It is.
I'll just say one word about the first question, though. I think you can appreciate that, once again, we do not make government policy. It's CIC and the government that make government policy. So my views as to whether the policies are the right ones or not are not germane. It's important to know that. But we are consulted, as I say, about what the impact of any particular provision would be on the board. I won't repeat that, because I've already said that.
In terms of the challenges, I think the challenges will be, first of all, to get the right people in the right places for the right time. We must succeed in developing a high-quality first-level decision-making body in the public service in the board. We must.
Because that has been a problem with other countries like Great Britain, where the first-level decision-makers stay for about a year, in most cases--I was there. They're very young. Their decisions are not very professional in the sense that there is a very high overturn rate. More than 20% of the decisions are overturned on appeal.
Now, to give you an idea, while I realize that judicial review is not an appeal, our success rate on judicial review is that only 0.05%, half a per cent, of the decisions of the IRB in any year are overturned on judicial review--one half of one per cent.