Mr. Chairman, perhaps I'll begin by answering and then I'll ask my colleagues to expand on their own programs and activities.
First, with respect to data, we recommended that departments work with their managers. This was for the establishment or renewal of programs, in order to identify performance measurements unique to those programs. We also requested, through our policy, that the evaluation heads in each department draft an annual report on the quality and capture of data.
Those are the measures that we identified. The Auditor General had of course also identified them but we had identified them at about the same time as the audit did. This is what triggered our changes in the evaluation policy, precisely to address those deficiencies. We had also identified them. That is why we agree with the recommendations. Our reflections and the consultations that we undertook with the departments, which led to the new policy, reflected the same deficiencies and observations raised by Ms. Fraser in the audit.
That being said, we are increasingly using the evaluation measures for program reviews, especially for strategic reviews. The same applies to program renewal, under the transfer payments policy. We officially require performance evaluations, because we must focus on the effectiveness evaluation issue, performance evaluations. We are much more demanding with respect to evaluations than we were previously.
I'm not saying all will be resolved by tomorrow morning but I do think we are on the right path. The connections have been made between performance measures, program activity architecture, and expenditure reviews, and the full cycle is now integrated.