In fact, I've had a lot of conversations with newly appointed or not-so-newly-appointed heads of organizations. My small organization has the same reporting responsibility as does a large department. We're just undertaking, with the Office of the Auditor General, a full audit of our activities—that's more than 700 hours of verification—and of course we're an open book. But it has an impact not only on our organization but on our service providers. With a staff of 20, I need to buy my human resources services and my financial expertise elsewhere. Otherwise, it would not be cost-efficient to have my own units.
Similarly, there are what are called micro-organizations—with 500 or fewer—or the small and medium-sized agencies. There's a high rate of turnover of staff. In the annual report, we recommend a number of measures: certainly assistance from the portfolio deputy minister; certainly training and continuing education for people who come from the public sector and who don't know the intricacies and the complexity; and what are called shared services or common services. The Auditor General did mention that in her last report about small agencies. For a small cost, you can regroup those services and have some sort of comparison analysis as well of how issues are handled.
So we have a series of very simple measures and lessons learned that perhaps the central agencies, with the assistance of other agents of Parliament, could put into place.