I think a fundamental difference in the way we're approaching this new process, although I would probably better characterize it as a modified process, is that we are helping get the answers we need to move things forward. We would hear from MPs' offices that an individual works for a certain department that isn't serviced by the pay centre. That inquiry isn't going to follow the same path as if it were a department or agency serviced by the pay centre.
Now we've set out a three-step process that determines where the individual works and whether it is serviced by the pay centre, what the exact nature of the issue they're experiencing is—we would get issues around, say, technological things, such as “I can't access Phoenix”, which actually go to the IT section of the department in question—and then determines financial impact in a much more respectful and dignified way.
I've heard feedback from employees that they find it really difficult sometimes to talk to their manager about their personal finances. They feel vulnerable. It feels like something they don't want to talk about at work, and justifiably so. We are giving them space, within the MP confines, to have that conversation in a little more private and dignified way.
Then all of those requests, once it's determined where they work, what the issue is, and what the financial impact is, go to a centralized email system that is operated by one individual, who then is tasked with the quality control piece, making sure that the information is accurate and robust enough—otherwise, there will be a back-and-forth with the MP—and guarantees a response to the MP within 10 days.
We didn't have that before. Before, it used to go to the different regional desks in my office, which meant that different relationships developed with different MPs' offices. Now there is a very clear process in which questions can be asked that will lead to a success.