I have three minutes. That's really hard.
I want to make two comments about innovation and the ability of communities to work together with the government. I'm really hoping that part of what you move forward with is changing the culture within the public sector to be able to partner more authentically....
In particular, I have two technology companies in my riding, Noodlecake and Smart Call. Their struggle with working with the government is that an old-fashioned procurement process doesn't work if you're wanting to sit down together to actually solve a problem. When you're working with companies—and it's not just technology companies, it's organizations that are at the leading edge of solving social programs—you need to be sitting together to figure out the parameters first. What I often find is that the government has a solution, but they don't know what the problem is. That's why it ends up being difficult to make that leap and actually do better.
The other thing is that often governments don't know how things work on the ground. Often when you're dealing with the public service, you have the rules repeated to you of how it's supposed to work. What they're trying to do is to give feedback on the fact that they know what we want to do, and they're telling us that on the ground, it doesn't roll out that way.
I guess my point is that it's not all about hardware and software; it's about people and relationships.