Yes, training was provided. I can't speak to the specifics as I was not around at the time in this role, or I was not involved at that time in terms of the rollout of the transition. I don't know, Chris, if you were personally involved.
What helps in terms of our financial planning, budgeting, and reporting practices is that they repeat every year, so subsequent planning and reporting cycles provided a good way of getting the system ready, if you will, for the changes that were being implemented, and as with any kind of change of this magnitude, there's always a certain amount of incrementality that is used in terms of rolling out these kinds of changes.
We didn't flick a switch all at once. We first started with the budget and the public accounts, and the estimates followed shortly thereafter.
What was also, I think, instrumental in terms of Ontario's transition, having talked to some of the people who were involved and having looked at the documentation in preparing for today's appearance, were the systems changes that were done as part of our financial management systems. They took that opportunity to implement a government-wide integrated financial information system, which helped with the transition.
As part of that, obviously, when you roll out a large financial management system, you have to train people to be able to use that system.