The structure that's put in place now is quite easy to do because the programs, by nature, have to add up to the level above, which is program activities, which then add up to strategic outcomes. You will see the detail.
It is acknowledged that during the year there may be changes in terms of what was forecasted at the program level to what actually gets spent. We're now using the reports on plans and priorities to articulate what a department plans to spend by program, as well as a historical analysis of what they have spent—that was a recommendation of this committee—as well as what they plan on spending in the future.
The key part of that story—again, a recommendation from this committee—is for the department to provide an analysis in writing, a narrative, about what's changed so that you can actually track how the planned spending has changed.
Parliamentarians now get information by program. That doesn't necessarily mean they have to vote by program. There certainly is a lot of detailed information to support the vote, if we were to go to a strategic outcome vote. That is an “if”. This is a model that's been put forward for discussion.