Thank you, Mr. Head, Mr. McRoberts, and Mr. Stock. Your comments have certainly captured the attention of this committee.
By way of general comment, it would seem, as Mr. Christopherson pointed out, that you have your priorities right. From what we've heard, we're not that concerned about security as much as we are about money management. That's where I would throw in my lot with Mr. Christopherson: that's where we would want it to be.
Secondly, in responding to Ms. Faille's questions, you indicated that the quality of food was good. I think as Canadians we like to know that our prisoners are being humanely treated. The same goes for the water.
We heard that the funds are generally sufficient. In answer to a question, you said you were well positioned to do the job based on the funds made available in Budget 2007-08. Mr. Head, that's good news.
Then of course there are deficiencies. You have an action plan in place and we've been able to review that. I think we all like the way you take responsibility. You said the onus was on you to see that you could work smarter and better.
Finally, you have a good command of the facts in response to all the questions. So that's comforting.
Given that there are management issues that are still a factor—which we have been discussing—I direct my question first to you, Mr. Head, and then to you, Mr. McRoberts.
We didn't see in the Auditor General's report, nor have we heard anything about, the corporate culture of Correctional Service Canada. What happens if somebody at the low end of the hierarchy sees ways to improve money management and to economize on the use of resources. Is it a corporate culture that encourages people to give you good ideas right up to the top?
Mr. McRoberts, from your perspective, did that come up? The only allusion I saw to that in the report was in paragraph 7.74 or 7.79, or around there, where there was some allusion to improvement generally, but we didn't see anything about that.