Well, I am open to hearing from colleagues, but they are looking studiously in other directions, so let me try something.
Mr. Cullen has certainly raised the question of making sure that people are held accountable for their actions. I want to turn that around a bit. This reflects a conversation we had about helping departments learn. A lot of thought went into the monitoring and reporting language under the rubric of getting departments to state upfront what they hope to achieve and whether they've done so or not. In other words, it's this whole notion of trying to push responsibility back.
Do you want to talk a bit about how this has worked, and maybe give examples, in Parks Canada or the Food Inspection Agency?