In terms of the performance audit, I don't think I can give an exact percentage. What we do in our planning is two ways of potential follow-up. One is to consider whether we want to do a specific follow-up on exactly what we did sometime in the past. So we will just make a decision. We'll look at audits we've done in the past and we'll ask our auditors to identify any they feel are in need of follow-up. Also though, the other way that a follow-up might happen is sometimes we will go in and we will look at a program, and the program may be similar to a program we've audited in the past, and we may be able to follow up on some of the recommendations we made in the past because of that overlap.
It wouldn't be called a specific follow-up audit but it may follow up on some recommendations. In the last series of audits that we released, we did a specific follow-up audit on the Governor in Council appointments. We changed slightly the way that we did it. We identified that there were still vacancies on administrative tribunals that make decisions for people, that there were still backlogs in some of the decisions those tribunals were making, so we identified the same types of issues. That was a follow-up.
In the audit on a prescription drug program for veterans, we followed up on one aspect. We had done an audit in the past on prescription drug programs across multiple departments. This time we just went in and looked at Veterans Affairs and we talked about what they were doing the last time we audited in terms of monitoring the information they have on prescription drug usage by veterans, and we provided a bit of follow-up this time about the progress they had made on that.
So in terms of the percentage, I can't give you a definite percentage. It's simply a decision that we make in each planning cycle.