Yes. Among other things, we offer the advantage of having set up projects. In fact, it is one thing to influence government decisions. However that is just one aspect.
The second advantage deals with our recommendations to improve access, which explains the 70 projects. So it is about management, promotion, and moving that along. The third advantage is sending the right person to the right place for the right service.
In fact, a francophone may be in a certain place in a facility whereas the services required are elsewhere in that facility. So what do we do? The whole human resources side is set in motion. The situation is extremely complex because of the unions, the highly unionized health-care environment. It is almost impossible to transfer a person from one floor to another. I know, because I managed a facility.
For example, in Saint-Boniface, the union with which I was working very well is now challenging this. And when we want to say that positions will be designated francophone, the union protests on the grounds of seniority. As you know, the person with the most seniority is not necessarily a francophone. But a francophone is needed.
As a result, the work being done by our networks is closely linked to matching resources and requirements.
Because my facility was accused of not offering services in French, I would jokingly tell the Franco-Manitoban community that the problem was that they did not have the right disease at the right time. You see what I mean. It is a joke, but it nevertheless illustrates that my francophone cardiologist or my francophone nurse might not be on duty when I have a heart attack.
So we have huge problems with matching, and our networks work with the facilities to ensure that this matching work is done. That is another exercise, in terms of human resources, and is extremely important for us.