There are two things: there is what is trying to be accomplished and there is how it's trying to be accomplished. When departments have a focus on both of those things, then I think you end up with well-delivered programs.
Something I've said before is that we will often see situations where departments identify a piece of a program they can measure. I think the Canada pension plan disability audit that we have in here is an example of this. For example, the Department of Employment and Social Development identified that they can measure how long it takes to make a decision from the point in time they get an application for the Canada pension plan disability. Somebody provides them with an application. They've set a standard which, I believe, says that 75% of the time they would make a decision on that application within 120 days. They can measure that and they can report on it.
That indicator doesn't take into account everything that somebody has to go through to access that program. It doesn't take into account, for example, that there are 42 pages in the application that the person has to get through just to get to the point of being able to give the department an application so the department can start the clock ticking in terms of their service standard.
I think when departments are looking at things from the point of view of who they're trying to service and what that person has to go through to get the service, and then they're looking at making sure they have a program from beginning to end that is robust, that has the proper controls in it, that has the proper oversight so that they're doing the process well but they're also achieving the results.... Sometimes we just see the emphasis on the process.