Mr. Chair, the investment planning policy that exists now has been around since about 2007. I would stress, though, that it was implemented in chunks. There were about three major steps we had along way. Full compliance has been in place for a number of years. What we're looking for there is for departments to cost out their planned major investments and share them with the Treasury Board. That includes all aspects of planned investments, including life cycle costs. This is planned as opposed to possible. What it really does is it drives home the importance of a planning document in the department.
The value of this policy is really threefold. One is you get a plan at the end that the Treasury Board Secretariat can monitor. Two, from my perspective, in the departments the value is to put them through a planning process, to make sure you have governance, the right priorities and investments, and things like that. Three, if you have a plan, it means that you are subject to a little less oversight from the Treasury Board itself. If you don't have a plan in place, it means that every time you're doing a project of over a million dollars, you come into Treasury Board for some oversight. If there's a plan in place, it actually makes us more efficient as well.