I think this issue on sharing and taking risks is very hard for civil servants. They get burned once or twice, it hurts their career or it's embarrassing, and it's hard. So you have all these disincentives.
I think it requires leadership from the top, from ministers, but also from the civil service leadership to say they're going to provide the cover to take some calculated risks, and if we fail, we need to be able to.... To the extent they're able to say here are ten good things that happened, and obviously you're right, it's not the way of the world, but even in philanthropy this is hard. Private philanthropy has a hard time with failure too.
A number of organizations, like the Hewlett Foundation, try to talk about their failures in a more open way, but it's hard. It's culturally very difficult. You've put your finger on something very important. But I do think that the leadership of ministries, whether the president of CIDA or the minister, to the extent that both of them give some bureaucratic cover to some very capable civil servants, I think that's one way to deal with it.