No, I would not go that far, but we have an excellent working relationship with the commissioner's office. As Mr. Rosenberg mentioned in his report, the most important thing was program management. They noted a number of really good practices, especially the fact that we had an action plan—the one we talked about earlier—and that it had been in place for two years at the time of the commissioner's investigation. They also noted the awareness sessions we ran for staff, the monitoring mechanisms we established for the appointment of bilingual positions, the high level of cooperation we provided to the commissioner's office with respect to complaint management, the action plan we developed to address part VII, and the meetings we planned to hold with representatives of official language minority communities.
Keep in mind that 88% of the positions in the department are bilingual. That is a huge number of positions that need to be managed both abroad and at headquarters. Corporate culture dictates that we provide bilingual service in all of our missions. The mere fact that you were able to know that the mission in question had some deficiencies can be attributed to the fact that Ms. Bogdan makes certain to include an official languages performance evaluation in every one of her inspection reports. And now we are responding to that evaluation.