I will let Kelly provide some specifics, but I have a few overall points about accountability in managing a department.
I believe my colleagues would attest to this: that they have a fairly good understanding of what I hold them accountable to do, for when. When I was at Ontario Power Generation for a period of time, I had to produce quarterly financial reports that were released to the public, on the basis of which I had media and analysts' calls. It forces a degree of accountability and transparency that is very important in a company that has such responsibilities.
So in terms of working with my colleagues here, the ADMs, we set out overall performance goals at the beginning of every year, but also what they were going to do for me in the next three months. Because it's great to have long-term plans, but things happen, and we have changes in terms of budgets and ministers.
But what are you going to do for the next three months? What outcomes can I expect? What specifics? Who are you going to meet? Which stakeholders, which president, which company...? When are you going to do what? I think that simple accountability concepts such as these go a long way toward achieving results and having people keep their eye on the ball.
With regard to how this gets translated or cascades into this type of document and this report, I'll pass this on to Kelly.