Comprehensive accounting, performance management--you see it and are able to point out what people are doing well and what people are not doing well. The underlying theme that I see from your report is that information systems, performance systems, do not seem to give the information for proper decision-making.
As I looked at one of the chapters on information systems...departments seem to have various information systems. Some have SAPs, some have other systems, and some are using CFIS I and II. Could you tell me, are there scientists in departments who decide they want these individual systems? Are these systems talking to each other? What is the issue?
Going forward, how can these systems or the bureaucracy do a better job of ensuring that systems give the information they are supposed to? For example, is the proper needs analysis being done? Is the contingency planning being done? Is there flexibility within the system? Why are systems producing reports that perhaps nobody uses? You made an allusion that in the first nations there are 60 reports being given. Why are there so many reports? Are the report requirements too onerous?
We have to bring some simplicity. I know government is not simple; it's very complex. If you could highlight something on that, I'd appreciate it.