That's a very good question. I'm going to be very humble and honest. Now that we have targets and indicators, it's always a challenge on how to establish that. I can tell you with all our board of governors, we have numerous conversations with our staff. Because there was no baseline, you have to set one. You set one from evidence that you have or evidence that is out there, but you really aren't sure. In the last year at the performance management report session that we had, we already saw that there were some indicators that we are really overshooting, and to four, five, six times what we were expecting. Does it mean that we're performing very well? No. That means that maybe it's the wrong indicator or the information gathered has a bias, so we're working on this.
Fundamentally, we want to make sure that the targets that we set for ourselves at a corporate level are reasonable—according to our opinion, the opinion of our board, and experts—to be accomplished over a five-year period. If we miss them, we want to make sure we understand why. This is why this plan is flexible enough to have course correction. Let's say that a program is not performing at all because of conditions in the field, because it is simply not the right approach. We can pull the plug. We can say, “let's use the resources towards this strategic plan because it's not delivering.”
We have a system in place that is an ongoing live system that tracks where we are and gives the opportunity to do course correction in order to maximize the chances to attain our goal.