Co-development is a difficult area of the business, because it involves...and could mean a lot of people at the table. You can look at Bill C-92. We have been co-developing the legislation with the national organizations, but we also did a lot of engagement at the regional level and at the local level over the last year. The objective of this legislation—and it's an important element that we're trying to do as much as possible—is defined less...as little as possible in the legislation.
The real story about Bill C-92 is not just the legislation. It's that actually we say to first nations, Inuit and Métis, “Go ahead and develop your legislation and come to us with it.” It's not legislation that tries to impose an approach. It's legislation that just says, “You should be the ones developing this approach.” It's a co-development that leads to an approach that is actually their developing of their own legislation by themselves. I think it's important to see the distinction. Case by case, we did a lot of co-development on the education side.
In terms of reporting to indigenous people, as I mentioned before, we have more and more regional discussions and annual gatherings among our staff and first nations, Inuit and Métis—with first nations specifically because of the services on the reserves—where we discuss how the relationship is going.
I invite the national organizations to come to my senior management committee every three or four months—we try to be regular—to discuss how things are going. We attend their meetings with them: their executive committees, their committees on housing, their committees on education. For us, as much as possible, it's to be transparent in the way we do our business and what we are doing, and that's how we achieve co-development. I think we made significant progress, to be fair.