Let me begin by saying that in terms of competencies to undertake this task, as you know, I've spent all my life in the business of talent—management talent assessment—and I've served on a large number of committees that select people for various awards, from an academic standpoint.
But let me speak to two that are not academic, that perhaps have the greatest bearing on this particular task. One is that as president and vice-chancellor for 10 years, I served on the honorary degree committee for the University of Alberta. The chair of the committee is the chancellor, and I'm the vice-chancellor. As you know, honorary degrees are awarded to individuals from all walks of life.
In fact, the criteria that we apply to honorary degree selection mirrors, in some ways, the task at hand. We are seeking members who have made significant contributions to their community, who have made outstanding achievements in their chosen professions. Perhaps the only thing that was missing in terms of direct comparison is knowledge of the legislative process and their ability to function in the Senate. The honorary degree committee allowed me to look at Canadians from all walks of life. That's one experience.
The other one is that I also serve on the selection for the outstanding CEO of the year in Canada. I've been on that committee for about four or five years. That again is looking at very specific competencies—individuals who are running Canadian corporations. I think these diverse experiences have given me a context within which I will be able to assess and apply the very clear merit-based criteria that we have to adhere to.
In terms of my understanding, you asked a question with government in terms of our recommendations. Our terms of reference are very clear. The criteria are very clear. We, as a committee, have spent a lot of time discussing the criteria and developing an understanding of those criteria and their application to nominations that we receive.