I can give a large number of examples. We have simplified the application process. We've made the portal more accessible. We've identified specialized client groups that can support the proponents who are applying. We have learned to get the funding out the door more quickly. I have to say it's actually easier to get funding out the door, because the due diligence is much less complicated for a grants program than for a loan program. We've taken a lot of lessons to simplify our processes.
In terms of legal agreements, our legal group has worked tirelessly to simplify them. Again, I want to always point out that there's always a tension between client experience and speeding up the process and making sure we have the right checks and balances to make sure government funds are being used for their intended purpose. There's always that little bit of a tension. We're trying to make sure we have good governance but at the same time good client experience.
I can give many more examples, but it's that cultural change element. As you know, and from my experience, it takes time to change the culture of an organization. I've been at CMHC as CEO for over a year and a half. I can assure you that CMHC employees are very committed—not that we're perfect, but we're trying our best to learn from our mistakes and do our best to serve Canadians.