Thank you, Chair.
Earlier in the week I was making notes based on your comments, Auditor General. I'm going to read some of the notes from what I believe you said. They're a little bit scattered, but bear with me.
There was a “struggle in each of the seven audits”, meaning that data integrity and information was not good. “Services take too long.” That's a recurring theme, which we've talked about today. Then there are these: problems with “training in departments getting worse”; “armed forces—the same issues as 2006, problems getting worse”; departments with “no performance indicators”.
As my colleague Mr. Christopherson said earlier, when you read these reports, they're pretty scathing in many ways. Can you take just one of those items—and I'll suggest “no performance indicators”, meaning no measures of how performance was carried out within the organization—and further to that perhaps give us your thoughts on this subject as we move forward?
We're going to address some of these with specific departments when we get them here, but as we get into that process, how can we liaise with you so that you can show us, if you can—I'm not sure you can or whether it's within your mandate to do it—some of the best practices of performance indicators that you may have run across in your role as Auditor General?