I appreciate the question, and I do think it's fundamental.
I have an ongoing and strong interest in the accountability file, so I don't want to dodge the question.
I can speak only to the period in which I have had personal experience, which is after 2018, and my experience in the Government of Canada. Our colleagues in the responsible department, which is Public Services and Procurement Canada, have brought in new executives—including, I believe, Ms. Sherman—at the associate or deputy minister level, who have driven change. I've certainly chaired and co-chaired the committees to make sure that we have excellent disability information and new standards. We have laid out new processes and a variety of other things to make sure that we are both reducing the error rate and lowering [Technical difficulty—Editor] and making progress on the backlog, which remains unacceptable and too high. We're continuing to make progress on those things, and there has been a huge emphasis on ensuring that the appropriate level of executive authority, but also just general talent and capacity, including in Miramichi, is available and operationally in place.
The other piece is that we have put in place for our deputy ministers' performance contracts—and we do monitor and measure this—the need for them to provide timely information into the pay centre and a variety of other pieces, so we've incentivized this at the highest level on a going-forward basis. Those reforms have not been perfect, but they've been by and large successful in terms of improving the performance.
A fundamental error that was made earlier was that there was no engagement with bargaining agents. There continues to be significant engagement on Phoenix and also, on a going-forward basis, on Next Generation with bargaining agents and our union representative—