That's a question I continue to ask. It's really important for me as minister to have that comfort that we are doing everything we possibly can to clear up that backlog, bearing in mind that 40,000 of the 82,000 actually came from the previous system; they predated Phoenix. This is why we ended up with 80,000 as a backlog, because, of course, when you brought a new system on stream, you had the employees in Miramichi who were trying to deal with not only the daily cases that they had—employees who were needing to be paid—but they also had the backlog of 40,000 to deal with. That just created more of a backlog. That's how we ended up with the 80-odd thousand.
We are working really hard and we're finding that the more experience the public service employees who are working on the Phoenix system have, and the more they get to work on the system, the better they are at doing it. It is not through no fault of their own that they're not better at doing it, but I think you indicated at the outset that one of the things we have found is that the employees who were expected to do this work were expected to do so without sufficient training.