Thank you very much.
Ms. Biggs and Mr. Moloney, you were criticized at the time, and I don't know how new you are to CIDA. Perhaps you can let us know. Certainly someone has to be accountable and explain what was--and not just that you have good intentions and wishes going forward, and a plan, but let's talk about what was. There was no master plan or comprehensive strategy. There was a lack of direction, shifting priorities, and a lack of corporate management process.
From what I can count, there were about 24 different priorities since 2000, five different ministers, four different agency heads, and a partridge in a pear tree. How did such shifting priorities and priority sectors impact your effectiveness? How did this lack of focus or absence of a plan help you achieve your effectiveness commitment? How did the agency achieve its goals? Which goals could you achieve? How did that impact recipients, other governments, other donors, etc.?