What I'd first like to emphasize is what you're doing here right now, which is holding the organizations accountable for those who violate the good intentions of all the employees who work for them. The Canadians who work in the public service, such as those who work in Parliament, really believe they're doing something good.
Now that also goes to the other thing of culture. What are they loyal to? The boss, the organization, the country. We have to look at the filters that are in place that put the incentives and disincentives there for individuals to carry out their work.
For instance, I spend a lot of time analyzing rhetoric from people at Veterans Affairs. They say they really care about veterans. There's no doubt that they believe they care, but there are so many filters. First, they have to meet budgetary requirements. Then they have to meet treasury board requirements for reporting on whatever goes on within the department. Then they have the hierarchy of the structure, of the people who are not taking the initiative to care for those veterans. They may care, but they're putting all those other filters first. By the time it gets to the veteran, they are not caring anymore.
What we have to do in whatever culture is to put front and centre a loyalty to a cause, a cause where everything that's written follows that principle. Treasury Board principles should not be written toward satisfying some unique Treasury Board demand; they should be written toward satisfying the demands of the country, the demands of the people, the demands of the people who brought you here. We have to start looking at those filters and editing them for when they don't meet the principles we put in place and value.
Does that answer...?