It has always existed, but it was not systematic. We have left copies of the strategic plan on your table that describe the process. Now, prior to the approval of the grant, we establish the parameters for reporting by the people conducting the research, our grantees, therefore, absorbing this information, using it, and matching it with the implementation plan of each of the teams. This is a deficiency that was noted and was resolved very rapidly after the examination. It was scheduled to take place. Those implementation plans for each of our programs described indicators of performance relative to the three strategic objectives. They also describe development outcomes that need to be achieved, which is on the higher end, like the reduction of poverty, the health of women, and economic growth.
Now that we have documentation from the project to the corporate objectives, we have the system in place to document how we're going to achieve that. Prior to that, we had it at the project level and we had it at the corporate level, but there was a gap between the two. It was more instinctive than robust, as it is right now.