Welcome to the committee, sir. I don't know if I'll be around here in five years from now, but I hope if I tune in on CPAC and so on, you're still the deputy minister of the department, because I think everyone's agreed, this is one of the problems: there is no consistency in the leadership and management of the department; there are too many revolving doors at the top.
I want to compliment you on your report. On page 3, you identified seven critical factors. I really do believe that if you have a good system, good management, and if you have continuous improvement, you get results. The seven critical factors the Auditor General pointed out, for me, underscore that we have weaknesses in our system here, we have weaknesses in our management, and we certainly aren't into continuous improvement.
Contrary to what other members of Parliament may think, I actually believe these are more important than more money, in itself. There are people who believe you can pour money into something, and somehow if you spend enough the problem will get resolved. Unless these management issues are resolved, and we get good public administration and some discipline and direction.... That's probably more important than the money side of the issue. In fact, I can see that some of these things might even save money.
Would you concur with those sentiments, sir?