It's a hugely important function, and, Mr. Williams, I feel it's had a tremendous resurgence in the last couple of years under my predecessor, Mr. St-Jean, who put through a new policy requiring that departments and agencies have external audit committees.
I'm pleased to report that—my colleagues will correct me—11 departments, I think it is, have these in place now. They're all under way, and they have to have them in place by April of 2009. I think they take this very seriously. Some of the folks who might have been wondering about it are starting to see that these audit committees are actually giving them really good advice. They're getting external perspectives, they're getting good advice, and the committees are doing a good job of looking at their control systems and so forth.
Concerning your question about the reporting relationship, Mr. Williams, I've seen your comments previously. I know this is a model you've looked at carefully. I guess I could see it working either way. As you point out, right now it's organized as a kind of functional relationship. What I would say is that if you have a strong relationship with the community, you can make things work and can have your senior auditors feel that they have somebody they can go to if they need help and support.
I think it can be made to work just fine.