I'm very happy to talk about my role in terms of SSE. I see myself as a partner to the chief of the defence staff in driving implementation. We have changed the entire governance of the department in order to manage implementation so that every level in the organization that has a role also has a view into what needs to be done. As senior associate deputy minister, I chaired with the chief financial officer and the vice-chief of the defence staff a committee that oversaw the beginning of the implementation, the analysis of all 111 initiatives.
We are using analytics. We're not expecting people to do this on the side of their desk. We're not expecting people to guess at where they are in terms of implementation. We've put together a very robust program to look at every initiative and enter the data into the system by milestone, date, complexity, and risk, and we align that with when the money should come into the department so that we don't lapse money or overspend and we ensure that we're meeting the targets expected of us. We're using technology to do that, rather than graphs and spreadsheets that people keep individually, so that the CDS and I have an overall view of the entire thing.