Thank you, Chair.
I want to go back to where we left off.
Madame d'Auray, you quite ably pointed out an excellent example of how culture in an organization teaches. My dilemma is, how are short-term employees ever taught, if they're not an integral part of the culture for any length of time? Over the last number of years we've seen an ever-increasing number of contract employees—not consultants, but contract employees—who then become temporary. When you do risk assessments, for me this is a glaring example of a potential risk in an organization where we have folks who perhaps don't have the benefit of formal training—because they simply sign a declaration—and don't stay with the organization long enough to develop a culture to teach and help teach.
I agree with you, Madame d'Auray, that does happen. We can't codify it all. I learned that a long time ago in municipal government. You don't codify everything. You've got to figure it out sometimes.
The other part I want to address is training. We've seen a reduction in human resources of 23 full-time equivalents—I hate the term, by the way, because I've never seen a part-time body walk around—down to 11. According to what you're telling us, and what the Auditor General is saying in the report, you've handed off to deputy heads. Unfortunately, the deputy heads are saying they don't have the up-to-date tools to carry forward what they're being asked to do.
I would ask Madam Fraser to comment first on this aspect of when we're not involved integrally in the culture, how do we learn, and is that a potential risk we're not looking at and maybe should be? Then I'll get back to the training piece with Madam Meredith and Madame d'Auray.