Very briefly, Mr. Chair, in response to the questions, as my colleagues have said, we've put a lot of emphasis on prevention, on training, to make sure that people understand their responsibilities.
As Deputy Kennedy said, we've gone to one system. We realized that there were too many, so we have one system. We have a centre of expertise that looks at this to make sure the fields are populated correctly. If we feel there's contract splitting, they don't allow the procurement person to go to that next step.
The oversight is centralized. What's decentralized is that managers are encouraged to manage, to make their own procurement needs. But we've standardized the system. We have a central sort of challenge function that is helping us make sure the data is there that we need, that it's standardized. Then they're the ones who are tasked with doing the data mining to make sure things are working the way they should.
We're also borrowing, as the auditor said, from the financial sector, to look at control frameworks, the stress test, how we do our data mining, what we should be looking for, and working with our departmental audit committee in that same respect.