Indigenous and Northern Affairs committee  Madam Chair, it's a difficult question. I've been working with the Office of the Auditor General for 18 years and in those 18 years, I've been involved in a number of the audits that have been reported to Parliament. I've worked with two Auditor Generals and both of them have been dismayed by the lack of progress made in terms of indigenous well-being generally.

Indigenous and Northern Affairs committee  Madam Chair, I don't believe I'd be able to draw a correlation because it's only three years. We're going to need more time to determine exactly what difference the additional funding makes.

Indigenous and Northern Affairs committee  Madam Chair, the office would say that yes, ongoing monitoring is important. By having access to the data and sharing the data with the first nations, then in collaboration, the first nations, the departments and the government can work together to make sure that the investments that are being made result in significant change.

Indigenous and Northern Affairs committee  Madam Chair, thank you for this opportunity to present the results of two audits from our spring 2018 reports: one audit was on the socio-economic gaps on first nations reserves and the other was on employment training for indigenous people. Joining me today are audit principals Dawn Campbell and Glenn Wheeler.

Public Accounts committee  Mr. Chair, thank you for this opportunity to discuss our fall 2018 report on connectivity in rural and remote areas. Joining me at the table is Monsieur Philippe Le Goff, who is the principal responsible for the audit. This audit focused on whether Innovation, Science and Economic Development Canada and the Canadian Radio-television and Telecommunications Commission, according to their respective roles and responsibilities, monitored the state of connectivity and developed and implemented a strategy to meet the connectivity needs of Canadians in rural and remote areas.

Public Accounts committee  Mr. Chair, if the team had found that, we would have reported it.

Public Accounts committee  Mr. Chair, thank you for this opportunity to discuss our fall 2018 report on compliance activities of the Canada Revenue Agency. Joining me at the table is Martin Dompierre, who was the principal responsible for the audit. Part of the agency's mandate is to ensure that taxpayers comply with the income reporting requirements of the Income Tax Act.

Public Accounts committee  Mr. Chair, we stand by our recommendations.

Public Accounts committee  That was a question that we didn't look at during the course of this particular audit.

Public Accounts committee  Mr. Chair, thank you for this opportunity to present the results of our report on Canada's fighter force. Joining me at the table is Ms. Casey Thomas, the principal responsible for the audit. Our audit focused on whether National Defence managed risks to Canada's fighter force so that it could meet Canada's commitments to NORAD and NATO until a replacement fleet is operational.

Public Accounts committee  Mr. Chair, I think what we have found is that departments have data and have lots of data. Often it's in different databases. Sometimes it's on Excel spreadsheets. However, what departments need to do is put an emphasis on managing the data, on figuring out what story they want to tell Canadians about the programs they manage and the way they run their departments, and on put together a process to put that data in an order they can manage and use in order to allow Canadians and members of this committee to understand how they are managing the programs and what the outcomes of the programs are.

Public Accounts committee  Mr. Chair, maybe I will reiterate something that we often say to members: We always take members' concerns and suggestions into account as we go forward and determine which audits we will do next.

Public Accounts committee  Mr. Chair, we didn't ask that particular question during the course of this audit.

Public Accounts committee  Mr. Chair, I believe the military used a train-the-trainers approach in their training process, and they ended up relying on their chain of command to provide the bulk of the training, so I don't believe it was an issue. It was not an issue of resources. It was really an issue of what the training was trying to accomplish.

Public Accounts committee  Yes, Mr. Chair. We noted that the Canadian Armed Forces—this is in paragraph 102 of the chapter—has a new initiative called “Respect in the Canadian Armed Forces Workshop”. This training was developed in collaboration with experts and is being delivered in collaboration with experts and, in our view, provides a more complete way of and a more complete approach to providing training within the military.