and with the Office of the Privacy Commissioner, we found a way to do that. It required quite a bit of change because it totally changed how we actually delivered.
I must say even in the two months that I've been at FINTRAC...it is an organization that's used to change, that embodies and enjoys change. With the advancements in technology, we must change. We must first of all harness those advancements so that we can find better ways to work with our colleagues and our reporting entities, but we also need to take a look at those changes in technology because they now allow bad actors to have new methods in order to abuse our system. So, we will have to be constantly on top of all of that change.
Thank you so much.