Thank you for the question. I do have a number of things I wanted to say.
As I mentioned, there were four pillars of our renewal initiative. I think probably the most important one was planning, in that our HR planning was done in isolation from our business planning. So we made it a commitment that these two exercises would be integrated. With integrated planning you have a better sense of where your gaps are, where your priorities are, and how you allocate your resources. And I think that it's fair to say that now, after our third year, we have embedded a culture of much more sophisticated planning in each of the departments.
I think in terms of recruitment, we've had a series of very successful enterprise-wide job fairs across the country, and these have improved the brand of the public service, which was a little tarnished. We've engaged students and some of our new recruits in excitement about being in the public service, and I think it's given them a bit of pride and has actually made us a more attractive employer. We've also steadily been improving our diversity within the public service.
In terms of employee development, that was another one of the pillars: every single employee within every single department must have a learning plan. I think in the first couple of years the deputies were reporting that they actually had done learning plans; the question was whether they were appropriately linked to what the business needs are. I think that as we remain consistent, we remain committed, every year we see progress in that regard. And of course when you have employees who are motivated by being developed in their positions, you have a much more engaged workforce that's going to be more creative and more committed to your mission.