To answer your first question, Mr. Lessard, I would say it's come from below, but the top has also intervened. This is an initiative that came from the department at the time, the former department of family and community services, now called the department of social development. They realized that there were a number of children available for adoption who were not adopted. On the other hand, we had a waiting list of 800 candidate parents who were waiting to adopt children. Something wasn't working.
At the time, the initiative was "sold" to the government under a business plan. We managed to show that, if we were granted 25 social workers for adoption purposes—because we didn't have a lot—and their salaries, with the saving that would be made on the adoptions—that wasn't the main objective—we were going to manage to achieve our goal. We guaranteed that, within three years, if we hadn't managed to pay the workers' salaries just by having more children adopted, those worker positions would be handed back to the public service. We won that bet and the benefits for the children were enormous.
However, the strategy has to be constantly renewed. The message constantly has to be sent and the public's awareness raised. What was special about what we did with adoption is that we established a network with the business community. The government makes a small grant to the foundation, but the rest of the money comes from the business community.