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In terms of the issue of departmental reporting, it builds on Mr. McCauley's question.
We've worked very hard over the last year. There's a new policy from TBS on results, so departments have come forward with new ideas about how they present their business and what their core responsibilities are. We challenge them on that, and once we agree on what their core responsibilities are, departments articulate what they're trying to achieve and what the result target is. We challenge them on that and then on what the indicators are that they're going to use to measure progress against that target.
That has been a discussion between ministers. There's an agreement between ministers that this is who we are, what we're trying to achieve, and how we're going to report. Once we have that frame in place, we provide the guidance in terms of how to develop a report and how to fill out the tables.
In terms of the editorial control, at the end of the day it is a report that is owned by ministers. They sign off on it. We do have a role in looking and challenging, as do two other important observers. There are departmental audit committees that are discrete—these are external third-party committees that provide guidance and, in some cases, direction to departments—and there is the Auditor General, as you mentioned. When we bring those three together, I think we have the makings of the governance to ensure that reports are credible and accurately reflect what departments are trying to achieve and what they have achieved.