Thank you very much, Chair.
I thought for a minute Mr. Lake was going to get into a Rumsfeld explanation of knowns and unknowns and unknown unknowns.
To wrap up, as I've time for one question, could you help me understand the lack of a human resources strategy? Given the four years I've been on this committee, more and more one of the important elements of managing complex, especially professional staff who are specialized is a human resources strategy, particularly where there's competition elsewhere for them. We know there are growing pressures on legal services. We also know there are a lot of specialized legal services in government.
I'm not hitting hard. I'm going to ask the question and sit back, sir, and let you answer. I'm having trouble understanding how you could have gone so long. I know you're working on it, and it's not that, but how did we get to the point where a department like this, with all the issues I've just mentioned, could go so long without a human resources strategy, given that the individual skills of your employees is your product? I don't know how you managed over the last 15 or 20 years without one. Could you help me understand that at a practical level? How could a department as important as yours go so long without a human resources strategy?