That's a tricky question. It's tricky because obviously I don't want to comment on every manager in the federal government. That would be impossible.
In general, I see two things going on.
A smaller group of public servants is I think more aware of what could be done in-house and would be excited to do it and quite capable and has enabling managers who want to do it, but the system around them makes it very difficult, because we have mired public servants in a literally incomprehensible web of rules and perceived rules. I really do encourage you to spend a bit of time on the Treasury Board suite of policies. It is shocking how deep you can get into layers of bullet points. Of course, this would be disabling to anybody, so there's that.
I think you touch on an important point, though, which is that there's a question of how, over time, we have a generation, perhaps, of public servants who have become so used to leaning on outside players with some of this core public service work, especially in the IT space and I think more broadly, that they see themselves perhaps as more like contract managers than actually doing the work themselves.
I don't think anybody would say they don't think their team is capable of delivering, and I certainly haven't met any public servant who is really excited about the quality of the work they get from a management consultant over what their team could provide, but I think there's a pretty good recognition that it's hard to deliver at the speed that some of the issues of today demand and also to be creative and innovative given the density of rules and processes weighing on a team.