I'd be happy to take that one on.

I think one needs to take care in simply looking at ratios of 10% or saying that 80% is a good ratio. I think it's really important that we raise the bar in terms of whether or not an organization is having a demonstrated impact, because I think a 10% ratio might look good but that organization might not be having a strong impact and there could be governance issues within that organization.

I sit on the advisory council of Imagine Canada. Some of you may be familiar with it. It's an excellent Canadian-grown organization, and they have put together a fantastic model for excellence in good governance and financial transparency. It's almost like a road map. For those 86,000 charities in Canada, there are only a couple of hundred that have been accredited underneath Imagine at this point in time, but there's a huge push forward.

Also, I think in the international development sector it's particularly important. Is say this because the Muttart Foundation issued a report on Canadians' trust in charities about a year ago, and for international development agencies, Canadians have about a 50% trust level. Of course, it's competition for funding, to be sure, but also competition for share of mind.

But I know that at Canadian Feed The Children, not only did the Imagine accreditation help us get our finance and programming in order, but it was also an important journey for our board. One mustn't overlook the role of the board in terms of excellence in governance in charities. Also, I think it's helped put us on track, so that in two years we've actually doubled our donations from our major gift donors, who are leadership donors. I think that's because of the excellence in the quality and the way we drive our organization. We have a 10% administration, and about a 65% program. But again, we're pushing impact; we're not pushing ratios.

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