Thank you.
The line of questioning has been around your indicators and whether 97% is good, 55% is bad, or whatever. But people don't understand audits. When I used to tell people I was an auditor and an accountant they said, “You have too much joie de vivre, so you cannot be an auditor or an accountant. They're boring.” So I sat there and said, “Okay....”
I think the general thrust is that they're afraid of the fact that you're coming to check on them. I looked at the indicators and saw that 55% of departments found performance audits added value. How does the Office of the Auditor General of Canada compare to that of Australia or Great Britain? Do we have benchmarks or best practices, or do we know that this is a standard we probably face? Honestly, people don't understand accounting and auditing. I used to have financial officers who didn't know anything about debits and credits.
As an internal auditor, I used to raid the professional companies because we gave work-life balance. Do you find that you are in a similar position?
I'll stop here because Ms. Crombie wants a question as well.