Thank you. We're well over time.
Colleagues, thank you. That ends our first round in totality. We have some time. I understand there may be some appetite to continue until 10:30, at which time I would ask the committee to turn to committee business to deal with a couple of things.
Is there agreement to do that? We'll just continue in rotation until we're at 10:30, and then we'll stop and move to business.
I just want to ask one question, if I may, before we go to the second round.
Mr. Campbell, you mentioned early on that one of the things that made this most effective was the ability of senior players, in particular deputies—I see Mr. Affleck nodding his head—to be hands-on involved, which made a world of difference in terms of the outcome. I don't think that's surprising, given that it's obviously the best talent in the department, and that having their eyes on these things is the best circumstance, because they can make anything happen as they need to.
However, it's obviously not sustainable. There are only so many files that can be super-files in front of a deputy, given all the other things they have to be responsible for. Yet I've been on this committee enough to know—and recently we had it with the reserve pension plan—that one of the reasons the work didn't get done was because senior management wasn't given the responsibility to manage these things in a timely way.
Therefore, in an ideal world, Mr. Campbell, what kinds of systems work best for deputies who want to be as hands-on as possible, but can't with every file? What kinds of systems should they be looking at, and why do some seem to be more successful than others at being able to be where they need to be to avoid discrepancies and gaps?