It's interesting, because the tool, the MRRS, is able to discern, through the evidence presented--and I'm sorry it's bureaucratic--in RPPs and DPRs, the allocation of resources to the strategic outcomes identified by the department. They can see the resources allocated to the activities that are being driven to reach those key outcomes. The trick with the tool is to be able to discern where gender has been woven through activities to achieve the key strategic objectives of the department. It gets quite technical at that point because you're not necessarily looking at quality outcomes but outcomes in other policy areas that have an impact on gender or gender-related outcomes.
That's why we're working with departments at the front end and Treasury Board at the back end, so that departments make visible what they're doing in terms of GBA and gender equality work of any sort. This will enable Treasury Board to pick it up with the tool, because the tool is only as good as the input. So you have to look at a whole loop. It's really bureaucratic; you roll up your sleeves and get into the machinery.