First of all, we're really challenged in Finance by many things, but we also have an opportunity in our processes. The budget is a process--it's a machine between September and late February to get things done--so we approach things very comprehensively. I think by connecting this commitment to that process, it has helped us make a lot of progress. Other departments don't always approach things that way.
I know you had other witnesses from government who do have broad approaches, like the Privy Council Office, which is responsible for the machinery of government and the cabinet processes, and the Treasury Board Secretariat, which is responsible for the Treasury Board approval processes. They are looking at all departments when they come through the process to seek either policy approval in cabinet committees or financial and spending authority from the Treasury Board. It's a way for them to bring other departments along, because if you don't have the analysis done properly, wherever possible, it's harder to get the policy authority or the financial authority. I don't think you need to legislate that. I think you've given them the same inspiration you've given us. It's just a question of benchmarking progress towards that end.