I believe they do to the limited extent that they can, but if we take a look at fraud detection and fraud reporting overall, one of the things we find is that the internal mechanisms aren't really the best ones around and the most effective ones around.
If I could direct your attention to your bundle again—and I hope you don't mind me referring to this repeatedly--we can look at the initial detection of fraud in government agencies in Canada. This is slide number 27, and the source of this information is a booklet that was put out, a report by the Association of Certified Fraud Examiners. It's available in English and French, and I did provide the link to your learned clerk, so I don't know if you have this or not. In any case, if you take a look at the way that fraud is initially detected by government agencies, in 48% of the fraud cases that were investigated, the source of the information was a tip. If you take a look at internal audit, it detected only 28% of these cases in the first instance.
So in my view, the best way of getting a handle on this problem would be not necessarily by beefing up our internal detection mechanisms but by encouraging and promoting the employees of an organization and the employees of vendor organizations to blow the whistle if they have the opportunity, because what we're doing here is availing ourselves of the knowledge of people who are right up front and who know what's going on. My view, as a former public servant, is that people who are in the public service are aware of what's going on. They by and large want to do the best job they can for the people of Canada. They resent it when people cut corners. They resent it when people do wrong. If there were a mechanism available to them to report without getting their own heads cut off, many of them would.