We had introduced some types of service-level agreements but they were less critical. Statistics Canada works in project teams. It doesn't work in its hierarchy. When we're building something and we're running a large program, each area is represented on the project team. Each area knows what is expected of it. Each area is accountable for delivering that, and if somebody fails, it creates a problem situation that has to be quickly addressed.
Generally speaking, because we're all working towards a very clear set of common objectives, there is very little opportunity for the kind of head-butting that can go on between two organizations that aren't linked either by a strong service-level agreement that lays out very clearly what people are supposed to provide—when and how and at what cost—or by that kind of common culture.