I'll start by saying that as a manager and as the accounting officer for the department, I always make a distinction between mistakes and wrongdoing.
Wrongdoing is not good, and I'll let Madam Fraser speak to that issue. I don't think we're dealing with wrongdoing issues here; it was mistakes. Some mistakes were made, and we want to learn from mistakes. We should be in a continuous improvement mode. That's the thing. If you find something, I welcome that. When we felt that the assessment she had carried out was complete, I didn't wait; we just started working on it. This is the continuous improvement mentality, and it permeates the organization. We're working on getting our fundamentals right. That's being best of class. It's a pretty simple philosophy.
The framework that Madam Meredith described is meant to put that together. It's almost like looking at a framework that had bits and pieces here and there; through her work, it has now been assembled.
The dog has a head. It's called governance. Then there's the body. It's the body of things that we have. I don't want to call it the tail, but we're going to be doing monitoring. I believe I have a very good framework, and I believe my people will want to do the right thing--I'm convinced of that--but the monitoring keeps things in perspective.
We're going to be doing, as she described, a sample of 200. That's not nothing; it's 200 repeatedly. We're going to find other things. We're going to go at it in a continuous improvement mode. I think this framework, with the employer-employee relationship guide, is a comprehensive as it can be. I guarantee we'll find bits and pieces, and we're going to go at them, correct them, and continuously improve.
I'm putting big emphasis on monitoring. Monitoring is a big deal because it allows you to see where you are in real time.