I think the Auditor General's report mentions that we've had a policy for some time that all professional staff must spend five days training. But what we have not had is a software program, some way of keeping track of whether that's taking place.
Recently we've also had individual learning plans, which we've had in the department for a while and which the clerk has been strongly urging all departments to adopt as well, which call for a conversation each year between each professional and his or her manager in which they discuss training needs. Basically a bargain is struck that the manager agrees that this employee needs this kind of development, which will have this kind of cost, and they agree that's going to take place. That's been going on for some time at an individual level.
What we've been missing is the tool the Auditor General correctly points out we're lacking; that is, can we push a button at the centre of the department and make sure it's happening as it should? We're working on that now. We're testing a software program that will allow us to keep track of it.
We take training very seriously. We do a lot of it.
The other thing I should quickly add is that as a result of a change in the costing formula for the delivery of legal services, we now have built in a training element. So part of the hourly rate for each lawyer now includes an amount for training, which means we're going to be assured of a proper fund to make sure all people get the training they need.