You remember, Kevin. They did a couple of minor things wrong—nobody can survive that kind of a review without something wrong being found—but they did all the right things the right way. When my turn came—and again, this is only from experience, and I didn't do all this in the beginning—I looked at the report and said, “You know what? If we had reports like this from everybody, life would be exactly the way it is. I have only one question, Mr. Chair”—that would have been you, Kevin, and I'm looking at you now as if it's happening in the moment—“I just want to ask them to tell us why and how they are so wonderful. What do they do that makes them so great?” I gave them my time to brag about what they did. They walked out of there floating, and you could bet there were a whole lot of other agencies, CEOs, presidents and deputies who were thinking, “I want to leave the room like that. I want them saying that I'm the best deputy there ever was.”
As long as you can show them that can happen, you will change behaviour; and if you're changing behaviour, MPs, you're winning. You're doing what that job is about, because if all you're doing is finding mistakes forever, then it's endless. What you want to do is find mistakes, make sure they're corrected and ensure that those mistakes don't happen again. If you do that as a committee, you are playing a major role in the way taxpayer money is spent and programs are implemented.
Thank you.