I hear what you're saying about doing it smarter. The sense is that if we do it smarter, then perhaps we need less or we'll manage with what we have. The problem is if you don't measure it, you have no idea. If there's a scathing piece in this report, it is that both agencies haven't at this point been able to manage the performance aspect of it, in the sense of knowing what that information is so you can actually allocate the resources.
I understand your earlier comments around understanding your business, and you do by the way. Kudos to both organizations on knowing your business. The problem is that you're not able to let us, or the Auditor General in this case, know that if you moved this resource, it was the appropriate thing to do. Your case study may say that this is how you do this; the problem is that you may have actually needed an additional person or two fewer people, or you may not have needed to be there quite as long.
That hampers your ability to do the things you need to be doing to convince us that this is how you should be resourced because you're doing the job effectively, because you can't actually demonstrate that you are, even though you probably are. This leaves both agencies in a real quandary. I'm not sure how you intend to address this, other than talking about the pieces you're going to do, and the commitments you're going to make. I'm looking at whether the action plan will tell me that these commitments are under way and are going to be attained.
This is going to have to be quick, Mr. Slinn and Mr. Bolduc.