In addition to Madam Lemay's remarks, one of the other aspects is that combination between governance of risk and management of risk.
You raised a couple of really good points. We're responsible for the Public Accounts of Canada. Our track record has been zero errors with the public accounts, and that takes a tremendous amount of control over, say, governance and management to ensure that all of the public accounts arrive with that accuracy of data and information. The 2.2 trillion dollars' worth of payments is just one aspect under the Receiver General.
In the Receiver General hat, for instance, there would be the entire cascading of control and management that the deputy just spoke to. In every other program, we would have that similar environment.
Two or three years ago, we introduced a modified financial management framework. We were basically seeking a greater integration between the management accountabilities and responsibilities for control and administration, and in my hat, the controllership and stewardship responsibilities, a greater integration, so that it wasn't just about compliance. It was much more about shared responsibility to control, govern, and manage.