Mr. Chair, I'd be happy to address that question.
I think there were a few key things we saw that were very different from what had been observed in previous years. One of them was with respect to a very strong level of interdepartmental committees. At the deputy minister level, the assistant deputy minister level, and then again at the level of directors and directors general, you had departments come together. Why does that matter? When they're talking about their different programs, that gives them an opportunity to actually foster innovative change.
One of the points we make in the chapter is in paragraph 2.19, where we speak of pilot projects. In fact, they realized they had multiple departments—in this example we raise seven different departments—that all had high contribution agreements with the same organization. By putting all of their agreements together and saying, “Why don't we have one name and address, one common template?” and “Let's see how we can streamline this”, that was an example where they did manage to reduce the number of reports substantially. They went from 126 down to 26, and it's simply because there was now one agreement instead of seven different ones.