I think one of the key factors in terms of looking at reporting is to remember that reporting is part of oversight, so it really comes down to risk management at the end of the day. If we're not necessarily totally comfortable that an organization's overall management regime is performing well, we may want to insist on more reports from that organization.
Size is certainly important, because they simply can't manage some of the reports, but this whole issue of reporting is multi-dimensional. The first concern is how to do it as efficiently as we can and with as few reports as we can, but we also have to ask if it is commensurate with the risk of the organization we are looking at. It's that balancing act. If we decide to remove all reports, which I don't think we'll ever do, and one of those organizations has a significant management failure, you will have us--the Treasury Board Secretariat--in here tomorrow to ask us what the hell went wrong and why you didn't know about it.
That's what we have to worry about when we look at this balancing act. We need to have somewhat of an oversight overall, but at the end we need to watch that we don't create too much burden in terms of reporting. That is not an easy thing to do.