Yes. I think this is quite important, so it's useful to understand.
Probably the best example we have of what we're trying to achieve is our liaison officer initiative. For new small businesses, we send out someone just to explain their obligations under the tax system and what they need to do. We will send out an officer to have that conversation with the new business. Our hope in doing that—and we are seeing success—is that we can start from a base of wanting to comply and knowing how to comply and then can build.
Over time, we should have fewer problems if we get off on the right foot, as opposed to a world of saying, “Okay, small business, you go and figure it out and we'll come in later and tell you how you did.” We will still have to audit and verify, but we're putting more emphasis on that beginning part of the conversation. Again, our hope is that it will foster good knowledge, good habits and good compliance in the long run. We're trying to apply that in a whole bunch of areas.
Also, can we have some conversations up front with people to help explain what's going on? It could be on the benefit side, but in this case, the liaison officer initiative is probably our best example. As we look at our processes, where we see that something might be going wrong out there, where people are doing things that aren't appropriate within the law—it could be inadvertent—we are also trying to see if we can have a process of just trying to make sure we talk to them, that there's good understanding and that we understand before we come in with an audit.
That's a general description of the approach we're taking. The liaison officer initiative is probably the best example.