Look at the credentials of the people in the Auditor General’s Department. They are trained as bean counters. Well, how does a bean counter come in and determine whether this program is effective with its clients or not, what the social value is. How do they compare apples and oranges? How can they compare a social program with an economic program or a science program against a social services program? I question the qualification of those people to do that work. (Division manager, October 1997)
Our interviews suggest that resistance from public servants to the Office’s claims progressively decreased, however, and that a significant number of them became enrolled in its claims. This occurred for several reasons. One was relief that audits of performance measures would not be as powerful as initially expected. Indeed: