This is probably going to be longer than you intended.
Just by way of context, I'll note a couple of things. I think I mentioned—maybe I didn't—that you had Mr. Williams here, who talked a little bit about the Global Organization of Parliamentarians Against Corruption. I served as the executive secretary to that organization for seven years.
One of the things we did was to have a whole bunch of international groups of parliamentarians working with experts from the World Bank and from all kinds of different organizations to develop indicators largely related to parliamentary performance as related to preventing corruption, or in general to provide better government. There's documentation on that. One of the things that I always encouraged Mr. Williams to do when he was around was to use one of the committees he was on and to have them, in their sense, do a test on this.
That brings me to a key point I'd like to make. On performance, initially at least, I think it works best if parliamentarians themselves do the assessment of how well they've done their job. But to do that, they will have to come up with a set of indicators as to how they feel about whether or not they've done a good job for the people of Canada.
There are all kinds of starting places for developing this, but I think if you develop them yourselves, do it in an all-party kind of a group, and try to assess it, then even if you don't agree, I think you're going to develop an inordinate amount of understanding of the process and an understanding of the difficulties each different perspective has to bear. I think it can be a powerful influence.
Also, when I was in the Government of Canada and responsible for essentially building results management into the management of individual departments and agencies, where the departments and agencies actually started doing this themselves—rather than being told what they should measure—they started working their way through. Now, some of them, obviously, didn't play the game—not everybody does—but for some of them, it really was a transformative kind of development.