Absolutely not, because the last thing I want to do is repeat the mistake that has been flagged and that we've made so far in trying to do too much all at the same time, while at the end of the day, despite a fair bit of effort, we haven't gotten anything finally completed.
These priorities are multi-year priorities. They will take us a number of years to fully implement. What I'd like to do in the business plan is identify very specifically what exactly is going to be done that particular year in terms of that priority or initiative. In other words, in doable bits, I want to make sure I allocate the resources that are actually needed to do that effectively, and that we establish very clearly who has the accountability for carrying through on it. I will tie those results to our performance agreement system and obviously monitor and report on that.
There is no intent to try to do a whole bunch of things all at the same time under those five priorities. They're frameworks. We will identify very specifically what they are.
The reason I want to use my business plan to do that is that I don't want to have a plan to respond to the Auditor General, a plan for our operations, and a plan for things the Auditor General didn't touch on. I want to have one integrated plan. To me, that's the only way to make sure I have clear accountability and that it's doable.