Ms. Jauvin, don't get us wrong. I have been in charge of all kinds of files where we use strategic planning. So I am fully aware that you cannot manage people in the public service or an institution of any kind without planning. I'm talking about a plan that would clarify how you will proceed, with whom, and what tools you will use, what the expectations are, and so on.
Clearly, I would not ask you what the departmental planning is tomorrow morning. You have been in your position for six months. I imagine that since then, you have been able to indicate what direction you want to go in: managing the public service as if you were managing a ranch or as if you were managing human beings. If you are managing human beings, you would say how you do it, whom you involve in the process, and how managers are encouraged to understand the human beings in front of them and not manage them by prodding them in the back so that they trip up.
I am fully aware that in some departments—I will not name them here—it will be extremely difficult to prepare an integrated plan. However, if you complete one, you will enable all members around the table to support you, as the department will not be able to sidestep the issue. At regular intervals, we will be in a position to say that there is a plan and that normally, it would take three or six months to reach a specific stage.
Is that where you are at?