And you brought it to the right point, where I want to ask you a question from previous experience.
In the province of Ontario we had Andersen Consulting doing IT work. You brought it to the IT concept, and that's where I want to ask you the question about where the risks are in balancing the IT consultants who come in, do their work, and who are expected to transfer their knowledge, but that doesn't happen.
If I look at some of the remarks the Auditor General has made, there are consultants who stay there for the long term. When they become long-term, how do you gauge their value in terms of what you pay them as consultants or as part of your contracting agreements versus what they would have been paid had they been a full-time employee? There is always this offset balance, because the consultant's contract keeps on extending itself; it goes overboard. One went from $46 million to $81 million. So how do you balance that need for transparency, for oversight, to ensure that you do not get into this perpetual consulting?
And once you give me the answer, I want from the Auditor General the risks involved to government on those issues.
Thank you.