When we go in and do an audit, we set criteria. Our criteria on the governance side, on how something is managed, will often include those types of things. I think if you look at the audit in here on military housing, you will see we identified that they don't have that overall plan in place. I think you'll see in the case of Canada pension plan disability that they did put in place a plan for the transition to set up the social security tribunal, but when you look at all of the assumptions in that transition plan, they just weren't realistic. They assumed that each member of the tribunal would be able to make 29 decisions a month. They're making only six and a half. They assumed that the tribunal would have roughly 90 employees when they started. They had only 21 on day one. That was a case in which they did some transition planning, but it just didn't capture what the reality of the situation was going to be.
In our audits, we expect to see those fundamentals of program management. In these reports, we bring to you situations in which either it is happening or it's not happening.