I'll focus on the monitoring question, if that's where you wanted me to start, but I'm happy to go wherever you want.
In the Auditor General's report in paragraph 6.83, they lay out the statistics on how the department did on the timeliness of its financial and activity monitoring.
You can see that monitoring on the core program we're talking about has improved over time and is now at 95%. On the skills and partnership fund, it is only at 50%. That's a much smaller number of agreements and larger agreements.
What I can describe to you is, I think, part of the challenge in how we've done monitoring and how we're going to change it going forward that I think will allow us to get better results.
If you take organizations like the Saskatchewan Indian Training Assessment Group that we've been working with for almost 30 years, you find they have superb data and results, and yet we are monitoring each of these organizations, including that one, at the same level of assumption in terms of their capabilities. We're not using a risk-based approach to monitoring.
In the tax system, the normal way we will do a risk-based approach to monitoring is that if you are a sophisticated taxpayer with a track record of performance, we will not do the intense monitoring for every single year for every single thing. The plan is to take a risk-based approach to monitoring. For those with strong track records and demonstrated track records, we will do less frequent monitoring on an adjusted basis, and that will allow us to focus more resources on those organizations that have lower capacity, because, in many cases, the monitoring ability also reflects the ability of those organizations to give us the data because they have had staff turnover and other issues. Although we've made improvements on this, to make this sustainable over time we're going to take this risk-based approach to monitoring that will give us more resources to focus on the areas where we've had less monitoring.
Does that...?