Thank you for your question, madam.
I started my term two years ago. When I arrived at the Office of the Comptroller General, I had a group of approximately 65 or 70 individuals. I put in place a plan to restore the group to the size it was in 1993, that is more than 200 persons. I started rebuilding the Office of the Comptroller General by introducing a number of initiatives, conducting an internal audit—and the discussions were quite heroic—developing models to resolve the issue of departmental comptrollers, rebalancing the organizational model and reviewing the various financial management policies.
There were various financial management instruments, which, at times, were called policies, and, at others, guidelines or directives. It was very confusing. We prepared an inventory of all those instruments and established a model.
That model, a kind of reference framework for financial management, comprises five basic policies. Four of them have already been redrafted and the fifth should be complete at the end of June. This financial management framework will be reviewed by the committee that the president has announced and it will consist of a certain number of deputy ministers and two private sector finance directors. They'll give us the directives that will enable us to determine whether that's the direction we want to take.
Is the process quick enough? No, I'd like to go much faster.